section 1: executive summary

Transcription

City of Baytown
Aquatic Facilities Master Plan
June 2007
Kimley-Horn
and Associates, Inc.
UZ510018.2006
City of Baytown, Texas
Baytown Aquatic Facilities
Master Plan
Final Report
June 2007
Prepared by:
Kimley-Horn and Associates, Inc.
Contact: Amy London
Suite 1800
12700 Park Central Drive
Dallas, Texas 75251
(972) 770-1300
In Association with:
Counsilman-Hunsaker
Contact: Kevin Post
10733 Sunset Office Drive
Suite 400
St. Louis, Missouri 63127
(314) 894-1245
Introduction
Summary of Findings
To meet the aquatic needs of the community, the City of Baytown retained KimleyHorn and Counsilman-Hunsaker to prepare an Aquatic Facilities Master Plan to focus
on the future of aquatics for the community. The purpose of this plan is to identify
and evaluate current aquatic programming and to establish a needs analysis for
aquatic spaces for the City of Baytown, Texas.
This master plan is based on extensive research including meetings with members of
the City of Baytown, the community, and other interested parties. This plan also
includes information and opinions developed from investigations of other aquatic
providers in the area; a visit to the existing pool sites; demographics of the market
area; a tour of the community; a review of national trends in aquatic recreation,
instruction and competition; the development of construction costs in the local area;
and an analysis of how all this phenomena will impact the operation of the proposed
facility.
Study Objectives
•
Develop Concepts for Aquatic Programming
•
Develop Construction & Project Cost Estimates
•
Evaluate Existing Area Providers
•
Research Area Demographics
•
Identify Potential User Groups
•
Estimate Revenue Potential
•
Determine Labor Schedule
•
Estimate Operating Expenses
•
Determine Cashflow
An Executive Summary of the findings is as follows:
Aquatic Facilities
Master Plan
Introduction
Executive Summary
The City of Baytown, Texas, is situated on the northern shore of Galveston Bay
between the San Jacinto River on the west, the Trinity River on the east, and 30
miles east of downtown Houston. Baytown's climate is dominated by the Gulf of
Mexico, producing warm summer days, pleasant summer evenings and mild
winters.
Recreation in Baytown includes sailing and water sports, fresh and salt water
fishing, golf courses, a 400+ acre nature preserve, and the Houston Raceway Park
(NHRA 440-acre drag racing complex), which is a draw to the area. Baytown has
over 40 parks that include such amenities as boat ramps, fishing piers, playgrounds,
picnic areas, trails and swimming pools.
With a long history for pools, the City of Baytown currently operates two
swimming pool sites: Wayne Gray Sports Complex Pool and the N.C. Foote Pool,
both operated by the YMCA. The Wayne Gray Sports Complex Pool is the largest
site in the north region of Baytown where new schools and new housing
developments are being planned and built. The N.C. Foote Pool is a small site near
old downtown, where the city is re-investing in revitalization efforts. Additionally,
the City has a very popular sprayground at Roseland Park.
With both existing pools facing physical and functional obsolescence, the City of
Baytown would like to provide residents with aquatic centerpieces for social,
recreational, competitive, wellness and educational activities. An investigation of
other aquatic competitors shows a clear shortage of aquatic facilities in this area.
Local swim clubs include the RSS High School Swim Team with 48 swimmers,
the year-round Dirty Bay Aquatics Water Polo Club with 75 members (eight State
Championships) and 185 swimmers on the Clear Creek Summer Swim League.
These programs are currently offered at Sterling High School’s indoor 8 lane 25
yard pool, which has limited space, and the Lee College indoor 6 lane 25 yard
pool, which is not open to the public. Growth is expected for competitive
swimming and training needs. Gulf Swimming LSC (local swimming committee)
includes 35 teams (and growing) in the area.
As identified in public meetings, residents see a need for a new community pool on
the north end at the Wayne Gray Sports Complex of the City that will draw from
inside and outside the community. The Wayne Gray Sports Complex is near a
major highway and has ample footprint to add attractions. The N.C. Foote site was
identified by residents as a good location for a new neighborhood pool. They
would like the facilities to include amenities for kids, families, seniors, special
populations and outside residents. With many seniors in the area, lap lanes are
desired. The need for additional spraygrounds and smaller splashpads were also
mentioned for children. Programming is important for lessons, wellness exercise
Aquatic Facilities
Master Plan
Executive Summary
for seniors, elements for teens and toddlers, and the development of a swim team.
Repairing the old pools was not an aspiration; however, the 1998 repair audit has
been updated for inflation in the Appendix of this master plan per request of the
City.
Demographic analysis shows that the City of Baytown is a young community in
terms of median age with the 17 and younger age groups higher than the national
average. Per capita income and median household income, as a percentage,
are both below the national average. The estimated population base of 68,200 in
2006 for the City of Baytown is expected to increase to 70,300 by 2011. These
estimates may be skewed due to the unexpected western migration of many residents
of the New Orleans area experienced by Hurricane Katrina. The City of Baytown
estimates their 2006 population at 71,357 and their 2011 population at 75,743. Using
U.S. Government Census numbers in this report is conservative in estimating
attendance, while these additional population numbers may add to revenue. The zero
to ten mile service area’s estimated population base surrounding the N.C. Foote
site of 201,700 in 2006 is expected to increase to 210,800 by 2011. The zero to ten
mile service area’s estimated population base surrounding the Wayne Gray Sports
Complex of 138,300 in 2006 is expected to increase to 145,600 by 2011.
It is the goal of the City of Baytown to create attractive facilities that will be useful
for all the residents of the community, thus generating repeat visits. A new state
law declares that schools will start after Labor Day; hence an increase in length for
the summer swimming season. The following concepts with varying degrees of
amenities were developed for the City of Baytown to consider.
Option 1: Neighborhood Pool
$3,570,000 (Total Project Cost)
•
•
•
•
•
•
•
•
•
5,467 square foot leisure pool with
zero-beach entry
Three fitness lap lanes
Participatory play feature
Waterslide
Otter slide
One diving board
700 square foot tot pool with slide
Pavilion area
Bathhouse
Executive Summary
Aquatic Facilities
Master Plan
Option 2: Community Pool
$9,820,000 (Total Project Cost)
•
•
•
•
•
•
•
•
•
6 lane lap pool with 2 diving
boards
Separate leisure pool with
zero beach entry
Current channel
Tumble buckets
Two waterslides
Flow Rider
Mat Racer Slide
Tot pool with slide
Option 3: Sprayground
$490,000 (Total Project Cost)
•
•
•
•
3,338 square foot
Sprayground
One shade structure
Restroom facilities
Option 4: Splash Pad
$270,000 (Total Project Cost)
•
•
•
Aquatic Facilities
Master Plan
600 square foot Splash Pad
Three shade structures
Executive Summary
Existing Aquatic Facilities
Existing Pool System
x
x
N.C. Foote
Park
Wayne Gray
Sports Complex
x
Roseland
Park
Red: 5 Mile Radius
2 Mile Radius
Blue: 1 Mile Radius
Executive Summary
Aquatic Facilities
Master Plan
Proposed Aquatic Facilities
Proposed Pool System
Future
North Side
Future
East Side
x
x
x
x
Wayne Gray
Sports Complex
McElroy
Park
Downtown
x
N.C. Foote
Park
x x
Bergeron
Red: 5 Mile Radius Park
2 Mile Radius
Blue: 1 Mile Radius
½ Mile Radius
Aquatic Facilities
Master Plan
Executive Summary
x
x
Pelly
Park
Roseland
Park
Opinion of Cashflow
In the following table, Revenue is generated from attendance potential (determined
from facility capacity limits and market penetration levels) with attendance
revenue (determined from membership structures and per capita revenues).
Expense is an estimate of operating expenses concentrating on site-specific rates
for operations and maintenance, staffing pay structures, and commodities such as
chemicals and operating supplies. Recapture Rate is used to define the percentage
of operating expenses recuperated by operating revenue. It is common for
municipalities to judge facility performance using the recapture rate as a
benchmark, aiming for a high percentage of recapture.
Opinion of Financial Performance
City of Baytown
2008
2009
2010
2011
2012
Neighborhood
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Capital Replacement Fund
Debt Service
Cashflow
36,354
$3,570,000
$102,715
184,195
(81,480)
55.8%
17,900
(311,249)
(410,628)
$103,244
188,800
(85,556)
54.7%
17,900
(311,249)
(414,705)
$103,772
193,520
(89,748)
53.6%
17,900
(311,249)
(418,896)
$104,301
198,358
(94,057)
52.6%
17,900
(311,249)
(423,206)
$104,829
203,317
(98,488)
51.6%
17,900
(311,249)
(427,636)
Community
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Debt Service
Cashflow
2003
94,128
$9,820,000
$454,357
465,096
(10,738)
97.7%
49,100
(856,152)
(915,991)
2004
2005
2006
2007
$471,612
476,723
(5,111)
98.9%
49,100
(856,152)
(910,363)
$489,109
488,641
468
100.1%
49,100
(856,152)
(904,784)
$506,849
500,857
5,992
101.2%
49,100
(856,152)
(899,260)
$524,831
513,378
11,452
102.2%
49,100
(856,152)
(893,800)
Sprayground
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Debt Service
Cashflow
2004
8,369
$490,000
$0
14,927
(14,927)
0.0%
2,500
(42,720)
(60,147)
2005
2006
2007
2008
$0
15,300
(15,300)
0.0%
2,500
(42,720)
(60,521)
$0
15,683
(15,683)
0.0%
2,500
(42,720)
(60,903)
$0
16,075
(16,075)
0.0%
2,500
(42,720)
(61,295)
$0
16,477
(16,477)
0.0%
2,500
(42,720)
(61,697)
Splash Pad
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Debt Service
Cashflow
2004
6,695
$240,000
$0
11,824
(11,824)
0.0%
2,000
(20,924)
(34,748)
2005
2006
2007
2008
$0
12,120
(12,120)
0.0%
2,000
(20,924)
(35,044)
$0
12,423
(12,423)
0.0%
2,000
(20,924)
(35,347)
$0
12,733
(12,733)
0.0%
2,000
(20,924)
(35,658)
$0
13,052
(13,052)
0.0%
2,000
(20,924)
(35,976)
Source: Counsilman-Hunsaker
Executive Summary
Aquatic Facilities
Master Plan
Table of Contents
Section
Task I – Goals/Objectives/Public Meetings
1
Task II – Concept Development
2
Task III – Financial Impact Study
3
A. Needs Analysis
B. Programming
C. Schematic Designs
A. Implementation Scenarios
B. Site Specific Concepts
A. Economic Impact
B. Operational Impact
Appendix
A. Options A, B, and C (Not Selected)
B. General Limiting Conditions
C. Financing and Funding Options
Aquatic Facilities
Master Plan
Table of Contents
i
Task I: Goals/Objectives/Public Meetings
1
2
A. Needs Analysis
Area Aquatic Providers
Demand for use of the proposed Baytown aquatic centers will be affected by the
presence of competing facilities. Certain factors such as location, availability and
pricing may compel some potential patrons to use other facilities. To more clearly
define competition, this information is used to assist in understanding the overlap
of aquatic services currently offered by other aquatic providers in the area. Specific
factors of each facility may be considered such as location, availability, and
pricing. Aquatic providers may include other parks and recreation pools, private
swim clubs, schools and universities, and YMCAs within the area. This report
should assist in exploring the services currently offered in the area.
City of Baytown, TX
Sterling High School
300 W Baker Rd
Baytown, TX 77521
(281) 420-4500
•
Indoor 8 lane 25 yard pool
Lee College
511 S Whiting-Lee College Campus
Baytown, 77520
281-425-6311
•
Indoor 6 lane 25 yard pool
Hours
Lap Swim / Workout Times
MWThF
6:30am -7:30am
MTWTh
4:00pm -5:30pm
Aquatic Facilities
Master Plan
Fees
$25/semester
Not open to the public
1-1
Baytown YMCA
201 W Wye Dr Baytown, TX 77521
281-427-1797
• Outdoor 4 Lane Pool
Hours
Mon-Thurs
Fri
Sat
Sun
5am-10pm
5am -8pm
8am -5pm
1pm -5pm
Fees
Based on income
City of La Porte, TX
Little Cedar Bayou Wave Pool
600 Little Cedar Bayou Dr.
La Porte, TX
281-470-1966
• Wave Pool
• Zero-beach entry
Hours
Mon-Thurs
11am - 8pm
Fri-Sun
11am - 6pm
Fees
Adults & Children
Seniors 60+
Nonresidents
2 and under
20 Visit Pass
$3
$1
$5
FREE
$60
Northwest Pool
10210 N. Avenue P
La Porte, TX
281- 470-1247
• Leisure Pool
• Otter slides
• Spray features
Hours
Monday
11am - 9pm
Tue-Fri
11am - 8pm
Sat-Sun
11am - 7pm
1-2
Aquatic Facilities
Master Plan
Fees
Adults & Children
Seniors 60+
Nonresident
2 and under
Individual Pass $20
Family of 6 Pass
$3
$1
$5
FREE
$45
Fairmont Pool
10218 Hillridge
La Porte, TX
281-470-0545
Hours
Mon
Tue-Sun
Closed
Noon-6pm
Fees
Everyone
2 and under
Individual Pass
Family of 6 Pass
$1
FREE
$20
$45
Photo Not Available
San Jacinto Pool
618 San Jacinto and G Street
La Porte, TX
281-471-4562
• L shaped pool
• Otter slides
Hours
Mon
Closed
Tue-Sun
Noon-6pm
Fees
Adults & Children
Seniors 60+
Nonresident
2 and under
Individual Pass
Family of 6 Pass
Aquatic Facilities
Master Plan
$3
$1
$5
FREE
$20
$45
Task I - Goals/Objectives/Public Meetings
1-3
Brookglen Pool
3324 Somerton
La Porte, TX
281-930-8033
Hours
Mon
Tue-Sun
Closed
Noon-6pm
Fees
Everyone
2 and under
Individual Pass
Family of 6 Pass
$1
FREE
$20
$45
City of Mont Belvieu, TX
Eagle Pointe Wave Pool
12450 Eagle Pointe Dr.
Belvieu, TX
281-385-5885
• Wave Pool
Hours
Mon/Wed/Fri/Sat
10:30am-6:30pm
Tue/Thur
10:30am-9:30pm
Sun
Noon-6:30pm
Fees
3-11 years
12-64 years
Senior 65+
20 Visit Pass
20 Visit Family Pass
1-4
$5
$6
$3
$75 Resident / $90 Nonresident
$150 Resident
Aquatic Facilities
Master Plan
Analysis of Target Market Area
Factors that can influence attendance at the new Baytown aquatic centers include
population characteristics such as growth/decline, income, age, and weather trends.
Market studies are used to predict how relevant products, services and fess are to
residents.
Given the character and scale of development envisioned for the new aquatic
facilities, the consultant team is of the opinion that the project's recreation market area
should be defined as a 25-mile radius from each site. Within that 25-mile radius, the
rate of market penetration will be highest among the community residing closest to
the facility, and lowest among residents residing near the outer limits of the market
area. To further define this market area, the service area is assumed as a five mile
radius around each project site: 2428 W. Main Street (N.C. Foote Pool site) and 5200
East Road (Wayne Gray Sports Complex Pool site). A service area is defined by the
distance a patron will travel on a regular basis, such as once per week, to a given
activity. A five mile service area is common for community-oriented activities.
Training and competition users will customarily drive farther to use a facility than
will leisure and fitness users. Thus, a study of demographic patterns in the area is
helpful in projecting usage rates. Given this pattern of market penetration, the
consultant team has segmented the resident market area for the proposed facilities into
rings as follows:
Distance From Proposed Site
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
The evaluation of the resident market area on the basis of these rings permits a more
accurate assessment of the various demographic factors.
Aquatic Facilities
Master Plan
1-5
1-6
Aquatic Facilities
Master Plan
Source: DeLorme
3, 5, 10, 15 and 25 Mile Rings
2428 W. Main Street (N.C. Foote Pool Site)
Aquatic Facilities
Master Plan
1-7
Source: DeLorme
3, 5, 10, 15 and 25 Mile Rings
5200 East Road (Wayne Gray Sports Complex Pool Site
Population by Distance
The following presents a summary of population characteristics per ring for the 2000
census year, with population estimates for 2006 and population projections for 2011.
Because of the reluctance of the recreational swimmer to drive more than five miles
to an aquatics facility, recreational attendance coming from rings farther than five
miles will be minimal and cannot be expected to produce consistent daily users.
These rings will, however, produce users of special features of the facility, such as
competitive swimming and special events. The frequency of recreational usage is
typically impacted by distance. As a result, it is reasonable to assume that the outer
areas from the site will not use the facility on a consistent basis, but only as stated.
N.C. Foote Pool
As shown in the following table, the total market area (zero to 25 miles) contained a
population base of 1,699,300 in 2000, is estimated to increase to 1,822,900 in 2006,
and expected to continue to increase to 1,935,500 by 2011.
Closer in, the zero to 10 mile service area shows a population base of 192,900 in
2000 and is estimated to increase to 201,700 in 2006 and expected to continue to
increase to 210,800 by 2011. This represents an increase in population of
approximately 0.9% annually from 2006 to 2011.
The secondary service area of 10 to 25 miles for competitive and special event
users shows a population base of 1,506,100 in 2000, is estimated to increase to
1,621,200 in 2006, and expected to continue to increase to 1,724,800 by 2011. This
represents an annual rate of approximately 1.2% each year from 2006 to 2011.
The City of Baytown’s population base of 66,400, according to the 2000 U.S Census,
is expected to increase to 68,200 in 2006, and expected to continue to increase to
70,300 by 2011. The expected increase is 0.6% per year.
These estimates may be skewed due to the unexpected western migration of many
residents of the New Orleans area experienced by Hurricane Katrina. The City of
Baytown estimates their 2006 population at 71,357 and their 2011 population at
75,743. The expected increase is 1.2% per year.
1-8
Aquatic Facilities
Master Plan
Aquatic Facilities
Master Plan
1-9
192.9
393.8
1,112.3
1,506.1
1,699.0
Subtotal
10 to 15 Miles
15 to 25 Miles
Subtotal
Total (0-25 Miles)
66.4
122.7
5 to 10 Miles
Baytown, TX
37.5
3 to 5 Miles
Distance from
Proposed Site
0 to 3 Miles
100%
88.6%
65.5%
23.2%
11.4%
7.2%
2.2%
2000
Number Percent
(000's)
of Total
32.7
1.9%
100%
88.9%
65.9%
23.1%
11.1%
7.2%
2.1%
70.3
1,935.5
1,724.8
1,279.7
445.1
210.8
138.4
40.0
100%
89.1%
66.1%
23.0%
10.9%
7.2%
2.1%
2011
Number Percent
(000's)
of Total
32.4
1.7%
Source: Claritas, Inc.
68.2
1,822.9
1,621.2
1,200.9
420.3
201.7
130.7
38.7
2006
Number Percent
(000's)
of Total
32.3
1.8%
N.C. Foote Pool, City of Baytown
0.3
12.4
11.5
8.9
2.6
0.8
0.8
0.1
0.5%
1.4%
1.5%
1.5%
1.3%
0.9%
1.3%
0.6%
0.4
22.5
20.7
15.8
5.0
1.8
1.5
0.3
0.6%
2.1%
1.2%
1.3%
1.2%
0.9%
1.2%
0.7%
Average Annual Change
2000-2006
2006-2011
Number
Number
(000's)
Percent
(000's) Percent
-0.1
-0.2%
0.0
0.0%
Wayne Gray Sports Complex Pool
As shown in the following table, the total market area (zero to 25 miles) contained a
population base of 1,555,400 in 2000, is estimated to increase to 1,661,800 in 2006,
and expected to continue to increase to 1,759,400 by 2011.
Closer in, the zero to 10 mile service area shows a population base of 131,000 in
2000 and is estimated to increase to 138,300 in 2006 and expected to continue to
increase to 145,600 by 2011. This represents an increase in population of
approximately 1.0% annually from 2006 to 2011.
The secondary service area of 10 to 25 miles for competitive and special event
users shows a population base of 1,424,400 in 2000, is estimated to increase to
1,523,500 in 2006, and expected to continue to increase to 1,613,900 by 2011. This
represents an annual rate of approximately 1.2% each year from 2006 to 2011.
Again, these estimates may be skewed due to the unexpected western migration of
many residents of the New Orleans’ population experienced by Hurricane Katrina.
1-10
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Master Plan
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Master Plan
1-11
1,179.5
1,424.4
1,555.4
15 to 25 Miles
Subtotal
Total (0-25 Miles)
66.4
244.9
10 to 15 Miles
Baytown, TX
131.0
51.7
5 to 10 Miles
Subtotal
37.0
100%
91.6%
75.8%
15.7%
8.4%
3.3%
2.4%
2000
Number Percent
(000's)
of Total
42.4
2.7%
3 to 5 Miles
Distance from
Proposed Site
0 to 3 Miles
68.2
1,661.8
1,523.5
1,258.6
264.9
138.3
55.4
37.0
70.3
1,759.4
1,613.9
1,331.3
282.6
145.6
59.0
37.5
100%
91.7%
75.7%
16.1%
8.3%
3.4%
2.1%
2011
Number Percent
(000's)
of Total
49.0
2.8%
100%
91.7%
75.7%
15.9%
8.3%
3.3%
2.2%
2006
Number Percent
(000's)
of Total
45.9
2.8%
Wayne Gray Sports Complex Pool,
City of Baytown
0.3
11.0
9.9
7.9
2.0
1.1
0.4
0.0
0.5%
1.3%
1.4%
1.3%
1.6%
1.1%
1.4%
0.0%
0.4
19.5
18.1
14.5
3.5
1.4
0.7
0.1
0.6%
2.2%
1.2%
1.1%
1.3%
1.0%
1.3%
0.2%
Average Annual Change
2000-2006
2006-2011
Number
Number
(000's)
Percent
(000's) Percent
0.7
1.6%
0.6
1.4%
Income
To a certain degree, the likelihood of residents to use the City’s swimming pools
depends on their ability to pay admission and program fees. Accordingly, an
evaluation of incomes in the market is appropriate. When comparing the service
market area with the U.S., a percentage system is used. The U.S. average income is
the baseline standard represented by 1.00.
*Index indicates the percentage for the specified area based on the national
average. For example, if a city’s median household income is twenty percent
higher than the national average, a number of 1.20 would be listed as the index
number.
The following table represents a comparison of per capita and median household
incomes for the resident population surrounding the N.C. Foote site.
Market Area Income Characteristics
N.C. Foote Pool, City of Baytown
Market Area
Per Capita Incomes
Dollars
Index*
Median Household Incomes
Dollars
Index*
0-3 Miles
$17,013
0.69
$40,804
0.85
3-5 Miles
$21,406
0.87
$47,065
0.98
5-10 Miles
$24,217
0.98
$60,699
1.27
10-15 Miles
$22,802
0.92
$50,319
1.05
15-25 Miles
$20,110
0.81
$42,633
0.89
Baytown
$20,502
0.83
$46,560
0.97
TOTAL U.S.
$24,704
1.00
$47,837
1.00
Baytown’s per capita income is 17% lower than the national average and the median
household income is 3% lower. In the zero to three mile zone, per capita incomes are
31% lower than the national average and the median household income is 15% lower.
The three to five mile zone is 13% lower than the national average while the median
household income is 2% lower. The five to 10 mile zone is 2% lower than the
national average while the median household income is 27% higher.
1-12
Aquatic Facilities
Master Plan
From this analysis, many people living in Baytown and the surrounding area may not
be able to afford credible fees for leisure pursuits. The City will need to be sensitive
when allocating fee structures for aquatic activities in this area.
Market Area Income Characteristics
Wayne Gray Sports Complex Pool, City of Baytown
Market Area
Per Capita Incomes
Dollars
Index*
Median Household Incomes
Dollars
Index*
0-3 Miles
$21,822
0.88
$48,730
1.02
3-5 Miles
$18,979
0.77
$46,336
0.97
5-10 Miles
$21,784
0.88
$52,416
1.10
10-15 Miles
$21,445
0.87
$53,464
1.12
15-25 Miles
$19,980
0.81
$44,312
0.93
Baytown
$20,502
0.83
$46,560
0.97
TOTAL U.S.
$24,704
1.00
$47,837
1.00
In the zero to three mile zone surrounding the Wayne Gray Sports Complex, per
capita incomes are 12% lower than the national average while the median household
income is 2% higher. The three to five mile zone is 23% lower than the national
average and the median household income is 3% lower. The five to 10 mile zone is
12% lower than the national average while the median household income is 10%
higher.
The City will need to be sensitive when allocating fee structures for aquatic activities
in this area.
Aquatic Facilities
Master Plan
1-13
1-14
Aquatic Facilities
Master Plan
23.1
29.9
Median Age
Under 5
5 to 9
10 to 14
15 to 17
Subtotal
18 to 24
25 to 34
35 to 44
45 to 54
55 to 64
65 to 74
75 to 84
85 and over
TOTAL:
3-5 Miles
#
%
3,442
8.9%
3,065
7.9%
2,969
7.7%
1,672
4.3%
11,148
28.8%
3,872
10.0%
5,596
14.5%
5,296
13.7%
5,098
13.2%
3,678
9.5%
2,031
5.3%
1,422
3.7%
541
1.4%
38,682
100%
0-3 Miles
#
%
3,297
10.2%
2,824
8.7%
2,705
8.4%
1,456
4.5%
10,282
31.8%
3,476
10.8%
4,925
15.2%
4,396
13.6%
3,595
11.1%
2,542
7.9%
1,488
4.6%
1,138
3.5%
466
1.4%
32,308
100%
Age Groups
34.5
10-15 Miles
#
%
38,459
9.2%
34,406
8.2%
33,442
8.0%
19,633
4.7%
125,940 30.0%
42,360
10.1%
60,566
14.4%
64,339
15.3%
57,945
13.8%
36,847
8.8%
19,196
4.6%
10,367
2.5%
2,709
0.6%
420,269 100%
33.5
5-10 Miles
#
%
10,502
8.0%
9,808
7.5%
10,353
7.9%
6,519
5.0%
37,182
28.4%
13,249
10.1%
17,183
13.1%
19,691
15.1%
20,157
15.4%
13,029
10.0%
6,340
4.9%
3,175
2.4%
795
0.6%
130,801 100%
34.3
15-25 Miles
#
%
101,778
8.5%
92,364
7.7%
92,222
7.7%
53,604
4.5%
339,968
28.3%
126,236
10.5%
182,550
15.2%
177,380
14.8%
158,384
13.2%
108,008
9.0%
62,460
5.2%
35,188
2.9%
10,753
0.9%
1,200,927 100%
Age Distribution Trends
N.C. Foote Pool, Baytown Aquatic Center
23.7
36.0
Baytown, TX
U.S. Age
#
%
Population
6,349
9.3%
6.7%
5,558
8.2%
6.8%
5,371
7.9%
7.2%
3,004
4.4%
4.3%
20,282 29.8%
25.1%
7,124
10.5%
9.9%
10,089 14.8%
13.6%
9,392
13.8%
15.3%
8,581
12.6%
14.1%
6,107
9.0%
9.6%
3,324
4.9%
6.4%
2,357
3.5%
4.4%
919
1.4%
1.7%
68,175
100%
100%
The following age distribution table presents a summary of age group numbers and percentages per the
rings surrounding the N.C. Foote site. The City of Baytown and the surrounding area is a younger
community in terms of age group trends. As shown for the market area (zero to 25 miles), the 0-17 age group,
as a percentage of population, is above the national average with 58,612 children in the 10 mile area.
Age distribution is another population characteristic used to determine the type and level of use of
programs. Research has shown that younger age groups are more likely to engage in competitive and
recreational swimming activities, while middle-age and older patrons enjoy wellness and fitness
programming.
Age Distribution
Aquatic Facilities
Master Plan
1-15
23.1
29.9
Median Age
Under 5
5 to 9
10 to 14
15 to 17
Subtotal
18 to 24
25 to 34
35 to 44
45 to 54
55 to 64
65 to 74
75 to 84
85 and over
TOTAL:
3-5 Miles
#
%
3,432
9.3%
3,067
8.3%
3,012
8.1%
1,819
4.9%
11,330
30.6%
3,810
10.3%
5,217
14.1%
5,099
13.8%
4,679
12.6%
3,302
8.9%
1,850
5.0%
1,270
3.4%
492
1.3%
37,049
100%
0-3 Miles
#
%
4,181
9.1%
3,661
8.0%
3,540
7.7%
1,936
4.2%
13,318
29.0%
4,758
10.4%
6,906
15.1%
6,293
13.7%
6,046
13.2%
4,287
9.4%
2,227
4.9%
1,483
3.2%
532
1.2%
45,850
100%
Age Groups
34.5
10-15 Miles
#
%
23,803
9.0%
21,525
8.1%
21,988
8.3%
13,383
5.1%
80,699
30.5%
27,591
10.4%
35,911
13.6%
39,753
15.0%
38,126
14.4%
23,536
8.9%
11,795
4.5%
6,072
2.3%
1,387
0.5%
264,870 100%
33.5
5-10 Miles
#
%
4,509
8.1%
4,274
7.7%
4,510
8.1%
2,769
5.0%
16,062
29.0%
5,559
10.0%
7,240
13.1%
8,216
14.8%
8,258
14.9%
5,415
9.8%
2,801
5.1%
1,483
2.7%
413
0.7%
55,447
100%
34.3
15-25 Miles
#
%
110,620
8.8%
99,484
7.9%
99,551
7.9%
58,432
4.6%
368,087
29.2%
133,753
10.6%
182,348
14.5%
186,459
14.8%
167,245
13.3%
112,940
9.0%
63,030
5.0%
34,499
2.7%
10,219
0.8%
1,258,580 100%
Age Distribution Trends
Wayne Gray Sports Complex Pool,
Baytown Aquatic Center
23.7
36.0
U.S. Age
Baytown, TX
#
%
Population
6,349
9.3%
6.7%
5,558
8.2%
6.8%
5,371
7.9%
7.2%
3,004
4.4%
4.3%
20,282 29.8%
25.1%
7,124
10.5%
9.9%
10,089 14.8%
13.6%
9,392
13.8%
15.3%
8,581
12.6%
14.1%
6,107
9.0%
9.6%
3,324
4.9%
6.4%
2,357
3.5%
4.4%
919
1.4%
1.7%
68,175
100%
100%
The following age distribution table presents a summary of the age distribution of the rings surrounding the
Wayne Gray Sports Complex site. As shown for the market area (zero to 25 miles), the 0-17 age group, as a
percentage of population, is above the national average with 40,710 children in the 10 mile area.
Weather
With a seasonal outdoor aquatics facility, weather will have some impact on user
travel and participation. Given the sensitivity of water sports to weather conditions, it
is appropriate to include an assessment of local weather patterns in the market
analysis. Understanding local weather patterns helps determine the number of user
days without rain. The following table presents a summary of monthly weather data
for Baytown based on 50-year recorded trends. Weatherbase collects weather
information from a variety of public domain sources, including the National Climatic
Data Center.
Climatological Data
Baytown, TX
Month
January
February
March
April
May
June
July
August
September
October
November
December
Temperatures
Precipitation Precipitation
Average
High
Low
Inches
Days
53.0
62.0
45.0
3.6
7
56.0
65.0
47.0
3.1
6.3
63.0
72.0
54.0
2.9
6
69.0
78.0
60.0
3.6
6.5
75.0
84.0
67.0
4.6
7.1
81.0
90.0
73.0
4.3
7.1
83.0
92.0
75.0
4.4
7.2
83.0
92.0
75.0
3.8
6.5
79.0
88.0
71.0
4.0
6.2
71.0
81.0
62.0
3.7
5.9
61.0
71.0
52.0
3.7
6
55.0
64.0
47.0
4.2
7.7
Source: Weatherbase
Presented in the table are average temperatures, normal high and low temperatures,
precipitation inches and precipitation days for the Baytown area. The weather patterns
suggested in the figures above are not severe enough to inhibit participation in
outdoor aquatics during June, July and August. As shown, warm summer
temperatures prevail with an average of seven days of precipitation per summer
month.
1-16
Aquatic Facilities
Master Plan
Specific User Groups: Competitive
On the following pages, the various components of the competitive market are
reviewed.
Competitive Swimmers
The competitive swimmer (summer swim teams, age group swimming, high school
swim and dive teams, Masters’ teams, etc.) are very loyal groups, and, if their
needs are met, can be counted on to provide a steady stream of income.
Additionally, these groups appreciate
being allowed the opportunity to use
an aquatic center for training and
competitions.
Opportunities
for
practice and training exist in the 6 lane
lap pool conceptualized in Option 3;
opportunities for practice, training and
competitive meets exist in the 50
meter pool conceptualized in Option B
(in the Appendix) with a pool heater
accommodating the winter months.
High School Varsity Swimming
High school swimming is well supported in the area although schools lack the ideal
facility for training and competition. Because quality pool time is scarce in the
nearby public and private high school systems, these schools would be very
interested in a new aquatics facility especially with 1 meter diving. In
summarizing use by the school districts, it is suggested that the proposed aquatic
facility could expect to attract high school competitive events, as well as swim
team training.
USA Swimming
Historical Participation
USA Swimming’s corporate formation was made possible by the passage of the
Amateur Sports Act of 1978. Until that point, all Olympic sports were under the
administrative umbrella of the Amateur Athletic Union, or AAU. In 1978, all
sports were empowered to create their own form of government. National
participation in USA Swimming has risen every single year since 1988. The size
of the annual increase is two to four times greater in the registration year following
Olympic Games.
As the National Governing Body for competitive swimming in the United States,
USA Swimming formulates the rules, implements policies and procedures,
conducts national championships, disseminates safety and sports medicine
information and selects athletes to represent the United States in international
competition. In 2006, USA Swimming has more than 300,000 members nationwide
and sanctions more than 7,000 events each year.
Aquatic Facilities
Master Plan
1-17
Regional participation statistics are difficult to ascertain. USA Swimming has four
zones nation-wide, none of which track overall registration. Some keep records of
participation in the zone championship swim meets, but zone meets are limited to
an elite level of performance and are a poor indicator of overall participation. The
four zones are subdivided into fourteen regions. The regions, like zones, do not
track participation in events other than championships. Until the recent addition of
the Speedo Champions Series, very few of the regions had been hosting regional
championships. In 2001, each zone was required to host from two to four sectional
championships.
March of 2001 marked the first of these championships, called the Speedo
Champions Series. Like the regional and zone meets, these sectional meets are
only open to elite performers.
USA Swimming delegates local governance to 59 local swim committees, or
LSC’s. LSC’s have geographic borders (some matching state borders). The
system is, however, analogous to the individual states within the Union. As such,
local governance is the “law of the land” in many circumstances. Federal
jurisdiction prevails in other areas.
USA Swimming, Minimum Facility Requirements
All USA Swimming sponsored swimming events must meet the minimum
standards listed below. Some minimum facility requirements for USA Swimming
National Championships are also listed.
• 25 meter (82 feet and 1/4 inch) pools must have a nominal tolerance of plus
.03 meters (1 and 3/16 of an inch) to minus .00 meters on both end walls at
all points from .03 meters (1 and 3/16 of an inch) above to .8 meters (2 feet,
7 ½ inches) below the water surface.
• 50 meter (164 feet and 1/2 inch) pools must have a nominal tolerance of
plus .03 meters (1 and 3/16 of an inch) to minus .00 meters on both end
walls at all points from .03 meters above to .8 meters below the water
surface.
• A minimum depth of 1.22 meters (4 feet) is required for starting block
competitions; 2 meters (6 feet 7 inches) is preferred and is also the
minimum depth for national championship meets.
• Light intensity over starting platforms and turning ends shall be no less than
100 foot candles (600 lux).
• Lanes must be 2.13 meters (7 feet) wide. For national championships, lanes
must be at least 2.5 meters (8 feet 2 and 1/2 inches) wide with additional
open water space of at least .45 meters (1 foot 6 inches) outside of each the
first and last lanes.
1-18
Aquatic Facilities
Master Plan
•
•
Water temperature shall not be less than 26 degrees Celsius or 78 degrees
Fahrenheit (with a nominal plus or minus 1 degree Celsius and two degrees
Fahrenheit).
Air temperature for indoor pools must be no lower than 76 degrees
Fahrenheit (eight feet above deck level); humidity must be no greater than
60 percent and air velocity no less than 25 feet per minute.
The minimum facility requirement for local meets during the school year is a 6
lane 25 yard pool. During the summer months, when long course swimming
prevails, 6 or 8 lane 50 meter pools are the norm. In either case, seating for
spectators is considered a bonus, especially if that seating is off deck.
Below is the list of teams that participate in Gulf Swimming LSC and their location.
1. AAC - Angleton Aquatic Club Angleton, TX
2. ALAC— Alief Aquatic Club Alief, TX
3. AQUASTAR— AquaStar Houston, TX
4. BMXX - Beaumont
Metropolitan Aquatixx Beaumont, TX
5. BTA—Blue Tide Aquatic Team
- Kingwood, TX
6. CATS - Conroe Area Team
Swimmers - Cleveland, TX
7. CFSC—Cypress-Fairbanks
Swim Club - Houston, TX
8. CGA—Crimson Gold Aquatics Houston, TX
9. COOG - Houston Area Aquatic
Sports - Houston, TX
10. CSC - Conroe Swim Club Conroe, TX
11. DADS—DADS Club Swim
Team - Houston, TX
12. ESA - Eagle Swimming
Association - Humble, TX
13. ETEX—East Texas Swim Team
- Nacogdoches, TX
14. FCST—First Colony Swim
Team - Sugar Land, TX
15. GIST—Galveston Island Swim
Team - Galveston, TX
16. HCAP—Harris County Aquatics
Program - Houston, TX
17. HSC—Houston Swim Club Houston, TX
Aquatic Facilities
Master Plan
18. KATY—Katy Aquatics - Katy,
TX
19. KA—Klein Aquatics - Spring,
TX
20. LJAC—Lake Jackson Aquatic
Club - Lake Jackson, TX
21. LSST - Lone Star Swim Team
22. MAC - Magnolia Aquatic
Center - Magnolia, TX
23. NCAT - New Caney Aquatic
Team - Porter, TX
24. NEHA - Northeast Houston
Aquatics - Kingwood, TX
25. NWAV - Spring, TX
26. RICE OWLS - Rice University
- Houston, TX
27. SAC - Synergy Aquatics Club Pearland, TX
28. SCAT— Space City Aquatic
Team - Houston, TX
29. SPA— Sienna Plantation
Aquatics - Sugar Land, TX
30. SS - Spindletop Swimming Nederland, TX
31. TAMU - Texas A&M
University - College Station, TX
32. TTST - Texas Terrapins Swim
Team - Cypress, TX
33. TWST - The Woodlands Swim
Team - The Woodlands, TX
34. TYES - Team YES Aquatics of
Houston - Houston, TX
35. UH - University of Houston Houston, TX
1-19
USA Swimming Average Team Fees/Dues Nationwide
Compiled by the American Swimming Coaches Association, and comprised of
only those clubs that completed and returned the 1999 survey, this information
does not account for regional cost of living. New York City or San Francisco
based teams would likely pay higher fees than a team in Fargo, ND, or Biloxi, MS,
for example. The average monthly dues paid are noted for “Parent Run” USA
Swimming clubs.
Average Monthly Dues Paid in Parent Run USA Swimming Clubs
Small Clubs
Level
No Level
Medium Clubs
Large Clubs
Larger Clubs
Very Large Clubs
Sen
AG
Nov
Sen
AG
Nov
Sen
AG
Nov
Sen
AG
Nov
Sen
AG
Nov
Avg
Count
Max
Min
$57
12
$100
$25
$42
12
$65
$10
$37
12
$55
$5
$58
50
$100
$20
$48
50
$90
$20
$38
50
$65
$20
$69
24
$175
$16
$56
24
$118
$11
$41
24
$75
$6
$53
3
$88
$15
$40
3
$65
$15
$30
3
$45
$15
$89
5
$100
$85
$65
5
$80
$55
$45
5
$60
$35
Avg
Count
Max
Min
$28
3
$50
$10
$23
3
$35
$10
$20
3
$25
$10
$49
5
$70
$35
$43
5
$70
$30
$29
5
$38
$20
$75
1
$75
$75
$65
1
$65
$65
$55
1
$35
$55
$118
2
$125
$110
$100
2
$100
$100
$45
2
$50
$40
Avg
Count
Max
Min
$42
5
$55
$37
$41
5
$55
$35
$40
5
$55
$30
$62
13
$100
$40
$49
13
$70
$35
$39
13
$55
$25
$49
10
$70
$16
$39
10
$55
$16
$31
10
$45
$16
$68
3
$95
$35
$48
3
$75
$30
$27
3
$30
$25
$144
2
$150
$138
$89
2
$98
$80
$59
2
$83
$35
Avg
Count
Max
Min
$50
4
$70
$32
$41
4
$55
$32
$33
4
$45
$25
$64
14
$110
$45
$50
14
$75
$40
$37
14
$50
$25
$68
15
$166
$35
$51
15
$125
$30
$40
15
$75
$25
$78
7
$100
$52
$63
7
$80
$50
$47
7
$69
$25
$112
8
$130
$75
$81
8
$95
$60
$53
8
$67
$30
Avg
Count
Max
Min
$45
2
$50
$40
$40
2
$50
$30
$30
2
$30
$30
$64
7
$105
$25
$48
7
$75
$25
$31
7
$40
$20
$81
14
$120
$45
$57
14
$80
$35
$40
14
$60
$20
$85
5
$100
$65
$70
5
$100
$52
$46
5
$60
$30
$101
5
$130
$70
$70
5
$85
$50
$49
5
$60
$38
Avg
Count
Max
Min
$68
3
$50
$50
$53
3
$70
$40
$42
3
$45
$40
$104
3
$118
$95
$77
3
$105
$60
$50
3
$75
$30
$80
8
$140
$42
$60
8
$115
$38
$43
8
$75
$25
$87
6
$109
$65
$65
6
$80
$50
$39
6
$80
$30
$85
9
$120
$35
$59
9
$80
$35
$44
9
$60
$30
Avg
Count
Max
Min
$51
29
$100
$10
$41
29
$70
$10
$35
29
$55
$5
$61
92
$118
$20
$49
92
$105
$20
$38
92
$75
$20
$70
72
$175
$16
$53
72
$125
$11
$39
72
$75
$6
$81
26
$125
$15
$63
26
$100
$15
$41
26
$69
$15
$100
29
$150
$35
$70
29
$98
$35
$49
29
$83
$30
Level 1
No responses
Level 2
Level 3
Level 4
Level 5
Overall
KEY
Sen: Senior Level Swimmer
AG: Age Group Swimmers
Nov: Novice Swimmers
1-20
Small Clubs: Less than 50 swimmers
Medium Clubs: 51 to 100 swimmers
Large Clubs: 101 to 150 swimmers
Larger Clubs: 150 to 200 swimmers
Very Large Clubs: 201 or more swimmers
Aquatic Facilities
Master Plan
Pool Rental
The cost of renting a pool is another issue facing USA Swimming. The following
tables represent information accrued during a survey by USA Swimming. There is
more than one accepted way to receive fees from swim teams. Pool rental is
usually per lane/per hour.
Pool Rent in Dollars Per Lane
Program Type
Parent Run
YMCA
Parks and Rec.
School District
Corporation
Coach Owned
Combination
NOTES:
Avg
$3.78
$2.11
$1.38
$0.33
$3.84
$3.17
$3.20
Max
$25.00
$11.00
$8.00
$2.00
$25.00
$14.00
$2.00
Min
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Free
53
19
8
10
13
7
27
Total
188
27
13
13
24
18
50
Free refers to the number of program type swim clubs using the facilities free.
Total refers to the total number of respondents for each program type.
Pool Rent in Annual or Monthly Fees
Monthly
Annual
Avg
Low
High
$694.00
$60.00 $3,500.00
$17,579.00 $1,000.00 $35,000.00
Other Forms of Renting Pools
1) 40% of all fees
2) 20% of all fees
3) 30% of total income
4) $10 per swimmer per season
5) All revenues minus salaries
6) 10% of gross dues
7) $25 per swimmer per month
8) 50% of lesson fees
9) $5 per swimmer per month
10) family pass
11) pay pool for maintenance
Aquatic Facilities
Master Plan
1-21
Specific User Groups—Non-Competitive
Lesson Users
A well-run swim
lesson program is an
important ingredient
in introducing young
swimmers to safe
aquatic skills. By
offering the
community youth a
comfortable,
controlled aquatic
environment, swim
lessons can become
an enjoyable
experience whether it
is during the summer months or year round.
World
Cla ss
College and
University Level
USA Swimming
High School Level
Summer League
Swim Lessons
It is the consultant team’s opinion that a swim lesson program is very important for
the community as a whole. The swim program is the base of a triangle for the
athlete. Hundreds of children will be trained in safe swimming techniques. Many
will go on to formal competitive aquatic programs in schools or age-group
swimming programs. Some may excel to become state champions. Benefits, such
as scholarship offers, may occur when a swimmer selects a college, and could lead
him or her to national level competition. Continued success and hard work could
bring a former lesson user of the proposed aquatic facility to international
competition.
Fitness Users
Water aerobic programs have become one of the fastest growing segments of the
adult fitness industry. Its qualities of buoyancy and warm temperatures have many
benefits for athletes recovering from injuries as well as healthy adults seeking a
less stressful, low or no-impact form of exercise. The industry has responded to
the popularity of water aerobics by creating a wide range of activities with related
devices and equipment for a greater diversity of water-based aerobic options.
Aerobic dancing, walking and running in shallow and deep-water environments are
just a few of the choices available to people wishing to add less stressful elements
to a cross-training regimen or even use aquatic aerobics for their entire fitness
program.
Scuba and triathlon enthusiasts are also potential fitness users of the facility and are
usually denied accessibility due to lack of available space and time. Businesses
may also be willing to sponsor or subsidize aerobic programming as part of their
employee wellness training discipline. Though some large corporations may have
their own facilities, most do not. Part of the marketing of the proposed facility
1-22
Aquatic Facilities
Master Plan
should certainly include overtures to these and other employers to participate in
some kind of subsidized employee wellness program at the proposed aquatic
facility.
Senior groups, residential homes and retirement homes are also potential users of
fitness and water aerobics programming. Seniors can be willing, enthusiastic
participants in wellness programming and other recreational opportunities,
provided certain requirements are met. They typically feel uncomfortable and
intimidated in an environment with a lot of teenagers. Additionally, they generally
respond better to programming that is strictly defined, with definite starting and
finishing times of well-structured activities. Given those standards, senior groups
will usually be reliable and ardent supporters of a recreational aquatic facility.
Recreational Users
Historically, U.S. swimming pools shared very common characteristics: a
rectangular pool with a rectangular deck with a rectangular fence and a narrow 10foot concrete deck. The only “play elements” were 1-meter diving boards, maybe
a 3-meter diving board, and occasionally a playground-type aqua slide. Anything
else would just get in the way during swim meets. Even the atmosphere
experienced at the pool reflected its focus on competition—very structured, very
rigid.
Inspired by public waterpark facilities that began in Europe and came to America
with a big splash in the 1980s, community swimming facilities have been
redesigning themselves to be attractive to the entire community of recreational
users as well as fitness users. Counsilman-Hunsaker has been involved in the
design and development of numerous such facilities, and can attest that attendance
invariably increases dramatically. More precise estimates of expected attendance
numbers based on the various options are discussed in greater detail in the Opinion
of Revenue section. While there will be some non-programmed recreational
attendance in standard competition type pools, those facilities do not typically
provide the kinds of amenities expected by today’s recreational aquatic users, and
will therefore be less attractive to large recreational attendance. The following is
an overview of aquatic features that provide recreational swimmers with the
amenities necessary to bring them into Baytown’s new aquatic centers and keep
them coming back time and time again.
Aquatic Features
The key to designing successful aquatic facilities is the incorporation of “flexible spaces.”
Each of the user groups that come to the community aquatic center has its own needs and
wants. In general, children and pre-teens most enjoy waterfalls, water sprays, participatory
spray features and amenities that allow them to be in the pool, but do not necessarily
require superior swimming skills in order to enjoy the activity. Teens and young adults
enjoy the rush of waterslides and the excitement of diving boards. Many adults enjoy lap
swimming for fitness as well as current channels that offer passive waterplay that
incorporates socializing and relaxation. The successful aquatic center is one that is able to
maximize the uses of its spaces through creative programming and innovation solutions to
varied user-group wants.
Aquatic Facilities
Master Plan
1-23
The free-form leisure pool
provides an inviting and
aesthetic atmosphere with
plenty of shallow water
from zero-beach to 4 feet,
allowing
adults
and
children to interact for
hours of splash and play
entertainment.
With
opportunity
for
many
different sizes and designs,
the leisure pool is a
desirable amenity for all
age and skill levels where
various attractions may be
incorporated for added amusement and excitement. These amenities include
participatory play features, spray features, islands and waterfalls, water walks,
floatables, waterslides, water vortex and current channels. Wave pools and lazy
rivers, once considered only for private sector water parks, are now found in
municipal facilities. These interactive attractions increase the experience factor
which increases attendance, the amount of time spent at the facility, and return
visits.
Zero-beach entry is an easy access into
leisure pools and wave pools that simulates an
ocean beach - the pool bottom slopes
gradually toward the deeper water. Instead of
jumping or climbing into the pool, patrons
simply walk in. Lounging in the zero-beach is
a pleasant way to enjoy the water while
watching children playing in the shallow
water. Zero-beach is available for both
outdoor and indoor leisure pools.
A
current
channel is part
of the leisure
pool, usually 6-8 feet wide with water traveling at
approximately three miles per hour. The current
channel can provide an ideal floating adventure with
a tranquil ride on a relaxing journey going with the
flow, or it can be used for walking against the current
as a non-programmed or programmed exercise. This
amenity provides a refreshing way for all ages to
leisurely enjoy the water.
1-24
Aquatic Facilities
Master Plan
Located within the shallow body of the leisure pool, participatory play features are
multi-level, interactive structures where children can scamper through spraying
water, traverse bridges, scurry over and under tunnels, and slide down waterslides.
As the children manipulate valves and chains, they control where and when the
water sprays will occur - all within sight of parents and lifeguards. These features
come in many sizes and colors with the goal of providing a hands-on experience.
A mat racer provides guests the exhilaration of racing down water slides
simultaneously with run out for hours of fun on a warm afternoon.
Aquatic Facilities
Master Plan
1-25
An excellent recreation value and perhaps the best aquatic entertainment amenity
for the whole family, waterslides come in many shapes and sizes from drop slides
and corkscrew slides to otter slides and speed slides. While the teen market will be
drawn to slides that provide velocity, long and fast, they will also enjoy drop slides,
which on exiting the flume literally drop them into the water. Participatory play
feature slides, frog slides and otter slides are designed for younger children to
enjoy, as larger slides have height restrictions. Waterslides add excitement and
drama to aquatic settings.
A variety of refreshing surprises from dribbling trickles to gushing torrents, spray
bars, bubblers and water arches create diversity, interest, and water wonderland
effects at aquatic facilities for children’s interaction. Other spray features add
dimension to leisure pools by bringing the water up and then down like a water
curtain. Made of fiberglass reinforced plastic, these features offer water play
experiences by creating individual play stations within the shallow ends of pools.
Cone-shaped cylinders that fill with water from individual spouts from above
create suspense and anticipation – the children never know which one will splash
down next!
1-26
Aquatic Facilities
Master Plan
Shade umbrellas are 10 or 20 feet in diameter and can be placed on the deck or in
the pool. They provide necessary shade and the wide range of colors lend a festive
atmosphere to the facility. They can be lowered in times of stormy weather or
when not needed.
FlowRider is an artificial surfing environment that uses an array of high-output
water pumps to produce a flow of water approximately two inches thick over a
fixed, foam-padded surface. Competitions are formed and spectators enjoy
watching as much as inland surfers enjoy the challenge.
Aquatic Facilities
Master Plan
1-27
An interesting area in pools where water jets propel water in a circular motion is a
water vortex. Children of all ages enjoy swimming around in the vortex where the
imagination determines the adventure.
Depending on the size of the vortex, when
the pump for the vortex is turned off, this
area can provide an excellent instruction
space for lesson programming for
youngsters, and can be used for other
programming, classes and activities.
It is essential to note that fitness lap lanes for swimming and water walking are
important to many adults
and seniors in the Baytown
vicinity. Opportunities for
limited
practice
and
training can exist in a two,
three or four lane 25-yard
lap pool adjacent to a
leisure pool. Additionally,
programming
can
be
incorporated for lessons
and activities.
Larger than a current channel, a
lazy river whisks guests away
on an adventurous but tranquil
journey in inner tubes through
the aquatic park. Within the
configuration, picnic areas can
be created or destination
locations for ingress/egress
near other attractions. Eating
areas can be designed to
overlook the lazy river for a
relaxing but entertaining view.
Incorporating physical action and adventure into the aquatic center can have an
impact on guests returning to experience the thrill over and over.
1-28
Aquatic Facilities
Master Plan
Large themed water play structures are water play gyms that can be themed as
water jungles, pirate coves, and rainforest temples to name a few. With slides,
waterfalls, and water play features, families are entertained for hours while
experiencing physical fitness and family togetherness.
Essentially a water Sprayground enhances the recreation value of an aquatics
facility with an array of pleasing and visual sights and sounds of children
interacting with water. Water Spraygrounds feature interactive play elements
located on a concrete slab or splashpad, either with or without standing water, and
can be manipulated by children, a programmable computer, or turned on and off
with timers. Igniting young imaginations, whimsical Spraygrounds can be a costeffective addition for all types of parks or recreation centers.
Aquatic Facilities
Master Plan
1-29
B. Programming
Activity Programming
After interviewing many of the aquatic leaders in the community, the following list
of activities were determined for activity programming consideration in the space
developed for Baytown’s new aquatic centers.
• Swim Meets
• Summer Swim Lessons
• Winter Swim Lessons
• USA Swim Team
• City Swim Team
• Masters Swim Team
• Aquanastics
• Party Rental
• Fitness Lap Swimming
• Instructional Swim Classes
• Recreational Swimming
• Therapeutic Classes for Seniors
• Wellness and Fitness for Seniors
• Survival Swimming
• Scuba Training
• Small Water Craft Instruction
• Red Cross Lifeguard and Lifesaving Instruction
• Physically Challenged Swim Programs
• Elementary School Drownproofing Campaign
• Water Safety Classes / Workshops
Facility Programming
As any program schedule will require flexibility to adapt to the specific needs of
the community, it is the responsibility of the facility director to monitor user group
demands and adjust schedules accordingly. Hours usually vary depending on
special user group needs.
It is assumed that the outdoor pools will be open from Memorial Day to Labor
Day. Typically, after Labor Day, the facility employees (lifeguards, cashiers and
snack bar servers) return to school, and the outdoor facility becomes more difficult
to staff. The projected hours of operation for the proposed aquatic facilities
(excluding Spraygrounds and Splash Pads) would be as follows:
Daily
11AM – 8PM
Spraygrounds and Splash Pads will be open during daylight hours.
1-30
Aquatic Facilities
Master Plan
C. Schematic Designs
Today, municipal aquatic centers succeed in creating an adventurous ambience,
inviting people of all ages to return on a daily basis. Attractions are arranged for
various age groups to maximize fun and fitness in age-appropriate settings.
Attractions have age limitations and appropriateness due to capabilities. Separate
spaces are created according to different water depths and suitable age-group
amenities.
The consultant team developed four aquatic facility options allocating spaces that
meet various goals and needs of the aquatic community. The following concepts
are offered as pictorial representations of space required to meet the programming
demands and are not the actual facility designs or what the concepts, if built, will
look like. The models serve as a description of spaces allocated for the various
amenities. Following each model is an opinion of probable project cost. Project
costs are comprised of construction costs and soft costs. The construction cost is
the bricks and mortar of the facility, while the soft cost is services such as fees,
expenses, contingency, and inflation factors.
Option 1: Neighborhood Pool
$3,570,000
Option 1 provides a 5,467 square foot leisure pool with zero-beach entry and water
features for recreational swimming. Zero-beach is a great way for adults to lounge
in the water while keeping an eye on younger children playing in the shallow area
of the pool. Three lap lanes provide adults and seniors fitness lap swimming. One
spring board offers diving opportunity.
A participatory play feature, located near the zero-beach entry, provides children
entertainment and activities: crawling across tunnels, scampering through spraying
water, traversing bridges, and sliding down just-their-size waterslides. An otter
slide is child-friendly for those children who do not yet meet the height
requirement for the large waterslide. The large waterslide provides thrills and spills
for teens and adventurous adults.
Baytown’s youngest guests will enjoy a designated area with a 700 square foot tot
pool with a tot waterslide, where they can play in their own gentle aquatic
environment.
Five shade umbrellas and a pavilion area provide a break from UV rays while
adding shelter for picnics and events. The new bathhouse includes a lobby, locker
rooms, two family changing areas, first aid, a snack bar and pool
mechanical/storage.
Aquatic Facilities
Master Plan
1-31
OPTION 1: NEIGHBORHOOD POOL
NOT TO SCALE – CONCEPTUAL ONLY
1-32
Aquatic Facilities
Master Plan
Opinion of Project Cost: Option 1 Neighborhood Pool
Unit
Sq. Ft. Opinion of Cost
Demolition
Bathhouse
Ticket Booth
Operations Room
Guard Room / First Aid
Pool Mechanical
Building Mechanical
Restrooms (2)
Family Changing Room (2)
Efficiency (20%)
4,392
200
200
200
1,400
200
1,260
200
732
$687,560
Aquatics
Leisure Pool (3 Lane)
Waterslide (A)
Participatory Play Feature
Tot Slide
Raindrop
Tot Pool
Spray Feature
5,782
5,467
1
1
1
1
315
1
$1,277,120
Support
Outdoor Deck
Fence
Overhead Lighting
Equipment
Shade Structures
Aquatic Facilities
Master Plan
$75,000
$280,262
11,315
400
13,567
1
8
1-33
Unit
Total Building Construction Costs
2,319,942
Site Construction Costs (parking lot, landscaping, utilities
$359,180
Land Acquisition
Subtotal
Not Included
$2,679,122
Inflation ( 2 year)
10%
$267,912
Contingency
10%
$294,703
Indirect Costs
10%
$324,174
Total Estimated Project Costs:
Say
$3,565,912
$3,566,000
Option 2: Community Pool
$9,820,000
Option 3 consists of an outdoor 6 lane lap pool with two diving boards and a
separate 8,325 square foot leisure pool with zero-beach entry. A children’s
participatory play feature in the shallow water provides climbing and crawling
experiences or sliding down children’s sized waterslides.
Meanwhile, a lazy river provides tranquil journeys where water travels at
approximately three miles per hour and can also be used as an ideal water walking
setting for fitness classes and adults seeking non-programmed exercise.
A waterslide provides thrills and spills for the more adventurous while tumble
buckets delight children when filling up and splashing down. The otter slide
provides a sliding adventure for those children who do not meet the height
requirement of the large waterslide.
A rock scape and creek provide an aesthetically pleasing atmosphere for seasonal
swimming with five shade structures, which add a festive touch while providing
relaxing, congregating areas out of the sun.
1-34
Aquatic Facilities
Master Plan
A tot pool with waterslide will provide Baytown’s youngest guests a designated
area with an opportunity to become acquainted with and enjoy aquatics in an age
appropriate setting.
Also included: a bathhouse, snack bar and all necessary support spaces, i.e.,
administrative offices, restrooms, storage rooms, mechanical rooms, etc.
OPTION 2: COMMUNITY POOL
Flow Rider and Mat Racer Attractions Master Planned For Future
Aquatic Facilities
Master Plan
1-35
Opinion of Project Cost: Option 2 Community Pool
Unit
Demolition
$75,000
Bathhouse
Ticket Booth
Operations Room
Pool Mechanical
Building Mechanical
Restrooms (2)
Snack Bar
Efficiency (20%)
5,160
200
200
200
1,600
200
1,500
200
200
860
$818,800
Aquatics
Leisure Pool
Waterslide (A)
Waterslide (B)
Tot Slide
Raindrop
Lilly Pad Walk
Current Channel
Additional Features
Mat Racer
Flow Rider
Lap Pool
Diving Board
Tot Pool
Spray Features
15,001
10,920
1
1
1
1
1
1
1
$4,937,210
Support
Outdoor Deck
Fence
Overhead Lighting
Equipment
Shade Structures
1-36
1
1
3,375
2
706
1
$988,746
64,470
1,327
27,280
1
23
Aquatic Facilities
Master Plan
Unit
6,819,756
$551,480
Land Acquisition
Subtotal
Not Included
$7,371,236
Inflation ( 2 year)
10%
$737,124
Contingency
10%
$810,836
Indirect Costs
10%
$891,920
Say
$9,811,115
$9,812,000
Option 3: Sprayground
$490,000
A neighborhood Sprayground is a water wonderland designed for children. The
delightful sprays of water keep children busy for hours as they interact with
colorful hands-on water play equipment. In addition, a participatory play feature’s
multi-level, interactive water play structure provides climbing opportunity as well
as a variety of operating valves, sprays and slides for a “wet playground” that will
delight young children time and time again.
The shade structure provides a break from UV rays while adding a festive touch to
lounging areas.
An on-site restroom facility is also included.
Aquatic Facilities
Master Plan
1-37
OPTION 3: SPRAYGROUND
1-38
Aquatic Facilities
Master Plan
Opinion of Project Cost: Option 3 Sprayground
Unit
Demolition
$0
Bathhouse
Restrooms
Efficiency
144
120
24
$25,920
Aquatics
Sprayground
Sprayground Features
3,338
3,338
1
$170,070
Support
Outdoor Deck
Overhead Lighting
Equipment
Shade Structures
2,000
6,480
1
1
$37,200
Unit
233,190
$132,480
.
Subtotal
$365,670
Inflation ( 2 year)
Contingency
Indirect Costs
10%
$36,567
10.0%
$40,224
10%
$44,246
Opinion of Project Costs
Say
$486,707
$490,000
Aquatic Facilities
Master Plan
1-39
Option 4: Splash Pad
$270,000
Splash pads can be a cost-effective way to offer diverse water attractions in a
community. A splash pad is essentially a water playground. Often splash pads are
park amenities provided with no admission fee.
Three shade structures provide a nice place to relax, away from UV rays, while
adding a colorful look to lounging and picnicking areas.
OPTION 4: SPLASH PAD
1-40
Aquatic Facilities
Master Plan
Opinion of Project Cost: Option 4 Splash Pad
Unit
Demolition
$0
Aquatics
Splash Pad
Splash Pad Features
600
600
1
Support
Outdoor Deck
Fence
Overhead Lighting
Equipment
Shade Structures
$84,000
$45,703
1,560
186
2,160
1
3
129,703
$43,200
.
Subtotal
$172,903
Inflation ( 2 year)
10%
$17,290
Contingency
10%
$19,019
Indirect Costs
10%
$20,921
$230,134
Say
$240,000
Aquatic Facilities
Master Plan
1-41
Parking
Facility parking will serve the aquatic center for a limited number of facility staff
and users. The on-site parking should provide for easy drop-off and pickup. It is
assumed on average for recreation use that three participants will arrive in one
vehicle. The final design must also provide service vehicle access to the
mechanical area, deliveries and trash pickup. The parking requirements are
outlined below per option.
Parking Requirements
Parking
Parking Sq. Ft.
Neighborhood Large FAC
82
287
27,000
94,000
Comm Spray Park
165
24
54,000
8,000
1-42
Aquatic Facilities
Master Plan
2
2
A. Implementation Scenarios
The City of Baytown currently operates two pools: a smaller traditional
neighborhood scale pool (N.C. Foote) and a larger traditional community pool
(Wayne Gray). Additionally, The City has a nice medium to large sized
sprayground at Roseland Park.
x
x
N.C. Foote
Park
Wayne Gray
Sports Complex
x
Roseland
Park
Red: 5 Mile Radius
2 Mile Radius
Blue: 1 Mile Radius
Aquatic Facilities
Master Plan
2-1
The proposal pool system for the City of Baytown includes a new neighborhood
pool at N.C. Foote, a new larger community pool at Wayne Gray, four
spraygrounds (Roseland, McElroy, Future North Side, Future East Side), and three
splash pads (Downtown, Bergeron and Pelly Parks).
Future
North Side
Future
East Side
x
x
x
x
Wayne Gray
Sports Complex
McElroy
Park
Downtown
x
N.C. Foote
Park
x x
Bergeron
Red: 5 Mile Radius Park
2 Mile Radius
Blue: 1 Mile Radius
½ Mile Radius
2-2
x
x
Pelly
Park
Roseland
Park
Aquatic Facilities
Master Plan
B. Conceptual Designs
The following site specific conceptual designs were developed utilizing the
schematic design alternates:
Bergeron Park Splash Pad
Aquatic Facilities
Master Plan
2-3
Pinehurst Park Sprayground (Future East Side)
2-4
Aquatic Facilities
Master Plan
McElroy Park Sprayground
Aquatic Facilities
Master Plan
2-5
N.C. Foote Family Aquatic Center
2-6
Aquatic Facilities
Master Plan
Wayne Gray Family Aquatic Center
C. Probable Development Costs
Probable costs by facility type are shown in Section 1.
Aquatic Facilities
Master Plan
2-7
Task III – Financial Impact Study
3
A. Economic Impact
In order to analyze the economic impact- facility capacity, market penetration, and
attendance projections, and operations costs are used to develop a cashflow analysis.
Opinion of Attendance Levels
In order to project attendance potential, it is necessary to find the capacity of the
proposed facilities when estimating attendance.
Facility Capacity
For the aquatic amenities, the options are projected to have two different types of user
groups: recreational swimming and athletic training. Even though the options are
configured with dedicated space for recreational aquatics, recreation is defined as any
use of the pool not specifically programmed for an activity. Thus, free swims and
fitness lap swimming in the conventional pools would still offer some recreation
programming. It is assumed that the facility will accommodate a maximum of five
people per lane during training.
Generally, the recreational swimmer prefers shallow water of four feet or less because
it allows participation in a variety of water-related activities while still standing.
Therefore, in estimating capacity for recreational use, a maximum density of 25
square feet per person is assumed. For deep water the maximum density is assumed
to be 100 square feet per person. Based on a length of stay of two to three hours, it is
estimated to turn over in-house attendance two and a half times per day for the
recreational swimmer, and three times a day for the competitive swimmer.
The following table identifies training and recreation configurations for the options.
Assumptions are made on the available number of training lanes and square footage
available for recreational use.
Aquatic Facilities
Master Plan
Task 3: Financial Impact Study
3-1
Capacity Analysis
Aquatic Analysis
TRAINING (Available Lanes)
Outdoor Leisure
Outdoor Tot
Outdoor Competitive
Outdoor Sprayground
Outdoor Splash Pad
Total
Neighborhood Community Sprayground Splash Pad
3
0
0
0
0
3
0
0
6
0
0
6
0
0
0
0
0
0
0
0
0
0
0
0
15
45
30
90
0
0
0
0
RECREATION (Surface Area Sq. Ft.)
Outdoor Leisure
Outdoor Tot
Outdoor Competitive
Outdoor Sprayground
Outdoor Splash Pad
5,467
315
0
0
0
10,920
706
3,375
0
0
0
0
0
3,338
0
0
0
0
0
600
Total
5,782
15,001
3,338
600
Estimated Recreation Holding Capacity
Daily Recreation Holding Capacity
231
578
750
1,875
134
334
24
60
Total Daily Holding Capacity (Rec & Comp)
623
1,965
334
60
Estimated Training Holding Capacity
Daily Training Capacity
3-2
Aquatic Facilities
Master Plan
Market Penetration
The National Sporting Goods Association surveys a national clientele participating in
various sports. A national sampling of households was used to identify participation
levels in a variety of sports activities. Sports participation (more than once) in 2004
and 2005 was as follows, showing swimming very popular and on the rise.
Participation Statistics
Source: National Sporting Goods Assoc.
Swimming
Exercise w/ Equipment
Bicycle Riding
Aerobic Exercising
Weight Lifting
Running/Jogging
Basketball
Golf
Baseball
Soccer
Volleyball
Tennis
2005
58.0
54.2
43.1
33.7
35.5
29.2
29.9
24.7
14.6
14.1
13.2
11.1
2004
53.4
52.2
40.3
29.5
26.2
24.7
27.8
24.5
15.9
13.3
10.8
9.6
People of all ages can benefit from an aquatics facility. Water has countless
opportunities for physical activity that need not be strenuous or very time-consuming
to be beneficial. With recreational swimming the sport of choice, recreational
swimmers have evolved the most over the years. Their needs and wants must be
considered when a community aquatic facility is built. The old theory of building a
competition pool and expecting the recreational swimmer to use the same space is
unrealistic today. Recreational swimmers provide the repeat visits necessary for an
aquatics facility to help pay the operating costs, and they are willing to pay more per
visit if the experience is appropriate to their expectations.
In projecting annual attendance at the new aquatic centers, the consultant team has
taken into account information presented in previous sections regarding area aquatic
providers and market area demographics. The following table outlines assumptions
made in projecting community and recreation usage at Baytown’s new aquatic
centers. Recreation attendance refers to any unstructured use of the facilities,
including general water play as well as self-directed lap swimming, exercise and/or
therapy. Special user groups such as competitive swim teams will be addressed later
in this master plan.
Aquatic Facilities
Master Plan
3-3
Projected Attendance: Option 1 Neighborhood Pool
Market Population
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
2008
2009
2010
2011
2012
32,326
38,067
125,770
403,741
1,143,779
32,336
38,334
127,313
408,697
1,159,538
32,345
38,602
128,855
413,654
1,175,296
32,354
38,869
130,397
418,611
1,191,055
32,363
39,136
131,939
423,568
1,206,814
Market Penetration Rate
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
50.0%
20.0%
10.0%
0.0%
0.0%
50.0%
20.0%
10.0%
0.0%
0.0%
50.0%
20.0%
10.0%
0.0%
0.0%
50.0%
20.0%
10.0%
0.0%
0.0%
50.0%
20.0%
10.0%
0.0%
0.0%
Projected Attendance
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
16,163
7,613
12,577
0
0
16,168
7,667
12,731
0
0
16,172
7,720
12,885
0
0
16,177
7,774
13,040
0
0
16,182
7,827
13,194
0
0
TOTAL
36,354
36,566
36,778
36,991
37,203
3-4
Aquatic Facilities
Master Plan
Projected Attendance: Option 2 Community Pool
Market Population
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
2008
2009
2010
2011
2012
32,326
38,067
125,770
403,741
1,143,779
32,336
38,334
127,313
408,697
1,159,538
32,345
38,602
128,855
413,654
1,175,296
32,354
38,869
130,397
418,611
1,191,055
32,363
39,136
131,939
423,568
1,206,814
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
50.0%
30.0%
20.0%
1.0%
0.3%
50.0%
30.0%
20.0%
1.0%
0.3%
50.0%
30.0%
20.0%
1.0%
0.3%
50.0%
30.0%
20.0%
1.0%
0.3%
50.0%
30.0%
20.0%
1.0%
0.3%
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
16,163
11,420
25,154
4,037
3,431
16,168
11,500
25,463
4,087
3,479
16,172
11,580
25,771
4,137
3,526
16,177
11,661
26,079
4,186
3,573
16,182
11,741
26,388
4,236
3,620
TOTAL
60,206
60,696
61,186
61,676
62,166
Aquatic Facilities
Master Plan
3-5
Projected Attendance: Option 4 Sprayground
Market Population
2008
2009
2010
2011
2012
32,326
38,067
125,770
403,741
1,143,779
32,336
38,334
127,313
408,697
1,159,538
32,345
38,602
128,855
413,654
1,175,296
32,354
38,869
130,397
418,611
1,191,055
32,363
39,136
131,939
423,568
1,206,814
20.0%
5.0%
0.0%
0.0%
0.0%
20.0%
5.0%
0.0%
0.0%
0.0%
20.0%
5.0%
0.0%
0.0%
0.0%
20.0%
5.0%
0.0%
0.0%
0.0%
20.0%
5.0%
0.0%
0.0%
0.0%
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
6,465
1,903
0
0
0
6,467
1,917
0
0
0
6,469
1,930
0
0
0
6,471
1,943
0
0
0
6,473
1,957
0
0
0
TOTAL
8,369
8,384
8,399
8,414
8,429
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
3-6
Aquatic Facilities
Master Plan
Projected Attendance: Option 4 Splash Pad
Market Population
2008
2009
2010
2011
2012
32,326
38,067
125,770
403,741
1,143,779
32,336
38,334
127,313
408,697
1,159,538
32,345
38,602
128,855
413,654
1,175,296
32,354
38,869
130,397
418,611
1,191,055
32,363
39,136
131,939
423,568
1,206,814
20.0%
5.0%
0.0%
0.0%
0.0%
20.0%
5.0%
0.0%
0.0%
0.0%
20.0%
5.0%
0.0%
0.0%
0.0%
20.0%
5.0%
0.0%
0.0%
0.0%
20.0%
5.0%
0.0%
0.0%
0.0%
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
6,465
1,903
0
0
0
6,467
1,917
0
0
0
6,469
1,930
0
0
0
6,471
1,943
0
0
0
6,473
1,957
0
0
0
Experience Factor
TOTAL
0.8
6,695
6,707
6,719
6,731
6,744
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
The totals of the above tables show levels of attendance projected for the options
for recreational and fitness use from the various market segments. As indicated,
attendance is projected to increase during the 5-year span due to forecasted
population increases. For this analysis, 2008 is considered the first year of
operation. The further into the future projections are made, the more tenuous the
accuracy of the data becomes.
Special User Group Admission
Aquatic Facilities
Master Plan
Special user groups include age-group competitive swimming, swim lessons, school
district programming, and aquanastics programming. It is estimated and assumed that
these user groups, because of their high volume of use, will pay a lower per capita
admission to the facilities. The special user group programming will need to be
scheduled so as not to significantly impact community recreation and programming.
Because of the availability of water bodies, the options allow for some special use
programming while also allowing for non-programmed recreational activities. The
following table summarizes special user group demand, programming, per capita
spending, and revenue potential for the options. This table assumes revenue as net of
direct program expenses. For example, the revenue projected for swimming lessons
is after the instructor cost.
3-7
Estimated Special User Group Attendance
Neighborhood Community Sprayground Splash Pad
Visits per Program Day
Summer Swim Lessons
City Swim Team
Party Rental
Programming Days
Summer Swim Lessons
City Swim Team
Party Rental
100
1
100
100
1
-
-
48
15
48
55
20
-
-
767
745
-
-
2.50
1.00
15.00
2.50
1.00
15.00
0.00
0.00
0.00
0.00
0.00
0.00
-
-
-
Total Programming
Per Capita Spending (Net)
Summer Swim Lessons
City Swim Team
Party Rental
Opinion of Revenue (Net)
Summer Swim Lessons
City Swim Team
Party Rental
12,000
225
12,000
5,500
300
User Group Revenue
$12,225
$17,800
$0
$0
3-8
Aquatic Facilities
Master Plan
Sample Fee Structure: Option 1 Neighborhood Pool
Category
Rate
General Admission
Adult (18 & Older)
Children (3-17)
Free
General Admission
Adult
Child
Residents
3.00
2.50
-
Non-Residents
4.00
3.50
Annual Pass
Resident
Individual
Family
35.00
110.00
Non-Resident
Individual
Family
50.00
150.00
Aquatic Facilities
Master Plan
3-9
Sample Fee Structure: Option 2 Community Pool
Category
Rate
General Admission
Residents
Adult (18 & Older
5.00
Children (3-17)
4.00
Free
General Admission
Adult
Child
Non-Residents
8.00
7.00
Annual Pass
Resident
Individual
Family
55.00
195.00
Individual
Family
90.00
290.00
Non-Resident
3-10
Aquatic Facilities
Master Plan
Opinion of Revenue
In order to project revenue at the proposed Baytown aquatic centers, it is necessary
not only to establish admission rates but also to determine usage mix for various user
groups resulting in an overall per capita expenditure per option. The following tables
estimate percentage of attendance by each category and accounts for total attendance,
thus yielding each category contribution to the overall per capita expenditure at the
facilities.
It is assumed that, for an individual, an average of 20 visits annually will be used.
The following is the average per capita expenditure per patron per option
(excluding per capita food and beverage expenditures):
Aquatic Facilities
Master Plan
•
Option 1: Neighborhood Pool per capita projection is $2.49.
•
Option 2: Community Pool per capita projections are $4.64.
•
Options 3 & 4: Sprayground and Splash Pad are free.
3-11
Per Capita Spending: Option 1 Neighborhood Pool
Category
Rate
General Admission
Adult (18 & Older)
Children (3-17)
Free
General Admission
Adult
Child
Percent of
Attendance
Per Capita
Admission
Residents
3.00
2.50
-
22%
22%
5%
0.66
0.55
-
Non-Residents
4.00
3.50
10%
11%
0.40
0.39
Annual Pass
Resident
Individual
Family
35.00
110.00
6%
11%
0.07
0.15
Non-Resident
Individual
Family
50.00
150.00
10%
3%
0.17
0.06
Subtotal / Average
Food
Total
100% $
2.44
$
$
0.05
2.49
3-12
Aquatic Facilities
Master Plan
Per Capita Spending: Option 2 Community Pool
Category
Rate
Percent of
Membership
Per
Member
Unit
General Admission
Residents
Adult (18 & Older
5.00
Children (3-17)
4.00
Free
25%
23%
3%
1.25
0.92
-
General Admission
Adult
Child
Non-Residents
8.00
7.00
13%
8%
1.04
0.56
Individual
Family
55.00
195.00
5%
8%
0.09
0.20
Individual
Family
90.00
290.00
10%
5%
0.30
0.18
100%
4.54
Annual Pass
Resident
Non-Resident
Subtotal / Average
Food
Total
$
0.10
$4.64
Aquatic Facilities
Master Plan
3-13
Revenues are a function of the number of patrons attending the facility and the
amount spent by each attendee. Previous subsections of Opinion of Revenue have
outlined the facilities’ capacity and their ability to accommodate the market. In
addition, a detailed analysis of the special user-group market was completed,
identifying usage, frequency, and spending. The recreation market is quantified
based on local demographics. Annual attendance estimates and per capita
expenditures have been developed. Bringing all this information forward results in
an Opinion of Probable Revenue for the first five years of operation at the
proposed aquatic facilities. These revenue projections assume a full program
schedule available to the entire community for a complete season, and do not take
into account partial year operations.
Opinion of Revenue
Neighborhood Community
Sprayground Splash Pad
Attendance
2008
2009
2010
2011
2012
Per Capita Spending
Special User Group Spendi
2008
2009
2010
2011
2012
36,354
36,566
36,778
36,991
37,203
94,128
94,998
95,869
96,739
97,610
8,369
8,384
8,399
8,414
8,429
6,695
6,707
6,719
6,731
6,744
$2.49
$12,225
$4.64
$17,800
$0.00
$0.00
$0.00
$0.00
$102,715
$103,244
$103,772
$104,301
$104,829
$454,357
$471,612
$489,109
$506,849
$524,831
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
The above table combines information available on the market penetration rates
and programming. Total Revenue will be a combination of revenues derived from
daily admissions, annual memberships (general non-programmed attendance) and
fees and rentals paid by all the special-use groups identified in Section 5.
Concession earnings are not included. The Projected Attendance figures in the top
half of the table refer to attendance from general non-programmed admission and
are transferred from attendance estimates in Tables 15-18. Those attendance
figures are multiplied by per capita spending as identified in Tables 22-23 to reach
general attendance revenue figures. That number (not shown in the above table) is
added to the Special User Group Spending, and the total of those two numbers is
shown as Total Revenue. These variables will change over time and affect the
revenue produced by the facilities. The further into the future projections are made,
the less confident are the assumptions, operating environment and resulting
performance.
3-14
Aquatic Facilities
Master Plan
Cashflow Analysis
The following table represents projections of gross operating performance for
Baytown’s new aquatic centers based on revenue projections and expense estimates
from earlier sections in this master plan.
Opinion of Financial Performance:
2008
2009
2010
2011
2012
Neighborhood
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Debt Service
Cashflow
36,354
$3,570,000
$102,715
184,195
(81,480)
55.8%
17,900
(311,249)
(410,628)
$103,244
188,800
(85,556)
54.7%
17,900
(311,249)
(414,705)
$103,772
193,520
(89,748)
53.6%
17,900
(311,249)
(418,896)
$104,301
198,358
(94,057)
52.6%
17,900
(311,249)
(423,206)
$104,829
203,317
(98,488)
51.6%
17,900
(311,249)
(427,636)
Community
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Debt Service
Cashflow
2003
94,128
$9,820,000
$454,357
465,096
(10,738)
97.7%
49,100
(856,152)
(915,991)
2004
2005
2006
2007
$471,612
476,723
(5,111)
98.9%
49,100
(856,152)
(910,363)
$489,109
488,641
468
100.1%
49,100
(856,152)
(904,784)
$506,849
500,857
5,992
101.2%
49,100
(856,152)
(899,260)
$524,831
513,378
11,452
102.2%
49,100
(856,152)
(893,800)
Sprayground
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Debt Service
Cashflow
2004
8,369
$490,000
$0
14,927
(14,927)
0.0%
2,500
(42,720)
(60,147)
2005
2006
2007
2008
$0
15,300
(15,300)
0.0%
2,500
(42,720)
(60,521)
$0
15,683
(15,683)
0.0%
2,500
(42,720)
(60,903)
$0
16,075
(16,075)
0.0%
2,500
(42,720)
(61,295)
$0
16,477
(16,477)
0.0%
2,500
(42,720)
(61,697)
Splash Pad
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Debt Service
Cashflow
2004
6,695
$240,000
$0
11,824
(11,824)
0.0%
2,000
(20,924)
(34,748)
2005
2006
2007
2008
$0
12,120
(12,120)
0.0%
2,000
(20,924)
(35,044)
$0
12,423
(12,423)
0.0%
2,000
(20,924)
(35,347)
$0
12,733
(12,733)
0.0%
2,000
(20,924)
(35,658)
$0
13,052
(13,052)
0.0%
2,000
(20,924)
(35,976)
Aquatic Facilities
Master Plan
3-15
B. Operational Impact
In estimating operating expenses for the proposed facilities, there are three industryaccepted methods. The first method would be to establish a cost per square foot of
operation. This sum is then interpolated into the projected size and scope of the new
facilities. The second method is to compare the operating costs of facilities around
the country comparable in size and scope, and use those numbers in estimating the
operating expense of the proposed aquatic facilities. The potential and probable flaws
in the above two methods would result from their failure to take into account local
prevailing utility rates and wage rates.
In order to address those factors that are unique to the Baytown location, the
consultant team has developed a third model for estimating the probable expenses for
the major areas of labor, contractual services, commodities, and utilities. Use
projections are made based on programming. Expenses are estimated taking into
account hours of operation, attendance projections, local weather patterns, local utility
rates and other key items. Operating data of other facilities were reviewed and taken
into account to form the following projections. The following table is a summary of
all operating expenses for Baytown’s new aquatic centers. It does not include
administration expenses.
3-16
Aquatic Facilities
Master Plan
Opinion of Operating Expenses
Facility Staff
Aquatic Coordinators
Programming Assistant / Interns
Summer Employment
Winter Employment
Training
Total Labor
Sprayground
Splash Pad
$33,600
$0
$66,023
$7,838
$5,000
$112,461
$44,800
$8,064
$160,826
$11,756
$15,000
$240,446
$0
$0
$3,848
$7,838
$0
$11,685
$0
$0
$3,078
$6,270
$0
$9,348
Contractual Services
Insurance
Repair and Maintenance
Total Contractual Services
$10,611
$11,000
$21,611
$28,638
$30,000
$58,638
$1,484
$1,000
$2,484
$750
$1,000
$1,750
Commodities
Operating Supplies
Chemicals
Advertising
Total Commodities
$6,600
$7,762
$5,000
$19,362
$18,000
$33,162
$15,000
$66,162
$600
$0
$0
$600
$600
$0
$0
$600
Utilities
HVAC
Electricity
Pool Heating
Trash Service
Telephone
Water & Sewer
Total Utilities
$0
$28,241
$0
$0
$2,520
$0
$30,761
$3,715
$92,775
$0
$0
$3,360
$0
$99,850
$0
$158
$0
$0
$0
$0
$158
$0
$126
$0
$0
$0
$0
$126
$184,195
$465,096
$14,927
$11,824
$17,900
$49,100
$2,500
$2,000
$202,095
$514,196
$17,427
$13,824
Total Operating Expenses
Building Sinking Fund
Total Expense
Aquatic Facilities
Master Plan
3-17
Aquatic Facility Staff
Projected annual payroll expenses are listed by full-time and part-time
classifications. The projected cost reflects the aquatic facilities’ total costs
including benefits and taxes.
Personnel Requirements
The most significant contributing factor to a successful community program in an
aquatics facility is a courteous, conscientious, outgoing, hard-working staff. These
individuals will determine the facility’s success by their actions and presentation.
To achieve economies of scale, many of the non-site-specific management
responsibilities may be assigned to existing personnel, such as may be found on the
city staff. The material in this section will outline responsibilities by job titles
commonly found in an aquatic center environment. Final staffing and reporting
decisions are to be made by management. The following is a recommended
organizational structure and description of various position qualifications and
duties.
Aquatics
Coordinator
Manager/Head
Lifeguard
Lifeguards
3-18
Maintenance
Supervisor
Programming
Assistant
Intern
Swim
Instructors
Aquatic Facilities
Master Plan
Aquatics Coordinator
The selection of the Facility(s) Manager will be the single most important decision
contributing toward the successful operation of Baytown Aquatic facilities. This
position is accountable for the overall operation and management of the facilities
through the evaluation, coordination, development, promotion, and marketing of a
variety of water-related education, recreation, and competition activities. This
position also includes the supervision of subordinate staff as well as the
coordination and monitoring of revenue collection. It will be the job of the Aquatic
Coordinator to be the liaison between facilities management and the ownership
group.
Qualifications:
•
Four (4) year college degree in the field of aquatics management, park
and recreation administration, physical education, marketing,
management or a related field
•
A minimum of three (3) years work experience in an aquatics setting
•
Certified Pool Operator (CPO) or Aquatic Facility Operator (AFO)
•
Certified Water Safety Instructor
•
Certified in Cardiopulmonary Resuscitation (CPR) and First Aid
•
A minimum of three (3) years experience in management of a
comparable program, which will include budget development,
management, program development, and promotion/marketing
Responsibilities:
• Develop an organized and structured program to provide for the
education, recreation, therapy and competitive needs.
Aquatic Facilities
Master Plan
•
Secure and promote programming in wellness, lesson, recreational, and
therapeutic aquatics by developing relationships in the community.
•
Develop and implement all operational procedures and detailed
emergency action plans; oversee operating policies and procedures.
•
Oversee the training of all personnel through seminars, classes,
workshops, and on the job experiences.
•
Develop annual budgets and quarterly measuring programs. These
duties include monitoring daily activity records of all participants,
events, cost control disciplines, revenue collection, and attendance
reports.
3-19
Manager/Head Lifeguard
The Head Lifeguard is responsible for the scheduling and rotation of the lifeguard
staff. He or she is also responsible for in-service training and maintaining the
lifeguards' rescue skills. The Manager/Head Lifeguard will be available to assist
the Recreation Coordinator in facility operation as needed.
Qualifications:
•
Certified by the Red Cross in Lifeguarding or equivalent
•
Certified Lifeguard Instructor
•
•
Two to three years experience as a lifeguard
Responsibilities:
• Overall safety of the facility for users and staff
• Assignment of lifeguard scheduling and rotation
• Administer lifeguard in-service training program.
• Brief and test substitute lifeguards.
• Assist in the development and implementation of emergency plan.
• Administer in-service training program.
3-20
Aquatic Facilities
Master Plan
Lifeguards
The lifeguards are responsible for the safety of all the patrons. Primary
responsibilities include constant monitoring of assigned pool areas and compliance
with pool safety regulations. Furthermore, lifeguards are responsible for keeping
themselves physically fit and their rescue skills at audit quality levels.
Qualifications:
•
•
Certification in Cardiopulmonary Resuscitation and First Aid
•
Be able to pass rescue skills and first aid proficiency tests
•
Experience with handling money
•
Experience in dealing with the public
Responsibilities:
Aquatic Facilities
Master Plan
•
Provide an atmosphere conducive to overall safety for users.
•
Continuously monitor pool area.
•
Enforce compliance of pool regulations.
•
Remain physically fit.
•
Remain proficient in lifesaving skills and first aid.
•
Check passes.
•
Assist in maintaining the facilities in a safe, clean, first-class condition.
•
Complete daily operational log.
3-21
Programming Assistant Intern
The Swim School Program can be run by the aquatic facility staff or be
subcontracted out to a third party. For the purpose of this report, the Consultants
will assume the facilities will support the Swim School Program.
The Programming Assistant Intern will be responsible for innovative programming
and marketing of the Swim School Program. This individual will determine the
water instruction needs of the community and will develop water instruction
programs to meet those needs. He or she will directly supervise the swim school
instructors.
Qualifications:
•
Four (4) years of experience in swimming instruction
•
•
Certified by the Red Cross (or equivalent) in Lifeguarding
•
Certified in Cardiopulmonary Resuscitation and First Aid
•
Certified as an aerobic instructor (preferred)
•
Certified as an adaptive aquatic (handicapped) instructor
Responsibilities:
3-22
•
Develop class programs and schedules for different activities and skill
levels.
•
Be responsible for swim school instructor staff, including reviewing,
hiring and firing.
•
Develop a marketing program and community outreach program to
promote the Swim School.
•
Be responsible for training instructors in new teaching techniques and
methods.
Aquatic Facilities
Master Plan
Swim Instructors
This position is responsible for the one-on-one relationship with students, including
the implementation of schedules and the recording of progress levels. The
instructor is responsible for providing a fun, exciting, educational environment for
the students.
Qualifications:
•
•
•
•
Two (2) years experience in swim instruction
Responsibilities
•
Evaluate skill levels of students and place them in appropriate swim
class.
•
Execute class program to promote student swimming ability.
•
Communicate with family members on progress of child.
Maintenance Supervisor
The Maintenance Supervisor would administer the aquatic center’s daily operation
and ensure a quality environment for the support facilities and staff. The
supervisor is responsible in handling all emergency and operational breakdowns,
monitoring and maintaining inventory and building support for various events and
seasonal demand periods and maintaining inventory of equipment and supplies
necessary for 24-hour, 7-day-a-week facility operation.
Qualifications:
•
Two (2) years of building engineer or related operational experience
Responsibilities:
Aquatic Facilities
Master Plan
•
Plan and direct the operation of the physical plant to ensure a quality
and safe environment at all times.
•
Conduct and execute "hands on" technical maintenance.
•
Supervise and participate in operation of facilities (equipment, public
address system, etc.) and perform repairs as needed.
•
Ensure that all operational safety procedures and regulations are
enforced.
3-23
•
Inspect equipment (safety, recreational, operational) for proper
condition.
•
Oversee the cleaning of the community aquatic center as required
In conclusion, the right staff can make or break aquatic centers. Whether your goal
is to provide services right away or years in the future, your aquatic centers will be
affected, for the rest of their lives, by the ways in which they are run day-to-day,
each and every day. For example, choosing an incompetent maintenance staff
could seriously affect the life of your pool for years to come, just as choosing the
wrong marketer could seriously affect the way the community views the facilities.
Choosing and maintaining a competent, hard-working, generous and caring staff is
vital to the success of future aquatic facilities. Choosing the right people is
important and can never be stressed enough.
Scheduling employees is determined by programming demand and management
procedure. In reviewing operational procedures from other facilities across the
United States, significant differences have been found in labor costs and staffing
levels associated with the operation of aquatics facilities of this caliber. While it is
quite possible to operate a facility in a low cost-control or reduction format, it is
the consultant team's opinion that this approach will have a negative impact on the
operation, maintenance, safety and success of the facility. Pay rates were
determined based on Baytown job classifications and wage scales. Labor expense
for the employer was calculated taking taxes and benefits into account. All
employees have an overhead factor of 14%.
Manpower Budget
3-24
Aquatic Facilities
Master Plan
Operations & Maintenance
Insurance
The most economical method of insuring the liability and property of the proposed
facilities is to package the policy with other insured property. It is assumed that
insurance will be obtained in the open market as a stand-alone property with
general liability policy limits of $3 million per occurrence and aggregate. Property
insurance estimates were based on the construction costs as outlined in Section 3.
The consultant team makes no representation on the insurability of the facilities or
a guarantee of the premium rate. Insurance markets have historically varied
greatly.
Repairs and Maintenance
The manufacturers of several pieces of the mechanical equipment recommend
annual maintenance programs to insure the proper performance of the equipment.
Much of this work will need to be subcontracted for completion. In addition, for
daily operation of the facilities, miscellaneous items will need to be repaired by
outside firms.
Commodities
Commodities are the day-to-day items used by the staff to operate the aquatic
facilities. Office supplies, program supplies, janitorial supplies, repair supplies and
chemicals are all required. In determining the annual chemical expense, the
chemical treatment assumes the use of cal-hypo and muriatic acid (pH buffer).
Chemical use will depend on bather load and the water being chemically balanced.
In estimating the annual cost, medium bather load figures were assumed.
Electricity
The calculations below are based on 2006 utility rate information. A figure of
$.100 per kWh was estimated. The below detail expands the analysis presented in
the expense summary table showing the breakout of electricity demand by source.
Energy Demand Analysis
Feature
Motors
Lighting
Total Electric Costs
$
22,587 $ 83,141
$
5,653 $ 9,633
$
28,241 $ 92,775
Sprayground
$
$
158
$
158
Splash Pad
$
$
158
$
158
For the purpose of calculating operation expense, it is assumed that the filter
motors for outdoor pools will operate 24 hours a day, 115 days per year. The
auxiliary motors will operate 8 hours per day, 115 days per year. Miscellaneous
items include chemical feeders, blow dryers, office equipment, timing systems, etc.
Aquatic Facilities
Master Plan
3-25
Water and Sewer
The City does not charge itself for sewer and potable water. For the purpose of this
study, we are including the utility charges that would normally occur. Water and
sewer services will be needed for domestic use and compensation for evaporation
and backwashing purposes. Backwash water and domestic water will be released to
the sanitary system. This does not include landscape irrigation.
In order to develop an Opinion of Probable Revenue generated by the operation of the
proposed facilities, it is necessary to define facility capacity limits, market penetration
rates, fee structures, and per capita revenues per option.
Area Aquatic User Groups
The following user groups will contribute to filling available capacity for the
facilities:
Age Group Swimming
Summer Swim League programs are typically popular programming activities for
parks and recreation facilities, therefore, the consultant team has included figures
on the number of programming days, per capita spending and revenue that could be
expected for these programs.
Swim Lessons
Residents currently receive some swim lesson programming from the existing pool,
or private and public facilities in the area. The new aquatic facilities will provide
additional capacity for lesson programming, all levels of lessons from beginners to
advanced stroke improvement for serious competitors and fitness enthusiasts. For
these lessons, it is assumed that the new facilities will charge students for
instruction at a rate of approximately $45 per session. The aquatic facilities are
budgeted to recognize $2.50 per lesson after labor and operational expenses.
Aquanastics
Aquanastics, often referred to as aerobics in the water, is wellness programming
for the adult population. The advantages of water aerobics are the warm water and
buoyancy that minimize the impact on the body and maximize the exercise
potential of the participant. These programs provide a great opportunity for
socialization and maintaining wellness.
School District
Other use by the local school district as described in Section 1, including curricular
physical education, athletic therapy, staff fitness, etc., will also add to net revenue
of the facility. The current assumption for this community outreach is a net effect
of no financial contribution to the operation of the aquatic centers.
3-26
Aquatic Facilities
Master Plan
Marketing Program
The proposed aquatic facilities will offer many services appealing to a variety of
customers from senior citizens seeking fitness and therapy activities to competitive
swimmers using the training facility for training and meets to recreational
swimmers trying to beat the heat and have a good time. Since the facility will offer
something for everyone in the community, marketing and promotion of these
services will be essential to achieving the customer volume and growth necessary
to generate the projected operating revenue. To provide these crucial marketing
and sales functions, the operation may choose to invest in an innovative marketing
manager, or it might delegate these responsibilities to the facility director.
In either case, the marketer will be responsible for defining the many services to be
provided by the planned facilities, identifying the potential user groups for those
services, determining their needs and developing a clear message explaining how
the facility can fulfill the needs of those user groups. While a great deal of the
marketer’s efforts will be focused on bringing customers into the facilities, this
individual will also be responsible for managing the marketing and sales budget,
developing an easy and concise means of explaining activities and fees to residents,
tourists, and prospective team clients, and creating a simple protocol for scheduling
rentals and other events.
Creating the Message
Defining a message and establishing the facilities’ desired identity for its target
market is the first step in a successful marketing and promotion strategy. The
market will consist of the local recreational swimmer, perhaps the competitive
swimmer and to some degree the aquatic therapy user.
The facilities identities should go beyond their obvious function as another place to
swim, or another training site for athletes, positioning it instead with a unique
identity that sets it apart from its competition, making it memorable to all. For the
competitive market, the facility might emphasize the whole swimming experience
that goes beyond training to “bring out the best in every swimmer.” For the
recreational market, the facility may want to emphasize the various amenities and
highlight how those amenities appeal to children and to families as a whole. With
the different amenities available to the Baytown residents in the options, creating
just one message that fits everyone may prove difficult, but all user groups should
be represented in the message(s).
Aquatic Facilities
Master Plan
3-27
Appendix
Appendix A: Options A, B, & C (Not Selected)
Option A: Repair Existing Pools
$2,473,000
•
•
Repair and Enhance N.C. Foote Pool
Repair Wayne Gray Sports Complex Pool
A 1998 Audit for repairs for the Wayne Gray Sports Complex Pool and the N.C.
Foote Pool have been updated to current market costs.
Repair Summary for Both Pools
Location
Wayne Gray
NC Foote
Repair
$1,263,000
$1,023,000
$2,286,000
Enhance
Total
$0 $1,263,000
$187,000 $1,210,000
$187,000 $2,473,000
Aquatic Facilities
Master Plan
Appendix
A-1
Opinion of Project Cost: Option A Repair N.C. Foote Pool
Repair
Unit
Opinion of Cost
Demolition
$60,000
Pool and Decking
$97,200
$22,000
$42,000
$3,500
$14,500
$9,500
$1,700
$2,000
$2,000
Pool Plumbing
Pool Shell
Water Supply & Discharge Lines
Pump Replacement
Baby Pool Rec. System
Railing
Tile
Depth Markers
Bathhouse
$300,000
Rebuild Restrooms & Bath House
Perimeter
$50,000
Lighting
Deck Repair
Total Renovation Construction Costs
507,200
Site Construction Costs (parking lot, landscaping, utilities, walks)
Land Acquisition
Subtotal
$0
Not Included
$507,200
Inflation ( 10 years)
50%
$253,600
Contingency
20.0%
$152,160
Indirect Costs
12.0%
$109,555
Total Estimated Renovation Costs:
Say
$1,022,515
$1,023,000
A-2
Appendix
Aquatic Facilities
Master Plan
Opinion of Project Cost: Option A Enhance N.C. Foote
Enhance
Unit
Opinion of Cost
Enhancement Only
Plaster Pool Shell
Stainless Steel Gutter
Deck Coating
$92,350
$23,000
$55,600
$13,750
Total Modernization Construction Costs
92,350
Land Acquisition
Subtotal
Not Included
$92,350
50%
$46,175
Contingency
20.0%
$27,705
Indirect Costs
12.0%
$19,948
$190,000
Say
$186,178
$187,000
Aquatic Facilities
Master Plan
Appendix
A-3
Opinion of Project Cost: Option A Repair Wayne Gray Sports Complex Pool
Repair
Unit
Opinion of Cost
Demolition
$60,000
Pool and Decking
Coping and Stainless Steel Gutter
Pool Shell
Water Supply & Discharge Lines
Pump Replacement
Baby Pool Rec. System
Baby Pool Main Drain
Main Pool Fitler Piping & Valves
Depth Markers
$238,850
$92,000
$82,000
$3,500
$14,500
$11,500
$10,850
$22,500
$2,000
Bathhouse
Rebuild Restrooms & Bath House
$300,000
$300,000
Perimeter
Deck Repair
$27,500
$27,500
Total Renovation Construction Costs
626,350
Land Acquisition
Subtotal
$0
Not Included
$626,350
50%
$313,175
Contingency
20.0%
$187,905
Indirect Costs
12.0%
$135,292
Say
$1,262,722
$1,263,000
A-4
Appendix
Aquatic Facilities
Master Plan
Option B: Large Family Aquatic Center
$12,700,000
•
•
•
•
•
•
•
•
•
•
•
•
•
20,328 square foot leisure pool with 2 zero-beach entries
Waterslides
4-lane mat racer
Otter slide
Tumble bucket
Lazy river
Vortex
FlowRider
Large themed water play structure
Tot pool
8 Shade structures
Bathhouse
Group pavilion
Option C provides a large outdoor family aquatic center that includes a leisure pool and
many destination oriented attractions. The 20,328 square foot leisure pool with two zerobeach entries is a safe and easy way for everyone to enter the pool without steps or ladders.
A 600 square foot lazy river offers a tranquil journey through the aquatic park or a water
walking opportunity. An otter slide is a child-friendly slide for children who do not yet
meet the height requirement for the large waterslides. Tumble buckets bring the water up
and then down, creating anticipation!
Two waterslides will appeal to adventurous families and the teen market’s needfor-speed. A 4-lane mat racer provides four guests the exhilaration of
simultaneously racing down waterslides for hours of fun on a warm afternoon.
A large multi-level participatory play structure is an interactive “colorful wet
playground” that provides families climbing opportunity as well as a variety of
operating valves, sprays and slides for hands-on play.
A FlowRider brings the thrill and challenge of surfing to Baytown. The wave technology
offers the fun and challenge of surfing on a thin sheet of water. FlowRider creates quite a
stir among participants as well as the gathering audience. Competitions form, bringing
users back again and again.
Baytown’s youngest guests will enjoy a designated area with a 1,200 square foot
tot pool where they can play in their own just-their-size aquatic environment.
Eight shade structures provide a break from UV rays while adding a festive touch
to lounging areas.
The new bathhouse will provide a lobby, locker rooms, two family changing areas,
first aid, snack bar and pool mechanical/storage.
Aquatic Facilities
Master Plan
Appendix
A-5
OPTION B: LARGE FAMILY AQUATIC CENTER
A-6
Appendix
Aquatic Facilities
Master Plan
Opinion of Project Cost: Option B Large FAC
Unit
Demolition
Bathhouse
Managers Office
Recep Office
Pool Mechanical
Building Mechanical
Storage
Locker Rooms
Snack Bar
Efficiency
5,451
65
125
250
2,000
50
200
1,500
150
400
711
$860,355
Aquatics
Leisure Pool
Waterslide Body Slide
Waterslide Tube Slide
Mat Racer
Otter Slide
Tumble Bucket
Play Features
Lazy River
Flowrider
Tot Pool
21,529
20,328
1
1
1
1
1
1
1
1
1,200
1
$6,967,480
Support
Outdoor Deck
Fence
Overhead Lighting
Equipment
Shade Structures
Aquatic Facilities
Master Plan
Not Included
Appendix
$250,000
$235,000
$20,000
$18,000
$35,000
$1,100,000
$192,000
$950,000
$596,826
25,835
859
47,364
1
8
A-7
Unit
8,424,661
$1,056,296
Land Acquisition
Subtotal
Not Included
$9,480,957
Inflation ( 2 year)
10.0%
$948,096
Contingency
10.0%
$1,042,905
Indirect Costs
Bidding & Construction
10.0%
10%
$1,147,196
Say
$12,619,154
$12,700,000
A-8
Appendix
Aquatic Facilities
Master Plan
Option C: Training Facility
$10,080,000
•
•
•
•
•
•
•
•
•
•
•
•
•
50 meter pool
Bulkhead
4 diving boards
Pool heater
9,800 square foot outdoor leisure pool with zero-beach entry
Waterslides
2 spray features
Rock scape and creek
2 current rivers
Vortex
1,000 square foot spray pad
Pavilion and 10 shade structures
To accommodate the competitive and recreation aquatic needs of the residents of
Baytown, Option B is designed to be very attractive to many organized swimming
events as well as recreational opportunities for people of all ages.
The competition component consists of a 50-meter heated outdoor pool with a six
foot bulkhead and four diving boards. This outdoor training and competition pool
will provide swim events in the summer as well as the shoulder season. This pool
will also accommodate water exercise, aerobic classes, swim team training, diving
opportunities and other aquatic lessons for all ages.
The recreation component consists of a separate 9,800 square foot leisure pool.
This pool provides zero-beach entry, a safe and easy way for everyone to enter the
pool without steps or ladders. A participatory play feature, located near the zerobeach entry, provides entertainment and activities for younger children to crawl
across tunnels, scamper through spraying water, climb across bridges, and slide
down just-their-size waterslides. Spray features provide various forms of spraying
water for a water wonderland effect. A water vortex creates a play area where the
imagination determines the adventure, or, when the vortex pump is turned off, an
excellent instruction area is created. Two current rivers provide tranquil journeys
where water travels at approximately three miles per hour and can also be used as
an ideal water walking setting for fitness classes and adults seeking nonprogrammed exercise.
A pavilion and ten shade structures offer relief from the heat and UV rays while a
rock scape and creek create a natural ambience. Two waterslides provide high
thrills for teens and daring adults, and can be used as an advertising amenity from
afar. A water spray pad welcomes guests into the facility with a plaza effect of
visual sights and sounds where children can enjoy interactive water play elements.
Aquatic Facilities
Master Plan
Appendix
A-9
OPTION C: TRAINING FACILITY
A-10
Appendix
Aquatic Facilities
Master Plan
Opinion of Project Cost: Option C Training Facility
Unit
Demolition
Aquatic Facilities
Master Plan
$0
Bathhouse
Lobby
Managers Office
Recep Office
Pool Mechanical
Building Mechanical
Storage
Locker Rooms
Snack Bar
Efficiency
8,520
350
125
125
250
2,650
500
1,000
1,500
200
400
1,420
$1,292,100
Seasonal Aquatics
50 Meter Competitive Pool
Bulkhead (6' wide)
Diving Boards
Pool Heater
Leisure Pool
Waterslide (A)
Waterslide (B)
Spray Features
Rock Scape and Creek
Current River
Vortex
Spray Pad
23,455
12,640
1
4
1
9,800
1
1
1
2
1
2
1
1,000
$4,597,400
Appendix
A-11
Unit
Seasonal Support
Outdoor Deck
Fence
Overhead Lighting
Equipment
Pavillion
Shade Structures
28,128
808
51,583
1
1,000
10
$775,346
$225,024
$60,573
$154,749
$200,000
$95,000
$40,000
6,664,846
$901,545
.
Subtotal
$7,566,391
Inflation ( 2 year)
Contingency
Indirect Costs
10%
$756,639
10.0%
$832,303
10%
$915,533
Say
$10,070,867
$10,080,000
A-12
Appendix
Aquatic Facilities
Master Plan
Parking Requirements: Option A, Option B & Option C
Parking
Parking Sq. Ft.
Repair Large FAC
120
287
39,000
94,000
Training
271
89,000
Assumption of Project Debt: Option A, Option B & Option C
Rate 6%
Term 20 Years
Project Cost
Debt Amount
Interest Rate
Term (yrs.)
Annual Payment
Repair
Large FAC
Training
2,473,000 $12,700,000 $10,071,000
2,473,000 $12,700,000 $10,071,000
6.0%
6.0%
6.0%
20
20
20
(215,607) (1,107,244)
(878,036)
Aquatic Facilities
Master Plan
Appendix
A-13
Capacity Analysis: Option A, Option B, & Option C
Aquatic Analysis
TRAINING (Available Lanes)
Outdoor Leisure
Outdoor Tot
Outdoor Competitive
Indoor Therapy
Outdoor Spraypad
Total
Repair Large FAC
Training
0
0
6
0
0
6
0
0
0
0
0
0
0
0
22
0
0
22
30
90
0
0
110
330
4,000
300
5,800
0
0
450
20,328
1,200
0
0
0
0
9,800
1,000
12,640
0
0
0
10,550
21,528
23,440
Estimated Recreation Holding Capacity
Daily Recreation Holding Capacity
359
897
861
2,153
812
2,031
Total Daily Holding Capacity (Rec & Comp)
987
2,153
2,361
Estimated Training Holding Capacity
Daily Training Capacity
RECREATION (Surface Area Sq. Ft.)
Outdoor Leisure
Outdoor Tot
Outdoor Competitive
Indoor Therapy
Outdoor Spraypad
Outdoor wading pool
Total
A-14
Appendix
Aquatic Facilities
Master Plan
Projected Attendance: Option A
Market Population
2008
2009
2010
2011
2012
32,326
38,067
125,770
403,741
1,143,779
32,336
38,334
127,313
408,697
1,159,538
32,345
38,602
128,855
413,654
1,175,296
32,354
38,869
130,397
418,611
1,191,055
32,363
39,136
131,939
423,568
1,206,814
25.0%
5.0%
0.0%
0.0%
0.0%
25.0%
5.0%
0.0%
0.0%
0.0%
25.0%
5.0%
0.0%
0.0%
0.0%
25.0%
5.0%
0.0%
0.0%
0.0%
25.0%
5.0%
0.0%
0.0%
0.0%
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
8,082
1,903
0
0
0
8,084
1,917
0
0
0
8,086
1,930
0
0
0
8,089
1,943
0
0
0
8,091
1,957
0
0
0
TOTAL
9,985
10,001
10,016
10,032
10,048
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
Aquatic Facilities
Master Plan
Appendix
A-15
Projected Attendance: Option B
Market Population
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
2008
2009
2010
2011
2012
32,326
38,067
125,770
403,741
1,143,779
32,336
38,334
127,313
408,697
1,159,538
32,345
38,602
128,855
413,654
1,175,296
32,354
38,869
130,397
418,611
1,191,055
32,363
39,136
131,939
423,568
1,206,814
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
55.0%
35.0%
25.0%
3.0%
0.1%
55.0%
35.0%
25.0%
3.0%
0.1%
55.0%
35.0%
25.0%
3.0%
0.1%
55.0%
35.0%
25.0%
3.0%
0.1%
55.0%
35.0%
25.0%
3.0%
0.1%
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
17,780
13,323
31,443
12,112
1,144
17,785
13,417
31,828
12,261
1,160
17,790
13,511
32,214
12,410
1,175
17,795
13,604
32,599
12,558
1,191
17,800
13,698
32,985
12,707
1,207
75,801
76,450
77,099
77,747
78,396
TOTAL
A-16
Appendix
Aquatic Facilities
Master Plan
Projected Attendance: Option C
Market Population
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
2008
2009
2010
2011
32,326
38,067
125,770
403,741
1,143,779
32,336
38,334
127,313
408,697
1,159,538
32,345
38,602
128,855
413,654
1,175,296
32,354
38,869
130,397
418,611
1,191,055
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
55.0%
35.0%
25.0%
3.0%
0.1%
55.0%
35.0%
25.0%
3.0%
0.1%
55.0%
35.0%
25.0%
3.0%
0.1%
55.0%
35.0%
25.0%
3.0%
0.1%
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
17,780
13,323
31,443
12,112
1,144
17,785
13,417
31,828
12,261
1,160
17,790
13,511
32,214
12,410
1,175
17,795
13,604
32,599
12,558
1,191
Experience Factor
TOTAL
1.00
75,801
76,450
77,099
77,747
Aquatic Facilities
Master Plan
Appendix
A-17
Estimated Special User Group Attendance: Option A, Option B, & Option C
Repair Large FAC
Training
Visits per Program Day
Swim Meets
Summer Swim Lessons
Winter Swim Lessons
USA Swim Team
City Swim Team
Masters Swim Team
Aquanastics
Party Rental
65
-
100
1
1
100
250
100
50
1
Programming Days
Swim Meets
Summer Swim Lessons
Winter Swim Lessons
USA Swim Team
City Swim Team
Masters Swim Team
Aquanastics
Party Rental
48
-
48
30
20
48
260
55
150
30
Total Programming
704
734
1,199
Repair Large FAC
Per Capita Spending (Net)
Swim Meets
Summer Swim Lessons
Winter Swim Lessons
USA Swim Team
City Swim Team
Masters Swim Team
Aquanastics
Party Rental
$0.00
2.50
2.50
2.50
1.00
2.50
2.00
0.00
Opinion of Revenue (Net)
Swim Meets
Summer Swim Lessons
Winter Swim Lessons
USA Swim Team
City Swim Team
Masters Swim Team
Aquanastics
Party Rental
$ 7,800
-
User Group Revenue
$7,800
Training
$0.00 $1,500.00
2.50
2.50
2.50
2.50
2.50
2.50
1.00
1.00
2.50
2.50
2.00
2.00
15.00
15.00
$
12,000
450
$12,450
$ 30,000
12,000
162,500
5,500
18,750
450
$229,200
A-18
Appendix
Aquatic Facilities
Master Plan
Per Capita Spending: Option A
Category
Rate
Percent of
Membership
General Admission
Residents
Adult (18 & Older)
1.00
Children (3-17)
1.00
Free
General Admission
Adult
Child
Non-Residents
1.00
1.00
Per
Member
Unit
34%
27%
33%
0.34
0.27
-
3%
3%
0.03
0.03
Annual Pass
Resident
Individual
Family
-
0%
0%
-
Non-Resident
Individual
Family
-
0%
0%
-
Subtotal / Average
100%
Food
Total
0.67
$
$0.67
Per Capita Spending: Option B
Category
Rate
Percent of
Membership
Per
Member
Unit
General Admission
Residents
Adult (18 & Older
5.00
Children (3-17)
4.00
Free
25%
23%
3%
1.25
0.92
-
General Admission
Adult
Child
Non-Residents
8.00
7.00
13%
8%
1.04
0.56
Individual
Family
55.00
195.00
5%
8%
0.09
0.20
Individual
Family
90.00
290.00
10%
5%
0.30
0.18
100%
4.54
Annual Pass
Resident
Non-Resident
Subtotal / Average
Food
Total
$
0.10
$4.64
Aquatic Facilities
Master Plan
Appendix
A-19
Per Capita Spending: Option C
Category
Rate
Percent of
Membership
Per
Member
Unit
General Admission
Residents
Adult (18 & Older
5.00
Children (3-17)
4.00
Free
25%
23%
3%
1.25
0.92
-
General Admission
Adult
Child
Non-Residents
8.00
7.00
13%
8%
1.04
0.56
Individual
Family
55.00
195.00
5%
8%
0.09
0.20
Individual
Family
90.00
290.00
10%
5%
0.30
0.18
100%
4.54
Annual Pass
Resident
Non-Resident
Subtotal / Average
Food
Total
$
0.10
$4.64
Opinion of Revenue: Option A, Option B, and Option C
Repair
Large FAC
Training
107,785
108,792
109,800
110,807
111,814
75,801
76,450
77,099
77,747
78,396
Attendance
2008
2009
2010
2011
2012
9,985
10,001
10,016
10,032
10,048
Per Capita Spending
Special User Group Spendi
2008
2009
2010
2011
2012
$0.67
$7,800
$4.64
$12,450
$4.64
$229,200
$14,490
$14,500
$14,511
$14,521
$14,532
$512,349
$517,020
$521,692
$526,364
$531,036
$580,761
$583,769
$586,778
$589,786
$592,795
A-20
Appendix
Aquatic Facilities
Master Plan
Opinion of Expenses: Option A & Option B
Repair Large FAC
Training
Facility Staff
Recreation Coordinators
Programming Assistant / Interns
Summer Employment
Winter Employment
Training
Total Labor
$0
$0
$44,323
$0
$10,000
$54,323
Contractual Services
Insurance
Repair and Maintenance
Total Contractual Services
$7,228
$13,000
$20,228
$36,797
$39,000
$75,797
Commodities
Operating Supplies
Chemicals
Advertising
Total Commodities
$10,400
$16,650
$5,000
$32,050
$23,400 $18,600
$21,867 $76,272
$35,000 $20,000
$80,267 $114,872
Utilities
HVAC
Electricity
Pool Heating
Trash Service
Telephone
Water & Sewer
Total Utilities
$0
$55,550
$0
$0
$3,360
$0
$58,910
$3,925
$6,134
$89,551 $87,641
$0 $79,700
$0
$0
$3,360
$3,360
$0
$0
$96,835 $176,835
$165,511
$535,569 $702,724
Total Operating Expenses
Building Sinking Fund
Total Expense
$20,000
$185,511
$44,800 $44,800
$8,064
$8,064
$201,968 $193,863
$7,838 $82,137
$20,000 $20,000
$282,670 $348,864
$63,500
$31,153
$31,000
$62,153
$50,400
$599,069 $753,124
Aquatic Facilities
Master Plan
Appendix
A-21
Manpower Budget: Option A, Option B, and Option C
Employer Expense
Rate Days Repair Large FAC Training
Job Description
Hr
Summer
Manager
0 17 22 10.50 $11.97
90
0
18,314
23,701
Competitive Lifeguards
30
0 59 8.00 $9.12
90 24,624
0
48,427
90 19,699
168,264 105,062
Teaching / Leisure Lifeguards 24 205 128 8.00 $9.12
Maintenance
0 12 13 12.50 $14.25
90
0
15,390
16,673
Summer Total
$44,323 $201,968 $193,863
Winter
Manager
Competitive Lifeguards
Teaching / Leisure Lifeguards
Maintenance
Winter Total
Annual Labor Expense
0
0
0
0
0
0
0
2
8 10.50 $11.97
16 8.00 $9.12
0 8.00 $9.12
4 12.50 $14.25
275
275
275
275
0
0
0
0
$0
$44,323
0
26,334
0
40,128
0
0
7,838
15,675
$7,838 $82,137
$209,806 $276,000
Energy Demand Analysis: Option A & Option B
Feature
Repair Large FAC
Training
Motors
$ 52,265 $ 80,438 $ 74,887
Lighting
$ 3,285 $
9,112 $ 12,754
Total Electric Costs
$ 55,550 $ 89,551 $ 87,641
A-22
Appendix
Aquatic Facilities
Master Plan
Opinion of Financial Performance: Option A, Option B & Option C
Repair
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Debt Service
Cashflow
2008
2009
2010
2011
2012
9,985
$2,473,000
$14,490
165,511
(151,021)
8.8%
20,000
(215,607)
(386,628)
$14,500
169,648
(155,148)
8.5%
20,000
(215,607)
(390,755)
$14,511
173,889
(159,379)
8.3%
20,000
(215,607)
(394,986)
$14,521
178,237
(163,715)
8.1%
20,000
(215,607)
(399,323)
$14,532
182,693
(168,161)
8.0%
20,000
(215,607)
(403,768)
Large FAC
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Debt Service
Cashflow
107,786
$12,700,000
$512,349
$517,020
$521,692
$526,364
$531,036
535,569
548,958
562,682
576,749
591,168
(23,220)
(31,938)
(40,990)
(50,385)
(60,132)
95.7%
94.2%
92.7%
91.3%
89.8%
63,500
63,500
63,500
63,500
63,500
(1,107,244) (1,107,244) (1,107,244) (1,107,244) (1,107,244)
(1,193,964) (1,202,681) (1,211,734) (1,221,129) (1,230,876)
Training
Attendance
Project Cost
Revenue
Expense
Operating Cashflow
Recapture Rate
Debt Service
Cashflow
2008
2009
2010
2011
2012
75,801
$10,071,000
$580,761
$583,769
$586,778
$589,786
$592,795
702,724
720,292
738,299
756,757
775,675
(121,963)
(136,522)
(151,521)
(166,970)
(182,881)
82.6%
81.0%
79.5%
77.9%
76.4%
50,400
50,400
50,400
50,400
50,400
(878,036)
(878,036)
(878,036)
(878,036)
(878,036)
(1,050,398) (1,064,958) (1,079,957) (1,095,406) (1,111,316)
Aquatic Facilities
Master Plan
Appendix
A-23
Appendix B: General Limiting Conditions
General Limiting Conditions
This Aquatic Facilities Master Plan is based on information that was current as of
April 2007. Every reasonable effort has been made in order that the data contained
in this study reflects the most timely and current information possible and is
believed to be reliable. This plan is based on estimates, assumptions and other
information developed by the consultant team from independent research.
No warranty or representation is made by Kimley-Horn or Counsilman-Hunsaker
that any of the projected values or results contained in this study will actually be
achieved. No responsibility is assumed for inaccuracies in reporting by the client,
its agents and representatives or any other data source used in preparing or
presenting this study.
This entire plan is qualified and should be considered in light of the above
conditions and limitations.
A-24
Appendix
Aquatic Facilities
Master Plan
Appendix C: Financing and Funding Options
All facilities, regardless of their intended use, require funding. This section is
devoted to describing different funding methods for the project. In addition to
capital market financing (i.e., the sale of bonds or issuance of contracts to private
entities such as banks or lending institutions), this section also explores other forms
of funding that have been used in other projects.
Capital Market Financing
Capital Market Financing, in most cases, requires the sale of bonds. For any bond
to be sold, an independent bond rating institution must evaluate the entity to be
represented by the bond. This rating will determine the bond price and interest rate,
and as a result, the overall worth of the bond. The following are four bonding
institutions in the United States.
Examples of Bond Rating Institutions
•
Moody’s Investor Service
•
Standard & Poor’s Corporation
•
Fitch Investors Service, L.P.
•
Duff & Phelps Credit Rating Co.
If the City would be a principal contributor in the development of the new aquatic
facilities, some of the financing vehicles available to municipalities could be used
to help fund the project. Capital Market Financing generally occurs in one of the
forms or methods as outlined below. The eight options considered are:
Direct Funding
1.
Direct Appropriation
2.
3.
Private Contributions
Joint Ventures
Capital Markets Financing
Aquatic Facilities
Master Plan
Appendix
4.
5.
The sale of General Obligation Bonds
Local Discretionary Sales Surtax
6.
The sale of Certificates of Obligation
7.
The sale of Revenue Bonds
8.
The sale of Certificates of Participation
9.
The sale of Lease Revenue Bonds
A-25
These options are not mutually exclusive in every case. In fact, the final financing for
the new facilities is likely to be a package of various financing sources that
collectively reach the needed total.
A. Direct Funding
Direct Appropriations
The City is permitted by law to directly appropriate money to the development,
construction and operation of an aquatic center. This would include money either
spent directly on the project or contributed to another entity established for this
purpose.
As a practical matter, the likelihood of getting new aquatic centers off the ground
without extensive and direct financial support is fairly remote. The other sources of
funding cannot be expected to enthusiastically embrace the aquatic centers unless the
City is already financially committed to the project.
Private Contributions
For different reasons, various private individuals and corporations may have an
interest in supporting an aquatic project. The pools could be positioned as a major
factor in building civic pride, promoting economic development, enhancing
community facilities and other positive attributes. Properly structured, any of the
financing and ownership options selected will permit tax-deductible giving from most
private contributors. Historically, contributions from outside sources have not
exceeded matching funds.
Some sample commemorative gift opportunities that have been suggested by other
facilities include:
Pool Structure
$1,000,000
Entrance/Offices
$ 500,000
Locker Rooms
$ 250,000
Large Brick & Memb.
$
10,000
Bricks/Tiles (contributors)
$
500
Joint Use and Joint Partnership Agreements
Joint use agreements and other collaborations with area municipalities, educational
institutions, businesses, health care providers, and other organizations and
institutions can be significant sources of revenue and programming opportunities.
Since the City already exists in taking the lead in offering recreation programming,
A-26
Appendix
Aquatic Facilities
Master Plan
it is likely that development, funding and operation will occur through the
protocols already established by the City.
B. Capital Markets Financing
The final five methods of financing all involve the capital markets. General
obligation bonds and revenue bonds are issued directly by municipalities. A thirdparty owner, set up expressly for this purpose, and using the tax-exempt issuing
authority of the City, issues certificates of participation and lease revenue bonds. The
City would simply be leasing the aquatic centers from this entity.
The suitability, structure, requirements, costs, advantages, and disadvantages of each
are quite different. The remainder of this section summarizes some of these features.
General Obligation Bonds
Definition and Description:
In selling general obligation bonds (also known as council manic bonds), a City
obligates itself to levy and collect sufficient property taxes without limit as to the
rate or the amount in order to pay principal and interest as it comes due. Using
General Obligation Bonds (GOBs) is a way to finance capital improvement
projects (such as parks, facilities and streetscapes) by taking out bonds with very
low interest rates.
Tax Status to Investors:
Income from general obligation bonds generally is exempt (to the investor) from
federal income taxes.
Issuance Requirements:
Should general obligation bonds become a part of the financing package, the issuer
must accomplish all of the following:
1.
Internal approvals: The City has an internal approval process before any bond
issue can proceed. The proposed bond must be endorsed by the Council. General
obligation bonds could be used if approved by the voters.
2.
Voter approval: In Texas, a general obligation issue must go before the
voters, and must secure the approval of a majority of the voters.
3.
Compliance with indebtedness limits: The City faces indebtedness limits,
based on the aggregate property value in the tax bases.
Aquatic Facilities
Master Plan
Appendix
A-27
Baytown Municipal Development District (MDD)
In 2001, the voters approved the creation of the Baytown Municipal Development
District (“MDD”) and its imposition of a half-cent sales and use tax for qualifying
development projects. This tax does not sunset, which is to say that it perpetuates
itself unless repealed at an election of the voters of the City of Baytown. The
Board of Directors of the Baytown Municipal Development District is in charge of
monitoring and approving the expenditures of this tax. The MDD Board of
Directors takes into consideration the suggestions of the city staff regarding
development projects, including those pertaining to parks and recreation
expenditures. For many of its development
projects, the MDD has entered into inter-local agreements with the City, wherein
the MDD agreed to fund the development projects up to a certain dollar limit and
the City agreed to prosecute such project to its completion. Therefore, the MDD
may be an additional funding option should the MDD Board desire to participate.
Certificate of Obligation
In selling certificate of obligation bonds, the debt instrument is secured by the
revenue from the proposed facilities, and the City obligates itself to levy and collect
sufficient property taxes, without limit as to the rate or the amount, to pay principal
and interest as it comes due.
Income from certificate of obligation bonds is generally exempt (to the investor) from
federal income taxes.
Should certificate of obligation bonds become a part of the financing package, the
issuer must accomplish all of the following:
1.
Internal approvals: The City has an internal approval process before any bond
issue can proceed. The proposed bond must be endorsed by the Council.
2.
Compliance with indebtedness limits: The City faces indebtedness limits,
based on the aggregate property value in the tax base.
Revenue Bonds
Revenue bonds are to be repaid out of the revenues generated by the operation of the
aquatic centers. The risk that the centers’ revenues will prove insufficient to cover
interest and principal payments on the bonds is borne by the investor. Facility revenue
(in excess of debt service requirements) is retained by the City.
A-28
Appendix
Aquatic Facilities
Master Plan
It is possible that the facilities will not generate sufficient revenue to cover all of its
debt service obligations. A revenue bond may be appropriate for use if an entity were
to underwrite the operating cost of operating the community aquatic centers and
thereby release the revenue stream to secure revenue bonds.
Like general obligation bond interest, income from revenue bonds generally is
exempt (to the investor) from federal income taxes.
The requirements to issue revenue bonds are slightly less restrictive than general
obligations. In this case, the City must accomplish all of the following:
1.
Internal approvals: The City has an internal approval process before a
bond issue can proceed. The proposed bond must be endorsed by the
Council.
2.
Compliance with indebtedness limits: The City faces indebtedness
limits, based on the aggregate property value in its tax base.
Certificates of Participation (Municipal Lease)
A certificate of participation ("COP") is not a debt issue per se. Instead, the investor
purchases a proportional share of lease income that the issuer expects to receive over
the life of the COP. It also differs from the bond financing options previously
discussed in that the issuer is not the City, but rather an independent entity created
specifically for this purpose. This entity sells the COPs, uses the proceeds to develop
the community aquatic center and then leases the completed center to the City. It
secures the means to pay the COP’s holders from the rental income it receives from
the City.
In general, a COP must have sufficient revenue generated by the facilities to pay for
debt service. It is unlikely that the aquatic recommendations developed will generate
enough positive cashflow after operations to meet this requirement. By pledging
gross revenues to support the COP, this structure may be worth considering. Under
this scenario, operating expenses would be paid by another source, possibly a
sponsor.
Third-party Lessor
The aquatic centers would be constructed and owned (initially, at least) by a thirdparty entity, who would function as the lessor in this deal. In general, there are three
possible kinds of entities for this purpose:
Aquatic Facilities
Master Plan
Appendix
A-29
a)
a private sector entity; for example, a leasing company or a private
investment group;
b)
a constituted authority; for example, the City, or
c)
a not-for-profit corporation.
Municipality as Lessee
The City would be the lessee of the aquatic centers, making periodic lease payments
to the owner of the facilities. The respective share of the lease payments to be made
by each would be a negotiated amount, based on upcoming contributions, ongoing
usage and other factors.
Kinds of Municipal Leases
There are two kinds of leases that may be structured:
1) Operating lease: The payments from the City are made for just the use of
the centers.
2) Financing lease: The payments made by the City provides for both the use
of the centers and an accruing ownership in the facilities. Thus, a financing
lease functions as a purchase-over-time arrangement for the City.
Impact on Indebtedness
Ordinarily, the lease obligations incurred by the City are not treated as debt.
Consequently, entering into a municipal lease ordinarily is not subject to voter
approval or debt limitation provisions.
Financing Cost:
Ordinarily, the cost of municipal lease financing may range from twenty to fifty
basis points above comparable financing through general obligation bonds. The
reason for the higher rate is that the lessor is at risk throughout the life of the lease
that the City will decline, for any reason, to appropriate the funds to make their
periodic lease payments. There is no comparable risk in a general obligation bond.
Lease Revenue Bonds (Municipal Lease)
In most respects, lease revenue bonds function like certificates of participation (the
option previously discussed). The essential difference between these two is the legal
A-30
Appendix
Aquatic Facilities
Master Plan
nature of the financing instruments being sold by the independent entity (the lessor).
A lease revenue bond is an obligation of the issuing authority, whereas the certificate
of participation provides merely for the flow-through of that authority's rental income
from the City to the COP’s holders.
Impact on Indebtedness:
Ordinarily, the lease obligations incurred by the City are not treated as debt.
Consequently, entering into a municipal lease ordinarily is not subject to voter
approval or debt limitation provisions.
Financing Cost:
The cost of lease revenue bonds may be slightly less than the cost of certificates of
participation, because the only security behind the certificates of participation is the
pass-through of the rental income from the City.
Sample Debt Structure
The options for financing the development of the Baytown aquatic centers are
numerous. To assist in understanding the requirements of providing this level of
service to the community, the following is an example of one way the financing
might be structured.
Assumption of Project Costs
Rate 6%
Term 20 Years
Project Cost
Debt Amount
Interest Rate
Term (yrs.)
Annual Payment
Aquatic Facilities
Master Plan
Appendix
Neighborhood
Comm
Sprayground Spray Pad
$3,570,000 $9,820,000
$490,000 $270,000
$3,570,000 $9,820,000
$490,000 $270,000
6.0%
6.0%
6.0%
6.0%
20
20
20
20
(311,249)
(856,152)
(42,720)
(23,540)
A-31
Appendix D: Operations
Phase 1
Wayne
Gray
N.C. Foote
McElroy
Operation
Project Cost
$9,812,000
Attendance
94,128
Revenue
$454,357
Expense
$465,096
Subsidy
($10,734)
$3,566,000
$490,000
$13,868,000
36,354
8,369
138,851
$102,715
$0
$557,072
$184,423
$14,927
$664,446
($81,707)
($14,927)
($107,368)
Project Cost
$240,000
$240,000
$240,000
$490,000
Attendance
6,695
6,695
6,695
8,369
Operations
Revenue
$0
$0
$0
$0
Expense
$11,824
$11,824
$11,824
$14,927
Subsidy
($11,824)
($11,824)
($11,824)
($,14,927)
$1,210,000
28,454
$0
$50,399
($50,399)
$15,078,000
167,305
$557,072
$714,835
($157,767)
Project Cost
$490,000
Attendance
8,369
Operation
Revenue
$0
Expense
$14,927
Subsidy
($14,927)
Phase 2
Bergeron
Pelly
Downtown
Future East
Side
Phase 1 &
2 Totals
Phase 3
Future
North Side
A-32
Appendix
Aquatic Facilities
Master Plan

section 1: executive summary

Transcription

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