12/23/2004 Page 1 National Trail Aquatic Center TABLE of
Transcription
12/23/2004 Page 1 National Trail Aquatic Center TABLE of
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 12/23/2004 Page 1 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 12/23/2004 Page 2 National Trail Aquatic Center 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 12/23/2004 Page 3 National Trail Aquatic Center 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. 12/23/2004 Page 4 National Trail Aquatic Center 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. National Trail Aquatic Center 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. 12/23/2004 Page 5 National Trail Aquatic Center 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. 12/23/2004 Page 6 National Trail Aquatic Center 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. 12/23/2004 Page 7 National Trail Aquatic Center 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. 12/23/2004 Page 8 National Trail Aquatic Center 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 Census conveying reduction in population from 32,900 in 1990 to 32,700 in 2000. Estimated population for 2004 is 32,500. 2009 projection is 32,200. 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. Estimated population for 2004 is 51,400. 2009 projection is 52,200. 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. Estimated population for 2004 is 86,800. 2009 projection is 89,100. 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. 12/23/2004 Page 9 National Trail Aquatic Center 15 to 25 Mile Total Census conveying reduction in population from 556,400 in 1990 to 554,300 in 2000. Estimated population for 2004 is 547,300. 2009 projection is 539,100. 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 Census conveying reduction in population from 71,100 in 1990 to 65,400 in 2000. Estimated population for 2004 is 62,700. 2009 projection is 59,500. 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 Census conveying reduction in population from 147,500 in 1990 to 144,700 in 2000. Estimated population for 2004 is 142,400. 2009 projection is 139,400. 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. 12/23/2004 Page 10 National Trail Aquatic Center 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 Source: Claritas, Inc. $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 Per capita income: $25,874 is 20% higher than the national average. Median household income: $53,474 is 27% higher than the national average. 10 to 15 Mile Radius Per capita income: $21,332 is 1% lower than the national average. Median household income: $44,827 is 7% higher than the national average. 15 to 25 Mile Radius Per capita income: $23,140 is 7% higher than the national average. Median household income: $44,152 is 5% higher than the national average. City of Springfield Per capita income: $17,917 is 17% lower than the national average. Median household income: $33,467 is 20% lower than the national average. Clark County Per capita income: $21,299 is 1% lower than the national average. Median household income: $43,050 is 3% higher than the national average. 12/23/2004 Page 11 National Trail Aquatic Center 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 Source: Claritas, Inc. 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 averages for people 45-75+ and lower than national averages for people 18-44. 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 Page 12 National Trail Aquatic Center 10 to 15 Mile Radius Median age of 35.6 is higher than the national average due to higher than national averages for people 45-74 and lower than the national average for people 25-44. 22.7% of the population is children under the age of 18, which is lower than the national average and equating to 19,705 children of 86,759 people. 15 to 25 Mile Radius Median age of 36.7 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. 24.2% of the population is children under the age of 18, which is lower than the national average and equating to 132,615 children of 547,331 people. City of Springfield • Median age of 37.1 is higher than the national average due to higher than national 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 • Median age of 38.1 is higher than the national average due to higher than national 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 12/23/2004 Page 13 National Trail Aquatic Center 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. 12/23/2004 Page 14 National Trail Aquatic Center 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. 12/23/2004 Page 15 National Trail Aquatic Center 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. 12/23/2004 Page 16 National Trail Aquatic Center 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. 12/23/2004 Page 17 National Trail Aquatic Center 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. 12/23/2004 Page 18 National Trail Aquatic Center 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. 12/23/2004 Page 19 National Trail Aquatic Center 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! 12/23/2004 Page 20 National Trail Aquatic Center 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 Page 21 National Trail Aquatic Center 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. 12/23/2004 Page 22 National Trail Aquatic Center 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. 12/23/2004 Page 23 National Trail Aquatic Center 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. 12/23/2004 Page 24 National Trail Aquatic Center 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. 12/23/2004 Page 25 National Trail Aquatic Center 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 12/23/2004 Page 26 National Trail Aquatic Center 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 12/23/2004 Page 27 National Trail Aquatic Center 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. 12/23/2004 Page 28 National Trail Aquatic Center 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 12/23/2004 Page 29 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center 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 12/23/2004 Page 32 National Trail Aquatic Center 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 Daily Admission Fees 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 National Trail Aquatic Center 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 Daily Admission Fees 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 12/23/2004 Page 34 National Trail Aquatic Center 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. 12/23/2004 Page 35 National Trail Aquatic Center 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. 12/23/2004 Page 36 National Trail Aquatic Center 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. 12/23/2004 Page 37 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center Table 6 Option 2 Cost Analysis Unit Sq. Ft. Opinion of Cost Bathhouse Managers Office Recep Office Guard Room / First Aid Pool Mechanical Building Mechanical Storage Locker Rooms Family Changing Room (2) 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 Participatory Play Feature 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 Total Building Construction Costs 5,124,570 Site Construction Costs (parking lot, landscaping, utilities, walks) $689,540 . Demolition Subtotal Inflation ( 1 year) $0 $5,814,110 5% $290,705 Indirect Costs 9.5% $579,957 Contingency Bidding & Construction 10% 10% $610,482 Total Estimated Project Costs: Say 12/23/2004 $7,295,254 $7,296,000 Page 41 National Trail Aquatic Center OPTION 3 Project Cost: $6,304,000. 12/23/2004 Page 42 National Trail Aquatic Center 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 National Trail Aquatic Center Table 7 Option 3 Cost Analysis Unit Sq. Ft. Opinion of Cost 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 $1,121,040 Aquatics Leisure Pool Waterslide (A) Waterslide (B) Swirl Slide Participatory Play Feature 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 Total Building Construction Costs 4,460,638 Site Construction Costs (parking lot, landscaping, utilities, walks) $562,920 . Demolition Subtotal $0 $5,023,558 Inflation ( 1 year) 5% $251,178 Indirect Costs 9.5% $501,100 Contingency Bidding & Construction 10% 10% $527,474 Total Estimated Project Costs: Say 12/23/2004 $6,303,309 $6,304,000 Page 44 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center • 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 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center Table 10 National Trail Aquatic Center Pool Capacity Analysis Option 1 Option 2 Option 3 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 National Trail Aquatic Center Table 11 Option 1: Projected Attendance National Trail Aquatic Center 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% Projected Attendance 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 Option 2: Projected Attendance National Trail Aquatic Center 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 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% Projected Attendance 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 National Trail Aquatic Center Table 13 Option 3: Projected Attendance National Trail Aquatic Center 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 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% Projected Attendance 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 National Trail Aquatic Center 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 National Trail Aquatic Center 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 Private Party Rental 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 Private Party Rental 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 Private Party Rental 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 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center Table 16 Opinion of Revenue National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center Table 17 Labor Budget National Trail Aquatic Center Job Description Facility Manager Front Desk Pool Attendant CPO (Winter) CPO (Summer) Lifeguard Annual Labor Expense Daily Hours Option 1 Option 2 Option 3 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 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center Table 19 Opinion of Annual Operating Expenses National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center Table 20 Opinion of Financial Performance National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center 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 National Trail Aquatic Center