12/23/2004 Page 1 National Trail Aquatic Center TABLE of

Transcription

TABLE of CONTENTS
EXECUTIVE SUMMARY ................................................................................................ 3
SECTION 1:........................................................................................................................ 6
INTRODUCTION .............................................................................................................. 6
SECTION 2:........................................................................................................................ 7
ANALYSIS OF DEMOGRAPHICS .................................................................................. 7
Target Market Area Analysis.......................................................................................... 7
Population ....................................................................................................................... 8
Income........................................................................................................................... 10
Age Distribution............................................................................................................ 12
Climatological Analysis................................................................................................ 13
SECTION 3:...................................................................................................................... 15
POTENTIAL USER GROUP PROFILES AND AMENITIES ....................................... 15
1. Lesson Users ............................................................................................................. 16
2. Fitness Users ............................................................................................................. 16
3. Aquatic Therapy Users ............................................................................................. 17
4. Competitive Swimmers............................................................................................. 18
5. Recreational Swimmers ............................................................................................ 18
6. Educational System Users......................................................................................... 27
7. Non-Aquatic Recreational Users .............................................................................. 27
SECTION 4:...................................................................................................................... 29
AREA AQUATIC PROVIDERS ..................................................................................... 29
Springfield Family YMCA (Downtown).................................................................. 30
Wittenburg University .............................................................................................. 30
South Charleston Community Swim Club................................................................ 31
Tecumseh YMCA ..................................................................................................... 31
New Carlisle Pool ..................................................................................................... 32
Splash Moraine ......................................................................................................... 33
Sycamore Trails Aquatic Center............................................................................... 34
SECTION 5:...................................................................................................................... 36
FACILITY PROGRAM.................................................................................................... 36
OPTION 1..................................................................................................................... 36
OPTION 2..................................................................................................................... 39
OPTION 3..................................................................................................................... 42
Site Analysis ................................................................................................................. 45
Activity Programming .................................................................................................. 47
Marketing Strategy........................................................................................................ 48
SECTION 6:...................................................................................................................... 50
OPINION OF PROBABLE REVENUE .......................................................................... 50
Opinion of Attendance Levels ...................................................................................... 50
Projected Attendance .................................................................................................... 51
Recreation Program Revenue ....................................................................................... 54
SECTION 7:...................................................................................................................... 58
OPINION OF PROBABLE EXPENSES ......................................................................... 58
Facility Staff.................................................................................................................. 58
Personnel Requirements................................................................................................ 58
Operations & Maintenance ........................................................................................... 59
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National Trail Aquatic Center
Utilities.......................................................................................................................... 60
SECTION 8:...................................................................................................................... 62
OPINION OF FACILITY OPERATIONS....................................................................... 62
Cashflow Analysis ........................................................................................................ 62
APPENDIX A:.................................................................................................................. 65
GENERAL LIMITING CONDITIONS ........................................................................... 65
APPENDIX B: .................................................................................................................. 66
EQUIPMENT ................................................................................................................... 66
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EXECUTIVE SUMMARY
The Springfield Department of Parks and Recreation, the Clark County Park District and the
Clark County Recreation Department consolidated January 1, 2000, thus creating The National
Trail Parks and Recreation District to combine resources. This consolidation also doubled the
district-wide population. The National Trail Parks and Recreation District retained
Counsilman/Hunsaker & Associates to research aquatic recreation options and to provide
information that will be helpful in making an educated decision on how best to proceed
regarding the construction of a new outdoor aquatic center in Springfield, Ohio. The purpose of
this study is to offer a preparatory, comprehensive analysis focusing on a potential facility for
the Clark County community. The Consultant gathered viable research and information through
extensive discussions and interviews with the planning committee, site visits, a tour of the
community, an investigation of other area aquatic providers, and demographic analysis.
Area demographic patterns help project potential user groups with the necessary aquatic
amenities to serve those groups. Demographic analysis includes population, income and age
group trends. The population in the 0-3 and 3-5 mile radii using the intersection of Highway 70
and Highway 72 site is projected to decrease from 75,100 in 2004 to 71,800 in 2009. The 5-10
and 10-15 mile radii show increases in population. From area income data we can deduce that it
will be incumbent upon the National Trail Parks and Recreation District to provide aquatic
amenities, programs and activities that the residents feel have value when a choice of how
discretionary income is spent on aquatics, giving sensitivity to the lower than national average
incomes in the 0-3 mile radius and the City of Springfield. Age distribution analysis discovers an
older community due to a significant number of adults 45 and older. Overall, the total number of
children under the age of 17 in the 0-3 mile radius is higher than the national average. This is
encouraging data since children are typically more avid users of aquatic facilities.
Area aquatic providers reveal two YMCAs with joining and membership fees for their indoor
pools; one university pool, which only allows students and their guests to use their indoor pool;
and two 25 yard outdoor swimming facilities without leisure element or fun attractions to attract
the entire community. Some small private country club and private neighborhood pools from the
1960’s have been included, but are not major competitors due to their size and lack of
amenities. Two facilities with leisure pools and fun attractions have been investigated for
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benchmarking purposes, although they were 15-20 miles to the west. Through these analyses,
Counsilman / Hunsaker & Associates created facility amenity concepts with projected facility
costs for recreation and competitive swimming for the National Trail Parks and Recreation District
to consider.
OPTION 1: Project Cost: $5,149,000
This concept consists of a 7,600 square foot heated outdoor
leisure pool with zero-beach entry, tumble buckets, participatory
play feature, current channel, water vortex, waterslides, a tot
pool, water sprayground, and rock scape and creek for a natural
setting. A bathhouse and snack bar are included.
OPTION 2: Project Cost: $ 7,296,000
This concept consists of a waterpark and includes a
heated 6 lane, 25 yard competition pool with 1 meter
diving. Attractions include an 11,900 square foot heated
wave pool with zero-beach entry, participatory play
feature, lazy river and island, water sprayground, and
waterslides with catch pool. A bathhouse and snack bar
are included.
OPTION 3: Project Cost: $ 6,304,000
This concept consists of a 13,300 square foot heated leisure
pool with zero-beach entry and a 6 lane, 25 yard competition
pool with (2) 1 meter diving boards. Attractions include a
participatory play feature, raindrop, shower tunnel, lemon
drops, lazy river, water vortex, waterslides, tot pool, and
water sprayground. A bathhouse and snack bar are included.
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An opinion of probable expenses estimates operating expenses such as utility rates for operations
and maintenance, staffing pay structures, and commodities such as chemicals and operating
supplies. The fee structure developed remains constant for the opinion of financial performance
shown. Expenses assume a 2.5% annual increase. This opinion includes costs of operation and a
capital replacement fund. The Recapture Rate is the calculated percentage of the difference
between revenues and expenses.
Cashflow Projections for 2005-2009
2005
2006
2007
2008
2009
Option 1
Revenue
Expense
Operating Cashflow
Recapture Rate
Capital Replacement
Cashflow
312,941
294,552
18,389
106.24%
19,000
(611)
315,778
298,970
16,808
105.62%
19,000
(2,192)
318,631
303,454
15,176
105.00%
19,000
(3,824)
321,500
308,006
13,494
104.38%
19,000
(5,506)
324,385
312,626
11,759
103.76%
19,000
(7,241)
Option 2
Revenue
Expense
Operating Cashflow
Recapture Rate
Capital Replacement
Cashflow
614,822
660,585
(45,763)
93.1%
26,000
(71,763)
621,625
670,494
(48,869)
92.7%
26,000
(74,869)
628,496
680,551
(52,055)
92.4%
26,000
(78,055)
635,436
690,759
(55,324)
92.0%
26,000
(81,324)
642,445
701,121
(58,676)
91.6%
26,000
(84,676)
Option 3
Revenue
Expense
Operating Cashflow
Recapture Rate
Capital Replacement
Cashflow
488,695
459,397
29,298
106.4%
23,000
6,298
493,927
466,288
27,639
105.9%
23,000
4,639
499,208
473,282
25,925
105.5%
23,000
2,925
504,538
480,381
24,157
105.0%
23,000
1,157
509,920
487,587
22,333
104.6%
23,000
(667)
It is common in the parks and recreation industry to judge facility performance using the
recapture rate as a benchmark; most effective organizations reach for 100% recapture. From
this study it can be determined that subsidy support may be necessary for the operation of
Option 2, and a positive cashflow may be realized for Options 1 and 3. As the National Trail
Parks and Recreation District responds to its aquatic needs, an aquatic center, as discussed in
this report, would aid the community in becoming more attractive to the prospective
homeowner as well as established residents who have lived there for many years.
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SECTION 1:
INTRODUCTION
National Trail Parks and Recreation District retained Counsilman/Hunsaker & Associates to
determine the feasibility of a new aquatic center. This study’s intent is to examine the potential
costs and resulting projected financial performance for the National Trail Parks and Recreation
District.
Methodology
The following methods were used to understand the community, determine aquatic options for
the National Trail Parks and Recreation District, project probable expenses and revenue, and
gain an understanding of the potential for yielding a level of cashflow that is acceptable to the
National Trail Parks and Recreation District. Counsilman/Hunsaker & Associates:
1. Researched the needs of the National Trail Parks and Recreation District area through
extensive discussions with the staff and director.
2. Developed an opinion of potential user groups by assessing specific user group profiles
and analyzing the target market area using demographic studies from census data.
3. Observed and recorded other outdoor aquatic centers within the area to understand the
programs, operations and fees of those facilities.
4. Developed 3 options, each with varying degrees of amenities and the subsequent use for
aquatic programming.
5. Developed construction and project costs for each of the 3 options based on local and
industry information.
6. Evaluated potential sites that were determined by the National Trail Parks and
Recreation District.
7. Determined the facility staff needed to manage the operation of the facility using
industry accepted standards.
8. Developed an opinion of probable revenue based on available facility capacity,
recreation programs that can be conducted in the facility, and market value price for
activity in the region.
9. Developed an opinion of probable expenses using facility specific needs for utilities,
labor, and commodity consumption for the recommended operations.
10. Developed an opinion of the ability to recapture operating costs for the facility over a
five-year period.
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SECTION 2:
ANALYSIS OF DEMOGRAPHICS
Target Market Area Analysis
Factors that can influence the attendance of the National Trail Aquatic Center involve the
analysis of the population, income, and age group trends of the prime market area of Clark
County, Ohio. As areas diversify, demographic data can determine market share, fee potential,
and target market groups. Effective marketing requires an understanding of the dynamics of the
demographic data in a way that shows the residents that the aquatic products, services, and fees
are relevant to them.
Clark County
Given the character of Clark County, scale
of the facility, and aquatic experiences in
and near the community, the Consultant is
of the opinion that the majority of the
proposed project's recreation service market
area will exist among people who live
within a 15 minute drive. The service area
is defined as the distance a patron will
travel to a given activity on a regular basis.
Use is projected to diminish as the distance
increases from the site beyond a 15-mile
radius; however, competitive swimmers
will drive beyond a 15-mile radius
standard. Therefore, the Consultant feels 25
miles is appropriate to appraise.
A study of demographic patterns in the area is helpful in projecting usage rates. For study
purposes, the Consultant used the intersection of Hwy 72 at Hwy 70. The Hwy 72 at Hwy 70
corridor is central to the three sites of consideration and easily accessible transportation wise.
The resident market area for the proposed facility has been segmented into the following zones.

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 zones will allow for a more
specific analysis of the influence of use that might be expected at the facility. The following
map displays the concentric rings around the site.
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Map 1
Concentric Rings from Hwy 70 & Hwy 72
3, 5, 10, 15, and 25 Mile Rings
Springfield, OH
Source: Delorme
Population
Table 1 presents a summary of the service market area population by the concentric zones for
the 2000 Census, with projections for 2004 and 2009. Projections are based on U.S. Decennial
Census and a variety of sources indicating change following the Census such as U.S. Postal
Service delivery statistics, state demographers’ local estimates, Donnelley Marketing, and
Equifax Consumer Marketing database trends.
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Table 1
Population by Distance from Hwy 70 and Hwy 72
1990
Number
Percent
(000's)
of Total
50.9
6.6%
Distance from
Potential Site
0 to 3 Miles
2000
Number
Percent
(000's)
of Total
45.1
5.9%
2004
Number
Percent
(000's)
of Total
42.6
5.6%
2009
Number
Percent
(000's)
of Total
39.6
5.3%
Average Annual Change
1990-2000
2004-2009
Number
Number
(000's)
Percent
(000's)
Percent
-0.6
-1.2%
-0.6
-1.4%
3 to 5 Miles
Subtotal
32.9
83.8
4.3%
10.9%
32.7
77.8
4.3%
10.1%
32.5
75.1
4.3%
9.9%
32.2
71.8
4.3%
9.5%
0.0
-0.6
-0.1%
-0.7%
-0.1
-0.7
-0.2%
-0.9%
5 to 10 Miles
47.2
6.1%
50.8
6.6%
51.4
6.8%
52.2
6.9%
0.4
0.7%
0.2
0.3%
10 to 15 Miles
83.9
10.9%
84.8
11.0%
86.8
11.4%
89.1
11.8%
0.1
0.1%
0.5
0.5%
15 to 25 Miles
Subtotal
556.4
687.5
72.1%
89.1%
554.3
689.9
72.2%
89.9%
547.3
685.5
72.0%
90.1%
539.1
680.4
71.7%
90.5%
-0.2
0.2
0.0%
0.0%
-1.6
-1.0
-0.3%
-0.1%
Total (0-25 Miles)
771.3
100.0%
767.7
100.0%
760.6
100.0%
752.2
100.0%
-0.4
-0.7%
-1.7
-1.0%
Springfield, OH
Clark County/Springfield
71.1
147.5
-0.6
-0.3
-0.8%
-0.2%
-0.6
-0.6
-1.0%
-0.4%
65.4
144.7
62.7
142.4
59.5
139.4
Source: Claritas, Inc.
0 to 3 Mile Radius
Census conveying reduction in population from 50,900 in 1990 to 45,100 in 2000.
Estimated population for 2004 is 42,600.
2009 projection is 39,600.
Population decreased -1.2% annually from 1990 to 2000, and is projected to continue to
decline at -1.4% annually from 2004 to 2009.
3 to 5 Mile Radius
Population decreased -0.1% annually from 1990 to 2000, and is projected to continue to
decline at -0.2% annually from 2004 to 2009.
5 to 10 Mile Radius
Census conveying growth in population from 47,200 in 1990 to 50,800 in 2000.
Population increased 0.7% annually from 1990 to 2000, and is projected to continue to
increase at 0.3% annually from 2004 to 2009.
10 to 15 Mile Total
Census conveying growth in population from 83,900 in 1990 to 84,800 in 2000.
Population increased at 0.1% annually from 1990 to 2000, and is projected to continue
to increase at 0.5% annually from 2004 to 2009.
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15 to 25 Mile Total
Population slightly decreased at 0.0% annually from 1990 to 2000, and is projected to
continue to decline at -0.3% annually from 2004 to 2009.
City of Springfield
Population decreased at -0.8% annually from 1990 to 2000, and is projected to continue
to decline at -1.0% annually from 2004 to 2009.
Clark County
Population decreased at -0.2% annually from 1990 to 2000, and is projected to continue
to decline at -0.4% annually from 2004 to 2009.
Income
The willingness of the market to pay for the use of park district facilities and activities will help
determine the financial success of amenities based upon user ability to pay for admission and
user fees. Research conducted for the Recreation Roundtable by Roper Starch in 1999, based on
2,000 interviews with Americans 18 and older reveal that the higher the annual household
income, the more inclined residents are to engage in outdoor recreation (swimming, golf,
tennis, running, etc.) at least once per month. The following table conveys household income
categories and the percentage of that particular category who recreate at least once per month.
Household Income Outdoor Recreation
$15,000 or less
53%
$15,000-$29,999
66%
$30,000-$49,999
69%
$50,000-$69,999
78%
$70,000 or more
85%
Source: Roper Starch
Accordingly, an evaluation of market income is appropriate. The following table presents a
comparison of per capita and median household incomes for the resident population using the
2000 Census to project incomes for 2004. When comparing the service market area with the
United States, a percentage system is used. The United States’ average income is the baseline
standard represented by 1.00. The target market index is placed adjacent to the baseline
standard in each distance category to illustrate the relational differences between the two. For
example, if an area’s median household income is 20% higher than the national average, a
number of 1.20 would be listed as the index number.
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Table 2
Market Area Income Characteristics for 2004 from Hwy 70 and Hwy 72
Market Area
Per Capita Incomes
Dollars
Index*
Median Household Incomes
Dollars
Index*
0 to 3 Miles
$15,983
0.74
$30,922
0.74
3 to 5 Miles
$23,722
1.10
$45,151
1.08
5 to 10 Miles
$25,874
1.20
$53,474
1.27
10 to 15 Miles
$21,332
0.99
$44,827
1.07
15 to 25 Miles
$23,140
1.07
$44,152
1.05
TOTAL U.S.
$21,587
1.00
$41,994
1.00
Springfield, OH
Clark County/Springfield
$17,917
0.83
$21,299
0.99
$33,467
$43,050
0.80
1.03
0 to 3 Mile Radius
Per capita income: $15,983 is 26% lower than the national average of $21,587.
Median household income: $30,922 is 26% lower than the national average of $41,994.
3 to 5 Mile Radius
Per capita income: $23,722 is 10% higher than the national average.
Median household income: $45,151 is 8% higher than the national average.
5 to 10 Mile Radius
10 to 15 Mile Radius
Per capita income: $21,332 is 1% lower than the national average.
City of Springfield
Median household income: $33,467 is 20% lower than the national average.
Clark County
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Age Distribution
A third demographic factor instrumental in determining the level of usage of the proposed
aquatic center is age distribution. Research has shown that younger age groups have a higher
tendency to engage in aquatic recreation activities. Wellness and fitness programming is
attractive for middle age and older patrons. Table 3 presents a summary of the age distribution
of the component areas of the resident population when compared with national averages for
the United States.
Table 3
Age Distribution Trends from Hwy 70 & Hwy 72
0 to 4
5 to 9
10 to 14
15 to 17
Subtotal
18 to 20
21 to 24
25 to 34
35 to 44
45 to 49
50 to 54
55 to 59
60 to 64
65 to 74
75 and over
TOTAL:
Median Age
0-3
Miles
7.5%
7.3%
7.3%
4.5%
26.6%
5.8%
6.6%
12.6%
13.4%
6.8%
6.2%
5.0%
4.3%
6.5%
6.3%
100%
3-5
Miles
6.5%
6.1%
6.5%
4.2%
23.4%
4.8%
5.0%
11.2%
13.1%
7.5%
7.3%
6.0%
5.1%
7.8%
9.0%
100%
5-10
Miles
5.4%
6.0%
6.8%
4.4%
22.6%
3.8%
4.4%
9.8%
13.6%
8.1%
8.2%
7.1%
5.6%
8.1%
8.6%
100%
10-15
Miles
5.9%
6.1%
6.7%
4.1%
22.7%
7.1%
7.4%
12.0%
13.6%
7.1%
6.7%
5.7%
4.8%
7.2%
5.7%
100%
15-25
Miles
6.5%
6.5%
7.0%
4.2%
24.2%
5.0%
5.8%
12.5%
14.7%
7.5%
6.9%
5.6%
4.4%
7.0%
6.4%
100%
City of
Springfield
6.8%
6.3%
6.1%
3.8%
23.1%
5.7%
6.3%
12.4%
12.2%
6.7%
6.1%
5.0%
4.4%
7.7%
10.6%
100%
Clark
County/Springfield
6.6%
6.6%
7.1%
4.4%
24.7%
4.6%
5.1%
11.4%
13.7%
7.4%
7.2%
6.0%
5.1%
7.4%
7.4%
100.0%
2000
US Census
6.8%
7.3%
7.3%
4.2%
25.6%
4.3%
5.3%
14.2%
16.0%
7.1%
6.2%
4.8%
3.8%
6.5%
5.9%
100%
33.7
39.3
41.9
35.6
36.7
37.1
38.1
35.3
0 to 3 Mile Radius
• Median age of 33.7 is lower than the national average due to lower than national
averages for people 25-54.
• 26.6% of the population is children under the age of 18, which is higher than the
national average of 25.6% and equating to 11,314 children of 42,581 people.
3 to 5 Mile Radius
• Median age of 39.3 is higher than the national average due to higher than national
averages for people 45-75+ and lower than national averages for people 25-44.
• 23.4% of the population is children under the age of 18, which is lower than the
national average and equating to 7,603 children of 32,507 people.
5 to 10 Mile Radius
Median age of 41.9 is higher than the national average due to higher than national
22.6% of the population is children under the age of 18, which is lower than the national
average and equating to 11,642 children of 51,423 people.
12/23/2004
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averages for people 45-74 and lower than the national average for people 25-44.
City of Springfield
averages of people 55-75+ and lower than national averages for people 25-54.
• 23.1% of the population is children under 18, which is lower than the national average.
Clark County
averages of people 45-75+ and lower than national averages for people 25-44.
• 24.7% of the population is children under 18, which is lower than the national average.
Climatological Analysis
Given the sensitivity of water activities and sports to weather conditions, it is appropriate to
include an assessment of local weather patterns in the market analysis of the proposed facility.
These factors are used when determining user days of the facility in the financial model. Table
4 presents a summary of monthly weather trends recorded in Springfield, OH. Precipitation
days were not available for Springfield; therefore, precipitation days were used as recorded in
Columbus, OH. Presented in the table are normal high and low temperatures in Springfield and
precipitation days as recorded in Columbus.
Table 4
Climatological Data
Springfield, OH (Temperatures) and Columbus, OH (Precipitation Days)
Month
January
February
March
April
May
June
July
August
September
October
November
December
Temperatures
Average
High
28
33
30
37
37
48
48
60
59
71
68
80
73
84
69
82
64
75
51
64
39
50
32
37
Low
19
21
30
37
48
57
60
59
51
41
32
23
Precipitation
Days
13
11
14
13
13
11
11
9
8
9
12
13
Source: Weatherbase
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From Memorial Day to Labor Day, area temperatures in the Springfield area do not exceed or
recede from temperatures acceptable for outdoor swimming and water recreation (average high of
84 in July yields a temperature pattern that is neither too mild nor too extreme). Data regarding
precipitation days as recorded in nearby Columbus reports, on average, 11 days per summer month
(May-August).
Summary
Demographic analysis reveals projected population reduction in the 0-3 and 3-5 mile radii and in
the City of Springfield. The 5-10 and 10-15 mile radii show increases in population. From the
income data we can deduce that it will be incumbent upon the National Trail Parks and
Recreation District to provide aquatic amenities, programs and activities that residents feel have
value when a choice of how discretionary income is spent on aquatics, giving sensitivity to the
lower than national average incomes in the 0-3 mile radius and Clark County. Age distribution
analysis discovers an older community due to a significant number of adults over the age of 45.
Overall, the total number of children under the age of 17 in the 0-3 mile radius is higher than the
national average. This is encouraging data since children are typically more avid users of aquatic
facilities.
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SECTION 3:
POTENTIAL USER GROUP PROFILES AND AMENITIES
Based on the demographic analysis of the resident target market, the following is a review of
the current and potential user groups for the National Trail Aquatic Center. This provides a
visual and descriptive understanding of the amenities that may be incorporated for these groups.
The Sporting Goods Manufacturers 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 (at least once) in 2000 reveals recreational
swimming the sport of choice at 94.0 million.
PARTICIPATION STATISTICS
1. Recreational Swimming
94.0 million
2. Walking
82.6 million
3. Bicycling
53.0 million
4. Free Weights
44.5 million
5. Treadmill Exercise
40.8 million
6. Basketball
37.6 million
7. Billiards/Pool
37.5 million
8. Stretching
36.4 million
9. Fitness Walking
36.2 million
10.Running/Jogging
33.7 million
11.Golf
30.4 million
12. Stationary Cycling
28.8 million
13. Calisthenics
27.8 million
14. Weight/Resistance Machines
25.2 million
15. Volleyball
18.4 million
16. Abdominal Machine/Device
18.1 million
17. Soccer
17.7 million
18. Softball (regular)
17.6 million
19. Ice Skating
17.5 million
20. Tennis
16.6 million
21. Stair-Climbing Machine Exercise 15.8 million
Source: The 2002 Entertainment, Sports and Leisure Market Research Handbook
Designing aquatic programming based upon a target market's needs will drive the type of
programming offered. It is important to realize that a pool may have multiple intended users
and not all pools meet the needs of all users. Often, it is impossible for a single pool to meet the
needs of diverse groups.
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1. Lesson Users
Introducing young swimmers to safe aquatic skills that will be used during their lifetime is
important to ensuring an aquatic-safe community and also contributes to the generation of
revenue to help meet operational expenses. A strong lesson program will not only benefit the
children but will also create a community of lifecycle users. Lifecycle users can grow into other
forms of aquatic pursuits. Tangible benefits often come to
children trained in safe swimming techniques as many
swimmers will acquire summer jobs as lifeguards, some
will go on to formal competitive aquatic programs in school
or age group swimming programs, and others may excel to
become state high school and USA Swimming champions.
College scholarship offers may occur to some swimmers,
which could lead them to national level competition. Continued success and hard work could
bring a former lesson user of the National Trail Aquatic Center programs to international
competition, perhaps even the Olympics.
2. Fitness Users
Due to the incurred qualities of buoyancy, water aerobic programs are still one of the fastest
growing segments of the adult fitness industry. Water aerobics offer many benefits for athletes
recovering from injuries and for 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 and
related devices and equipment for a greater diversity
of water-based aerobic options. Aerobic dancing,
water weight workouts, water gymnastics and
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. Many times, aquatic fitness has been used for an
individual’s entire fitness program. Some classes that may be offered include Water Pump
Workouts (working out with foam “water weights” or water proof plastic weights while in the
water); Water Walking (which provides the exercise seeker with low impact resistance); Aqua
Aerobics (essentially, aerobics wherein the water provides resistance in a low impact
environment); and Arthritis Exercise.
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Businesses may also be willing to sponsor or subsidize corporate wellness
programs. Innovative companies are decreasing employee stress and
increasing employee satisfaction/retention by adding services within the
company benefits program. Such programs as reduced memberships for
fitness/aquatics as part of an employee wellness training activity are on the
rise. Marketing strategies for the proposed facility could include overtures
for employers to participate in some form of company subsidized employee
wellness program at the National Trail Aquatic Center.
Scuba and rowing clubs as well as canoe and triathlon enthusiasts
are also potential fitness users of the facility and are usually denied
access due to lack of available time. The 25 yard pool would be
attractive to these groups as these lessons generally start in
swimming pools and could be integrated into programming.
The older adult market spans some four generations from the Depression Era 1900-1939, Silent
Gens 1940-1945, Mature Boomers 1946-1958, and Young Boomers
1951-1957. These are important demographic groups who would
benefit from the use of an aquatic center as average life spans increase
with a more health-conscious approach. These age groups are willing,
enthusiastic participants in wellness programming and other
recreational opportunities; however, it is important to schedule
programs that are age specific and offer structure as one size does not
fit all: some are still working with children in college while others are
focusing on retiring and health. Given those standards, the participants
who fit this mature age group category are usually reliable and ardent
supporters of an aquatic facility. The National Trail Aquatic Center
could attract these very important user groups with an emphasis on crafting messages to appeal
to the benefits on the mind and body through aquatic exercise.
3. Aquatic Therapy Users
Aquatic therapy requires a very specific and controlled
environment. Water temperature is usually between 82 – 104
degrees Fahrenheit. The water depths range from three feet six
inches to over six feet, depending on the type of treatment. The
term aquatic therapy has been applied to a variety of health
oriented aquatic programs. It is the Consultants’ opinion that in
order to maximize the revenue potential and health benefits to the
community, programming that would concentrate on therapy needs
to be associated with a medical provider. This approach is a
separate business and is not commonly incorporated with a community aquatics program.
Though it may not be suitable to meet the needs of all aquatic therapy users in the area, warm
water leisure pools in the proposed concepts may allow for some aquatic therapy uses.
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4. Competitive Swimmers
The competitive athlete includes summer swim teams, high
school swim teams, water polo teams and USA Swimming
and US Masters Swim Teams. It is important to note that
competitive swimmers are a very loyal and appreciative
group, and, if their needs are met, can be counted upon to
provide a steady stream of revenue. Opportunities for
practice and training exist in the competition pools
conceptualized in this study. Temporary recreational
amenities (i.e., floatables) can be incorporated into
competitive areas. Portable features increase programming flexibility and can increase revenue
to subsidize the construction and maintenance requirements of the competition pool.
5. Recreational Swimmers
Historically, U.S. swimming pools shared very common
characteristics: a rectangular pool with a rectangular deck
surrounded by a rectangular fence. For the competitive
swimmer, a narrow 10-foot concrete deck surrounded a 50meter pool. The only “play elements” were 1-meter diving
boards, maybe a 3-meter diving board, and occasionally a
playground-type waterslide. Anything else would 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 European public waterpark facilities, American swimming facilities have been
redesigned to be attractive to the entire community of fitness and recreational users. With
recreational swimming the sport of choice, recreational swimmers have evolved the most over
the years. Old theories 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 aquatic facility to help pay the operating costs and they are willing to pay more
per visit if the experience is appropriate to their expectations.
The following amenities provide an understanding of the importance of diversity and mix of
experiences, entertainment value of the experiences, access and linkage of the elements to each
other, perception and user comfort of the facility, and triangulation of the elements for a mix of
recreation age groups to safely enjoy the facility. The ultimate test of design is the
choreography of people and their perception of the facility.
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Leisure Pools
Probably the fastest growing segment of aquatic
facilities is the leisure pool. The 0 to 4 foot depth
provides adults and children hours of aquatic
interaction, entertainment, relaxation and fun. With
opportunity for many different sizes and designs, the
leisure pool is a desirable attraction for all age and skill
levels. Many different amenities can be incorporated for
added amusement such as a water vortex and current
channel, participatory play features and spray features,
islands and waterfalls, water walks and floatables,
raindrops, teecups, tumble buckets and waterslides.
A leisure pool with Zero-Beach Entry simulates an
ocean beach as the pool bottom slopes gradually toward
the deeper water. Instead of having to jump or climb into
the pool, patrons simply walk in as they would at a
beach. Lounging in the zero-beach is a way to enjoy the
sun and water while watching younger members of the
family enjoy the amenities in the shallow water.
A Current Channel provides an enjoyable way for all ages to relax in the
water. The water travels at approximately three miles per hour and
provides a similar experience to the lazy rivers found in larger
waterparks, but at a more moderate cost. It also provides an ideal water
walking setting both for fitness classes and adults seeking nonprogrammed exercise by walking against the current.
A Water Vortex is a feature where the water travels in a
circular motion and can be used for play, relaxation or
exercise. When the pump for the vortex is turned off, this
area provides an excellent instruction area for lesson
programming.
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Floatables are soft foam sculptures coated in durable colors
tethered to the bottom of the pool. Children can climb up on
the many different floating themes for physical action,
adventure, or a place to rest.
Water Walks incorporate physical action and adventure with a foam floating
walkway spanning across the pool with a spun braided rope or cargo net
suspended overhead. For hours of imaginative and exciting water play
activity, water walks are tethered to the bottom of the pool and available in
several themes: lily pads, fossils, crocodiles, seashells, and logs to name a
few.
Spray Features
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 to interact with.
Fiberglass Spray Features such as raindrops and teacups add dimension to leisure pools by
bringing the water up and then down like a water curtain. Made of fiberglass reinforced plastic,
these water play experiences create individual play stations within the shallow ends of pools.
The spray features can have top slots and shower spouts surrounding the perimeter of the cup
allowing spillways to launch wide, clear sheets of water cascading down to the waiting children
below. Tumblebuckets are cone-shaped cylinders that fill with water from individual spouts
that create suspense and anticipation – the children never know which one will splash down
next!
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Interactive Play Features bring recreational value to aquatic facilities. Children can slide
down a waterslide, scamper through the spraying water, climb across bridges, and scurry over
and under tunnels and bars. Valves, chains and ropes can be manipulated and transformed by
the imagination. As the children interact with these features, they
control where and when the water sprays will occur.
Large Participatory Play Features are unique water structures for families to return to time and
again. This attraction can be located within the body of the leisure pool or on a separate
splashpad. Designed for the whole family to interact with multi-level water effects including
valves controlling spray features, water guns on swivel bases, slides and a large tipping bucket
at the top, large participatory play features attract and captivate group interaction, providing lots
of water play adventure for hours of entertainment.
Waterslides provide excellent recreation value and may be the best-known aquatic
entertainment amenity for the whole family. Slides come in many shapes and sizes from drop
slides and corkscrew slides to otter slides and speed slides. While the teen market will be
12/23/2004
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drawn to slides that provide velocity (long and fast) they will also enjoy drop slides, which
upon exiting the flume literally drop them through the air into the water. High-thrill swirl slides
swirl patrons around before shooting them down the slide. Interactive play feature slides, frog
slides and otter slides are designed for younger children to enjoy, as the larger slides have
height restrictions. Slides add drama to aquatic settings and can often be seen from afar as an
advertising amenity.
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Lap Lanes in conjunction with a Leisure Pool
It is essential to note that fitness lap swimming and
water walking are important to many adults and
seniors. Opportunities for limited practice and
training can exist in a two, three, or four lane, 25yard lap pool adjacent to a leisure pool.
Additionally, programming can be incorporated for
lessons and activities.
Deep Water for Diving
Not wanting the facility to be strictly for small
children, many communities support a deep water
component. A flexible springboard in 1 meter or 3
meters secured at one end and projecting over deep
water provides experienced swimmers the
challenge of diving. Deep water can also be
programmed for other activities such as advanced
swimming lessons, lifeguard training, diving
lessons, water safety, water polo, scuba instruction,
synchronized swimming lessons, and deep water
exercise classes.
Competition Pool
25 yard, 25 meter, and 50 meter competition
pools in conjunction with a leisure pool
accommodate the competition and training of
aquatic athletes: summer swim teams, age group
swimming, high school swim teams, water polo
teams, USA Swimming, USA Diving, and US
Masters Swim teams. These pools also provide
lap swimming for adults and those who like to
stretch out and be fully submerged in the water.
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A Lazy River meanders through an aquatic park, gently whisking patrons away for a tranquil
ride downstream on a relaxing journey. Lazy rivers are usually 10’ to 12’ wide and designed in
a closed path configuration with opportunity to provide picnic or sunning areas in the island
within, accessible by bridges.
Water Spraygrounds enhance the recreational value of many aquatic facilities. Spraygrounds
provide interactive play elements that can be manipulated by children or by a programmable
computer, turning the water on and off with timers. Spraygrounds are wonderful in community
parks as stand alone attractions with as many features as desired and can also incorporate
participatory play features for added embellishment.
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Wave Pools create the thrill of ocean waves, ideal for swimming, rafting or just playing in the
whitecaps. Air generated waves by high speed fans create various patterns that range in height
from zero to four feet usually in 10-minute cycles with 10-minute rest periods. Perfect for zerobeach pools, small children can play where the waves crash up on the “shore” and the more
experienced swimmers can enjoy the higher waves in the deeper water with or without a
floatation device.
FlowRider offers the thrill, excitement and challenge of surfing in a safe
and controlled environment regardless of one’s skill level. Each ride is
different and increases the confidence and pleasure of catching and riding
a wave. The FlowRider generates a thin sheet of water that flows over a
stationary padded waveform, essentially creating a wave in a 24’x40’ box
with no depth greater than 3”. Typically, participants ride on a bodyboard
in the prone position or in the drop-knee position. Spectators enjoy
watching as much as participants enjoy riding.
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Shade Umbrellas are 10 or 20 feet in diameter and can be placed on the pool deck, in the snack
bar area, or even in the zero-beach entry of a leisure pool to provide shade for swimmers.
Shade umbrellas come in many styles and colors and provide necessary UV protection while
lending a festive atmosphere. They can cover, connect and join areas; be lowered during stormy
weather or when not needed; and be covered or
retracted during the winter months. A shade
structure such as a pyramid style can be placed
over a waterslide catch pool for early morning
swim lessons or water aerobics.
Additional Support Amenities
• Bathhouse: Lockers/Showers/Changing/Restrooms
• Snack/Concession
• Picnic Areas
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Theming is becoming popular at aquatic
facilities with the continued advances in the
fabrication of water features for both safety
and realism. Fantasy retreats provide
residents with water jungles, pirate coves,
and rainforest temples. Geographical
features specific to a region can include culture, wildlife and geological formations. Color
theming can be attractive, lending the feeling of a “resort” setting in an urban environment: blue
and yellow for a mellow French Riviera touch, terra cotta tiles with deep blues and reds for a
Mediterranean feeling, or a Floridian theme that incorporates pink and green shade umbrellas
and tropical play features. Slides, waterfalls, and water play products are available in look-alike
bamboo, thatch, wood, tile and brick.
6. Educational System Users
School districts will often play a significant role when
contributing to an efficiently programmed aquatic facility in the
community. In addition to high school swim teams, many school
districts embrace swim lessons for elementary students, lifeguard
classes, physical education classes, therapy for high school
athletes, and before and after school year parties and open houses.
Other uses may include fitness activities for faculty, special
education therapy, and recreation. Pre-schools frequently use
aquatic facilities for day trips and special programming activities.
7. Non-Aquatic Recreational Users
Park settings are ideal places for municipal pools, especially leisure pools. In addition to a
family leisure pool, adjacent amenities could draw additional interest including a recreation
center with a gymnasium; running track; rock-climbing wall; weight, exercise, aerobic and
dance rooms; and sport fields such as baseball, football, and soccer. These adjacent amenities
provide one stop shopping for the family seeking recreation diversity. Recreation opportunity
becomes maximized as the overall appeal of the facility becomes evident for different age
groups.
Summary
Many older community aquatic facilities face functional and/or physical obsolescence: pools
are functionally obsolete when they no longer meet the needs of their intended swimmers, and
physically obsolete when the physical presence of the aquatic facility is aging; i.e., pumps that
are reaching the end of their lifecycle, pool shells with numerous leaks, inadequate filtration,
current swimming pool code violations and outdated features. As swimming facilities redesign
themselves to attract the entire community of swimmers, features and trends emerge.
These trends continue to evolve in the aquatic industry as community expectations regarding
recreational aquatic experiences evolve, thus creating a greater demand for facilities capable of
meeting the needs of the majority of the residents that the facility is intended to serve.
Addressing the needs of all age groups: the excitement of waterslides and an action island for
teens; fitness lap swimming for adults and seniors; a current channel for all ages; a
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sprayground, zero-beach entry and a play feature in a leisure pool for younger children; and
deep water with diving for experienced swimmers will dictate the scope of recreation,
competition, fitness, and therapy that the aquatic facility will provide. The end result is an
aquatic facility that promotes social interaction, amusement, relaxation, fitness, recreation and
competition for the entire community to be proud of for years to come.
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SECTION 4:
AREA AQUATIC PROVIDERS
Demand for use of the National Trail Aquatic Center is affected by the presence of other
providers. Certain factors such as location, amenities, pricing, cleanliness, and safety will
compel some potential patrons to use other facilities. The Consultant uses this information to
assist in understanding the overlap of the services currently offered by other competitive
aquatic providers in the area. Not every facility within this report will be competition for the
facility, but all are important to incorporate in understanding the total aquatic offerings in the
area more completely. Two benchmark facilities (Splash Moraine and Sycamore Trails Aquatic
Center) have been chosen by the National Trail Parks and Recreation District to be included for
consideration at the end of this section.
Map 2
Area Aquatic Providers
0-3, 3-5, 5-10, 10-15, and 15-25 Mile Rings
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Page 29
0 – 3 Miles
Springfield Family YMCA (Downtown)
300 S. Limestone St.
Springfield, OH 45505
937-323-3781
Features
• 6 Lane, 25 Yard Indoor Pool
• Gymnasium
• Wellness Center
• Suspended Running Track
• Free Weight Room
• Youth Center
• Racquetball/Handball Courts
Hours
Weekdays
Saturday
Sunday
5:30 a.m.-10:00 p.m.
8:00 a.m.- 5:00 p.m.
12:00 p.m.- 5:00 p.m.
Membership Pass
Age
Youth 15 and under
Student 15-21
Adult 21-62
Family
Senior 62+
Joining Fee
N/A
N/A
$25
$50
$25
Annual Fee
$115.56
$269.64
$372.36
$539.28
$333.84
Wittenburg University
200 W. Ward St.
Springfield, OH 45504
937-327-6417
800-677-7558
Features
• 25 Yard x 25 Meter Indoor Pool
Hours
Weekdays:
Saturday:
12/23/2004
9 a.m. – 1:30 p.m.
6:30 p.m. – 8:30 p.m.
Closed
Page 30
Sunday:
1 p.m. – 4 p.m.
6:30 – 8:30 p.m.
Daily Admission Fees
Must be guest of a student:
$5
3 – 5 Miles
No aquatic providers in 3-5 mile radius.
5 –10 Miles
No aquatic providers in 5-10 mile radius.
10 - 15 Miles
South Charleston Community Swim Club
208 E. Columbus Road
South Charleston, OH 45368
937-462-8188 (number no longer in service)
Features
• 6 Lane, 25 Yard L-Shaped, Heated Pool
• 1 Meter and 3 Meter Diving Boards
• 15 x 20 Tot Pool
Tecumseh YMCA
524 North Dayton-Lakeview
New Carlisle, OH 45344
937-845-3513
Features: Aquatic Addition to open fall of 2004 that includes:
• 6 lane, 25 Meter Indoor Pool
• Therapy Pool
• Special Needs Locker Rooms
Hours
12/23/2004
Page 31
Weekdays:
Sat:
Sun:
6:00 a.m. - 9:30 p.m.
7:00 a.m. - 5:30 p.m.
1:00 p.m. - 5:00 p.m.
Membership Pass
Age
Youth 15 and under
Student 15-21
Adult 21-62
Family
Senior 62+
Joining Fee
$25
$25
$25
$25
$25
Annual Fee
$69
$158
$236.25
$367.50
$152.25
New Carlisle Pool
Features
• 25 x 25 Heated Pool
• New Waterslide
• Tot Pool
• Picnic Area
•
Northridge Pool
o 25 yard Competition Pool
•
Springfield Country Club
o 25 yard Competition Pool
o Diving area
o Toddler area
•
Northwood Hills Country Club
o 45 ft x 83 ft Pool
•
Springfield Racquet Club
o Pool size (Junior Olympics)
• Mueller Residential Center
937-328-2685
Olympic size pool
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Benchmark Facilities
Splash Moraine
3800 N. Main St.
Dayton, OH
937-535-1060
Moraine Parks and Recreation District
Features
• 20,000 Sq. Ft. Wave Pool
• (2) 25 Foot Tube Waterslides
• 700 Linear Foot Lazy River
• Kiddie Area: 4,000 sq. ft. of 2 ft. water depth featuring 2 kiddie slides
Hours
Mon – Sat
Sunday
11 a.m. – 8 p.m.
1 p.m. – 8 p.m.
Membership Pass
Child 3-17
Adult 18-59
Senior 60+
Family of Four
Add’l. Family Members
Resident
$20
$40
$40
$150
$25
Non-Resident
$85
$95
$85
$195
$40
Emp. of Business in Moraine
$70
$80
$70
$175
$30
Child 3-17
Adult 18-59
Senior 60+
Resident
$3.00
$6.00
$5.00
Non-Resident
$7.50
$8.50
$7.50
Emp.of Business of Moraine
$6.50
$7.50
$6.50
Twilight Pricing: $5 after 5 pm Mon-Thurs
Tube Rental - $1.50
Locker Rental - $0.25
Groups of 25-99 receive $1.50 off admission
Groups 100+ receive $2 off admission.
Concessions
Hot Dog
Pizza
Nachos & Cheese
Cheddarwurst
Chips
12/23/2004
$1.25
$2.50
$2
$1.75
.50
Page 33
Slush Puppie
Pop:
Water or Fruit Works
Vanilla Ice Cream:
Ice Cream Bar
Drumstick
$1.50
16 oz. $1; 22 oz. $1.50
$1.50
$1
$1
$1
Sycamore Trails Aquatic Center
400 S. Heincke Road
Miamisburg, OH
937-847-6565
Miamisburg Parks and Recreation District
Features
• Leisure Pool w/ Zero Beach Entry
• 3 Waterslides: 1 Open Flume/1 Drop/1 Frog Slide
• Participatory Play Feature
• Tot Pool
• 8 Lane, 25 Yard Competition Pool
• 1 Meter Diving Board
• Sand Volleyball
Hours
Open Swim
Mon – Thurs Noon – 9 p.m.
Fri/Sat
Noon – 8 p.m.
Resident and Season Passholder
Sunday
Noon – 8 p.m.
Membership Pass
Family of 4
Add’l fam. members
3 and under
Youth 4-17
Adult 18+
Senior 55+
Resident
$120
$20
Free
$50
$60
$50
Non-Resident
$180
$30
Free
$80
$90
$80
3 and under
Youth 4-17
Adult 18-54
Senior 55+
Resident
Free
$2.50
$3
$2.50
Non-Resident
Free
$5
$6
$5
Aquatic Programs
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Swim Lessons
Sand Volleyball Leagues
Jr. Lifeguard
Barracudas Swim Team
Water Workout “Rise and Shine” – aerobics in shallow and deep water
Deep Water Workout – flotation belts provided
Concessions
Hot Dog
Pizza
Chips
Slushie
Pop:
Ice Cream:
Crunch Bar
Drumstick
Malts
Push Ups
Ice Cream Sand.
Dole Strawberry
$1.50
$2
.75
Small .75; Large $1.25
Small .75; Med. $1; Large $1.50
$1
$1.50
$1.50
$1
$1
$1.50
Summary
Area aquatic providers reveal two YMCAs with joining fees and membership fees for their indoor
pools; one university pool, which only allows students and their guests to use their indoor pool;
and two 25 yard outdoor swimming facilities without leisure element or fun attractions to attract
the entire community. Some small private country club and private neighborhood pools from the
1960’s have been included, but are not major competitors due to their size and lack of
amenities. Two facilities with leisure pools and fun attractions have been investigated for
benchmarking purposes although they were 15-20 miles to the west. Through these analyses,
Counsilman / Hunsaker & Associates created facility amenity concepts for recreation/competitive
swimming for the National Trail Parks and Recreation District and provided projected facility
costs.
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SECTION 5:
FACILITY PROGRAM
The following concepts were developed for consideration for the National Trail Parks and
Recreation District. The concept drawings are offered as representations of space required to
meet the programming demands defined by the representatives of the National Trail Parks and
Recreation District in reshaping the destiny of park district aquatics in the community.
OPTION 1
Project Cost: $ 5,149,000.
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Page 36
This concept consists of a 7,600 square foot heated leisure pool with zero-beach entry, which
allows guests to leisurely walk into the pool as if they were at the beach. Lounging in this area
provides a cool and pleasant way to soak up the sun while watching younger ones enjoy the
medley of experiences in the shallow water such as the participatory play feature with interactive
water components. Meanwhile, a current channel sends participants on a tranquil journey or
walking against the current as a non-programmed, innovative exercise is very popular with the
adult and senior markets. An interesting area in the pool is the water vortex where jets propel water
in a circular motion allowing children’s imaginations to determine the adventure. Waterslides have
been designed for the whole family: two open flume, a swirl slide to entice the teen market, a short
tube slide, and an otter slide for the younger ones. A tot pool is geared for the little ones. A water
sprayground provides interactive play elements that can be manipulated by children or by a
programmable computer, turning the water on and off with timers. A rock scape and creek create
a natural setting to the park environment. Shade structures provide UV protection and lend a
festive touch. Bathhouse, parking lot, landscaping, utilities, snack bar and walks are included.
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Table 5
Option 1
Cost Analysis
Unit
Sq. Ft.
Bathhouse
Managers Office
Recep Office
Guard Room / First Aid
Pool Mechanical
Building Mechanical
Storage
Locker Rooms
Family Changing Room (2)
Snack Bar
Efficiency
6,228
125
80
175
2,100
125
250
1,700
160
475
1,038
$1,119,790
Aquatics
Leisure Pool
Waterslide (A)
Waterslide (B)
Swirl Slide
Participatory Play Feature
Otter Slide
Tumble Bucket
Short Tube Slide
Rock Scape and Creek
Current River
Vortex
Tot Pool
Pool Heater
Spray Ground
7,600
7,600
1
1
1
1
1
1
1
1
1
1
700
2
1
$2,293,000
$1,140,000
$230,000
$65,000
$220,000
$100,000
$20,000
$18,000
$15,000
$100,000
$15,000
$15,000
$105,000
$50,000
$200,000
Support
Outdoor Deck
Fence
Overhead Lighting
Equipment
Shade Structures
Opinion of Cost
$308,970
11,620
555
19,220
1
Total Building Construction Costs
3,721,760
Site Construction Costs (parking lot, landscaping, utilities, walks)
$381,720
.
Demolition
Subtotal
Inflation ( 1 year)
$0
$4,103,480
5%
$205,174
Indirect Costs
9.5%
$409,322
Contingency
Bidding & Construction
10%
10%
$430,865
Total Estimated Project Costs:
Say
12/23/2004
$5,148,842
$5,149,000
Page 38
OPTION 2
Project Cost: $7,296,000.
This concept is a leisure waterpark and includes a heated 6 lane, 25 yard competition pool. The
waterpark consists of an 11,900 square foot heated wave pool that provides the thrill of ocean
waves is ideal for swimming, rafting or just playing in the whitecaps. Air generated waves by
high speed fans create various patterns that range in height from 0-3’6”, usually in 10-minute
cycles with 10-minute rest periods. Small children can play where the waves crash up on the
“shore” (the zero-beach entry) and more experienced swimmers can enjoy the higher waves in
the deeper water with or without a floatation device. A lazy river meanders off the side of the
wave pool, gently whisking patrons away for a tranquil ride on a relaxing journey. Within the
island configuration of the lazy river, there is opportunity for picnics and sunning areas
accessible by bridges. A separate tot pool provides the little ones with a participatory play
feature where they can slide down a waterslide, scamper through the spraying water, climb
across bridges, and scurry over and under tunnels and bars. A raindrop feature adds dimension
by bringing the water up and then down like a water curtain, creating a play station underneath.
12/23/2004
Page 39
Tumblebuckets fill with water from individual spouts that create suspense and anticipation—the
children never know which one will splash down next! A water sprayground provides
interactive play elements that can be manipulated by children or by a programmable computer,
turning the water on and off with timers. The competition pool includes 1 meter diving designed
for the competition and training of summer swim teams and can also be programmed for other
activities such as advanced swimming lessons, lifeguard training, diving lessons, water safety,
water polo, scuba instruction, synchronized swimming lessons, deep water exercise classes, and
open lap swimming. Waterslides with a catch pool include speed slides and a swirl slide. Shade
structures provide UV protection and lend a festive atmosphere to the waterpark. Bathhouse,
parking lot, landscaping, utilities, snack bar and walks are included.
12/23/2004
Page 40
Table 6
Option 2
Cost Analysis
Unit
Sq. Ft.
Opinion of Cost
Bathhouse
Managers Office
Recep Office
Pool Mechanical
Building Mechanical
Storage
Locker Rooms
Snack Bar
Efficiency
6,588
125
80
175
2,100
125
250
2,000
160
475
1,098
$1,185,840
Aquatics
Leisure Pool
Wave Equipment
Swirl Slide
Otter Slide
Raindrop
Shower Tunnel
Lemon Drops
Lazy River
Vortex
Diving Board
Tube Slide
Spray Ground
Lap Pool
Waterslide (A)
Waterslide (B)
Tot Pool
Pool Heater
Support
Outdoor Deck
Fence
Overhead Lighting
Equipment
Shade Structures
18,753
11,900
1
0
0
1
0
0
2
0
1
0
1
3,670
1
1
3,183
1
3
$3,523,375
$1,785,000
$180,000
$0
$0
$18,000
$0
$0
$30,000
$0
$7,000
$0
$180,000
$550,500
$150,000
$55,000
$397,875
$95,000
$75,000
$415,355
20,628
721
39,381
10
5,124,570
$689,540
.
Demolition
Subtotal
Inflation ( 1 year)
$0
$5,814,110
5%
$290,705
Indirect Costs
9.5%
$579,957
Contingency
10%
10%
$610,482
Say
12/23/2004
$7,295,254
$7,296,000
Page 41
OPTION 3
Project Cost: $6,304,000.
12/23/2004
Page 42
This concept consists of a 13,300 square foot heated leisure pool with zero-beach entry, which
allows guests to leisurely walk into the pool as if they were at the beach. Lounging in this area
provides a cool and pleasant way to soak up the sun while watching younger ones enjoy the
medley of experiences in the shallow water such as the participatory play feature with interactive
water components, a raindrop, shower tunnel and lemon drops. The raindrop water play experience
adds dimension by bringing the water up and then down like a water curtain, thus creating a
water play station underneath. The lemon drops and shower tunnel are water spray features that
embellish the water wonderland effect. Meanwhile, a lazy river sends participants on a tranquil
journey or walking against the current as a non-programmed, innovative exercise—very popular
with the adult and senior markets. An interesting area in the pool is the water vortex where water
jets propel water in a circular motion allowing children to swim around where their imaginations
determine the adventure. Waterslides have been designed for the whole family: two open flume, a
swirl slide to entice the teen market, tube slide, and an otter slide for the kiddies. A tot pool and
water sprayground are geared for the little ones. The sprayground provides interactive play
elements that can be manipulated by children or by a programmable computer, turning the
water on and off with timers. A 6 lane, 25 yard competition pool includes two (2) 1 meter
diving boards designed for the competition and training of summer swim teams and can also be
programmed for other activities such as advanced swimming lessons, lifeguard training, diving
lessons, water safety, water polo, scuba instruction, synchronized swimming lessons, deep
water exercise classes, and open lap swimming. Shade structures provide UV protection and lend
a festive atmosphere to the waterpark. Bathhouse, parking lot, landscaping, utilities, snack bar and
walks are included.
12/23/2004
Page 43
Table 7
Option 3
Cost Analysis
Unit
Sq. Ft.
Opinion of Cost
Bathhouse
Managers Office
Recep Office
Pool Mechanical
Building Mechanical
Storage
Locker Rooms
Snack Bar
Efficiency
6,228
125
80
175
2,100
125
250
1,700
160
475
1,038
$1,121,040
Aquatics
Leisure Pool
Waterslide (A)
Waterslide (B)
Swirl Slide
Otter Slide
Raindrop
Shower Tunnel
Lemon Drops
Lazy River
Vortex
Diving Board
Pool Heater
Tube Slide
Spray Ground
Support
Outdoor Deck
Fence
Overhead Lighting
Equipment
Shade Structures
13,300
13,300
1
1
1
1
1
1
1
1
1
1
2
1
1
1
$2,959,000
$1,995,000
$160,000
$60,000
$250,000
$95,000
$40,000
$18,000
$5,000
$10,000
$15,000
$15,000
$14,000
$30,000
$72,000
$180,000
$380,598
18,000
708
31,300
1
4,460,638
$562,920
.
Demolition
Subtotal
$0
$5,023,558
Inflation ( 1 year)
5%
$251,178
Indirect Costs
9.5%
$501,100
Contingency
10%
10%
$527,474
Say
12/23/2004
$6,303,309
$6,304,000
Page 44
Site Analysis
A confirmed site has not yet been selected for the proposed National Trail Aquatic Center. In
the selection of a site, there are characteristics that are required, preferred and/or a bonus for the
development of a family aquatic center. The prevailing factor in determining these
characteristics is the amount of funds required to bring the site to a usable level for the intended
use. Costs attributed to site development reduce available funds for recreation and
programming value. Factors determining site selection include:
Required
•
•
•
•
Preferred
•
•
•
•
Bonus
•
Cost of Land Development
Parcel Size and Configuration
Utility Availability
Zoning
Access and Visibility From Major Thoroughfares
Ingress/Egress
Soils
Access to Hike and Bike Trails
Topography and Vegetation
For planning purposes, the proposed aquatic center should be sited on property of approximately
5-7 acres to provide for future amenities. The location of the site should provide visibility and
access to the City of Springfield and surrounding communities. Access from a major thoroughfare
would be considered a preferred amenity. Guests are more likely to frequent an easily found
facility.
Facility parking will serve the building for a limited number of facility staff and users. The on-site
parking should provide for easy drop-off and pickup of facility users. The parking requirement for
the proposed facility is outlined below by concept.
Option 1 Option 2 Option 3
Parking
153
306
198
It is assumed that, on average for recreation use, three participants will arrive in one vehicle. The
user group typically does not carpool for this type of activity. For these uses, one participant per
vehicle is projected.
The final design must also provide service vehicle access to the mechanical areas.
Consideration must also be given to deliveries and trash pickup. The site utilities must be
capable of supporting the facility requirements. The preferred site will have the following capacity:
•
Three phase 480-volt electric service. The source should not be affected by the summer
heavy loads that are associated with electric consumption.
•
Potable water is required to be available on the site. A three-inch main with adequate
pressure will be able to accommodate the aquatic center. Sanitary sewer will be
required to operate the proposed aquatic center. The facility will produce a sewer load
12/23/2004
Page 45
generated by the backwash of the filter plant and domestic needs. Without water
service, the feasibility of the site is virtually eliminated.
•
Natural gas is a benefit to have available on site; however, domestic water heating can
be accommodated with electricity.
Site preparation will require the ability to adapt the current site characteristics to the needed
topography of the end use. Poor soil conditions such as rock, a high water table and/or expansive
soil can significantly drive up the cost of preparing the site. These incurred expenses have no
recreation or programming value and should be minimized whenever possible.
The National Trail Aquatic Center, in the strictest sense of the term, is classified as a commercial
use. The subject property will need to be able to accommodate the community use from a city
planning perspective. Given that the facility will be owned by the parks department, zoning
obstacles are anticipated to be minimal, but will need to be addressed with surrounding land uses.
In evaluating potential sites, the National Trail Park District developed criteria in the 1999
CrossRoads Comprehensive Plan for Clark County process. This included regional accessibility,
public transportation, common utility access, revenue generation, site capacity for future
development and property ownership. Therefore, three sites were presented to the Consultant for
review.
It was also important to the district that the new park amenity be considered a Clark County asset
and should distinguish itself from city amenities. The existing swimming pool is located within the
city boundaries at 715 N. Bechtle Ave. The existing swimming pool site does not have the
capacity to accommodate the size and scope of the project currently being considered.
In determining potential sites, there are several properties located roughly at the intersection of
Hwy 70 and Hwy 72 would be appropriate in size and amenities. In addition to this location just
past Hwy 70, two additional sites were studied. These include the Cappeli property located at the
end of the intersection of Selma Road and East Leffels Lane as well as the Reed Park, which is
currently one of the three golf courses for the National Trail Park District.
The following matrix evaluates each of these sites based upon criteria determined by the park
district. The Straight Score and the Weighted Score were developed for each of the sites.
12/23/2004
Page 46
Armstrong
Davis
Stevenson
Cappelie
Table 8
Site Analysis
Regional Accessibility
Public Transportation
Utilities
Revenue Generation
Size
Property Ownership
Straight Score
4
4
3
3
5
4
23
4
4
3
3
5
4
23
4
4
3
3
5
4
23
3
4
2
4
5
3
21
Weighted Score
Regional Accessibility
Public Transportation
Utilities
Revenue Generation
Size
Property Ownership
Weighted Score
4
12
6
18
20
20
80
4
12
6
18
20
20
80
4
12
6
18
20
20
80
3
12
4
24
20
15
78
This analysis evaluates the three sites at the Hwy 70 and Hwy 72 area as being equal. Any of these
sites will meet the needs of the community for an aquatics facility of this caliber. In the
Consultant’s opinion, the most critical distinguishing factor in site selection between these three
sites would be cost of acquisition of the property.
The additional site, the Cappeli property, has unique characteristics. The Cappeli property is
outside the city limits and would be more consistent with a neighborhood park amenity. This site
would be less desirable as a regional facility given its lack of immediate access to Hwy 70.
Activity Programming
The National Trail Aquatic Center could be an integral part of dynamic health and well-being
that provides aquatic fitness for the community of Clark County. The Consultant developed the
following list of possible activities for aquatic programming for the center in order to generate
revenue. More precise estimates of expected attendance numbers are discussed in greater detail
in the Opinion of Revenue section of this report.
•
Recreational Swimming
•
Swim Team Training
•
Fitness Lap Swimming
•
Instructional Swim Classes (all levels)
12/23/2004
Page 47
•
Survival Swimming
•
Scuba Training
•
Lifeguard and Lifesaving Instruction
•
Water Safety / Elementary School Drown-Proofing Campaigns
•
Aqua Aerobics
•
Deep Water Exercise Classes
•
Water Fitness and Wellness Classes
•
Aqua Sports
•
Master’s Swim Team
•
Physically Challenged Swim Programs
•
Water Craft Instruction (Kayak)
•
Organization Rentals
Any program schedule will require the flexibility to adapt to specific needs of the community.
It is the responsibility of the aquatics director to monitor user group demands and adjust
schedules accordingly. The Consultant assumes all options are to be open from Memorial Day
through Labor Day. Based on this information, the projected hours of operation for all options
are as follows:
Daily
Hours of Operation
11:00 AM to 9:00 PM*
*Special programming hours such as lessons, team activities and rentals may occur before and
after daily hours of operation.
Marketing Strategy
The facility will offer many services appealing to a variety of customers. Marketing and
promoting services will be essential to achieving the customer volume and growth necessary to
generate the projected operating revenue. Providing these crucial marketing and sales functions
will depend on available funds and the level of community awareness toward the National Trail
Aquatic Center.
Marketing efforts will need to determine user needs, define the many new services offered by
the staff of the new facility, identify the potential user groups for those services, and develop a
clear message that explains how the National Trail Aquatic Center can fulfill those needs.
While a great deal of the marketing efforts will be focused on bringing customers into the
facility, other efforts will need to focus on the sales budget, develop an easy and concise means
of explaining activities and fees to users, and create a simple protocol for scheduling rentals and
other events to create a loyal customer base.
12/23/2004
Page 48
Creating the Message
Defining a message and establishing the National Trail Aquatic Center’s identity within the
community is the first step in a successful marketing and promotion strategy. Its identity will
extend beyond its obvious function as “a place to swim.” A broader mission that might be
communicated is that the facility helps “bring the community together in a leisure setting.” By
expanding its identity, the facility can affiliate the many existing community values. This focus
will enhance the organization’s visibility in the community and introduce the aquatic center to a
broader constituency.
Promotions reinforce local values, focus on family and community, and are very useful for
generating higher traffic flow during off peak times. Hosting events like Teen Night or
sponsoring organizations like Little League can also help establish the personality of the facility
and its role in the community. Marketing strategies need to initiate outreach programs to local
groups including girl/boy scouts, hospitals, retirement communities and corporations. Such
programs can be tailored to the needs and interests of the individual groups by focusing on
wellness, safety, training, competition or recreation.
Targeting Specific Markets
Once the facility is built, the customers are an added source of innovative ideas when engaged
in marketing efforts. The patron is a valuable source on information to the operation.
Information is garnered through interviews, focus groups, and surveys of program participants.
The information that is generated can be used to determine current levels of satisfaction,
program fulfillment and future needs. Getting to know customers, asking for feedback and
being open to their observations and suggestions will help marketing strategists build a network
within the community, identify new customer groups, and verify that the message of each
marketing campaign is being successfully communicated. In addition, valuing customers and
their opinions gives them a sense of ownership and pride in the community facility, a perfect
combination for continued word-of-mouth promotion.
Marketing strategies achieve even greater results when the use of traditional advertising like the
program brochures, school flyers, visual displays, web page, newspaper, radio, and television
are all combined with specifically targeted campaigns and campaigns that are unique to the
facility. Many niche customers might be interested in specific facility program offerings, but
may not learn of these services through general advertising campaigns.
As a not-for-profit entity, various local media outlets represent a valuable opportunity for free
or low-cost publicity. Developing public relations contacts with local broadcast and print media
and submitting or suggesting articles on the aquatic center’s activities and services will allow
the marketing efforts to reach a large cross section of the community at low cost. Subjects of
popular community interest—including issues involving education and accident prevention—
are particularly well received by newspapers, as well as radio and television stations. The use of
local celebrities such as sports and radio personalities can also help promote the facility.
12/23/2004
Page 49
SECTION 6:
OPINION OF PROBABLE REVENUE
In order to develop an opinion of revenue, it is necessary to define facility capacity limits,
market penetration rates, membership structures, and per capita revenues.
Opinion of Attendance Levels
Facility Capacity
As previously noted, there are a variety of considerations for how the facility will be used. In
order to improve the potential for use, it is critical to incorporate the amenities that will attract
the customer base demonstrated in the demographics of the community. The type of spaces that
are created will influence the future use of the National Trail Aquatic Center. The use
influences the level of participation. Participation influences revenue.
The types of space and the available capacity associated with that space will determine the
degree that the facility will be used. Generally, the recreational swimmer prefers shallow water
of four feet or less allowing participation in a variety of water-related activities while still
touching the pool bottom. 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 upon a length of stay of two to three hours,
the proposed facility is estimated to turn over in-house attendance 2-1/2 times per day for the
recreational swimmer, and three times a day for the competitive swimmer.
There are additional spaces not listed, such as mechanical space and locker rooms. While such
spaces will add to the actual capacity of the facility, these spaces will have no impact on
programming and market penetration. Therefore, these spaces have not been included in this
analysis. In our experience, the capacity of spaces is directly correlated to the attendance of the
facility.
Table 10 is one way to view the contribution the available capacity has to the projected
attendance. It is necessary to use the descriptive above to project how many people can be
accommodated in any given space using the per square foot guideline previously described.
The total holding capacity is the capacity for the space times the number of times the pool will
be turned over in a given day (2.5 times per day for the recreational swimmer, and three times
per day for the competitive swimmer).
12/23/2004
Page 50
Table 10
Pool Capacity Analysis
TRAINING (Available Lanes)
Competitive
0
6
6
Total
0
6
6
Estimated Training Holding Capacity
Daily Training Capacity
0
0
30
90
30
90
8,300
8,300
15,083
3,670
18,753
13,300
0
13,300
Estimated Recreation Holding Capacity
Daily Recreation Holding Capacity
382
955
764
1,909
496
1,239
Total Daily Holding Capacity
955
1,999
1,329
RECREATION (Surface Area Sq. Ft.)
Leisure Pool
Competitive
Total
Projected Attendance
Based on the previously mentioned analysis, the following membership numbers have been
projected for each of the options. Please note: in these projection tables, the experience factor is
a number that the Consultant uses to describe the likelihood of increased or repeat visits due to
different community factors and available pool amenities for each option. The experience factor
increases with the level and excitement of the amenities incorporated in the aquatic experience.
It has been our experience that attendance increases as the amenities become more diverse and
exciting.
The totals on Tables 11-13 show the projected attendance for recreational and fitness use from
the various market segments. For this analysis, 2005 is considered the first year of operation.
The further into the future projections are made, the more tenuous the accuracy of the data
becomes. The following table conveys the projected membership for each of the three concepts.
12/23/2004
Page 51
Table 11
Option 1: Projected Attendance
Market Population
2005
2006
2007
2008
2009
42,020
32,480
51,400
86,800
547,300
41,440
32,460
51,400
86,800
547,300
40,860
32,440
51,400
86,800
547,300
40,280
32,420
51,400
86,800
547,300
39,700
32,400
51,400
86,800
547,300
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%
45.0%
15.0%
5.0%
1.0%
50.0%
45.0%
15.0%
5.0%
1.0%
50.0%
45.0%
15.0%
5.0%
1.0%
50.0%
45.0%
15.0%
5.0%
1.0%
50.0%
45.0%
15.0%
5.0%
1.0%
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
21,010
14,616
7,710
4,340
5,473
20,720
14,607
7,710
4,340
5,473
20,430
14,598
7,710
4,340
5,473
20,140
14,589
7,710
4,340
5,473
19,850
14,580
7,710
4,340
5,473
TOTAL
53,149
52,850
52,551
52,252
51,953
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
Table 12
Market Population
2005
2006
2007
2008
2009
42,020
32,480
51,400
86,800
547,300
41,440
32,460
51,400
86,800
547,300
40,860
32,440
51,400
86,800
547,300
40,280
32,420
51,400
86,800
547,300
39,700
32,400
51,400
86,800
547,300
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
65.0%
50.0%
25.0%
12.0%
7.0%
65.0%
50.0%
25.0%
12.0%
7.0%
65.0%
50.0%
25.0%
12.0%
7.0%
65.0%
50.0%
25.0%
12.0%
7.0%
65.0%
50.0%
25.0%
12.0%
7.0%
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
27,313
16,240
12,850
10,416
38,311
26,936
16,230
12,850
10,416
38,311
26,559
16,220
12,850
10,416
38,311
26,182
16,210
12,850
10,416
38,311
25,805
16,200
12,850
10,416
38,311
105,130
104,743
104,356
103,969
103,582
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
TOTAL
12/23/2004
Page 52
Table 13
Market Population
2005
2006
2007
2008
2009
42,020
32,480
51,400
86,800
547,300
41,440
32,460
51,400
86,800
547,300
40,860
32,440
51,400
86,800
547,300
40,280
32,420
51,400
86,800
547,300
39,700
32,400
51,400
86,800
547,300
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
55.0%
50.0%
22.0%
12.0%
4.0%
55.0%
50.0%
22.0%
12.0%
4.0%
55.0%
50.0%
22.0%
12.0%
4.0%
55.0%
50.0%
22.0%
12.0%
4.0%
55.0%
50.0%
22.0%
12.0%
4.0%
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
23,111
16,240
11,308
10,416
21,892
22,792
16,230
11,308
10,416
21,892
22,473
16,220
11,308
10,416
21,892
22,154
16,210
11,308
10,416
21,892
21,835
16,200
11,308
10,416
21,892
TOTAL
82,967
82,638
82,309
81,980
81,651
0 to 3 Miles
3 to 5 Miles
5 to 10 Miles
10 to 15 Miles
15 to 25 Miles
12/23/2004
Page 53
Recreation Program Revenue
Program revenue would include age-group competitive swimming, swim lessons, and aqua
aerobic programming among others. The following tables summarize special user group
demand, programming, per capita spending, and revenue potential for the new addition. This
table assumes revenue as net of direct program expenses. For example, the revenue projected
for swimming lessons is after the instructor cost.
Visits per Program Day is the number of participants in a particular activity per day. Swim
team rental refers to one swim meet on a particular day. Programming Days is the number of
days each activity will be programmed during the summer season. Per Capita Spending is the
revenue generated per participant per day of activity after related costs are paid, for instance,
the $2.00 assumed for each swim lesson participant per day is after the instructors are paid.
Opinion of Revenue (Net) is the resulting revenue generated by each activity. (Visits per
Program Day) multiplied by (Programming Days) multiplied by (Per Capita Spending) =
Opinion of Revenue (Net).
Table 14
Estimated Special User Group Attendance
Option 1
12/23/2004
Option 2
Option 3
Visits per Program Day
Meet Team Rentals
Summer Swim League
Summer Swim Lessons
Private Party Rental
Aquanastics
Total Demand
50
1
20
71
1
50
50
1
20
78
1
50
50
1
20
86
Programming Days
Meet Team Rentals
Summer Swim League
Summer Swim Lessons
Winter Swim Lessons
Aquanastics
55
20
55
6
55
55
30
55
6
55
55
30
55
Per Capita Spending
Meet Team Rentals
Summer Swim League
Summer Swim Lessons
Aquanastics
2.00
50.00
1.00
1.00
2.00
50.00
1.00
200.00
1.00
2.00
50.00
1.00
Opinion of Revenue (Net)
Meet Team Rentals
Summer Swim League
Summer Swim Lessons
Aquanastics
Total Revenue
5,500
1,000
1,100
7,600
2,750
5,500
1,500
1,100
10,850
1,200
2,750
5,500
1,500
1,100
12,050
Page 54
Sample Fee Structure
In order to project revenue at the National Trail Aquatic Center, it is necessary to establish a fee
schedule. There are three general approaches to evaluating the fee structure of an aquatic
facility:
Private Approach
1. Maximize revenues by charging what the market will support. Programs and facilities
may operate with positive cashflow. If excess funds are available they can be used to
support under-funded programs.
Merit Approach
2. Break-even in the operation of the facility. This approach is increasing in popularity as
funding is becoming limited to organizations. Capital funds are used to create the
facility and operational funds are generated from the user on a break-even basis.
Public Approach
3. Subsidy pricing historically has been the policy of many community facilities. The
deficit is addressed through support from other agency funds. This approach is not used
as much as in the past due to restricted budgets and limited resources.
To price the programs effectively in the facility, it will be important to create a fee policy that
reflects these three pricing structures as fees that are charged the users for specialized recreation
programs will vary from one part of the country to another. In order to project revenue for the
aquatic center, it is necessary not only to establish fee rates but also to determine usage mix for
various groups resulting in an overall per capita expenditure at the facility. The following table
estimates percentages of attendance by category: residents, non-residents, and season pass
holders for each option, which accounts for per capita spending. These percentages yield the
contribution of each of these fees to the overall per capita expenditure at the facility. It is
recommended to annually adjust the fee schedule to keep up with operating costs.
Table 15
Fee Structure
Category
General Admission
Adult (18 & Older)
Children (3-17)
Free
General Admission
Adult
Child
Free
Rate
Per Capita
Admission
Residents
5.00
3.00
-
25%
20%
2%
1.25
0.60
-
Non-Residents
7.50
6.50
-
15%
10%
0%
1.13
0.65
-
Annual Pass
Resident
Individual
Family (4 members)
45.00
150.00
7%
12%
0.32
0.90
Non-Resident
Individual
Family
90.00
195.00
3%
6%
0.27
0.59
100% $
5.70
$
0.05
$
5.75
Subtotal / Average
Food Service Net
Total
12/23/2004
Percent of
Attendance
Page 55
Free admissions in the table are limited to 2%. These admissions would be those people
demonstrating need due to economic conditions of the family, and for ages 2 and under. Per
capita admission using this criterion is $5.75. Food service net ($0.05) is the net revenue
generated after all costs associated with snack bar operations such as staffing, supplies, and
food products have been subtracted from the gross revenue. It is a bonus if concession
operations can generate a greater profit margin than the 5 cent number expressed in this study.
The option to operate concessions internally or through a contract is a determination that must
be considered in the future.
Per capita income is the projection of the revenues that will be generated from the projected
annual attendance from each person moving through the turnstile. The formula reflects the
category for admission, the rate of each category, and the percentage of attendance that might
be expected from that category. Per capita admission using this criterion is $5.75.
Attendance projections reflect the number of people who will attend the facility during the
course of the summer. This table reflects increases in fees over the first five years of operation.
It is recommended to annually adjust the fee schedule to keep up with operating costs. The
further into the future projections are made, the less confident are the assumptions, operating
environment stability, and resulting performance.
The Revenue is calculated by multiplying the opinion of Attendance by the Per Capita
Spending. Program income (Programs, Classes) is added to that total for each year. For
instance, when reviewing Option 1 for 2005: (53,149 Attendance) x ($5.75 average per capita
spending) + ($7,600 special user group spending) = $312,941 revenue.
12/23/2004
Page 56
Table 16
Opinion of Revenue
Option 1
Option 2
Option 3
53,149
52,850
52,551
52,252
51,953
105,130
104,743
104,356
103,969
103,582
82,967
82,638
82,309
81,980
81,651
5.75
5.83
5.92
6.01
6.10
5.75
5.83
5.92
6.01
6.10
5.75
5.83
5.92
6.01
6.10
7,600
10,850
12,050
312,941
315,778
318,631
321,500
324,385
614,822
621,625
628,496
635,436
642,445
488,695
493,927
499,208
504,538
509,920
Attendance
2005
2006
2007
2008
2009
Per Capita Spending
2005
2006
2007
2008
2009
Special User Group Spending
2005
2006
2007
2008
2009
With these projections in annual revenues, the importance of three influences (attendance, per
capita spending and programs) of the financial and operational success of the facility is
understood more clearly. It is important to consider strong programs to increase the revenue
stream that recovers operational costs in the facility.
12/23/2004
Page 57
SECTION 7:
OPINION OF PROBABLE EXPENSES
There are three industry-accepted methods when estimating operating expenses for facilities.
One would establish the cost per square foot of operation. This sum is then used with the
projected size and scope of the new facility. The cost comparison approach is to compare the
construction costs of facilities around the country comparable in size and scope, and use those
numbers in estimating the operating expense of the new aquatic facility. These two approaches
result in likely failure as they do not take into account local prevailing utility rates and wage
rates.
In order to address those factors that are unique to the National Trail Aquatic Center, the
Consultant developed a third model for estimating the probable expenses for the major areas of
labor, contractual services, commodities, and utilities. User projections are made based on
space and recreation programming. Expenses are estimated, taking into account hours of
operation, attendance projections, changes in membership, and local utility rates. Operating
data from the current pool staff have been reviewed and taken into account to form projection
opinions.
Facility Staff
Projected annual payroll expenses are listed by full-time and part-time classifications. The
projected cost reflects the facility's total cost including benefits and taxes. Scheduling
employees is determined by programming demand and management procedure. After reviewing
operational procedures from other facilities across the United States, significant differences
were found in the labor costs and staffing levels associated with the operation of an aquatic
facility of this caliber. While it is quite possible to operate a facility in a low cost-control or
reduction format, it is the Consultant’s opinion that this approach will have a negative impact
on the operation, maintenance, safety and success of the facility. Wherever possible, pay rates
were determined using existing National Trail Parks and Recreation District job classifications
and wage scales. Labor expense for the employer was calculated at 115% of earned income.
Personnel Requirements
The most significant contributing factor to a successful program in an aquatic facility is a
courteous, conscientious, outgoing, hard-working staff. These individuals will determine the
facility’s success by their actions and presentation. The staffing for the options in this report
includes a facility manager, front desk personnel, pool attendant, lifeguards and facility
maintenance. The labor cost for these positions can be found in the Opinion of Operating
Expenses Table 18 below. Cost for swim instructors and other employees associated with
program income are factored in as a cost against net programming revenue as discussed in the
Programming Revenue portion of this study.
12/23/2004
Page 58
Table 17
Labor Budget
Job Description
Facility Manager
Front Desk
Pool Attendant
CPO (Winter)
CPO (Summer)
Lifeguard
Annual Labor Expense
Daily Hours
12.5
19
15.5
15.5
27
25.5
0
24
12
2
2
2
3
10
5
102
236
169
Hr
13.50
7.00
5.5
18
18
8.5
Rate
$15.53
$8.05
$6.33
$20.70
$20.70
$9.78
Days
110
103
90
50
110
103
Employer Expense
Option 1
Option 2
Option 3
21,347
31,593
26,470
12,852
21,972
21,143
0
13,662
6,831
2,070
2,070
2,070
6,831
22,770
11,385
102,696
237,611
170,153
$145,796 $329,679 $238,053
Operations & Maintenance
Insurance
The most economical method of insuring the liability and property is to package the policy with
other insured property. For the purpose of this report, 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 upon the
construction costs as outlined in Section 5. The Consultant makes no representation on the
insurability of the facility or a guarantee of the premium rate. Insurance markets have
historically varied greatly.
Repairs and Maintenance
The manufacturers of several pieces of mechanical equipment recommend annual maintenance
programs to ensure the proper performance of the equipment. Much of this work will be
subcontracted for completion. In addition, for daily operation of the facility, miscellaneous
items will need to be repaired by outside firms.
Commodities
Commodities are the day-to-day items used by the facility staff to operate the aquatic center.
Office supplies, program supplies, custodial supplies, repair supplies and chemicals are
required. In determining the annual chemical expense, the chemical treatment assumes the use
of calcium hypochlorite and muriatic acid (pH buffer). Chemical use can depend upon bather
load and the chemical balance of the water. In estimating the annual cost, medium bather load
figures were assumed. In the preceding marketing strategy section, mass-marketing and directmarketing strategies were discussed.
12/23/2004
Page 59
Utilities
Heating/Ventilation
In determining the utility costs for the National Trail Aquatic Center, the Consultant reviewed
the current energy costs. Total costs include the energy, energy demand and delivery charges.
Electricity
The calculations below are based upon 2004 utility rate information. A local figure of 8 cents
per kWh was estimated, including both demand and energy costs. The table below conveys the
estimated electricity costs.
Table 18
Annual Energy Demand Analysis
Feature
Option 1
Option 2
Motors
$ 32,007 $ 47,126
Lighting
$ 9,144 $ 12,315
Total Electric Costs
$ 41,151 $ 59,442
Option 3
$ 39,189
$ 10,820
$ 50,009
For the purpose of calculating operation expense, it is assumed that the filter motors will
operate 24 hours a day, 115 days per year, and the auxiliary motors will operate 8 hours per
day, 105 days per year.
Lighting and Miscellaneous Electric Use
In estimating support space electrical requirements, these spaces were assumed as being
occupied and supported approximately 18 hours per day. Miscellaneous items include chemical
feeders, blow dryers, office equipment, etc.
Water and Sewer
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.
Capital Replacement Fund
This fund is necessary money set aside for planned and/or unexpected repairs.
12/23/2004
Page 60
Table 19
Opinion of Annual Operating Expenses
Option 1
Facility Staff
Summer Employment
Training
Total Labor
Option 3
145,796
5,000
150,796
329,679
15,000
344,679
238,053
10,000
248,053
Contractual Services
Insurance
Repair and Maintenance
Total Contractual Services
19,228
14,300
33,528
47,359
19,500
66,859
39,376
17,300
56,676
Commodities
Operating Supplies
Chemicals
Advertising
Total Commodities
21,300
13,745
5,000
40,045
42,100
30,295
65,000
137,395
33,200
27,531
10,000
70,731
Utilities
HVAC
Electricity
Pool Heating
Telephone
Water & Sewer
Total Utilities
800
41,200
20,000
1,000
7,182
70,182
800
59,500
35,000
1,000
15,352
111,652
800
50,100
20,000
1,000
12,037
83,937
Total Operating Expenses
Capital Replace Allocation
Total Annual Cost
12/23/2004
Option 2
$294,552
19,000
$313,552
Page 61
$660,585
26,000
$686,585
$459,397
23,000
$482,397
SECTION 8:
OPINION OF FACILITY OPERATIONS
Cashflow Analysis
The following table represents projections of gross operating performance for the proposed
facility based upon revenue projections and expense estimates provided to the Consultant by the
National Trail Parks and Recreation District staff.
The Opinion of Financial Performance reflects several calculations that influence the eventual
performance of the facility. 2005 is the first year that the operation is projected to be available
for use. Revenues are equal to the funds that would be generated from recreation programming,
and the admission fees from the projected attendance in the facility.
Expenses include costs for operating the facility including labor, commodities, contractual costs
and utilities. Operating cashflow is the difference between the opinion of revenues and the
opinion of expenses. Recapture rate is the calculated percentage of that difference. The
following table reflects the influence of each option on the cashflow of the facility.
12/23/2004
Page 62
Table 20
Opinion of Financial Performance
2005
2006
2007
2008
2009
Option 1
Revenue
Expense
Operating Cashflow
Recapture Rate
Capital Replacement
Cashflow
312,941
294,552
18,389
106.24%
19,000
(611)
315,778
298,970
16,808
105.62%
19,000
(2,192)
318,631
303,454
15,176
105.00%
19,000
(3,824)
321,500
308,006
13,494
104.38%
19,000
(5,506)
324,385
312,626
11,759
103.76%
19,000
(7,241)
Option 2
Revenue
Expense
Operating Cashflow
Recapture Rate
Capital Replacement
Cashflow
614,822
660,585
(45,763)
93.1%
26,000
(71,763)
621,625
670,494
(48,869)
92.7%
26,000
(74,869)
628,496
680,551
(52,055)
92.4%
26,000
(78,055)
635,436
690,759
(55,324)
92.0%
26,000
(81,324)
642,445
701,121
(58,676)
91.6%
26,000
(84,676)
Option 3
Revenue
Expense
Operating Cashflow
Recapture Rate
Capital Replacement
Cashflow
488,695
459,397
29,298
106.4%
23,000
6,298
493,927
466,288
27,639
105.9%
23,000
4,639
499,208
473,282
25,925
105.5%
23,000
2,925
504,538
480,381
24,157
105.0%
23,000
1,157
509,920
487,587
22,333
104.6%
23,000
(667)
12/23/2004
Page 63
CONCLUSION
In most public park and recreation organizations, more effective operations attempt to recover
as close to 100% of the costs to operate the facility as possible. The fee schedule proposed in
this study is in direct line with those fees assessed by other facilities within the market area.
Key will be recreation programming that is introduced to complement the facility and its
amenities.
From this study it can be determined that subsidy support may be necessary for the operation of
Option 2, and a positive cashflow may be realized for Options 1 and 3. As the National Trail
Parks and Recreation District responds to its aquatic needs, an aquatic center, as discussed in
this report, would aid the community in becoming more attractive to the prospective
homeowner as well as established residents who have lived there for many years.
12/23/2004
Page 64
APPENDIX A:
GENERAL LIMITING CONDITIONS
GENERAL LIMITING CONDITIONS
This report is based upon information that was current as of December 2004. Every reasonable
effort has been made in order that the data contained in this study reflects the most timely and
current information possible and it is believed to be reliable. This report is based on estimates,
assumptions and other information developed by the Consultants from their independent
research.
No warranty or representation is made by Counsilman/Hunsaker & Associates 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 report is qualified and should
be considered in light of the above conditions and limitations.
12/23/2004
Page 65
APPENDIX B:
EQUIPMENT
DECK EQUIPMENT
Item
Grab Rails
Custom Stair Rails
Backstroke Stanchion Posts
False Start Stanchion Posts
Backstroke Flags, 100 Ft. Role
Starting Platforms
Starting Platforms Anchors
Lifeguard Chairs
Handicap Lift
Handicap Lift Anchors
Surge Tank Access Hatch
LOOSE EQUIPMENT
Item
Racing Lanes Lines, 25 Yards
Lane Line Storage Reels
Lifeline (Safety Rope Line)
MAINTENANCE EQUIPMENT
Item
Wall Brush
Leaf Net
Telescopic Pole
Stainless Steel Pole
Test Kit
Vacuum Cleaner w/Cart
Robotic Vacuum Cleaner
12/23/2004
Remarks
Paragon Pretzel bend #30202
Anchors Included
Paragon #38106 (8 Ft.)
Paragon #38106 (8 Ft.)
Paragon #40102
Paragon #24504
Bronze Anchors
Movable
Swim Lift II
Bronze Anchors
Bilco Single Leaf Aluminum Pan
Remarks
4 inch Lines
CSP #200 350
Spectrum 3/4 in. #72560
Remarks
Recreonics #10-135
Recreonics #10-121, Skimlife SS8
Recreonics #10-323
Recreonics #10-355
Taylor Professional Model #K-1741C
1-1/2 Hp Pump w/Carteidge Filter
Ultra Max Unit
Page 66
Qty
4
4
1
1
7
6
6
6
1
1
1
Qty
7
1
1
Qty
6
6
6
6
2
1
1
Unit
Each
Each
Each
Each
Each
Each
Each
Each
Each
Each
Each
Unit
Each
Each
Each
Unit
Each
Each
Each
Each
Each
Each
Each
Unit Cost
$550.00
$2,500.00
$200.00
$200.00
$20.00
$2,500.00
$100.00
$2,500.00
$5,000.00
$150.00
$1,500.00
Cost
$2,200.00
$10,000.00
$200.00
$200.00
$140.00
$15,000.00
$600.00
$15,000.00
$5,000.00
$150.00
$1,500.00
TOTAL
$49,990.00
Unit Cost
$300.00
$1,000.00
$150.00
Cost
$2,100.00
$1,000.00
$150.00
TOTAL
$3,250.00
Unit Cost
$20.00
$40.00
$25.00
$40.00
$300.00
1500
$5,000.00
Cost
$120.00
$240.00
$150.00
$240.00
$600.00
$1,500.00
$5,000.00
TOTAL
$7,850.00
SAFETY EQUIPMENT
Item
Ring Buoy & Extension Rope
Life Hook & Pole
Spineboard
First Aid Kit
Rescue Tube
Safety Eyewash Station
Safety Eyeglasses (10 pair set)
Remarks
Recreonics #12-252 & #12-260
Recreonics #12-252 & #12-260
CJ1000
24 Unit Red Cross Acceptable
Bremen Corp #21414-14
Swimtime #PO41748
Lab Safety #WQ-14740B
Qty
3
3
1
1
6
1
1
Unit
Each
Each
Each
Each
Each
Each
Each
Unit Cost
$100.00
$75.00
$225.00
$80.00
$65.00
$30.00
$25.00
Cost
$300.00
$225.00
$225.00
$80.00
$390.00
$30.00
$25.00
TOTAL
$1,275.00
Unit Cost
$50.00
$20.00
$45.00
$60.00
Cost
$7,500.00
$600.00
$6,750.00
$900.00
TOTAL
$14,850.00
Unit Cost
$2,000.00
$600.00
$7,000.00
$1,000.00
$3,000.00
$1,000.00
$600.00
$75.00
150
$1,500.00
Cost
$8,000.00
$1,200.00
$7,000.00
$1,000.00
$3,000.00
$1,000.00
$1,200.00
$450.00
$750.00
$1,500.00
TOTAL
$25,100.00
Furniture
Item
Chaise Lounges
Arm Chairs
Deck Chairs
Tables
Remarks
Cash Control / Admissions
Item
POS Terminal
Printer
Phone Equipment
Building Alarm
Surveilance System
Conference Table
Desks
Desk Chairs
Filing Cabinets
Display Racks
Qty
150
30
150
15
Remarks
Qty
4
2
1
1
1
1
2
6
5
1
Unit
Each
Each
Each
Each
Unit
Each
Each
Each
Each
Each
Each
Each
Each
Each
Each
Food Service
Item
Shelving
Dunnage Racks
Slicer & Table
Ice Machine-Nugget Ice 1100 lb bin
Push Cart
Aluminum Can Rack
Reach In Cooler 2 Door
Reach In Freezer 2 Door
Microwave
Remarks
Sandwich/Pizza Warm & Hold Hatco
Nacho Chip Warmer
Nacho Cheese Dispenser
Hot Dog Roller Grill
Edlund Can Opener
Soft Drink dispensers/ice bin/co2
Ice Cr/Chill/Frzn Lmade Frzr
Pepsi
Vender
Qty
4
3
1
1
1
1
2
1
2
Unit
Each
Each
Each
Each
Each
Each
Each
Each
Each
Unit Cost
$110.00
$30.00
$850.00
$1,200.00
$75.00
$125.00
$850.00
$850.00
$150.00
Cost
$440.00
$90.00
$850.00
$1,200.00
$75.00
$125.00
$1,700.00
$850.00
$300.00
1
1
1
1
1
4
1
Each
Each
Each
Each
Each
Each
Each
$500.00
$300.00
$200.00
$1,000.00
$85.00
$0.00
$0.00
$500.00
$300.00
$200.00
$1,000.00
$85.00
$0.00
$0.00
TOTAL
FFE Subtotal
Contingency
FFE Total
12/23/2004
25%
Page 67
$7,715.00
$110,030.00
$27,507.50
$137,537.50