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7.1 EmrldGlenAquaticCtr
CITY CLERK File # D~[][Q]-~ X 215...~O AGENDA STATEMENT CITY COUNCIL MEETING DATE: October 18, 2005 SUBJECT: Emerald Glen Recreation and Aquatic Center Facility Study Report hy Paul McCreary, Parks and Community Services Manager ATTACHMENTS: l. 2. 3. Emerald Glen Rccreation & Aquatic Center Facility Study Overview of Space Components in the Preferred Option Summary ofBl1ilding Alternatives RECOMMENDATION: .~ l. 2. 0V' 3. Reccive report. Provide comments regarding variOl1S allematives. Schedule a City Council workshop for the purpose of discussing and evaluating funding options. FINANCIAL STATEMENT: The cost of the Recreation & Aquatics Complex ranges from the Master Plan cost of $16.4 million to $39.1 million for the Preferred Option. There is sufficient funding in the Public Facility Impact Fee program for the Master Plan facility. Additional funding ($7.8 million to $22.0 million) would need to be secured for any of the other alternatives. DESCRIPTION: The 2004-2009 Capital Improvement Program includes funding for the design and construction of a Recreation and Aquatic Complex in Eluerald Glcn Park. The City retained the services of The Sports Management Group to conduct a feasibility study, financial analysis and conceptual spacc plan for the new Recreation and Aquatic Complex. The analysis of the construction costs and probable operational expenditurcs and revenues has been completed, and is included in thc Emerald Glen Recreation and Aql1atie Centcr Facility Study (See Attachment I). BACKGROUND: The City's Parks and Recreation Master Plan Update, which was updated in 2004, enVISIOns the Recreation and Aquatic Complex as a multi-use facility that will provide structurcd programs and drop-in recreation opportunities for thc community. In the Master Plan, the Recreation Center includes an ~~____R~._______________·___________________~_________-----------.-----~-----------------.------.------------ COpy TO: Parks and Community Services Commission and The Sports Management Group Page I of8 ITEM NO. 1·1 G:\COI./N( :IL\Agenda StaU::njents\200;5\ 1 0-] ~ ..'a¡;ility Study ~f\(! DrattdD¡; C; Aerobics/Dance Room, Cardiovascular/Fitness Center, Gymnasium, Teen Center, Tot Activity Room, Locker Rooms, Office Area, and Activity Lobby. The Master l'lan envisions the pool as serving the needs of youth and adults who participate in age group swimming, synchronized swimming, water aerobics, other fitness programs, and a full range of instructional classes. According to the Parks and Recreation Master Plan, the Aquatic Center could include a 25-meter by 25-yard pool, and a tot wading pool. In the Spring of 2004, thc Council adopted a new Strategic Plan that highlighted the Ileed to develop dynamic community facilities that will provide unique recreational and cultural experiences in the region. One of the potential community facjJities thc Strategic Plan idcntifies is a state-of-the-art recreation/aquatic complex. In order to develop a vision of what a state-of-the-art complex in Dublin should include, funding was approved to explore trends, local market opportunities and dctcrmine the community's preferrcd components for a new recreation/aquatic complex. Funding was also included to conduct a financial analysis to detennine the estimated construction and operational costs of a state-of- the-art recreation/aquatic complex. As mentioned, the City retained The Sports Management Group to conduct the study. On April 12, 2005 the City Council held a joint study session with the Parks and Community Services Commission to review options for future community recreation facilities. The Council and Commission reviewed the preferred space components for the future Community Centers at Shalmon and Emerald Glen Parks. The Council and Commission also reviewed components Jor the Emerald Glen Recrcation and Aquatic Complex. At the meeting the Coullcil directed Staff to begin designing a new 19,760 square-foot Community Center at Shannon Park. They also selected a preferred option over the Master Plan for the Recreation and Aquatic Complex and directed Staff to report back on the estimated construction and operational costs of the preferred option for the Reercation and Aquatic Complex. Overview of Preferred Option The preferred Rccreation and Aquatic Complex includes 62,815 square feet of building space and four pools totaling 25,800 in water surface arca. One of the pools is planned in an indoor natatorium included in the above building square footage. Following arc the activity spaces included in the preferred option: · Gymnasium with one full-length court and two shorter courts. · Fitness Center with cardiovascular and weight training machines. · Babysitting and Tot Activity Room for parents to drop off their children while utilizing the facility. Designed especially for toddler classes and birthday parties. · Group Exercise Room with wood Iloors, mirrors, and sound system for aerobics, spinning, yoga, tai chi, martial arts, etc. · DallCe Studio with wood floors, ballet bars, mirrors and sound system · Game Room for all ages with three to four attractions (or use on a drop-in basis · Indoor 6-lane pool for year round lessons, aerobics, warm water therapy & arthritis classes, events and rentals. · Outdoor Leisure Pool with large play structures and slide mountain. Has "zero-depth" beach cntry, and a small lap swimming and lesson area. · Outdoor Lazy River, 1/8-mile long, 12- fcet wide. Can be used for water walking and resistance training. · Outdoor Competitive Pool, 25-yardsx25- meters. Deep enough for swimming, diving, polo & synchroni7.ed swimming. · Casual Activities Lounge off of the lohby. This area providcs seating for the deli/juice bar and those waiting for someone participating in a class. · Special Events Room for birthday party program and private rentals. Page 2 01'8 In addition to the spaces outlined on the prior page, there are several other building support spaces that are essential such as locker rooms, restrooms, storage, administrative offices, reception area, etc. The estimatc of the total project cost to design and construct thc facility (including all costs and contingencies) exceeds $39,000,000. The annual operating subsidy from the City's General Fund (all expenses including full-time personnel costs less revenucs),is estimated at over $600,000. Anlllvsis of Probable Operational Costs As directed the Consultant prepared a thorough analysis of the probable operating costs, revenues and annual operating subsidy for the preferred option. In addition the Consultant was asked to analy/.e the probable costs of the facility as it is planned in the Parks and Recreation Master Plan. The operational costs were based on assumptions about the facility's hours of operation, staff schcduling and mix of programs and activities. These assumptions were developed with input from Staff, as well as local and regional rates for utilitics, services and othcr expenses. The Consultant estimates the total probable operating costs to range from $2.8 to $3.2 million per year in 2005 dollars. Typically the costs incurred in the first few years are at the low end of the range because the new facilities havc yet to reach capacity and are Jess expensive to maintain. The most significant expenses are outlined helow. Personnel As with all facilities of this type, personnel costs are the largest expense item. However appropriate staffing levels arc critical to pwviding safe, high-quality facilities that increase user satisfaction and retention. The center would be open 100 to 120 hours per week. Program planning and supervision, as well as rcpairs and maintenance would require cight full~time recreation stan: two full-time clerical staff, two contract maintenanec workers and over ISO part-time employees. The Sports Management (',-roup estinlates the total cost for staff, including bencfits, training, travel and uniforms will range between $1.67 million to $1.95 million annually. Facility Maintenance To attract and sustain participation by all user groups it is essential that the facility is maintained at a high leveL Recreation and Aquatic facilities, because of their extendcd hours of operation and thc corrosivc environment of the pools, are high maintenance buildings. An aggressive maintenance program would be required to keep the facility in good, safe, working order. It is estimated that such a program and related contract staff would cost over $300,000 per year. In addition to funding of annual rnaintenance, it is recommended the budget include an annual set~aside for a Building Reserve Fund. This fund would pay for major facility repairs and replaecment of thc building and equipment as it depreciates. It is estimated that the annual set aside would be I % of the construction cost of the building each year. A $220,000 annl1al allocation has been included in the probable operating costs. Marketing Thc probable operating costs include an allowance of $45,000 for facility marketing in addition to a full- time markcting coordinator. This type of facility requires a commitment to creating, funding and executing an ongoing marketing program. While marketing would increase the operating costs, it is necessary to maximize revcnue potcntial. Page 3 of8 Analvsis of Probable Operational Revenues Based on the demographics of the service area, the probable market penetration lor pass sales, the expected volume of daily admissions, and the analysis of other revcnue sources, the Consultant estimates the annual revenue potcntial for the facility could be from $2.6 to $2.9 million. The average of the range is believed to be achievable after two to three years of operation and aggressivc marketing. A large portion of the revenues would come from daily admissions and pass sales. A customer paying a daily admission or purchasing a pass would have full-use of the facility including the fitness center, gymnasium, game room, swimming pools and locker rOOlns. The Consultant worked with Staff to develop a set of fee assumptions that consider the income of the population and a comparative analysis of other facilities in the local market. While there arc no local municipal facilities as full-featured as those of the proposcd Dublin center, the fees of these other facilities still provide an indication of thc markct for recreation and aquatic facilities, as do the fecs oflarger commercial facilities. The probable revenues are based on the following admission fecs: Cost of Annual Residents Dailv Cost Annl1al Cost Pass Der Month Child (0-2) Free n/a nla Child (3-4) $3.00 $100.00 $8.33 Youth (5-17) $4.00 $240.00 $20 00 Adult (18-54) $6.00 $450.00 $37.50 Sen ior (55+) $4.00 $29000 $24.17 Family n/a $750.00 $62.50 Cost of Annual Non-Residents Dailv Cost Annual Cost Pass cer Month Child (0-2) Free nla n/a Child (3-4) $4.00 $12500 $10.42 Youth (5-17) $5.00 $300 00 $25.00 Adult (18-54) $7.00 $565.00 $47.08 Senior (55+) $5.00 $355.00 $30.42 Family n/a $940 00 $78.33 in order to determine the probable revenue from daily admissions and pass sales The Sports Management Group conducted a market and demographic study. From this they developed market penetration rates hased on the age and distance of potential customers from the site. Depending on a potential eustomcr's age and distance from the facility, market penetration is estimated between .5% and 13%. In addition to daily admissions and pass sales the Consultant identified a mix of programs, classes, drop-in activities, special events and rentals in the probable revenues. In order to project potential revenues generated by these activities, the Consultant created possiblc activity schedules for each program space to identify a feasible number of classes and activities, as wcll as an cstimated number of participants. The Sports Management Group estimates these activities will gcncrate about 25-percent of the probable revenues. Cost Recoverv Potential Bascd on the preceding expense and revenue analysis thc Consultant believes that achieving a 70% cost recovery during the first two years of operation is an achievable objective. It is estimated that eventually the facility could recover approximately 80% of the annual operating costs. This would result in an annual subsidy from the City's General Fund of $609,000 (in 2005 dollars). As a comparison thc annual Pagc 4 0[8 operating subsidy for the existing Swim Center for Fiscal Year 2005-2006 is $210,371. The subsidy for entire Parks and Community Services budget is $1.9 million. Construction Fundinl! Shortfall The City's Public Facilities Fee Program was estahlishcd to construct the municipal facilities necessary to serve new development The Fcc Program's Community/Recreation Facilities component was established to provide a means to constmet a new Recreation Center, Aquatic Ccntcr, Community Center, and a portion of the new Senior Center. These funds are raised by charging fees to developers of new residential and non-residential devclopment in the City. The fees are adjusted on an annual basis depending on a cost index provided by the Engineering News Record. Based on the current fees, it is estimated that once the City reaches a build-out population of 59,900 the program will have generated the following revcnue for the remaining community/rccrcation facility projects; Recreation Center (24,000st) Community Center (24,000sf) Aauatie Center Total Estimated Funding (in 2005 dollars) $12,024,000 $12,024;000 $4,414,670 $28,462,670 The estimated costs to construct the remaining facilities, including thc Prefcrred Option for the Recreation and Aquatic Complex are as follows: Shannon Community Center (7,560sf expansion) Recreation & Aquatic Complex (62,815sf) Emerald Glen Community Center (16,440~f) Total Estimated Construction Costs (In 2005 dollars) $3,306,720 $39,072,400 $8,048,305 $50,427,425 Estimated Shortfall (Funding less Construction Costs) -$21,964,755 As shown, a portion of the Community Center tùnds will be used to expand the Shannon Community Center from the original 12,200 square feet to 19,760 square Icct, a 7,560 square foot increase. The increase would be paid for from the Puhlic Facility Fcc Program. The balance of the Community Centcr space needcd at build-out will be constructed at Emerald Glen Park as a 16,440 square foot community facility. It is anticipated ample funds will be available from the Public Facility Fce Program to build the Comml1nity Center spaces as identified in the Parks and Recreation Master Plan. It is estimatcd it will cost $39.07 million to construct thc preferred option for the Recreation and Aquatic Complex. Based on the availahle impact fees, Staff estimates there is a shortfall of $21.96 million to construct the preferred option. Alternatives to Reduce Construction .'undine: Shortfall There are several strategics that the Council could implement to reduce the funding shortfall to construct a state-of-the-art Recreation and Aquatic Complex. This could be a combination ofreducing expenditures (i.e. the size of the preferred option) and raising additional revenues. Staff has prepared three alternative building programs in addition to the Master Plan facility for the Council's consideration to reduce the cost of construction. The alternatives were prepared using the data collected during the needs assessment portion of the study and input from the Parks and Community Services Commission. Staff asked the Page 5 of8 Commission to rank the facility components in the order of the perceived importance and benelÏt to the community. The following table summarizes the results ofthe Commission's rankings. Parks and Community Services Commission's Ranking of Importance/Benefit (#1 being most important) 1. 2. 3. 4_ 5_ 6_ Gymnasium Natatorium/Indoor Pool Fitness Center Outdoor Competitive Pool Babysitting/Tot Activity Room Juice Bar and Deli 7. 8. 9. 10. 10_ 12. 13_ Leisure Pool Group Exercise Room Game Room Casual Activities Lounge (tie) Special Events Room (tie) Lazy River Dance Studio .. ......~~,-_._. , In order to assist the Council with reviewing the alternatives, Staff has prepared Attachment 2, which includes a description of each facility component in the preferred building program. The descriptions include Staff s estimates for the construction cost, annual direct operating revenue and expendi tures, and the pros and cons of caeh space component. The annual operational revenues and expenditures arc direct costs that can be attributed to that space and do not include permanent full-time salaries and benefits. Attachment 3 provides a summary of the alternatives. Alternative 1 · Reduces building size from 62,8] 5sfto 54,820sf · Rcduces the water surface area from 25,800sfto l8,500sf · Reduces total project cost from $39,072.400 to $33,491,450 · Reduces estimated funding shortfall from $21,964,755 to $16,383,805 For this altemative Staff took the approach of downsizing the facility components rather than deleting components. Thc Casual Activities Lounge is reduced from I ,400sf to 800sf. The Locker Rooms were reduced from I ,500sf to ] ,250sf each. The number of Family Changing Rooms was reduced from four to three. Although thc gymnasium was the top priority of the Commission, Staff slightly reduced the size of the gym from 12,000sfto 11,240sC. This docs not reduce the size or number of courts, but instead reduces the amount of circulation space in the gym. This still leaves enough space for bleachers and at least six feet around the courts, and 12' between the two short courts. The one facility that was deletcd from the building program is the Dance Studio. This facility component is very similar to the Group Exercise Room since both would have wood noors, mirrors and sound systems. The programs that would have been scheduled in the Dance Studio could be held in the Group Exercise Room or in other community facilities. Reductions to the aquatic components were made to the Leisure Pool and Lazy River. The Leisure Pool, which fcatures water play structurcs and slides, would be reduced from 8,000sf to 6,000sf. This would still be the largest Leisure Pool in the Tri-Valley (San Ramon's is 3,700sf and Livennore's is 5,000sl). The Lazy River would be reduced from lI8-mile to lIl6-mile in length. Additionally the width of the river would be reduced from l2-feet to 8-feet, which would 111 two inner-tubes across instead of threc. The last reduction was made to the number of conccssion stands serving the outdoor pool arca from two to Page 60f8 one. With thc reduced amount of pool space there would be less of a need for two concession stands because there would be less pool capacity. Alternative 1 · Reduces huilding size from 62,815sfto 49,530sf · Reduces the water surface area from 25,800sfto l4,925sf · Reduces total project cost from $39,072.400 to $29,680,350 · Reduces estimated funding shortfall from $21,964,755 to $12,572,705 For this alternative Staff used a comhination of downsizing and deleting facility components. The Casual Activities Lounge is deleted. However the size of the Lobby is increased hy 300sf to provide enough entry and waiting area space. The size of the Juice BarlDeli is reduced from 600sfto 400sf. This would reduce the nl1mher and types of food and beverage that could be sold in the concession to primarily pre- packaged items. The Locker Rooms arc reduced from I ,500sf to J ,250sf each, as was done in Altcrnative I. The number of Family Changing Rooms was reduced from four to three, as in Alternative J. However in this alternative the area for a locker vestihule dedicated to just thc Family Changing Rooms was deleted. Other lockers would be made avaiJab1c in other areas ofthe facility. The Gymnasium is reduced from 12,000 to 11,240 and thc dance studio is deleted as in Alternative I. The Fitness Center is reduced from 3,500sfto 3,000sf. This would reduce the amount of equipment that could be placed in the Fitness Centcr, which could lead to lines and waiting time during peak hours of use. The Game Room is deleted in this option as well as thc Special Events Room. The size of the Leisure Pool is reduced from 8,00051' to 5,00051' and thc Lazy River is deleted. The poolside Concession Stand is deleted, which leaves one concession space for the entire facility. Having the ability for the remaining concession to serve the lobby of the Recreation Center and the aquatic arcas may constrain the design and layout of the facility. There is also a reduction in the number of staff offices hecause this option would require less pcrmanent staff. Alternative 3 · Reduces building size from 62,815sfto 39,450sf · Reduces the water surface area from 25,800sfto 14,250sf · Reduces total projcct cost from $39,072.400 to $24,859,550 · Reduccs cstimated funding shortfall from $21,964,755 to $7,751,905 For this alternative Staff took the changcs madc in Alternative 2 and deleted more components from Alternative 2. The most signifieaut cut is the Natatorium building and the indoor Fitness Pool. However Staff increased the size of the Leisure Pool from 5,000sf to the original 8,000sf This would providc for enough shallow-water space for exercise and fitness classes, while stil1 providing a Leisure Pool that would havc enough entertainment value to attract families and children to the pool. Alternative 4 - Master Plan · Rcduces building size from 62,815sfto 33,5l5sf · Reduces the water surface area from 25,800sfto l2,925sf · Reduces total project cost from $39,072.400 to $16,437,355 · Eliminates the estimated funding shortfall Page 70f8 The final alternative is to proceed with building the Recreation and Aquatic Complex as it is envisioned in the Parks and Recreation Master Plan, and as it has been planned in toe 2004-2009 Capital Improvement Program. As indicated in Attachment 3, with the execption of the Master Plan option, the City would need to secure additional funds for constnletion ranging from $7_8 minion to approximatcly $22.0 million. SUMMARY: The City's Strategic Plan includes a strategy to develop dynamic community facilities that provide uniql1e recreational and Cl1ltural experiences in the region. The preferred option for the Rccrcation and Aquatic Complex would be a truly unique municipal facility in the East Bay. The attributes that make the prcferred option a state-of-the-art facility include: o The Indoor Pool for year-round aql1atic activities and warm-water therapy and exereise programs. o The large Leisure Pool and Lazy River that could be developed with a theme to add entertainment value and maximize revenue potential. o A Fitness Center that is large enough to feature a variety of fitness cquipment and aecommodate customer demand during peak hours. This would serve thc fitness needs of residents that are not apt to join a private healto club. o Onsitc babysitting facilities and dedicated tot-activity space. This will enable those in their family- forming years to utilize toe facility. The demographic data indicates that a majority of those living within 3-miles ofthc facility are in their family-forming years. o Amenities to attract users from nearby office complexes and Hacienda Business Park such as appropriate locker room facilities and a full-service Juice Bar and Deli. o A sizable Casual Activities Lounge that would serve as social hub for the Community. A comfortable place lor residents to meet for activities or a walk in the park, cnjoy a cup of coffee or wait for family members participating in activities. o A variety of opportunities for drop-in activities such as the Gamc Room and Gymnasium as well as unique community events. The Preferred Option would he an outstanding community asset; however with the vast increases in construction costs that havc been realized in the Bay Area, building such a taeility may be beyond the City's means. RECOMMENDATION: It is Stafrs recommendation that the City Council receive the report, provide Staff with comments regarding the various alternatives, and schedule a City Council workshop for the purpose of discussing and evaluating funding options. Page 8 0[8 I I I I I I I I I I I I I I I I I I I THE Sports Management .~ G R 0 U P ~ ~ If) Emerald Glen Recreation and Aquatic Center FACILITY STUDY Prepared for The City of Dublin by The Sports Management Group 91 ß Parker Street, Suite A 13 Berkeley, CA 94710 www.sportsmgmt.com (510) 849-3090 October 10, 2005 I I I I I 'I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER .....++.......······......·..·..··..............u........................................................... . '\ e)(o(,,& 1/~~~~\\ ~~~~ 1il'Q?ß> J-rtJ Table of C,ontents IN T ROO U (j ION ........................................................_ Methodology ................... .....1 NEE 01 All Ell MEN T ....................................... ........_....................................3 Overview Master l'lan FocuR Groups Facility NeedR Key Objectives Citizen Web Survey Conclusiuns MAR K ET A N A l Y 1 I 1 ......._.._..... ..................................................._..................0 Overview The Service Area Demographics Facility Comparison SPACE COMPONENTI ..........................................___ Over'Vlew Preferred Space Program Mast.er Plan Revisions Opinion or ProJect Costs _........_..................15 FINAWAL ANAlYSIS Financial Analysis ..........."......................... ............. .................21 SIT E CON C E PI.................................................................................... ......_29 Sir~ Concept. Plan A P PEN 0 I X .._.._................................_.... Market Analysis: Private Health Clubs Market Analysis: CommunlLy Aquatic Cent.ers Financial Analysis Assumptions Finançial Analysis - IJeroil ..............................A1 I I I I I I I I I I I I I I I I I I I EMERAlD GLEN RECREATION AND AQUATIC CENTER .....·..·······.t..·............................~................................. '7 J List of Tables . '\ ",YU_Y/¡¡/ ~/~.~.,~~\\ '~(~ Ði " ~<ø ?I[[@'9 TAB l E S I. Resident and Non·Re~ident Popular.inn Near ~meraid Glen _.__________________________1 (I II. I'refe['l'ed Sµacc Program with Estimated Progress Cost~ .......__ .________18 iIi. Operating ~:xpenses --------..-...........................____._._............................23 IV. Fee Assumptions__ _______...__...................._. ...___._____.____..24 V Market Penetration Ral.cs ..............._. .______._..__.._...... ....... .................... .................25 VI. Revenue I'otentiaI............ .................... ....... ..._. _._______.._..................................... ..27 VII_ Cost, Recovery ................................................__ __. . __ ____....................................... ..26 I I I I I ,.. ,i,:. . . I I ,. ..... I I'·. I I I I I I r .'. .HE. . ·.S·.PQltS··....·· ........ ..........~....¡............:..'..,.'.........'...".:.'....'.:....:···..·.··.'.·...·..··ß···'t··· r . '.:;"/..' '." ·..,.C.....·,·· .' .': :._ ". G' 'R ":0 ..U· P ,: '.",;: :...., . ~ '. .. ':: ' . I. ..':'.. .......':............',.',.).,¡. ',: "', ,', " , :'.;. ~: ,. ~ ~' ~ , .:, ,',. ". . ,',' :', .,', ' :: , t1- Introduction .................................,... ................-."...-.............................. -. . ; , , : ,',.;" . ,.. ",':'.'.".. '., .". I I I I I I I I I I I I I I I I I I I THE Sports Management .,'" G R 0 U P ~. ~ EMERAlD GlEN RECREATION AND AQUATIC CENTER .....................................................,....~...................... e: Introduction The CiLy of Dublin is experiencing tI'Cmondous growlh in botil rosidentlal and business development. Due to lhoughtful pl~nrting and m~nagod dovolopment., lhe City of Dublin is viewed ~s ~ promior community In tho valloy. New residents arc attracted by the "quality of life" Lhe City has to uffcr. Through tilC development of uuLstanding parks and public facilit,ies. Lhe quali\)' and character uf tilO community continues to be shaped. As t,he population grows and ch~ngcs, the CHII' continues to devoiup new public facilities that, respond f(I the needs of its residents. The P~rks and Recreation Mastl\r Plnn calls for the development uf a ncw community center, recreation center, and aquatics center, all to bo located in lhe recentiy dcvoloped limerald Glen Park. [n September of 2001, the CHII' o[ Duhlin commissioned The Sports ManagemcnL Group. f(I conduct a study f(I reline and updar.e the City's masr.er plan for diose new facilities. During lhe study. the communi\)' contcr located in Shannon Pal'k was permanently closod and scheduled for demulition aor! recoosLruction This created an oppOrf,unity for the City and lhe consultant team to also develop a faciliLy space plan [or the "new" Shannon Community Ccnler in the context of a citò'Wide master plan. This report focuses on the proposerl facilities for Llie recreation and aquatics center in ~:mernld Glen Park. The work of The Sports Management Group included developing alr.ernative space programs for "break-our community, recremion, and aquatic ccnlers, and providing City ofIicials lhc necessary Information f(I determine a "prcfcned" space program. Also, The SpOl'ts Management Group worked with CHII' staff to develop an ol'der of magnitude of construction and total project costs, and to idenLilY pl'obnble operming expenses and l'tvcnuc potential fol' the preferred spßce program. 'Ib complete the required tasks, a needs assessment and market analysis of the center's service area wore conducted. The needs assessment consisted of a review of City documcnl.S, as well as focus group and citi7.en survey rcscarch. The [indings of this researcli, prescnted in the "Needs AssessmenT," secllon of this report, guided t,he deve[opmcnt of lhe preferl'ed space program and odler alternatives. I I I I I I I I I I I I I I I I I I I '\ Qf CYJ:t l)Y,~""~~,, ~{\\ f<& _'-1) ~~ ~" jJ '1 - "'----;\\~ " fJiÇØ' THE SPOrts Management .~ G R 0 U P . ~ EMERAlD GlEN RECREATION AND AQUATIC CENTER ................................................................................. I£; Introduction The market analysis inclucled a review of Lhc dcmographics of the service area popuMion and an inventory of recreaLion and aquaUc facilitieR in the region. This InformaLion is presemed in r,he "Market Analysis" section of Lhis report. Conclusions drawn trom the "Market Analysis:' as well as the prefcrrcd space program presented in the "Space Componcnts" section, were used t.o csUmatc the potemial revenues and probable operaUng expenses of the conteI'. These estimates, including an csUmatc of the cenrds potenLial cost recovery. are detailed In Lhe "financial AnalysIs" section of this report. METHODOLOGY The Sports ManagcmclIL Group commenced its work by analyzing documents and materials provldcd by the Cily of Dublin, including Lhc "Parb and Recreatioll Master Plan -- February 2004 Update" thaL detailed the CI~y's park and recreaUün goals, needs, and sl.andal\Js. Tile plan also preRemed preliminary rccüIJIIllcndaLions tor an Emcrald Glen recreation facility. Tile "Needs Assessment" and "Market Analysis" tasks Included: analysis uf previous SLudics, IJIaSLCr plan documents and drawings; Interviews wiill City Council membc1'S; focus group rcscarch and workshops; meetings wlill City recreaUolI staff; demographic analysis of resident.s of tile City of Dublin and the populatiun resldillg wlUtln five miles of F:merald Glen Park; LltC dcsign, distribution, and analysb of a ciLiL:en survey; and 811 inventm'y of iIlc programs, amenities, and fees of area providers of recreation, fitncss, and aquatics aeUviUcs. Working wir,h sraff. The Sporw Managemem Croup then developed operar.ing assumptions for the center. inclucling hours of operation, and the programs, classes, and acLivltics that are likely to be offered based on population characteristics, area trends, and expressed inT<\rests. Tllese facility and activity sclledulcs scrved as the basis for developing fuli-time and parHIIJIc staffing requlrcmcnts, operating expenses, revenue pOT.elltia!. and an csUmate of ti1e percentage of eost recovery for the operation of tile proposcd facility. 1b determine the revenue potential tor tile proposed facilities, The Sports Management Group developed potential fees for various types of uses of tllc facilities. These fee assumptiolls are derailed In thc 'Financial AnalysIs" section of the report. Market analysis dara was then used t.o dcvelop e~tlJIlaLCS of markct penetration for the sale of annual and daily passcs. Tllc rcvcnue potcntial of classes, activities, special events. and renrals was LllOn estimated Iü determine r,he total revenue pOlenLial. The results of this study, ami accompanying recommendations, are summarlzcd In tile [ollowlng report. 2 I I I I I I I I I I I I I I I I I THE " ' SP.', ~rts, ~~en~ I ~ ~ ,.' -7 Needs Assessment .. ' . , , ., , ;. ,y, , .,:", ' , ".' "..:.'.",.,.". y' ,y . ,y ,~, .,'" , ." ,." . .' .. .,. ...'. , . , , . , I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECRtATION AND AQUATIC CENTER .................................................................................. ~ Needs Assessment .- ' " ' ,_. . f/~",~~~\\ tl~~ì ~,,~~ ~," THE Sports Management ~ G K 0 U P .,'W.J.. OVERVIEW ThiS 3ssessmcnL describes the rccrcaUonal And aquaUc needs and interests uf the Dublin communlLy, as expressed by CI\y resldems and communlLy leaders. It scrves to Augment The City's "Parks and RecreaUon Master Plan," lasL revlserl in Pebruary 2001, by identifying lhe more specific demand of residents and o¡,ber user groups. The assessment drew un the "Master Plan," parUcularly its standards for ~:mera]d Glen Park, considered both lhe focus group researCh Btld a eit,izen web survey conducted by The Spurts Managemcut Group, examined cunent program demand fur aeUvities and clAsses. Applied planning swndams based on similar communit,ies witi¡ similAr dcmographics, and considered likely fmure trends in rccreatlon and parUcipation. These sources provided ¡,he informaUon upon which ¡,he space progrAm rccommendat.ions were based, And they will couUuuc to guide t.he planning process Ult'ough design and construction. MASTER PLAN Dublin's "Parks And RecreaLion Master Plan," developed by David Gates & Msociatcs anrl revised in 2001 by SPß Landscape MchitecT.~. "eswblishcs Lhe number and type of fAcilit.ies which wlli be required if Ute City of Dublin is III mcct the reerCBtlon needs of future residents." It provides a pl3n for ßmeraId Glen ['ark that includes an "indoor recreation ccn~er" and "aquatics fACility: The goal of lhc park as a whole is tIJ scrvc as a "social hub and lAndmark public dcstinaUon," and to provide "facililics ¡,hat maximi~c Lhe recreational and leisure experience of all citizens." The preferred space program and activities presented in laler sections of this report are responsive to both object.ives. .1 I I I I I I I I I I I I I I I I I I I -f7~ ,'\'" ',V)/ ft~~" \~~~$~\\ r<ei~¡ ~\:_~~~ Ii f(R,';0 THE SPOrts Management .~ G ROil P .. ~ EMfRAlD GLEN RECREATION AND AQUATIC CENTER ..........................................-........................................ 0' Needs Assessment Focus GROUPS M a means of expanding the vision of the recreauon and aquaUc center irJentified ill the "Master Plan:' The Sports Management Group conducted focus group research designed lú gathel' info[, [lation from rRsidents and staff regarding their vision for the proposed center. During r.he month of Oelúber 2004, The Sports Management Group led three focus groups tbrough a vision-setting process. The groups were (1) parenlS witb young children, (2) representatives of aquatic interest, and (3) resirJenW living close lú Emerald Glen and Shannon pal'ks. Additionally, rive City Council members were individually interviewed to gather information regarding ¡,heir goals for the new facilities and their vision of how those facilities should contl'ibute lú tilC community, This Input led to a much clearer understanding of the spaces. programs, and site that would be re~uired for the new center. As part of Lhe focus group research, each participant was asked to designate those spaces thRY felt were lacking or inadequate in the communil.y Parr,icipams reporteer difficulty in limiting their choices given ¡,he large number uf spaces they believed shuuld bc included in the new facilities. The following ili:ms summa['iw tire Ltlcmes common to all focus groups: · Dublin is a wonderful place 1D live but nOL evcryone has access r.o tbe I'ecremional amenities they desirc. Most new I'esidential developmcnt does not provide usable yards. Public recl'Cation brings tile residents together and contl'ibutes to a sense of community. · Dublin needs facilities that can serve the entire community. The residents on the east side of Dublin arc currentiy undeserved by public facilities. There is a need to bridge The two communities, East and West. · The community is changing. The ncw population in the east Is more ethniealiy and culturaliy diverse and is made up of more famiiies with young children. Ilowever, the west is also changing, with morc young families moving in. Over time there will be fewer differences in the population. 1 ¡M¡RAlD Gl¡N RHREATION AND AQUATIC CENTER I I I I I I I I I I I I I I I I I I I .........................................................w.·.~··················· ~.-...... " Q! f)!Ø :$'7~~ II~(~:~I\\I ~~~ to Needs Assessment Focus GROUPS CONTINUED · With many new residents to the cummunity, it is important tu creatlJ faciliUes that contribute tD the sociali¡.ation and integration of new residents and long-time residents. · New faciliUes should be of a high quality, available for year-round use, and appropriately sized to serve the current demand and growing populat.ion. · Overwhelming(y, participants expressed r,he opinion thar, there is a community need for mOll:: social. recreational. and aquatic space and, if that space were provided, there would be a high demand for use. FACILITY NEEDS Based on the meetings, r,here was consensus among Wle focus groups, staft and City Council members regarding several recreation and aquaUc space componcnts. There was consensus regarding the need for a lap pool and a warm water recreation pool. The rap pool was desired for lap and IILncss swimming, waw exercise, team practice. and swim lessons. The warm-warm ramily recreation pool with water play fcaturcs and waterslides would be used for water play, in addition tD water adaptation and learn-tD-swim classes. This pool would also be used for warm water exercise and therapy for senior adults, persons with disabilities, and WIOSO In iniury prevention or rehabilitation programs. In gcncral. there was support for at least one pool tD be enclosed and, Ideally, (resigned with operable walls andlor a roof tD create an indoor! outdoor oxperlence. A gymnasium and snack bar were also unanimous choices of each group. THE SpOrts Management .~ G R 0 U P . ~ 5 I I I I I I I I I I I I I I I I I I I EMERAlD GlfN RECUATION AND AQUATIC CENTER ................................................................................. L ( Needs Assessment '\ Of~ 12{'/j '/~~€>'~~\ ~~.-d~ it· ",';' THE Sports Management ~ G R 0 U P ~"'J... FACILITY NEEDS CONTINUED Additional recreation space components that were SBIBctsd as top priorir,ies by each group included: Game Room Meeting Room/Classroom BabysittinW1bt Activity Room Pitness Room with Maçhines G['oup Exerçise Room All or these spaces are inclucled in ¡,he prefBrred space program of the proposed center. KEY OBJECTIVES The final step of the focus group research was to generate a list of key objectives to be met by the proposed center. These obiectives will serve as a guide fur the entire planning and desIgn process. The key objectives that emerged froIll the foe us groups are summarized below. · Contribute to community pride and fow:r a senSB of community- "a place for neighbors, family and friends to meet" · Offer a broad range of activities promoting fitness and healthy lifestyles, recreation and social in[¡êraetion tor all--offer "something for everyone" · Provide a safe. secure, warm, and inviting atmosphere for all patrons · Provide accessibility, flexibility, and muitiple uses through design and programming, and be adaptable to changing in[¡êrests · Provide a facility that is financially feasIble, affordable, and can generate revenue to partially offset operating costs · CremB a structure that is timeless and will be a source of community pride (; I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER .......~......................................................................... 12. Needs Assessment ~<: Q, l';:y, l"'~~ ft ~I~\\\t ,,~~ . I ITi,i" '<, THE Sports Management ~ G R 0 U p .,"'J.. CITIZEN WEB SURVEY The Cili'! of Dublin posted a citizen survey regarding the nf-ed [or and intercst in pu~ntial community, recreation, and aquatic spaces on its wehsite from mid-Decembcr 2004 through 1mB January 2005. A t.otal of 229 respondents compleJ,p,¡j the survey. The web survey was crea~d t.o provirje residcuts a convcnlent means t.o voice their opinion about the necd for additional recreation and aquatic facilities. The survcy respondentB werc sclf-selecwd instead of randumly selected, thus the results are not statistically projectahle. The rcsults of t,he survcy support and add to the findings of the focus groups. As with the focus grcups, survey respondents perccivcd community nced across a wide varicty of areas. When given a list of potential spaces and asKed w indiGaTB whether they were "oxtremely needed," "very needed," "sornewhat need cd," or "not need cd at all," ovcr half of the respondcnLs Indicated Utat all of the spaccs and activities listed were "cxLremely," "very." or "somewhat neerled." Survey respondcnts, like ¡,he focus groups part.icipants, dcsignated an indoor pool and a ¡>.ymnasium as thc most, nef-ded spaccs. RespondenLs also indiCatlJd a nced for an oul.door pool, mulU-purpose rooms, babysitting, and a fitncss center. Therc was widesprcad support for an aquatic facility, with a majority of respondents indicating ¡!Jey would use all of the features listed for thc aquatic center. The survcy also indicalßd that Dublin residenr.s are vcry IIKeiy w usc a center or the type pruposed: almust half of the rcsponclenr..~ indicatcd that they would usc the recreation center sevcral times per weck, and a majoriLy of respondcnts (65%) indicated thaL they would purchase a family pass to use the rccreation cenlßr. The pre!crrecl space pro¡>.ram contains the most desired spaces based on ¡,he web survey, which suggest a likcly high use hy the public. CONCLUSIONS The rcsearch conducted for this Needs AssessmcnL provides a strong Indication of the rcercation and aquatic demand of the Duhlin communlTi'!. and it allows tor the refinement of the Dublin Master Plan's recreation center and aquatics center rccommendatlons. The resulting program is prcscnlßd in the "Space Compouents" section. Additional market infol'Watlon necessary to estimatc individual program enrollment, and market penetration, and to determine appropriate fecs, will he prescnted in the following "Marlæt Analysis." 7 I I I I I I I I I I I I I I I I I THE I' sports Management 18 G R 0 U P I . ~ lp Market Analysis ..........-.......................-,-.-.-.................. ......................... ...... .........., .... I I I I I I I I I I I I I I I I I I I '" Qtr){'iï ('~~~~\\ ~~~ THE Sports Management ._6 R 0 U P . ~ EMERAlD GlEN R[[nATION AND AQUATIC CENTER ................................................................................. If Market Analysis OVERVIEW This analysis identifies market fUrces that will affect drop-in and program participation at tile proposed ~mf-rald Cien Recreation and Aquatic Cf-mer. It inciudes a demographic analysis üf the œnter's scrvice arAa awl a revicw of other recreatiun and aQnatic facilities in tilC area. Conclusiuns drawn from this anaiysis were used to determine hypothetical program and admbsiun fees, market penetratiun raœs. and the prujecœd operm.ing cosrB and revenues üf the proposed center. THE SERVICE AREA For the put'poses üf this anaiySiS, the primary service area of the ~meraid Gien Recreation and Aquatic Genter is identified as residents of the City uf Dubiin and non-resIdents within a :i-mile radius from ¡,he proposed sHe of the center at Emerald Gien. The proposed famiiy aquatics conier wili be a destination capable of drawing those nearby famliies to the center, so non-residents within a 10 miie radius were considered for rJrop-in use of the outdoor famiiy aquatics center. This group is not Ineludcd in the market penetration for annuai pass sales for the Recreation Center. 1'118 map of tile primary service area foilows on the next page. DEMOGRAPHICS An examinat.ion of the demographics of Dubiin helps to measurA its demawi for a val'icty of recreational aer,ivities and programs. The popuiarity of rnusl aeliviUes varies greatly across different segments of tite popuiation. so demographics are all effedive instrument for making conciusions about potentiai center users and appropriate programs. The roilowing anaiysis uses popuiation size and number of famiiy househoids to make conclusions abollt U!O number of potential recreation and aQuar.icR participations in the service area, then examInes the educationai attainmenl and Incomc within the service area in order to make more gencrai eonciusions on the abiiity and likeiihood of cenLel' users to buy passes awl daiiyadmissions. 8 I I I I I I I I I I I I I I I I r EMERALD GLEN RECREATION & AQUATIC CENTER IS ....··.'..n.w. 2004 Estimated Population by Radius from Emerald Glen Park I) - :J miles - 55,754 I) - 5 miles - 126,035 T H ¡ "11 SPOrts Management .~ ~_...' . , " . 9 ,.---. I I I I I I I I I I I I I I I I œr ~~~/'ø i/lJ1lW~' TAßLR I [M[RAlD Gl[N nCnATION AND AQUATIC CENTER ".................................................................................... Market Analysis PopulaUon and Family Households (Ia According to the !IS Census, there were 29,973 rcsidents of Dublin in the year 2000*- Including lJublin residents, there were 49,419 pp,ople living within 3 miles of Rmemld Glen Park. lJemographie projections for 2009 esr,immß Dublin's population Iú be 41,040, with 60,249 living within 3 miles of ¡,he sitl) Tbis estimate represents a population growUr in Dublin of 36.9 percent between 2000 and 2009, a eontinuatiun uf Lile 28.7 pp,rcent growth between 1990 and 2000. Much of this ncw growth will occur in Lile area Immediately surrounding the proposed East Dublin ~Ilc: Lile Dublin masœr pian estimaœs thm. 34.000 of Dublin's 59,900 residents Ht buildout will reside in East Dublin. The size, groWtil Me, and location relative to tbe proposed site of Dublin's population indicate a substantial market for Lile center. Of the 21.750 households projecœd for 2009 in the 3-mile radius surrounding Emerald Glen, over two-thirds are family househulds, and almost 40 percent, are households with children. This large population of families and children suggests that, there will be parr,icular inllJfest in youLil- and family-orientArJ recreation or the type ofrered by tile proposed center. Duhlin'S 2004 Master Plan also pl1JdiCt.3 a continued increase III the number of dual-income families who will require day care and afw-scl1001 progl'Hms. A chart of the Ast,imated 2004 populations of resident.3 and non-residents within five miles of ~:merald Glen Park follows: Rcsidcnt8 ~I..'H¡( en~~ O-:'J Mil(~H of Emel'ald (; PIl Si ' ·~ Total PopulatIon Families with Chlld!'"n 19.268 1.9'71 Non-Res/dents Non·~e8 <lent8 0-:1 i\liI("':s or Emt:I'.1hl (~kn Sil.{·~ Total Population Families wIth Children S6.186 5.697 Rt~sidt~n1.s :Hì Mil'" or 1;nwrald Glel1 SHe J2,081 1.811 NolI~Rt'~~idt'lI ,s ~H) Miles of 11;mt~I'.aI(1 Ckn SiLl.' 58,200 9,059 The size and amenities of the pruposed center will also ellcourage users to travel farther than they would for a smaller faCility; the participaLions of these uscrs will add ~) the parUcipation TnWls. Population projections estlmaœ tilat by 2009, there will be over 315,000 people living wlLilin 10 miles or tbe proposed site, and over 940,000 liviog within 15 miles of the proposed site. 10 miles within Lile site includes San Ramon, Danville, Pleasanlún and Livermore and 15 miles includes portions uf Fremont, Hayward, Castro Valley, ClaYlún, Brcntwood, and Alamo. 10 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION ANO AQUATIC CENTER ................................................................................. 17 Market Analysis {"if f{ffi IIt~~~~,\\ !~~I '\-~~ 1.¡jfftj · American Sport¡,: Data, Inc. am! the International HealLh, Racquet and Sportsclub AssoçiaJ,lnn. "IHRSNASD Health Club Trend Report." Hartsdaie, NY: American Sporl8 Data, Inc, 2000. "Ainericai¡ŠporIS,Data, .Inc. '-rhe SUper8tudyofSpOl'l8 "p¡jrtldp¿~oDVolumel: ',:",:, :'::""':":':':' \ Fitness Activities, ' " Hattsdale,NY: American Spnrts oata,:lnc,?OQ3, ' I ~ , '. . T H [ SPOrts Management "G R 0 U p ~ ~ lnr:ome While population data selves as a good indicator of pOlßntial cenlAr use, Individual and household in climes demonstraLC the ability of a given market to purchase anoual passes and daily admissions. According to a trend report co-puhlished hy American Sports Dat8. Inc. (ASD) and tite International HealUl, Racquet, & Sportse!ub Association (IHRSA)', there is an incltaSe in recreation participal,lon fur communities with a pel' capit8 income ahove $25,000 pel' yeal' and for households with an Income ahove $70.000 per year. The per capita Income of Dublin is estimalfJd at $35,662, and Its median household Income is estimated at $89,900. Rven with an adjust,ment for the higher cost of living in the ßay Area. this level of income surpasses the study's threshDlds and indicates the ~billty of the market to pay daily fees or purchase an annuai pass. Another ASD study indieates that households earning more than $75,000 pel' year are 36 percent more likely to swim for fitness Ulan other households, over 20 percent more likely to use free weights and sIJengt,h equipment. and 42 percent more likely to use cardiovascular cqulpment'·. Again, this suggcsts a stl'Ong potential demand within Dublin for aqual,ic and flmess facilities. Educational Att<Jinment Educational background is also highly reialßd 1.0 the level of recreationai activity. The i\SDIIHRS^ Trend Study reports: "whereas only 12 percent of people with a ltigil school education 01' less are frequent, [recreation] participants, the percentage among those with some college rose to 18 percenl,. and then jumped 1.0 23 percent, for college graduates." Over 40 percent or Duh1in's population aged 25 01' older has a college degree. ^s with ineome, the particularly high levcl of educational attainment In Dublin correlates specincally to a high intcrest In fitness activities: college graduates are 31 porcent more likely to use free weights than other people, 36 pel'cent more likely II) use strength equipment, 45 perœnt more likely to use cardiovaseuiar equipmcnt, and 48 percent. more likely to participate in ael'oblcs classes". 11 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER ............................~.................................................... ('3' ..yf'-:Q~ ,,~<!~\~\\ ~~~/, I!J , IllnQ~ -~ Market Analysis fACILITY COMPARISON '!'hero are scvcral indoor recreation and aquatics providers In the Dublin Recrcation and Aquatic Center service area. and othc¡~ will have opened by the time center construdlon has heen completed. The following invcntory reviews tilC amenities and programs of each facilir.y to examine how adequately they serve their respective target mat'ket~. Data from this assessment was used w develop reeemmendations for positioning the Emerald Glen center in tile Dublin market.. Community Aquatic Facilitit'B A number of municipalit,ies in tlic Northern California have develuped public aqua tie faellitics, and those faeilities provide instructive examplcs for' the planning of the Emerald Glen eenter. These facilities should not be considered competitors of the Duhlin center. Each facility will draw participation primarily from its own city, awl none of the ncarby centers are large enough to ~crve as a "dem,inar,ion" that would Illre Dublin rcsidenlS away from the proposed ~merald Gien Recreation and Aquatic Cent.er. THE SPOrts Management ~ G R 0 U P .,"&i... Bay Area aqu8t,ic cenll:J['S include outDoor pools in Livermore, San Ramon, PleasanliJn, Concord, Walnut Creek, Morgan Hill, and an indoor swim center in Newark. All of these facilities offer a lap pool, while Ulose In Livermore, San Ramon, Pleasanton, Morgan Hill, and Newark offer recreation poolR as well. Newark also offers a cont.inuous river. The largest recreation pool offered is Morgan HilI's 5,000sf recrear,ion pool, compared to the 8,000sf pool proposed fo[' tile Dublin centAJr. The Newark facility's cont.inuous river is 245 linear feet, compared IiJ the 660 linear feet planned for the Dublin cenær. FeeR for the municipal facilities range between $2_00 and $6,00 for drop-in usc, with many of the faeiliLies offering discounted passes for multiplc uses. A matrix summarizing ¡,hese fees and facility amcnities can be found in the appendix. Fees charged at other municipal aquatic ccnlCrs were used to develop tile hypothetical fees for thc Emerald Glen Recreation and Aquatic Center. 12 I I I I I I I I I I I I I I I I I I I . '\ ot ULXi ft~,~~,l\~ ~~~! ~:&~4~ THE Sports Management ., ~ G R 0 U P . ~ ¡M¡RAlD GLEN RECR¡AJION AND AQUATIC UNTER ................................................................................. 1'1 Market Analysis California 8plas!J ^ priv81e developer hæ secured approval w construct a suhstDntial addition w tilC ~IIlall private water park located at Shadow Cliffs l'ark In PleaS8nton, less than four miles from the proposcd sitc. Thc proposcd addition tu thc watcr park willllave 8 1 ¿,7¿5sf continuous river. a 24,097sf wavp, pool, a 14.000sf activity pooL a 6,575~f wt pooL a 19,üüOsf corporate pool available ror rentaL aod eight, watArslides_ The water park wlll be opcrated scasonally during tiIG ~uttlttleJ' months. Although fees have not been established, California Splash will likely maintain a much highAr price point than the proposed Duhlin center_ Daily fees at similar wateJ' parks such ~aging lVar.ers in San Jose and Six ~'Iag WatBr Park in Concord arp, $25.99 for adults and $19.99 foJ' kids. Commercial water parks pl'Ovide a high entertainment value and a unique experience. However. bp,cau~c of the high cost ror admission, they do nor, genemte the high numbers of repetitive u~e UJat arc typical ror community aquatic facilities lhat provide slides and in!lJractive play feat.ures_ It is not expectBd that the openIng of Califomia Splash will reduce tlic pal'tieipation of Dublin residems at, [,he ¡:merald Glen Recreation and Aquatic Center. It may, however, have a minor impact on tlIC infrequent use by residents or Pleasanwn and San Ramon who are seeking a dcstinatiun fur family entertainment. The I':merold Glen Recreation ond Aquatic Centp,r will offcl' a high entertainment value at cost. mneh lower than a commerci31 wmer park. Community RecreatioIJ Facilities Tlie Sports Management Group has also ßtudied recreation and aqnat.ic facilitics t.hroughout. California and the Unit.ed Stat.es. Galifomla ha~ lagged bchind much or thc country In the development or stRtB-of-the-art municipal indoor recrcation ccntms. For this rcason, the analysis Focused on facilities in California and recreation œntBrs in the Dcnvcr area of Colorado whcrc many of these centers have been constructed At.tendance figures rrom these facihties provide an indication of UIC range of posslbilit.ies for the ¡:merald Glen center_ Of the [¡[lecn facilit.ies st.udied, all of which wcrc smallcr tilan tilC ecn!.Cr proposed In the preferred space pl'Ogl'am, and many of which were located in communitie~ smaller than Dublin, all maintained an annual attendance or between 203,000 and 875,000. Monterey, a California communi1ò' of 31,000 residents opcrates t.he recreation cenler that generated the highest attendance of those studied: its annual attendance of 1,080,000 averages w 3,000 per day_ The facility direcwr reports less t.han 15 uscs by wurlsts per day_ The average attenrlance among all facilities studied was 326,000 per year, ür 930 per day. These figures were used in the development uf market penetration rates in the ¡"Inanclal AnalYßis_ 1:J I I I I I I I I I I I I I I I I I I I lMlRUD GLl~ Rl(RlU\O~ A~D AQUUIL U",,,' ................................................................................. Z,ü ,r 1- ~ ,'> ~/, C;;£Tf(Q"S Market Analysis Private Health Clubs Therc are several commercial health clubs iD \,\Ie scrvice area that provide ìitneR~ facilities and programs to residents of IJuoliD. These include 24-Hour Vitness, Schoeher's ALhletic Cluo, Express Vi\neSS, and CluOSporL [acilities, alllocal.ed in PleasanLOn: Vimess 2000 in Duolin: and a LifeStYle l\x 10caLed in Livermore. 1\11 01 tlJese raciliUcs arc less \ban five miles Irom \he proposed sitß, with \he exeepuon 01 the UreSlyle Rx_ However, the dcveloper or a nearhy medica] complex is seeking a partnershiP with a commercial heal\h cluo to develop and operalC a nlOess tacilitò' a\ t.beir medical building \bat will be located a balf mile from ~~mer3Id Glcn Park. Each facility ofters weight and cardiovascular training equipment, locker roomS, ami aerooic studloS- Schoeber's, ClubSport, and J,lreStyle Rx provide lap pools, and C\uhSporl and Li[eStyle Rx provldc a small leisure pool as well. ,~\ ~ .-' ' ,I li,~"",;~_1 .." i "; '~¡" ::t I ÙfJ,1 í~" "_, .,__. I . ~ , '" '... .' . !i~ . . ' .. ~-~:. --- ,.~ PrivaIC facilities typically serve a market distlnd [rom that or most municipal taciliLieS- None of \he above facilities orfer drop-in admissioD; all users are required to be members or, in the case of LireSt&le Rx, to lJe accompanied oy a melnocr, aneJ thCY apply many liInitkltionS to use by youth. Memour~hip dUCR are much higher than the tees seL by municipal racllities, ranging rrom $39/mon\,\l ror 24,Jiour PiLHeSS, Sc\\Oeber's, and Pitness 2000 to $80/mOnth lor LifeStyle Rx and $102/monl.h [or CluoSporl. Express 1<'¡lness is the exception with a $10 per mon\,\l [ceo The cluM also charge also an InWation tee: a matrix summari'¡ing these fees and racility amenities can oe round in the appendix. '111e Wgut lnarket ror these prival.e [acllitieS tends w be aduil indi~idual users In\ßresl.ed in regular fimess use with a high level or personal training assistance. The medical services and hollsLlc approach o[ LifeStyle Rx arÐ particularly appealing \D emptY-nesWs and adult,s concernecl about L\1oir hoalth. Pamily and recreational users, on the o\,\ler hand, will be more atlraOlCd to the daily admission, expanded recreational aquatic facilities, and ramily programming ot the En1erald Glen RecreatiOn and Aqua\iC Center. 1 H ¡ SpOrts Management .~G R 0 U r . ~ ''',','.' ," , ,. .', " , '.", _I":",,·,···'·'·,',· : 'r',: " '.";\1 I . I. I':i, .,.,.'. ' .,',:""!,;,,, , " "."'0" ..'.',. I I:'", ".' {}!........ I.,.. .¡ ':. 2/ Space Components ,~ ": ' '. , . , , ,<., '. ."' < , ,->,. '; :' , ~, ", ,. , ,. . ." ,~ . <.' . .' . < , .,"', ", < , ,y . ". . . ,-" -> ,. :..", " ..,..,.. < :. ''', .::.¡,..'" :;' ,," ," ,;";·rj:j'.,'~:i}d;i:i.:;;:,. "".,..., . ."..', , ',. ',' ,', ,,' ' ." ),:" ,:.;~..,. ',.~ :.,¡" ' " . :. ',: ' , "",, . ,:,: :,\,," .':;:,' ~',~",:,,\',.,i;·:', . '.>" ':;. " ,." I"· " I I".,: '.. I' I"·"·',,','··"',', " , ,.'.".J H E 1·",""'SPQftSManagement "',.",','".,.,.."",.,, ,.',.8 G R 0 U P I·',·,·.' ~ : :."','"' , .," """,,' ,,;'; I I I I I I I I I I I I I I I I I I I " ot/}¡?i I/~~:'~~ ~~~~ ( 'fì""---{\\- ",[\-r;?- THE Sports Management ~ G R 0 U P ., 'W.J... EMERAlD GlEN RECREATION AND AQUATIC CENTER ................................................................................. 2-Z- Space Components OVERVIEW The "Dublin Parks and Recreation MaRter Plan" µrovidcd planning guidelines for the spaces tIJ he constructed as part of a recreation and aquatic cenw at ~:memld Glen Park. A~ the Needs Assessment and Market Analysis phaseR progressed, recommended spaces and sQuarc footage from the MasUJr Plan were modified to respond U¡ current needs of the Dublin community, currem and fut.ure ¡,rends, and the projected needs of tile growing population. The iniUalliRt.ing of desired ~µaee compuncnts and square footage exceeded what was helieved to he affordahle and t.he space program was retined. Criteria user) tIJ prioritize and create the preferred facilit.y spaces included: (1) potcntlal for activities and programs which arc under-served in the community, (2) ability to serve the needs of ¡,he greaUJs¡, numher of potcntial facility uscrs and, (3) ability to achieve thc dclïncd cost recovery objer.tives. On April 12. 2005. tile consultant team met with the Duhlin City Council and pI'c:senUJd three alTernaUve building pro¡¡rams based on ¡,he modified Master Plan. AfI.CI' somc discussion, thc City Council dcveloped a fourth alternative that was viewed hy the Council aR the most responsive to prcscnt dcmand and future growth or the community. PREFERRED SPACE PROGRAM The final preferred space program for the recreation and aquatic center includes the following componcnts: Activity Spaces · Gymnasium · Dancc Studio · Fitness Center · Group ~~xercise Room Commnnlty Spaces · Sµecial Evcnts Room · Bahysitlinlflbt Activity Room · Special ~:vents Room IS I I I I I I I I I I I I I I I I I I I .'\ C:JI.Dl1J ,:~~~t',j l/r~I~~\~ ~\:~ :!/) h~ THE Sports Management ., t8 G R 0 U P ~ ~ EMERAlD GlEN RECREATION AND AQUATIC CENTER ..~.............................................................................. 23 Space CompQnents PREFERRED SPACE PROGRAM CONTINUED Aquat,lc Spaces · Natat.orium with 6-Lane [<'¡¡ness Pool · 8,000Sf ReereaLion Pool · 1/8-mlle ConUnuous River · 25-IllcLcr Dcop Pool - Building Support. Space · ~ntry IlalVLobby · Casual Act.iviUcs Lounge · Locker Rooms · Family Changing Rooms · Administration Offices · Juice Bar I Snack Bar - '." 'I ~ . ~. ,', , ~ ,~., ..:~';; _, ,: ,~,-./i¡~ .~.;_.",~;,J';'J' I_~~~_" ¡.~~.'" --..' I"''! . "",' A complete listing of spaces and associated sqUaI'O footage is included at Ll1e end or Ll1is soeUon. MASTER PLAN REVISIONS These additions respond W specific needs discovered during Needs Assessment and MarkeL Analysis research. ßabysitUng room and youth game room are proposed io order to provide more activities for Dublin's youth and l.ü cneourage use by adults who need child care while Ll1ey usc Ll1e facilil/!, Several spaces contained within the modified masœr plan program wcre also made largcr for the pre[el'l'cd program. Thc gymnasIum and fitness room were also enlarged in order W scrvice morc pcoplc and programs. The most significant differences hetween the preferred program and Lhc modified master plan program are additions w tilC proposed aquatics facilities. The outdoor 6-lane pool pmposcd in tilC master plan was moverl indoors in Ll1e preferred program to hetter serve the year-round nood for learn to swim and aquaUc nLness programs. All indoor pool would also provide Dublin with a unique amenity in the region and respond to widcspread demand expressed u; I I I I I I I I I I I I I I I I I I I ¡M¡RALD GLEN RECREATION AND AQUATIC CENTER ......................................~................~......................... 2--'1' Space Components THE Sports Management .IÞ.G R 0 U P . ~ MASTER PLAN REVISIONS CONTINUED in focus groups and the online citizen survey, A continuous river nnd recreation pool area were added LO tile program in rcspon~c lo the public's expressed interest for more recreational water. This mirrors natlonaltrcnd~ wherein recreational pools are r,he most. popular aquatics fealure. The amount of water area proposed in tllt program brings the Ci~y of Dublin in line wit.h t.he Nmional Recl'ear,ion aod I'ark Association standards for reeommendcd water surface area. All of the above changes and additions resultBd in a need for more support space within the facilirò' Spaces such as the locker and pool mf,cbanical rooms are thereforc largcr in tile prcfcrred space program, OPINION OF PROJECT COST The opinion of cost. for const.ruct.ion of t.he center is $24,800,000. The tot.al project cost, which Includes "soft costs" sucb as professional fees, permit.s and testing, de~ign and cunstruction contingencie~, and equipmenl and furnishings, is est.imated to be $33,976,000. TlIC opinion of tbe 'Ibtal Project. Cost. is hased on the squal'e foot cost ror construction' of similar facilities in the region. ["Inal costs may be Impacted by unknown site conditions, material COSl escalaLion, and t.he const.ruction bid climate. An addiLional15% contingency has been adcled to the prolect cost. tbat increases t.he total project. COST. to $:)0,072,000. 17 I I I I I I I I I I I I I I I I I I I EMERAlD GLEN RECREATION AND AQUATIC CENTER ................................................................................. 25" Opinion of Project Costs TABLE II A_ Building Support Space A.01 Vestibule I Entry I Lobby A.02 Casual Activities Lounge A.03 Rec:Apl,lon I ACc"" Control I Regist.raLion A,04 Juice Bar I Snack Bar I Sl.urage A.05 First Aid Room A.06 Ceneral Bui]ding SI,oragc A.07 Locker RODms - Men's A_OB Locker Rooms - Women's A,09 Special Needs Changing Room A.10 Family Changing Room (4 @ 90 sf) ^ 11 Family Changing Locker VesLibule A.12 Public ~estrooms A.13 Park ACCC88 f'ublic ~cstrooms - (2 Unisex) A,14 Maintenance I Receiving I Storage I Workroom ~ubtotal Building ~upport ~paccs Sq. ft. NASI' Cost 400 1. 400 300 600 60 400 1,500 1,500 110 360 200 120 120 100 7.400 $305 TOI,al Cost $2,281,4,,0 B_ Cenl,er Administrative ornoes 8.01 R{jc SlJpervisor Office~ (2 @ 120) B_02 Rer. Coordinator Offiees (3 @ 100) B_08 Rec Tech ClJhide AreH (2 @ 100) B.04 Facility Manager B.05 Program Swff Workstations (2-Person Office) B_OO Conrerence Room I r,'alning Room B_07 Workroom I ßreakroDJJI ~ubWtal Administrative Oftices ~paces 240 300 200 150 320 300 240 1. 750 $305 $533.7,,0 C_ Activity ~paces C.OI Gymnasium (2 - 50' x 74' courts) C_02 Gymnasium Storage C.03 Dance Studio C_04 DaIloe Sl.udio SLOI'Hge C.05 Fitness Area C.06 Fit,IIe" AreH St.()r¡¡ge I Workroom C_07 Group Exercise I Dance Studio Room C.08 Group Exercise Stora~e Subtotal Aol.lvil,y Spaces 12,000 300 1.500 300 3.500 150 1.800 300 19,850 $305 $6,051,250 THE SPOrts Management .... G R 0 U P .. ~ 18 I EMfRALD G l E N RECREATION AND AQUATIC CE N T E R ................................................................................. 20 I Opinion of Project Costs I 'lì\BLE 11 Sq. F't. I f), Community Spaces NASF Cost Total Cost 0.01 Gamt:J Room 900 0.02 Babysitting / Tot Activity Room 800 V.03 Babysitting - RestrOüms / Lav 100 I 0,04 Babysitting / Tot AoLivil.y Room Storage 100 0.05 Special Events Room (Divisible) 675 Subtotal Community SpHCCS 2.575 $305 $785.375 I Subtotal Nel, RecreHtion Assignable M"a 31.665 $9,657,825 I ~. Natatorium & Indooi' Pool KOl Natatorium 8,000 $305 $2,440,000 E.02 Fitness Pool. 6 Lancs (3,675 sf surface area) 3,675 $120 $111,000 I 1<:.03 Storage 300 $:105 $91,500 P;.O~ Pool Mechanical Rooms 740 $:105 $225.700 E.05 Pool Cl1emical Room (2 @ 65sf eael1) 130 $305 $39,650 Subtotal Natatorium Building Space 9.t70 $305 $2,786,850 I Subtotal Nal,atorlum Water Surfaoe Mea 3.675 $120 $441.000 Tota] Natatorium Cost $3,237,W)0 I F. Outdoor CO!opetitivc Pool F.O] 25 Meter x 2" Yard Deep Pool (75' x 82') 6,250 $120 $750,000 F.02 Pool Mechanioal Room Space 1.250 $305 $381.250 I 1'.0:1 Pool Chemical Room (included in Leisure Pool) 0 $305 $0 Subtotal Oul,door Competitive Pool ßldg Spac" 1.250 $:105 $381.250 Subtotal Outdoor Competitive Po 0] Surface Area 6,250 $120 $750,000 Tota] Competitive Pool Cost $1,1:11,250 I G. Outdoor Leisure Pool G.Ol Recreation Pool 8.000 $125 $1,000,000 I G.02 Pool Mer:banieal Room Space 1.600 $305 $~88,000 G.03 Pool Chemical Room (2 <iJ1 65sf each) 130 $305 $39.650 Subtotal Outdoor Leisure PoollJuildlng Space 1.730 $305 $527,650 I Subtutal Outdoor Leisure Pou] Surface Area 8,000 $125 $1.000.000 Total Outdoor Leisme Pool Cost $1.527,650 H. Outdoor Lazy River I 11.01 I.HZY River (1/8 mile) 7.875 $120 $915.000 H,02 Pool Mecbanicai Room Spaoe 1.570 $305 $478,850 H.03 Pool Chemical Roum (included In ]elsure pool) 0 $305 $0 I Subtotal Outdoor La"y River Building Space t,570 $305 $478.850 Subl.OI,al Outdoor Lazy River Surface Area 7,875 $120 $945,000 Total Outdoor Lazy River Cost $1.423,850 I I H E I SPOrts Management _ G . . " , I .. ~ 10 .----- --... I I I I I I I I I I I I I I I I I I I EMERAlO GLEN RECREATION ANO AQUATIC CENTER ..............................................................~.................. 27 Opinion of Project Costs TABLE ]] I. OtIler AquaUcs Support SpaGC~ 1/)1 Lifeguard Breakroom / Toilet. / Shower / Lockers 1.02 Aqu<Jt,i(: St.aff 1.03 Small Sales ß()<)t.h 1.04 Changing Rooms / Toilets / Showers 1.05 Puol Purnit.uro SWrage 1.06 Concession Stands (2 @ 200) 1.07 CrHlr;f)~~iorr Swrage 1.08 Pool Teohnici<Jrr's Office 1.08 Pool Stora~e / Lost & ]lolJ!1!1 Subr,otal Other Aquatic Support Spaces Subt.ul.al Net. Aqu<Jtics Assignable Building Area Building Grossing r'actor (75% errIcierrcy) Aquatics Arca Crossing Factor (85% errIciency) Tot.al GmHH BuildIng Arca (Rounded) Total GI'OSS Water Surface Area (Rounded) Total Building and Pool Cost,s Sq_ ]11._ NAS~' Cost Total Cost 300 $306 $109,800 320 $305 $97.000 200 $305 $61.000 1.000 $305 $:105,000 500 $305 $152,500 400 $305 $122.000 400 $300 $122,000 100 $305 $30,500 500 $305 $1 f,2.500 3.780 $1.152.800 17,500 10,560 $305 $3,220.800 3.090 $305 $942,450 62,815 $19, t 59,000 25,800 $3, t 36.000 $22,29:;,000 127.500 $5 $63B,000 7,500 $40 $300.000 24,000 $15 $360,000 20,000 $7.50 $150,000 $fjOO,OOO $557,000 $2.505.000 $24,800.000 Site ArrrerritiGS Cost F:stimate Auto Parkirrg (361) - 5.8 spaces per 1000 st Oul,door Sunnirrg Ded, Patios, Tot Lot, ~tc. Pool f!<!rd Deck ~lIrr & If'rigHt,iorr Allowanoe [or Play ]leature Site and Infrastructure Allowance (2_5% rrf Gross ßuilfJing Cost) Subtotal Site Amenil.ìeH C(,,,t Preliminary ConHtructlon Cost (Bulldlng and Sltc) Soft Costs ME:. Aoousl.lc. Aqllal,ioH, Recreation, AV Consultant Pees (11 %) Printing. Tesl,ing, SlIrvey, Permits ~xpenses (3.5%) ]llIrnlture. PixtureH alld F:quipmentAllowance (6.5%) Project Administration (1 %) Construction and Design Contingency (15%) Subtotal Soft Costs $2,728,000 $868,000 $1.612,000 $248,000 $3,720,000 $9,176,000 Estimated Magnitude of Costs for Recreation Center Project Total Cost Including 15% Consultant Margln of Error & Market Fluctuation $33,976.000 $39,072.000 All costs shown in 2005 dollars. EscalatiOIl custs not included. r H E SPOrts Management ._6 R 0 U P ~ ~ 20 I "1 1':<·:'· . ':.:¡:,\, ~:,"'\i 1;/,· I,'" ~~:"j~/:,:::,:.::;",;,:.,,, :~': ~,;,:)j:;/::~·:i::":',:~~,:,:~¡~;,I):!J',::./ " Ir,::,í,':,:;:',';;:;"'. :,',:, ,'; (.;.':' ::>:\;¡}'::"~?::~::~j::>:,:, ';::':':. ':..,..,' '. :,',,_'''V ,..',0":' '..' ," . ''i .,".: ",::"::",::.:".,, "-:".>.:;,,!.,,., ,., ::';',.'",<:,>:':':,,\":' I I·,.· I''',.'·,· .. I' . " . , , ! ' ' ." . . .':" ' , I'·, ',', ,,' ,,' 'i;~: "':/:"':', :» ~i~,'>r~:": >:{: ;:>,:+I~<'/;«',:~;\'::::;:.:¡,:{,:~:::':.:,::!,\~,:,:;,;~i, :/",:, :,: I,:,::,::::';>:: :'''" .:::,.,.',', '~"{'I' ",'. 'I ':'",~ 1'")' . 1""""'.0 ",,¡;µ;j,:~,: }.,., ' '" .10",,, ~:, ."·"r' ,'''', ''.''., ' 1';i:"1:!ffl,j¡!;t;Jr·'~i,~,ç:¡;:i';;"":'?':;"';/' I ',., , I" I I 1 ,.H,E , ' I'. "SpqrtsManagement I .-¡'!.' .' · zZ Financial Analysis .. ... .. .. . . ... ... .... .... ~. .. ......, ........ ......... ~......... . ..... .. . ... ... .. I I I I I I I I I I I I I I I I I I I ",'\ OÜ)@ ~:...a..:~þ It"~,~I~~\\ :<:i~ ~'L~~~ , ,--~,'s' Jln\?ß" THE Sports Management ._6 R 0 U P . ~ ¡M¡RAID GlEN RECREATION AND AQUATIC CENJ¡R ................................................................................. 21 Financial Analysis This analysis presents development, of the probable annual costs to operate and maintain t,he recreation and aquatic center and the potential revenues t.hat can be gcneratcd from the programs and activities. All costs and rcvcnuc cstimates are based on the preferrcd space program described in the pmviOIlS section. 'It prepare these e~tlIIlates. The Sports Management, Group developed assumptions ahout the facilit0"s hours of opcration, swtt scheduling, and mix of programs and actIvities, that are explain en in t.he following suhsections. All figums are presented in 2005 dollars, PROBABLE OPERATING (OSTS The Sport.ß Management Group dcveloped probable costs for the opermion of the i<:mcrald Glen Recreation and Aquatic Center. Operat,ing assumptions us cd to dewmine those costs wcrc dcveloped wit,h the input of City staff, as well as local and regional rates for milities, serviccs, and other expenscs. Thc most significant expenses are outlinerJ below. Personnel As with all facilities or this typo, personnel costs represent t.he largest expense item. High personnel costs are duc primarily ~) the center's extended hours of operation. Thc center will be open 100 to 120 huurs per week, during which it will require staff to snpervise users participating - in act.ivities and pl'ograms, and tu perfol'm necessary maintl.mance functions. Those tasks will require a minimum or 10 full-tIme City cmployees, 2 full-time contract employees, and aveI' 150 part, time employees. This professional staff will provide the foundation for recreation centel' suocess, and appropriate staffing levels are crit,ical 00 providing safe, high"Quality facilities that reduce legal liability and increase uscr satisfaction and retention. The Sports Management Group estimates that the center's ootal cost for staff, including benefits, training, travel. and uniforms, will range hetween $1. 707,000 and $2,001,000 annually. 21 I I I I I I I I I I I I I I I I I I I ,.'\. QU)tno 11~~~\~\ \\:'"~ ( tfKJ?-fr THE Sports Management __ G R 0 U P ~ ~ EMERAlD GlEN RECREATION AND AQUATIC CENTER ..............................................................~.................. 3D Financial Analysis Facility Majntenancc 'Ib attract and sustain particlpaUon byalluRer groups, it is essential that the !'ccreaUon and aquatic centl)r be maintained at a higb leveL StudieR conducted by the IntemaUonai Heaith, Racquer, and Sports Ciub AssoclaUoa (lHRSA) indicate that the ieading cause uf membership aLT.rit.ion in both public and privat.e facilities is the lack of cleanliness and deterioration of physical condition in bOtll facilities and 41 eqnipment. RecrcaUon and aquaUe facilities, hecause of thcir exl.Cnded hours of operation ,,' and the corrosIve environment. uf the pools. arc high maIntenance buildings. An aggressive maintenance program is required to keep the faeilily in guud, safe, working order. While maintenance is costly, over the life of the building a good maintenance program will provide substantial savings, improve customer satiRfacT,ion and susliiin revenues. It, is esUmated tl1at such a malnl.Cnance program wilT require up to $178.000 annually, plus an additional $100,000 for full-Ume contract maintenance employep,s, $85,000 for pool chemicals, and $18,000 for pool maintenance. In addition ID The funding ot annual maintenance, it is recommended that the facili~y include a set-aside tor a Building Rc~crve Puod as a line il.Cm in the operating budget. This fund pays for' major facili\\, repairs and replacemeot of the building as it depreciates. l'aelllUes can become "run-down" if adequate funding has nor, been allocated for major repairs and maintenance. If this fund is not included, a plan should be dcveloped for funrJlng major repairs and replacemeor.s. ConsideraLion should be given ID setting aside 1 % of the const.ruction of COST, 01 the building each year. Over time this allocatiun ~hould be adjusTed for Inflation. A $260,000 annual allooatlon to a Building aod Maint.eoance Reserve [¡¡od has been included in the probable opel'aUng costs. Marketing The proposed operaUng expenses COOlHin an allowance [or faciJity marketing, in addItion to a full-time marketing coordinator'. The financial success of the center depeods on a commitment to creating. funding, and executing an oogoing marketing program. The propoRed center wIll oller wonderful opportuoit.ies to area resideor.s and visitors; however, market.ing efforts must alert and educate potential users about tilOse opporr.unities. Mar'keUng effur~ should liirget specific popUTatiOns In a oonsistent. aod professional manner. WIllie marketing wIll inerea~e t.he operating cost.s of the ceoter, it is necessary tn maximize revenue potential. The recommended markeUng budget. is $40,000 to $15,000 in addition ID the wages and bene[]~ for a full-time staFf position. " I I I I I I I I I I I I I I I I I I I fMfRAlD GLEN RECREAJION AND AQUAII( CENIER ..............................,....................~...........~.................. ~I /(1-'-',"7> 0'\~-·~ ~/~~~~\\ ~Ä~~ '"ic- -.,>" l,Ij:Œ'Y'" Financial Analysis Probable Annnal Operating Costs The table following summarizes the plubable operating costs of lhc pruposcd center. These COStS are presented In a range from ''iow'' tú "high." 1)ipieally, CORtS incurred In the first few year~ uf operaLion are at lire "Iuw" end of the range hecause the new facilities have yet tJ:J reach capacity and are less expensive tú maintaIn. The lotal probable operating and maintenance costs, including the reserve fund for lilG center, are estimated l.ü range between $2,77(J,000 and $3,203,000 annually in 2005 dollars. TAGLE III Operating Expenses Salaries and Benefits Full-Time ,:mployee Salaries and Benefits Pan-Time ;~mployce Salaries and Benents Training: All ~mployees Full-Time Contract SWff Contract Per<onncl Services SlJoT,oWI SalarIes alJd ßenefiw Low $822.000 $570.000 $16,000 $90,000 $179,000 $1.677.000 Higo $1.080.000 $598.000 $21.000 $100.000 $219,000 $1,9613,000 Opera ling Expenses TrHvel and Swrf Uniforms Cümunication Services Supplies & MaLerlal, Repair and Maintenanoe Marketing and Promotions Service Agrecments/Contract Services Compu!.er Services Pool Expense, Utilities Other Expense, Outlay Costs Tutsl Probable Operating Expenses $30.000 $33.000 $9.000 $11.000 $100.000 $125.000 $161.000 $178.000 $40,000 $45,000 $:J8,000 $36,000 $11,000 $14,000 $14,000 $113,000 $882.000 $375,000 $91,000 $99,000 $36.000 $41.000 $852,000 $975,000 $2,529,000 $2,948,000 $2,779,000 $~j,208.000 fotal Probable OperBT,ing Costs fotal Probable OperaT,ing Costs w!Kescrvcs THE SPOrts Management ~_... ' . . " . 2:1 I I I I I I I I I I I I I I I I I I I of rv. ",'\/ - «.'(1/ f/~~~\\ ,\::~~ ( 'lTmY})'" TAH[,g IV Fee Assumptions Residents Child (0-2) Child (3-4) Youth (5-17) Adult, (W-fH) Senior (55+) i'amily Non-Re,~id(jnr.8 Child (0-2) Child (3-4) Yuut.h (5-17) Adult (18-54) Senior (55+) Family THE SpOrts Management .r,G R 0 U P ., .."J... EMERALD GlEN RECREATION AND AQUATIC CENTER ...................~............................................................. ~¿., Financial Analysis DAILY ADMISSION AND ANNUAL PASS REVENUE Fcc Assumptions Proper pricing is eS8enUal to building a saUsfled customer hase while generaUng suITicient revenue iIJ parUally offset opcrating costs. Facility fees must reflect the amenities offered and provldc acccpi8blo ratcs iIJ llie intended market. The fees should be set so that UlC facIlity not only attracts adults, hut also appeals to thc family, youth and senior markets. ~:st8blishlng drop-in fees and pass fees Ulat encourago salos to the broadest possibie market will rosult in hOUl UIC grcaltst bcncfit iIJ llie ciUwiH'y ÐIld the highest revonuc. The fee 8tructure must cunsidcr the economically disadvamagAd resirlenrB who may be unahle to pay the full daily admission or annual pass price. Sliding scale Fees and scholarship or aid programs can be established to allow these users to make full and regular use of Lhe facili\y. 1b determine llie annualrcvcnue potential for llie Emerald Glcn Rccreation amI Aquatic Ccnlièr, hypothetical fees for daily and annual pass r3lIJS were developod. An assumption was made tbat drop-in users will be charged a fee for the use of llie facility and that annual passes can be markctod succcssfully to frequent facility users. The hypothctlcallees were developed willi cunsidcration of the income of llie population, and a comparat.ive analysis of other facihties in the local marker._ While lliere arc no munIcipal facilities willi aquatic facilities as full-featurod as lliose of the proposed Dublin center, llie fees of tJICse othor faoilltles still provide an indicaUon of the market for recreation and aquatic facilities, as do the fees of larger commercial water parks. The proposed hypother,ical fees for daily admission and amlUal passes are summarimd in the Fee Assumption "1ble. Other r,ypes of fees and passes, including punch passes, seasonal passes, couple pass rate, elt. arc typically offered in the final structuring of fees. Daily Cost Free $8.00 $4.00 $6.00 $4.00 N/A Cost of Annual Pass per Month N/A $8_33 $20.00 $37.50 $24.17 $6..50 Annual Pass N/A $100 $240 $450 $290 $750 Daily Cost Free Cost or Annual Pass per Month N/A $10.4. $2;;.00 $47.08 $30.42 $78.33 Annual Pass N/A $125 $300 $4.00 $5.00 $7.00 $5.00 N/A $565 $365 $940 21 I I I I I I I I I I I I I I I I I I I ~ <\'\S--- 210/ ~t: ~:1: I/\~I~t~ ~ Thes~rigu~es oo;ßOL conslderwténUal ~edueUon,irány, 1~ ".,' "'-!'."'" ~seo!the~lsung publl¡fSW1m Center : "~'. ," ,.' " " " , TABLE V THE SPOrts Management .41 G R 0 U P ~' ~ EMERAlD GlEN RECREATION AND AQUATIC CENTER 6~·······································.t...................................... :13 Financial Analysis Market Penetration Market peneLraWon raLeS demOnSLral.C Wle estimated percenLage of Lhe pupulation that will purchase a daily admission and pass. 1'I1esf, rates were developed wi ill the consideration of the age and geographic location or potontial users, their recrf,ation needs and preferences as expressed in ¡,he Needs A8sessmem and Market Anaiysis, the information regarding ioeal and com para hie facilities cont.'iinod in the Market Anaiysis, and Lhc space components of thf, preferred program. These markeL penetration rares, summarized in the t.'ible below, were llsed to f,stimate ille number of daliy admissions and passos iikeiy to be sold and the revenue generated from those saie8. Market Penetration Residel1ts Re~jdt:~nls 0-3 Miles of F.rT1er~ld Glen Site Residents 3·5 Miles of Emcl'Bld Glen Site User Groups (;h ldl'(~n 4 and UlHh~I' Youth 51.0 18 14 to 17 ..\dul~, lU to J.¡ 35 to 5~ SenllH'R 55101)4 ß5+ I"",nllle> with Chlldl'ell 0,0% o.Oq·f¡ no% 12,0% 12.5% 12,0% 0.0% ß,O% U.O% (j,O% 5.~% 2,1)% ::'.0% I.ó% 1.,,0% }O,O% Nun-Res/dents Non-Residents O·S Miles of l':merald Glen SIlo Non-ResIdents 3-5 Miles of Em(::rald Glen Site User Groups Children 4 and lln¡ ¡.~1' YOUUI 5 to I ~ 14 to17 Adult..., 18 to:H 31) to 5-1 fkllior~ 551.0 64 n.'"i+ FHmllles \"WI Chilth'en 0,0% 0,0% f:d)% :J.O% Ó.O% 2,0% HJ% 2.0% l5% ~.O% ~,O% 1.0% ~,O% O,Ó% 5.0% ~.Ü% :15 I I I I I I I I I I I I I I I I I I I ,,~' DIp! 1/~~~\\ ~~~ /rì.l!:Ji£!Y' EMERAlD GLEN RECREATION AND AQUATIC CENTH ......................................................................~.~..... Financial Analysis OTHER REVENUE SOURCES Mix of Recreational Opportunities The identlned pot.ential revenues are based on offering a mix of programs, classes, drop-in activities, special events, and rentals. For the center w generaTB significant revenue and mcCL the needs of the community. the program mix must be adaptable and responsive tIJ user interest and demand. There must be a variety of offerings that target each segment of the market: adults, families, senIor adults, children, tlJurists. and local businesses. 'Ib project potemial revenues generated by these programs, The Sports Management Group created possible activity schedules for each recreation progmm space w identify a feasible numbcr of classes and activitie~, and tIJ determine fin estimated number of participants. Rental opportunilies and special events were also studied as potential sources of revemlA. THE SPOrts Management .,'" ,G R 0 U P ~. ~ The Sports Management Group projecT.s that classes, prugrams, and special events will genemte abom2" percent of tbe center's revenues. The facilities will also be available for rental by local teams and oT,her organi¡m.ions, and the center will be available feI' birthday and other parwcs. There exists the potential for additional revenue wlrough special programs and aCT,ivities. F'or example, offering summer or wlntcr eamp programs, holiday activities, or family nigbts could bring in additional revenues. Corporme programs ¡,hat target the daytimc population working in Dublin is another source of potential rcvenue not currently included in tlie revenue potential. These programs would require more staff hours and maybe have associated costs for program supplies. 26' EMERAlD GlEN RECREATION AND AQUATIC CENTER I I I I I I I I I I I I I I I I I I I ................................................................................. Financial Analysis \'I'J!1ì0; ('t ~~~\\ ~~ PROBABLE REVENUE POTENTIAL s5 Based on t.he demographics of WlC ~ervice arp-3, t.he probable market pp-net.raUon rate ror pa~s sales, the expected volume of dally admissions, and tJJe analysis or other revenue sources, the revenue potdJntial for Wle facility is p-st.imated to range [rum $2,594,000 t.I) $2,902,000 annually. Actual revenue earned will depcnd upon r,he level of programming, a successful markeUng program, and the resulting paI'LicipaLion by the communitll_ The "aveI'age" uf the range is believed to be achievable aftlJr two to t.hree yeal's of operat.ion, '111 achieve higher revenue tbere mum, be continued aggressive marketing of t.he Facility and the developmcnt of additional programs. A ~ummary of the estimated revp-nue potent.ial Follows: TA8LE VI Revenue Potential Daily Pass Sale, AUfluaJ Pass Sales ProgramS/Renlals and Glosses Childwatch Activity RODITi Pit,ness Room Gtouµ Exercise Studio Gymnasium Dance Studio Special ~venl" Room Natatorium" 6-Lane Pool 25-Met.er x 25-Yard Outdoor Pool Recreat.ion Pool and Continuous River VendingiConce"iom;/Merçhandisc (Net) Tor,ai Revenue Pot.ential Low $;;07,000 $1.438,000 $69,000 $8.000 $91,000 $88.000 $58,000 $23,000 $]63.000 $45,000 $28,000 $63,000 $2.594,000 High $558,000 $1.541.000 $82,000 $t 1.000 $108,000 $128.000 $74,000 $30.000 $187.000 $64.000 $38,000 $70,000 $2,802.000 THE SPOrts Management ., ~ G R 0 U P . ~ 27 I I I I I I I I I I I I I I I I I I I fMfRAlD GlfN RHRfATION AND AQUATIC ONTER .................~............................................................... 30 F1nancial Analysis " (2' f Dr,:;, '." -~."Z!¿; "~~~~\\I ~~~A~ 1'11"1 i~ COST RECOVERY POTENTIAL The tahle below details three scenarios of cost recovery potential. "High" cost recovery is determined hy dividing the highest potential revenue by the lowest probahle expenses. "Low" is determined by dividing the lowest potential revenue by t.he highest prohable expenses. "Average" cost recovery is determined by dividing the average potential revenue by average probable expenses. In the opinion of the conSUltant team, the "average" cost recovery could be achieved after two to three years of operation. 1b achievc tills level of cost recovery will require aggressive programming and marketing of the ceDII)('. Based upon the precMing expense and revenue analysis, Lhe average cost recovery for the center without the recommended building reserve fund is 100.4%. Achieving a 70% cost recovery In the first two years of operation Is an achievable oblectlve. The addition of the building reserve fund will Initially decrease cost recovery, but It will ensurc that the faciliïy is maIntained In good condition, effeotlvely inoreaslng lung-term cost recovcry. The average cost recovery for the oenter with the building reserve ÌB 91.9%, with an expected UpCt'ating subsidy nf $243,000 annually, TABLE VII Cost Recovery Potential w/Reserve Fund Low Cost RRçnV~['Y PotenUal Annual Sul"lrly or Profit. 810% ($609.000) A vcrage High 919% 104.4% ($248.eOO) $123.000 $2.991. 000 $3.203,000 $2. 74R. 000 $2.902.000 I'robable OpcraLing Costs $2,178.000 $2.594.000 Pot.cntia] Revenue Cost Recovery Potential wlo Reserve Fund [,()W Average I-ligli Cost. ReC()VRr'Y Po~enl.ia] 88.1% 100.4% 114. 7% Annual Subsidy or Prom ($349.000) $12.000 $373,000 Prob~\)le Openiting Costt; $2.529.000 $2,736,000 $2.913.000 PotenUal Revenue $2.594.000 $2.748.000 $2.90~,000 I H E SPOrts Management ._ ,G R 0 U P . ~ 28 I 'I',' , ':"',"'- . ,;,.,.,. 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I I I I I I I I I I I I I I I I I I I ,IT ~ t,~/-~ £')¡-~-,,\. ~ø THE SPOrts Management ., 41 G R 0 U P ~ ~ EMERALD GLEN RECREATION AND AQUATIC CENTER ................................................................................. 3<6 Site C,oncept TIIC Emerald Glen Park Master Plan update, prcpared by Carducci & Associates, Inc. in 2002, sil,ed a 24,000 sq. !'t. recreation center, 24,000 sq. ft. community center, an aquatics Gen[¡:;r, and 541 parking spaces in the Park. Subsequently, the plan was updated through the 2004 Communit& Center and ReGreation & Aquatio Cemor Parking Study, which recommended a LOtal of 650 parkIng spaces and 278 of those needed LO support the proposed reoreatlon center, oommunity ccntcr and aquatics cent.er. Since that study. the proposed spaces and total square footage for the proposed buildings has changed. Wben a Onal determination Is madc regarding the componenw and siw of tile new facilities. the actual number of required parking spaces will be determined by the CiW's Planning Department., POI' purposes of this study, the conceptual budget for the recreation and aquatic Gcn[¡:;r includes the recommended 5.8 spaces per 1,000 sq. fl. for a wtal of 3ß4 parking spaces. UPDATED MASTER PLAN CONCEPT DRAWING The 2002 Master Plan drawing has been upda[¡:;d to reflect the impact tl1e proposed facIlities and parking will have on the site. The updated maSlel' plan drawing is not Intended to dcpiCltiIe architecWre or thc aetuallocations or layout of the proposed facilities. The updmed drawing follows: 29 \I (\\ -.-.-..-".... - - - - - - \ .--". . _P~g_Ü tI _R,.LIL r.,,"li_s S 1;)1, , , " " " '. '" '. . 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"' u '" Jj b"" V 5~ 0))'" §~ - ~¿ ø "" ~~~ ~c%~ - - - - I I I I I I I I I I I I I I I I I I I Hours of Operation (Reo/'eaUon CeJlter) (Outdoor (,IJf! Pool) (Indoor Instructioflal Pool) (Ou!l1oor Recreation Pool & liT! Mile Continuous River) (Clllld Watel)) 'Las! two weeks of April, aT! of May and first two weeks of Septemher (Weekends only) THE SpOrts Management ~ ....' ' . . . Lf?J EMERALD GLEN RECREATION AND AQUATIC CENTER .......--......................,-..........................."..........,-....................................., Assumptions The following a~~lImptions were u~ed 10 develop prolillble operating costs fur ~he ~merald Glen Rcc~öl,ion and Aquawc Center. The Cil,y of Dublin staff reviewed and approved these assumptions_ The h()lIr'~ liR~ed below rcpre~enl, when ~he faciliLies are open w the public. The fHCilily may be scheduled during non-üperö~ional hours for special events, rentals, etc. 1.mX~~.r~.ßr!.~~g...................... Monday-rr'iday 0:00 "'II - lIHX) pm Saturday 8:00 am 8;00 pm SurHIßy 8:00 am - 6:00 pm 2. ,..,J~nf::..J\.'.J.g!!ê.\.....................§~p_t~Il1t~,_:_1\II!}~.......... 0;00 8m - 8:00 pm 6:00 am 9:00 wn 11:00 am 1:00 pm 5:00 pm 7 ;00 pm 8:00 am 0;00 pm 9:00 am 5;00 pm Monday-rrid!Jy Saturday Sunday 8:00 am ü:OO am 8;00 pm 0;00 pm 3_ ....................,}c;ªr:I.uun(l... ...,.._.,._... 6:00 am 9;00 pm 8:00 am 8;00 pm D:OD am 0;00 pm Monday-Friday Söl.lH'day Sunday 1. ............~I~!l.e..~..!).llg.ug....._.....APril,~rªy§§~P.tc;Il1tº'·. nOD pm - 7:00 pm dosed 11 :00 am - 7:00 pm LaO pm 5:00 pm LOO pm - 0:00 pm 1 :00 pm - 5:00 pm Monday-Friday Sal.lU\ tly Sunday 5, .......m...y,,]r~_E.u.y.!!g...................... Monday-rrirlay 9:00 öm - 12:00 pm 4:00 pm - 6:00 pm Saturday 9;00 am - 12;00 pm Sunday not available A non-licensed dJ'Op·in child watch sel'viæ is alfered w guests utilizing the (acility The fee is $3()() per hour with a maximum swy of two hours_ 0_ Reoroeation and pool users will pay a daily admission fee Or' purchase an annual pass w gain admil.tönœ to the racility. For budgeting purposes. the economic analysis assumes extended use passes are offered on an annual basis only_ A.3 I I I I I I I I I I I I I I I I I I I Class Rc~istration Part-Time ALI.eJld,mts J<:mployee Salaries Indirect Costs & Overhead Char~es EmlJloyee BenelÏl,~ Employee Overtime ExiHLiJlg P()~il:ion~ Instructors UnIforms Trovel THE SpOrts Management ~ .... . , 0 0 , i-ftf EMERAlD GLEN RECREATION AND AQUATIC CENTER ............................................."..................",................'....n._..".._............ A~8umption8 7. Class RcgistralloIl fur programs and aOLiviLies 1.0 be held within the facility will be offered at Lbe Reception Countcr and processed by facility Service Cljr1l.er' ~~]rr. 8. Part-time ALtend",rl,~ m-e SChftluled tn assist MHinLenònce staff in daily openIng/closing of pool and providing ilddWonal maimcnancc support during weekday peak times and on wfjljkend. 9. Salaries arc based upon current local salary ranges and bave been supplied by the City of Dublin on a worksheet providerl by The SpOr'ts Management Group. 10. Wages and benefits costs h¡JVe been projected for all full-time and part,- time staff. The city has stat,ed there will be no overhead charges or indirect, salary costs to the facility. 11. Employee henerits are calculated as 60.0% or gross annual salaries for full-time tmlplnyees and 6.15% ror part-time employees. 1 ¿. ~~mployee overtime is calculated at 1 % of all annual full "time salaries. 13. It i~ iI~SIHnAd that no existing positions will move to tile Emerald Glen RecreéJI,ion and Aquatic Center when it opens. 11. The budget "SBurnIjS that the classes anrllessons offljl'ed al. the racility will be taught by contriJcted instructors. An allocation uf 60% sliare or the gross rcvenues of the class taught by thc instructor will be plJiI1 to ¡,lie instructor and the Center will receive 40%. Aquatic Fitness Instructors reoeive $¿5 per,' hour. 15. Center employees will be required to wear a uniform (i.e. a stHlf ,hirl with facility identification). An allocation of two uniforms per employee at $35 per fUll· time employee, $35 per part-time employee, and $50 pel' lifeguard has heen made. 16. Tr~vel ¡neludes the costs associated with the attendance of conferences. seminars, lròininß p""gramR, eLO. anrl <In allno<Jl.ion of $1.000 has been made for seven to nine employees. A.4 I I I I I I I I I, I I I I I I I I I I Training Telccommunications M¡¡rketing ¡HId Promotions Program Supplies 1'001 ChemicalR Office dupplieB Postagc Facility Maintenance , H E SPOrts Management ".....' . . " , t.f5 EMERAlD GLEN RECREATION AND AQUATIC CENTER ....,..........",-...................................................,.............."...............""...... Assumptions 17. 1raining includes Lhe COSLS assooial.e<l wi~11 ~riJilliIlg aod develüpmenL of employees. 'I\'aining may include general oricntaLion, classes leading to GCrLifìeation or maintaining cerLification. Le, CerLified Pool OperaLOr. CPR. PirsL Aid, and ~eminars and workshops designerl LO enhance skills and performancü. A per employee allowance has heen uJI(:lIlated öL iJn average of $1. per hour for 20 hours for each new employee per year. Training COSLS associated wiLh ccrLiJicaLlon or maintaining certificaLion for existing employees has been cSLimaLCd at a toLal of $2,000 annually, 18. The actual cosL of t~lenommlJnioal,ions will l)lj ctliJrged to the CenLör-\ operational budgeL. Full-time employees will be provided wiLh ccll phone, anrl/or paget's. The momhly cost of telecommunicaLions is calculaLcd at $10 per datö/vüicA line and $85 per cell phone. 19. Marketing and Pr\H"OLions CORLS represenL an nggr-essive approach to promote overall fiwi1il.y IJse. prng['am atLe"da"oe, arH¡ general information. This will include prinLing and mailing <;(13t8 rcMed La d,]s, pf'llgram nyet's. faciliLy brochures, comments cards, fee raLe cards, and speci,,1 prnmoLional advertising media. The cost for markcLing is allocaLcd La a range bdween $40,000 and $15,000 per' YelH'. .0. COSLS are based on supplies purchased for classes, merchandise, IJI'()grams and activities, equipmcnL for check-out, and special events. Cr.ds are c~luulaLed for each space at 5% to 12% of associated gross revenue. 21. Pool cllemical costs are estimated to range between $3.50 and $1.50 pel' square foo~ of wal,er Burface for outdoor pools anrl a range between $2.10 and $2.40 per sqUiJre foot [01' i[1I100r pools. 22. Expenses wi!llnc!lJde gAneral office supplies for copiers. paper for nyerB. computer supplies, de. aud arA eSI,imated to a range lJeLween $400 to $500 per monLh. 2:1. General postage COSLS for adminisLrativc purposcs are esl.imated tD range beLween $1.000 La $2,000 annually. 24. All faoility maintenance during Lhc hours of operation will he pel'formed by full and p~rHi"'e starf listed wiLhin the expense budget. Par major cust.odial work Lhat must be performed overnighL, the budget aSSU~leS the CenLe¡' will utilize a contractual cleaning service. The contr'actual cleauing services are, oalculaLed aL a rate of $1.67 La $1.80 based 00 figures from the CiLy of Dublin. A.5 I I I I I I I I I I I I I ! I I I I I I Building anI! Repair Maintenance MHjO[' ¡;;quipmcnt Rcpalr ami Maintenance .Ianil,)['ifJl Supplies I'm1.~ aul! Misc. Supplies Contractual Sf,'vices Computer Maintenance & Supplies Computer Renewal & Replacfment Software Service AgI'eement THE SpOrts Management ~....' . . " , 4lP EMERALD GLEN RECREATION AND AQUATIC CENTER ...._--.....""....,.........-"...,.,..................,...--.--................,..................,-.....",. Assum ¡JI.iun~ 25. Com are hased on annual "Hp8il'S to the building such as brOken windows. dalIlagfd w"lI~ 0[' lockers. ""rpet and window cleallillg, and graffiti ['elIll)val, in addition to, annual repai"s La Llle IIötalorium such as We ami light replacement, slide maintenance. deà ['"pair, and the HVAC SYSLell1. Costs are estimated co range hetwelJlI $2,600 to $2.S00 IJeI' month. 26. Costs arc based on annual repairs to miJ¡",' equipmenL sueh as wßl.er~lide, gymnasium floors, etc. and a"e eSLinl!Jl,ed to range heLween $1,000 I() $1.250 per month. 27, Cosl.s ¡¡re bilSed Oil consumable supplies incilJlling locker room soap, body ShiHllpOQS (,howers). cleaning supplies. and ¡,,"itorial equipment used for "ustodial purposes. Costs arc CSLimated to range beLwcen $1,100 and $1.300 per manUL 28. Costs a['e b¡Jsed on replacement. parts and smBlIl.ools used for equipment and building repair and mainLenance. An BlIocolion of $5,000 per year has been made. 28. Costs me based on service iJgl'ecmcnl.s for copy machines. lJIechanical sysl,(jrns (IIVAC, SpH boiler, 8quaLics pool pal( eleviJIIH'j, security sysl.erns. fire extinguisbers, pay phones, eLe. The hudgfl, will illelude tlllo()al.i(JII~ for Lhc following cont.ractual services and (II' leases. Copy Machines: I'ay Phulles: IIVAC Sy,Lems: Safety Equipment.: $100 to $150 pel' month $50 to $75 Pf" 1I1I)I11,h $10.000 I,n $12.000 iHlllllally $] .000 ilflllucllly I 2 30. COSLS are hased on annual mai,ll.emllll:e agrcemcnL8 and supplies for coml"ll,m's ¡¡IHI ¡H'e eSI,imiJtell at $200 per compul.et' pM year. 31. An annual set-aside fund for the I'eplacemellt and rencwal of Center's computer equipment.. An alloeatioll or $2.000 to $3,000 annually is incillrlB(1 as a l'Asel've fllnd. :J2, COSl.s are hHsed 011 I.he slJl'vice agreement for reception counter' software pr'Ogram, including but not limited to. rental schedll¡¡ng, mfmber'Ship l.racking, class scheduling. accounLing. Esl.imated at $7,500 co $10,000 annually. A.I) I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER "'O.O"'''···''''''''''''''...nnm... mm.."'....".......... ........m......"'."...................................... ....mm_..._____................ ...........mm........... Revenue Potentiol All figures are rounded to tlie nearcst thousand. Dance Studio General Dance Classes Tal Chi Classes Suhtotal Dance Studio Low $:J5.000 $2:1.000 $58,000 High $45,000 $29,000 $74.000 Special Events Room Special Event, Blrt.hday Parties Subtotal Special EventR Room $I.IJOO $22.00IJ $23,000 $1.000 $29,000 $30.000 Nat.atorium - 6-Lanc Pool Summer Revenuc ~'all!Wlnter/Sp['ing Revenue Suhlmal Natatorium $~7,000 $1 HUJlIO $t 63.000 $56,000 $111,000 $] 97,000 2ii-Mctcr X 25-Yard OuWoor Puol Team Remals Master SWim ClaRSes / CliniCS Rentals I Camps Subtotal Natatorium $21,000 $2.000 $12.000 $10,000 $45.000 $30,000 $3.000 $IH.OOO $15,000 $64,000 Recreation Pool 30(1 Continuous River FHlJôss and Water Walking Classes Swimming LORSons Special ~venr$ Rentals and Camps Subtotal Rec Pool/Continuous RIver $ß,Ooo $8,000 $2,000 $1:3,000 $29.000 $8.000 $9,000 $3,000 $19,000 $:J9.000 MIRccllaneous Vending/ConceSsious/MerchandiSe (net) Subtotal Miscellaneous $63,000 $63,000 $70,000 $70,000 Total Revenue Potenr.lal $2.594.000 $2.902,000 ©2005 The Sporr.s Management Group L-¡<q A.S ,,- I 5D I EMERALD GLEN RECREATION AND AQUATIC CENTER .__mmm'_.m.m.mmm.........."'."...................... nom".'_·""·",.",..............mm.......... .......mmm.......m.. .m·..."....."'..........mmmm mm.m .....""..""..........,. I Annual Passes and Daily Ticket Sales ResidelllS (0-3 mile") Number Sold Subtolal Revenue I D,¡ilv ncket Sale, Dailv Fee Low I ¡Hgh Low I High Child $3.00 850 1,250 $2,550 $a,750 I YOl1t,hfl'cQn $4.00 3,300 3.700 $13,200 $14,800 Aduir. $0,00 20,800 21.200 $124,800 $127,200 Senior $4.00 ,JOO 100 $1.200 $1.(;()0 I Subtotal 25,250 26,550 $111,7,50 $147.:J"O Annual Pøsscs Annnal Fee I Your.h/'1'ccn $21C1 3é1 4:, $7,020 $10,320 Adult $150 122 112 $189.9C10 $198,900 I Seniur $290 71 81 $20.590 $23.490 ll'arnily $750 310 3é10 $232,500 $247."CICI SubLotal 836 890 $450,910 $480.210 I ReAldCllts (3-5 miles) I Daily Ticket .\'"Ies Dili/yP'CG Child $3.00 500 900 $1,500 $2.7C1C1 Youth/i'cen $4.0Cl 1.550 1.950 $6,200 $7.HOO I Mult $O.CICI 10.300 10.l0Cl $61.800 $fi4.2C10 Senior $1.00 IIICI 11.5 $1110 $460 I Subtotal 12,450 13.665 $68,800 $75,100 AnnU~'31 P8sses Annual Fee I Youth/I'cen $200 9 19 $1.800 $éI/IOO Adult $420 11" 13.5 $48.:JIIII $56.7011 Sell;or $290 73 83 $21.170 $24,070 I l~'amily $650 180 190 $117,000 $123,500 Subtotal 377 427 $1B8,270 $208,070 I ToWI Annual Pa" SHies & D.9l1y Pas, SHies RI£SI1ÆNTS $850,ß30 $9111.790 I I I ©2005 Tile Sports Managemenl Group A.IO I I '5/ I EMERAlD GLEN RECREATION AND AQUATIC CENTER ,......._................'''''_.mm...'''................................,...,................_ nomm nommmo_ mm.mmm....................................... ...mmmn mnommmmmm............. I Annual Passes and Daily Ticket Sales I Non·RcslrJcnm (O-:J miles) Number Sold Subtotal Revenue D,.ijy Ticket 8a/e8 Da/(y Fee Low I High Low I High Ci.ild $~.OO 300 100 $1.200 $1.GOO I YOIH.h/l'ecn $5.00 2,000 3,000 $13,000 $15.00D Adult $7.00 6,fIOO 7.200 $~7.6DO $50,400 I Senior $:;.DD 050 70D $3,250 $3.750 Subto~al 10,3.50 II.:¡:;D $05,050 $70.750 Ann/1al Fasses Annual Fee I Yüu~hll'eeIl $2:;0 35 10 $8,750 $11.250 Mult, $025 301 321 $158,025 $1ú8.525 I Senior $363 123 133 $44.G4f) $~1I.27f) Family $81,1 28D 2f10 $227,640 $23,5.770 Sub~utal 738 78f1 $438,064 $463,824 I Non-Re,idenLs (3-" mile,) TMlIy Ticket 881e8 Daily Pee I Chil,j $~.OO 500 800 $2,000 $3,600 YOIH.h/l'ccn $5.00 1.500 1.800 $7.500 $0.500 Adult $7.DO :3.:300 :UOO $2:J.100 $25,900 I Senior $0.00 350 350 $1.750 $1.750 SubLüLHl 5,650 6,850 $:J4,350 $40,7,50 I Annual Pûsses ¥outlJll'een $250 10 50 $lD.OOO $12.:;00 AdulL $525 347 ~~fj 7 $162.175 $187.42:; I Senior $:3fj3 84 84 $30,482 $34,122 F'sIIlily $8t3 170 180 $138,210 $154,470 I Subtotal 641 G91 $360.877 $388.517 Total Annual Pass Sales & Daily Pass Sales NON-RESIDENTS $899,341 $963,841 I Summer Only Daily Passes Avg Residents and Non-Residents Child $3.00 4,500 5,000 $13,500 $15,000 I Youthll'ecn $4.50 2:;.000 28.000 $/12.:;00 $126,000 Adult $6.:;0 10,000 12.000 $65,000 $711.000 Sonior $4.50 1.090 1.200 $4.500 $5,400 I Subtotal 10.000 4G.200 $180.000 $224.400 I ©2005 Tile Spons Management, Croup A.11 I ---.-... .. I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER ........."....................m·.."...'''"..............''m.......... m................ .......mn,_,.",..... ....nmm..m......'.._...""................................."..... 67.-- Fee Assumptions Child (0-2) Child (:J to ~) Yuuth (5-17) Adun (18-54) Senior (55t) Family ):llIy' ellS! Free $'J.OO $4.00 $6.00 HOO l\nl1l1al 1\ISk cosr. or Ann un I 1\.IHi':> per .\-lorHh Re&ideuls $100 $240 $450 $290 $750 $8.33 $20.00 $:n.50 $24.17 $62.50 N()I)-Re8/dcnt8 Child (0-2) Child (:J to 4) You I,ll (5-17) Adult (18-54) Senior (55+) Family Feee $4.IJIJ $5.00 $7.00 $5.00 $120 $300 $585 $36.5 $040 $10.42 $20.00 $~ 7,013 $30.42 $78.a3 ©2005 The Sport, Management Group A.12 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER 63> .moo...."..,,,,...,,,,,___.. .....mmm'.'........................"".......'_.um.m...m..mm..mm ............--......-- Child Watch/Activity Room R"bytJlttlng No, or Days per Week Avg. No. of PmticipallL, per Day Avg. No. of Weeks per Year Fee Per Hour Average St.ay (HOlm) Subtotal Revenue IJOW High Ó Ó 40 '\~ 50 50 $3.00 $3.00 15 1.5 $54.000 $60,750 Tot Aotivity Classes Avg. No. of Classes pel' Se"ion Avg. No. or Sessions pel' Year Avg. No. or i'arr.icipant.s per Session Avg. I"oe por i'art,icipanr. Sub~otal Revellue 6 6 6 $iO $8,640 (j 6 8 $40 $11.520 Tot BlrthIJay f'artlc8 Avg. No. of ,'art,ies pcr Week Avg. No. of Weeks per Year Avg. Fee pel' Pmw (Up to HI Kids) Subl.OLal Revenue 2 411 $60 $5.760 :J 111 $60 $8.640 I Tnl,al POI.enUHI R(~vl~nue $fiH.400 $HO.910 ©2005 The SpurL, Mauagement Group A.13 I I I I I I I I I I I I '. I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER .........................."".....,,,,,,,..,,.,,,.....,,,......................,,,.....,,,..,..""""......""..,,_ o...nomom...n... ........mmm...mm..m.m.m..............,...............,,,........... 5~ Fitness Room Pr~-Nat81 Fit/Jess Classes Avg. No. of Clas808 per Sc"ion Avg. No. of Sessions per YeM Avg_ No. of Part,icipanLl'i per Session Av~. Fee pcr Participant. Subtotal Reveuue JjOW High 1 I 6 6 8 10 $50 $50 $~.1()() $:J.O()() Weight TmÍlji/J/I / Fitness Classes: Adults Avg. No. of ClaSSC8 pcr Scssion Avg. No. of Sessions per Year Avg_ No. Df Part,icipant,s per Ses<'ìion Av~. Fee per Participant Subtotal Revenue 2 6 8 $50 $4. BOO 2 6 10 $50 $6.000 Welgl1t TraInIng / Vltn~RR Ciasses, Youth Avg. No. of Clas,", per Se"Sion Av~. No. of Sessions pcr Yc"r Avg_ ND. Df ParLicipaIl~~ per Session Avg. Fec PCI' Pal'ticipant Sllhtot31 Kevenue 1 ß Ó $35 $1 ,~ßO I ß B $35 $1.ól\() I Total Polenlii.'ll Rewnllo $B.4ó() $lo,(;ßol ©2005 Tile Spü"w Management Group A.14 I I I I I I I I I I I I I I I I I I I 66 EMERALD GLEN RECREATION AND AQUATIC CENTER mmmm.............,............m.m.mm........................,"".........,"'''n,__ Group Exercise Room Luw HI~ ¡ 4 4 6 (j 12 14 $60 $60 $17.280 $20,160 Adult Aerobics Classcs a-[)"ys per Week Avg. No. of Classes onorcd pcr Se"ion Avg, No. of Sessions per Year Avg, No. of Participants per Session Avg. Pee pe,' ParUclpant SubWtal Revenue Adult Aerobics Classes 2-Days pcr Wcek Avg. No, of Classes offered per Sesswn Avg. No. of Sessions per Year Avg. No, of f'artiCipants per Session Avg. Pce pcr Paniclpant, Subtotal Revenue 5 5 6 G 15 17 $50 $50 $22,000 $25,500 Senior Aerobics Classes 2 Days pel' Week Avg. No. of Classes offcred per Session Avg. No. Df Sesswas per Year Av~. No. of Participants per Session A vg, Pec per Participant. 8ubW\al Revenue 2 6 l:J $35 $5,460 2 (; 15 $:Jo $6,aOO HaUw Yoga Av~. No. of Classes oFfered per Session Avg. No. or Sessions per Year Avg. No. or Participants per Session Avg. Pcc per Part.ielpant, 8ublOl.al Revenue 2 6 fI $100 $9,600 2 6 10 $100 $12.000 MiSC. Yog" Mg. No. of Cla,"c" offerod pcr Session Avg. No. of Sessions per YeM Avg. No. of ParLiuipaUL, per Session Av~. Pee per Participant SulJlOIHI Revenue 3 6 8 $80 $11.520 3 6 10 $80 $14.400 ©2005 The Sports Management Group A,15 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATIDN AND AQUATIC CENTER ....nmmm....__mm.. .....u___.............................................,.._ m....mm""""""""'·'·"'·_____"·' m.m...........___............."., Group Exercise Room Low High Martial Arl,s/5elf-DefenRe Classes Avg. No. of Classes oFfered por Session Avg. No. of Sessions pel' Year Avg. No. of Participant' per Session Avg. I"ee pel' ParLicip"nt Subtotal Revcnuc 2 6 8 $55 $5,280 2 6 l() $55 $6.600 Pilates Avg. No. of Ciasses offered per SessIon Avg. No. of Sessions pel' Year Avg. No. of Pat'ticlpants per Session Av~. Fee pcr Part,icipanl, Subtol,al Revenue 4 6 8 $60 $11,520 4 6 10 $t30 $14.400 Y ouLh Aerobics Avg. No. of Classes oFfered per Session Avg. No. at Sessions pel' Yeal' Avg. No. of Participants por Session Avg. ,'on pel' Participant Subtotal Revenne 1 H 6 $40 $1,440 1 6 n $40 $1,920 Mommy amI Me Activity Cia"" Ave. NQ. of Classos offered pel' Session Avg. No. of Se"iüIls pel' Year Avg, No. of ParUcipants pcr 5088ion Av~. Fee per Participant. Subtotal Revenuc I G 6 $35 $1.260 1 6 H $,35 $1.6nO Private RenLals Avg. No, of Houl'ly Rem"l, pel' Year Mg. Fee per Hourly Rcnt<.1 Subtotal Revenue G 9 $200 $200 $t,200 $1.800 1 1 12 12 20 25 $10 $10 $2.400 $a,OOO $1\9.460 $]O7,7¡;0 Spectal Events Avg. No. Activities pcr Month Avg, No. of Momhs pel' Year Avg, No. of Fa,nllies/Groups pcr Act,ivit,y Avg. Fee per Pamiiy/Group SubtoLal Revenue I Total P()t,{~nLial Revmuw ©2005 The Sports ManaglJmenL Group 5þ A.IG I I I I I I I I I I I I I I I I I I I .;;'7 EMERAlD GLEN RECREATION AND AQUATIC CENTER ..,....."........................ ....................... mmm.mn.........".,,,,,,,,.... ....nmm._''''''...'''...."""..""......"..... mmm................".......___m ............,............., Gymnasium Youth Indoor Soccer League Avg. No. of1'eams No. of Seasons pel' YeaI' Avg. No. Players per Team fee per Player per Season RublOtal Revenue Low Hi~h H 10 2 2 10 10 $50 $50 $8.000 $tO,OOO Youtb Basketball [,cague Average No. of Le"gue, Avg. No. of TemI" No. of Seasons per Year Avg. No. Players per Team Pce pcr Player per Season Subtotal Revenue 2 2 8 10 ~ 2 10 10 $100 $1110 $32.000 $40,000 Adult F,venlng Leagues Average No, of Le¡¡gues Avg. No. of Teams pcr Session No. of Ses<lons per Yea!' Avg. lI'ac per Team Ses~ion Subtotal Revenue 3 6 ~ $500 $36,000 3 B 4 $500 $4ß,000 Latc Night Ba"kelball Avg. No. Parr.iclpanL per Week Avg. No. or Weeks Avg. fee per Participant Subtotal Revenue ~o 40 $3.011 $~,400 25 ~O $:3.00 $3,000 Youth Sports Camps Avg. No. of Camps per Yem Avg No. PaI'LicipanI,3 per Camp Avg. Pee per Pal'tlclpam Subtotal Revenue 6 15 $1~5 $11 ,250 6 20 $125 $t 5.000 ©2005 The Sports Management. r:roup A.17 I I I I I I I I I I I I I I I I I I I B&' EMERALD GLEN RECREATION AND AQUATIC CENTER .mmmmm... m·"'.......".............................._.mmm mmm.m,,,,,,.......... .......mnom.......__um.... .........."..........................................-.-......... Gymnasium Low HI~h Youth Night Avg. No. Act.ivl(les per Mon~h Avg. No. of Mon~hs pel' Year Avg. No. of f'art.icipanr" pcr Actlvny Avg. Fee per ParLlcipan~ Subtotal Revenue 1 6 20 $3.00 $360 1 6 25 $a.oo $450 Sports for Preschoolers Avg. No. of Sport Programs per S08sion Avg. No. of Session, Avg No. Part.iclpants per Session Avg. Fee per Participant Subtotal Revenue 1 6 12 $35 $2.520 1 6 "15 $35 $3.t50 Special Events/Family (Group) Nights Avg, No. ACI,ivit.ios pcr Month Avg. No. of Months pel' Year Avg. No. of i"amilies/<:rolJps per AC~ivity Avg. ~çr per ~amlly/Gcoup Suhtotal Revenue 1 6 20 $10 $1.200 1 6 25 $10 $1,500 Lunch Hour Adult, Sports League, Avg. No. of iJay' per Yoer Avg. No. of ParLìcipan~s pel' iJay Avg. Fee per Part.icipant. Subtotal Revenue 200 10 $2 $4,000 200 15 $2 $6,000 Lock-Jns (Overnight) Avg. No. of Activities per Year Avg. No. of f'art,icipanl,' pcr Activity Avg. Fee per Participant Subtotal Revenue 2 50 $10 $1.000 2 75 $10 $1.500 I Totul Potential Revenue $913.730 $12B.600 ©2005 The Sport.s Management. Group A,lB I I I I I I I I I I I I I I I I I I I .....mm..........".................. m.m···_'.................n EMERALD GLEN RECREATION ANO AQUATIC CENTER m....._""',,,,..............."""'um·_.....·",.............m Donee Sfudio Adult Dance Class Avg. No. of Cia,,", oIrercel pel' Session Avg, No, or Sessions per Year Avg. No. of Participants pel' Session Av~. Fee per Participant Subtok11 Revenue Youth Dance Class Avg. No. or Classes offered per Session Avg. No. of Se"ions per Year Avg. No. of PartlclpanlS per Se~sion Avg. Fee per Parlicipant SubtutalRevcnnc Tot Dance Class Avg, No, of ClaRSCS orrered per Session Avg. No. of Sessions per Year Avg. No. of f'articipants per Session Av(.!,. Fee per Part,icipant Subl.Olal Revenue Senior Dauee Class Avg. No. of Classes offered pel' SeSSion Avg. No. of Sessions per Yeal' Avg. No. of Participants per Session Avg. Fee pel' Participant SubWta I Revenue Tal-Chi and Yoga Cl",sCR Avg. No. of Classes uffered per Session Avg. No. of Sessions per Year Avg. No. of Parr,iripants per Session Avg. Fee per f'arr,iripaot Subtotal Revenue Total Polt"'IILial K{~v(~m (' ©2005 The Sports Management Group Low 7 6 B $55 $18,480 6 ß 6 $40 $8,640 ~ fi fi $3" $5,040 2 ß 6 $35 $2.520 8 6 8 $ßO $23,040 $57,720 nom...""'.................. lIigh 7 6 10 $"ii $23,100 6 ß 8 $40 $11.520 ~ fi 1\ $3" $6,720 2 6 B $35 $:J.~ 60 B 6 10 $60 $28,800 $73.500 ?'( A.l~ I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER ,................. mm.__'''.......,............. m.....""........",...............m.mm..m..mmmm..._'...............,,,.....,,,,........................... Special Event Room SpeOial Even ,¡¡ Avg. No. Activities pel' Month Avg. No. of Mooths per Year Avg. No. of Parl,icipants per AC~ivi~y Avg. Fee pel' ParLicipanL Subtotal Revenue Low High 1 1 1~ 12 20 30 $4.00 $4.00 $960 $1 ,440 RlrtMay Parttes Avg. No. of Parties per Week No. of Wecks per Yeal' Avg. Pee per Party Subtotal Revenue 6 4H $75 $21.600 8 48 $75 $28,800 ToWI P()tt~nUnl R4)V(\l1l1e $2~.:;(;0 $:\0.240 ©2005 The Sports Management Group t{D A.20 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER .m......",................... mm.mmm..........."""_._ ....._,...............mmmmn m..m.......................................... 6-lone Indoor Pool Natatorium - (SIJrnrner) Water Aerobics / FltlJe"" Classes Avg. No or Clas,es per Session No. of Sessions Avg. No. of ParLlcipanW per Cia" Avg. Fee per Participant Subtotal ReveIJIJe Water Arthritis Classes Avg, No of Classes per Session No. of Se"ions Avg. No. of P,,,r.icipants per Class Avf!.. Fee per ParLicipant, SIJbtotal Revenue Swimming Lessons No. of Par~iCipan~, per Le"on No. of Lessons per Summer No. of Sessions per Year Avg, ,'co per Participant Subtotal Revenuc Private Lessons No, of Lessons pet' Summer Avg. ,'cO, pcr ParLlclpan~ SIJbtotal RevcIJIJr. mmm.....u_______.....mm....... Low 4 1 10 $65 $2,600 High 4 I 1 ~ $65 $3,120 " 1 10 $50 $2,500 1 12 $50 $:J,OOO 5 6 140 140 1 1 $45 $45 $:J1.500 $37,800 120 120 $90 $100 $10.BOO $t 2,000 $,17.400 $3:;.9201 l'I'oti)1 Pn ',t~nt al Revellue ©2005 The Sport, Management GroIJp &/ 5 A.~1 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER ....."...mm................. ....,.........................."................".............n.. ..............".........................,,,,,.......,.............................m.m... 6-Lane Indoor Pool Natatorium - (Fall. Wlm.cr. Spring) WaT,or Acroblçs / Fitness Classes Avg. No of Classes per Session Nu. of Se"ion Avg. No. of PartlcipanLs pOl' Clas" Av~. Fee pel' Par~iC¡panr, Subtotal Revenue Low 10 4 to $6ó $26,000 Hlgb 10 4 12 $65 $31.200 Water Arthritis Classes A vg. No of Classes pel' SesSion No. of Snsì'ìiom; Avg, No. of Parr.icipants pel' Class Avg. Fee per Participant. Subtotal Revenue 0 6 4 ~ 10 12 $50 $50 $t2,OOO $ t 4.400 :J 3 40 40 5 II $0 $6 $3,600 $5,760 5 6 ()(J 60 3 3 $45 $45 $40,500 $48,600 Toddler Time Avg. :10 of Cia SSe" per Week No. of Weeks per Year Avg. No. of PartlclpanW per Cia" Avg. Fcc per ParUclpant Suhtotal Revenue: Swimming Lessons No. of Pa[tiGipan~' per Lesson No. of Lessons per SeS,ion No. of Sessions per Year Avg. fee per Participant, Subtotal Revenue ©2005 '1'11e Sports Management GrOllp 0'2-- A.22 I I I I I I I I I I I I I I I I I I I ...............................m...um.m._......"..".,,,.....,,,.......,.......... EMERALD GLEN RECREATION AND AQUATIC CENTER mmmo......__uno.u___...m........ .momom__,,,..........,,,..,..,,,..,.......,... 6-lane Indoor Pool Natal<JrJum - (Fall. Winter, Spring) Pre-School/Home School Les"on" No. of Par'tiGipanLS por Class No. of Classes per Session No. of Sessions per Year Avg, i·'ee pcr PartlclparÜ Subtotal Revenue Prlva¡,c Lessons No. of ,cssons per Sea,on No. of Scasons Avg. ¡·'eo per Participant Subl<JLal Revenue Pool Rental" Rentals per Month Munth, per Year Avg. I"ee per Rental (21m @ $200/hr) Subtotal Revenue TOlall]OL(~nUal K(~V(~nlJl' ©200S 'I'he Sports Management Group Low High 5 Ü 12 12 3 3 $40 $40 $7.200 $ß.640 75 75 3 3 $90 $100 $20.200 $22,500 2 II $400 $6.400 3 8 $400 $9,600 $140.7001 $115.9iiO ~3 A,23 I I I I I I I I I I I I I I I I I I I ,_,_,u,.m........n .....................mmn ....m.....m.m'_"'.."'................... EMERALD GLEN RECREATION AND AQUATIC CENTER 25-Meter X 25-Yard Outdoor Pool Swim Team Rentals Avg. No of Teams Average Cost pel' Team Subtotal Rcve"ue MaSTl:'rs SwIm Avg. No. of f'arr,icipanLS pel' MOIlLh No. of MonThs per Yem Avg. Fee pel' Pmt,ieipant Subtotal Revenue .....m...um.......... mm.m..'..........................__ Dive, Water Polo, Synuhro Clubs I O,'ganjzaUona I Team" Avg. No of Teams Average Cost per Team Subt.ütal Revenue TOlll'namenta I Compet.lUo" Rental, Avg. No or Rentals Average Fee pcr Rental Subt.ütal Revenue Deep WaLer Exercisc Avg. No. of Cla"es otrared pel' Ses,joJJ No. of Sessions pel' Year Avg. No. of Participants per Cia" Avg. Fee per f'arLlcipanL Subtotal Revenue ©2005 The Sports ManagemenL Group Low High 2 $6.000 $t2,000 :J $6.000 $t8.000 50 10 $40 $2,000 65 10 $40 $2,600 3 $3,000 $9,000 4 $3,000 $12.000 4 $500 $2,000 (i $500 $:J,OOO 4 2 10 $45 $3,600 4 2 12 $45 $4.:J20 lPi A.24 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER ...uonm................. ....._,................................".....................mmm ..monmm.mmm.__m._____mmm......__mm..... mm.""'...'''.................. 25-Meter X 25-Yord Outdoor Pool Juulor Lifeguard T,'alning Avg. No. of ParLlcìpan~s per 8oRsion No. of SesslQns per Year Avg. ~'cc por Participant Subtotal H:evcnur: Low High 15 20 4 4 $100 $100 $6,000 $8.000 15 20 2 2 $00 $50 $1.500 $2,000 I 1 3 3 10 12 $40 $40 $1.200 $1,440 4 6 $1100 $800 $3,200 $4,ßOO Lifegllard Training Avg. No. or Participants por Session No. of Sessions per Year Avg. ~'ce por Participant Subtotal Revenue Boating Safety Class Avg. No. of Classes offered per Se"ion No, of Sessions per Yoar Avg. No. of ParLÜ:ipant.s per Class Avg. Fee per Par~icipant. Subtotal Revenue Private RellLals Avg. No. or Ilourly Rent,Bls per Year Avg. Fee per Hourly Rental (4llrs @ $200/Ilr) Subtotal Revenue Youth Camps Avg. No. Camps per Monr,h Avg. No. of Months per Year Mg. No. nf Parr.ieipan(s pel' Camp Avg. Fee per Camp Subtotal Revenue 2 2 ~1 3 ]() 15 $75 $7" $4,500 $6.750 $4;',000 $(;2.911)1 Totall)OLential R(~vr,l1l1n ©2005 The Sports Management Group {PG A.2" I I I I I I I I I I I I I I I I I I I ...."mm..mm.......".. mm.__m...... ....mm..__'..............",...................... EMERALD GLEN RECREATION AND AQUATIC CENTER ..........",.........,,,,,...................,,, Recreation Pool and Continuous River Water Fitness Classes (2 days per week) Average No. of Classos pel' SeSSiofJ Average No, of Sessions per Summer Average No. of Paniclpant.8 pCI' Class Avera~e Pee per ParriclpanL Subl.OJ.;J1 Revenue Senior Water Fitness Classes (2 day¡¡ per week) Average No. of Classes per Se:-.;¡;ion Average No. of Sessions per Summer Average No. or PartlclpanLS per Cia" Average Fee per Panicipant Subtotal Revenue Water Walking Class Avg. No. of Classe, Offerert per Summer Avg. No. of f'art.icipants per Les,ofJ Avg, ,'er pcr Session per Part.icipanL SublOtal Revenue Summer Hwlmmlng Lessons: Parentsffots Avg. No. of Classes Offered per Year Avg. No. of Sessions per Year Avg. No, or ParticipanLS per Lesson Avg, Fee per SeSSiou per Participant SublOLal Revenue Private Swimming Lessons Avg. No. of LOS80nS per Summer Avera~e Fee per Lesson Subtotal Revenue ©2005 The Sport.s Management Group Low High 5 5 2 2 6 II $65 $65 $3,900 $5,200 2 ~ 4 $50 $800 2 2 6 $50 $1.200 4 6 $40 $1.2HO 4 10 $40 $1.600 25 35 I 1 4 i $:JO $30 $3.000 $4,200 50 $00 $4.500 50 $100 $5,000 ~{R A.26 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER ..........._..........n mm..........................._._.m.....m n...mm ....._,m.m.m .......m.u___.......,.........."'''............... Recreation Pool and Continuous River Private Rentals Avg. No. of Hourly Rentab per Year Avg. Foe pcr Hourly Rental (~ hrs @ $2001111') Subtutal Revenue Youth Camps Avg. No. Camps per MOnl,h Avg. No. of Months per Year Avg. No. or ParUclpaat, per Camp Avg. Fee per Camp Subtotal Revenue Special F.vellts Avg. No. Act,ivit,ics per Momh Avg. No. of Months per Year Avg. Nu. of Families/Groups per Aci.ivity Avg. Fee per l"amily/Group Suhtotal Revenue Low High Low High 10 t5 $800 $800 $8,000 $ I ~.OOO 2 3 10 $75 $4,500 2 3 15 $75 $6,750 2 2 3 3 20 25 $~O $~O $2.400 $3,000 $28,380 $:m.w;o[ Total PotenUal R(~venlle ©200o The SPOrLS Management Grnup 1R1 A.27 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER ....mm..mm.......... mm'..'_·"..,,·....,"'..........................-mm .m...___.m.mmm._____........ nom"............................_____..._____......... The eeonomle analYSIS I' developed in a "low" to "high" tange of probable operating costs and revenue potential. The 'Ï1iglJ" cost recovery Is determined by dividing the l)jghest potential revenue by the lowest probable expenses. "Low" Is lietermined h,Y dividing the lowest potential revenllC by the highest probable expenses. "A v6mge " costl'ecoveIY Is detel'lnined hy dividing the avel'age potential revenllc hy avemge probah/e expenses, Cost Recovery I'oLenLial w/o Resel've Fund Low ,....!,\v.~.!:~I:\~......... ..,.,I:!!I:\II.................. .................. mmnom.mn...m.m'....."""..... Cost Recovery PmenLial Annual Subsidy Ot Profit 88.1% ($349,000) tOlH% $12.000 114.7% $373.000 Probablo Opcr8tlng Cost, $2,528,000 $2,730,000 $2,943,000 Por.r.nt.ial Revenue $2,594,000 $2.748.000 $2,902.000 Cost Reeovery Potential wI Resorve Fund Low .....","',....""..................... ...!'.,:er~gç .......................!Ilg~ .m._'.''''",.,'''................... Cost Recovery Potent!81 Annual Subsidy Or rrofit !I 1.0% ($609,000) 81.9% ($24:J.000) HH.4% $123.000 Probable Operating Costs $2.77fJ.0()() $2,991,000 $'UO:J.()()() Po~elltial Revenue $2.584,000 $2,748,000 $2,802,000 ©2005 The SparroS Management. Croup ~i A.28 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER .um........'".........'''..m'm....'...m._''........"...........................",,,...,"""___.mm..m.....................................,,,,,...........,,,"',,....",,- Probable Operating Costs All figures are rounded to the nearest thousand, SALARIES AND H~;NEFITS Low Full-TIme Salaries V'acllity Manage" (Sr. ReG SuperviSOr) AssIstant Paclllty Manager (Rec CoordInator) Aquatic DIrector (Ree SupervIsor) Aquatic, Program Coordinator (Ree Teell) Recreation Program Courd. (Ree Supervisor) Marketing CoordInator (Ree Coorcllnator) mness / Wellness Program Coord. (Rec Coord,) Program AssiStAnt (Rec Technician) AdmlnlstL'atlve Assistant (Senior Orrlce Assist.ant) Service Cent.er Clerk (Office Aselst.anr, II) Subtotal FoJl-'I'ime Salaries $64.000 $54,000 $64,000 $1:J.()()() $54.000 $54,000 $54,000 $43,000 $42,000 $38,000 $5tO,000 FuJI-TIme Employee Benent.s and Overtime ~'ull-TiITle Sr,aff ~eJlefir" (60%) I"ull-Time Overtime and Overtime Benefits Subtotal Benefits $:J()ö.OOO $6.000 $3t2,000 Subtotal Full·Tlme Salaries and ReneHts $822,000 ©2005 The Sports Management Group High $80.000 $68,000 $80,000 $f>4.()()0 $68.000 $68,000 $68,000 $54.000 $52,000 $H.()()() $639,000 $~JB3.000 $8.000 $391.000 $1.o:JO.OOO {P"l A.29 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER .....mm...'........_ ....,...................,.............mmmn mm'..."'_.....,"'",..."..,..."....",,,.......... m.___.m.mm."""..................... Probable Operating (osts All figures are rounded to ~he nearest, r,housand. Part-TIme Employee Salaries Gym Ar.t.ondants Pool Buil(ling Counter Cashio" Recep~ioIl COl1nt,er Cas!Uers Ruildlng A~~endant,s ßuilding Supervlsur, Child Watch sr,aff Fitness Roum Att.cndants Marker,ing (Part,y) AsslstanlS Wate!' Safety Inst,ruetors InwucLlonal 1"00] Lifeguards Recreation Pool Lifeguarrls 1/8 Mile Conr,lnuous River Lifeguards 25 Mer,er x 25 Yard Pool Lileguarcls Subtotal Part-Time Salarie, Low $9.000 $7.000 $80.000 $17.000 $33,000 $:n.ooo $55.(](]O $4.00(] $35.000 $90.00(] $78,000 $40,000 $5H,000 $537,000 Hi~h $11,000 $9.000 $H2.000 $19.(]OO $35,000 $:1:3,000 $57.1)1)1) $H.(]I)I) $37.(]OO $92.0(1) $80,000 $42,000 $60,000 $563,000 Benefits: Hourly Employees II(Judy StaFr Reneflts (ü.15%) Subtotal ¡¡eneftts $~J3,1)00 $:35,000 $:J:J.OOO $35.000 $570,000 $598,000 $14.000 $18.000 $2,000 $3,000 $ I 6,000 $21.000 $45,000 $50,000 $45.000 $50.000 $90,000 $tOO,OOO SubI.OI.' Part"Tlrne Salar]es and Benefits TT'ainin~: All Employee, Training Training Certifiumion Suhl.OI.ol BenefiLs Fnll-Tlme Contraot Staff Pool Teçhnlclan Building Maint.çnance Teclinician SublOtal Contract Staff Contract Personnel Services General instructors Fitness/Exerüise [n,r,ructors Aquar,Ic FItness Instrllcwrs Subtotal Contract Personnel ServlceR $99.000 $55,000 $25,000 $179,000 $128,000 $55,000 $25,000 $219,000 Subtotal SalarIes and Benefll8 $1.677,000 $1.96H,000 ©2005 Tile Sporr.s Managemear, Group 1D A.30 I I I I I I I I I I I I I I I I I I I EMERAlD GLEN RECREATION AND AQUATIC CENTER mmm.u.................. .....m·........."'...mm_.m.m'........mm_.m.""............................mnomom .m._............. Probable Operating Costs All Figures ar" rounded to r,hr. neare,L thousand. OPERATING ¡':XPENSES Travel and RI,aff Uniforms TrAvel I"ull-Time Staff Uniforms Part-Time Staff Uniforms SubLOtal Travel. Training and UnUorms Low $7,000 $1.000 $22.000 $30,000 Communication Servlccs Telecommunications City Network Line Cell Phones, Pa~ers/~adios SuhLOtal CommUniCation Services $4,000 $2.000 $3.000 $9,000 Supplies & Materials OrFIce Supplies Postage Program and Recreational Supplies Pool Chemicals Equipment under $2,500 Subtotal Supplies & Mate!'ials $5,000 $1,000 $61.000 $28,000 $5.000 $100,000 Repair and Maintenance Pacilit,y Repair and Maintenance MaioI' Equipment Repair and Maint.cnance Janlto,.ial an~ Pape,. Supplies Contmct Custodial Rubtotal Repair and Maintenance $'n.ooo $12.000 $13,000 $105,000 $161,000 Marketing and Promot.lons Marketing and PrOmot,ions Subtotal MarkcUng and Promotions $40,000 $40,000 ©2005 The Sports MalJagernenr, Group m.........·_...................mm... High $9.00IJ $1.000 $23,000 $:J:J,OOO $5.000 $2.000 $4,000 $11 .000 $H.OOO $2.0IJO $77,000 $35.000 $5,000 $ t 25,000 $34,000 $15,000 $16.000 $113.000 $178,000 $45.IJOO $45,000 í( A.31 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER m._.......m'·'·'·......................mn..................."..................,...........................,.................,_ ...,,,,,.................................,......- Proboble Operoting Costs All figures are rounded to ~he neares~ thousand. OPERATING EXPENSES ServIce Agreements / Contract Service, HVAC Safety Equlpmen~ Copy Maehine Alarm Maintenance Pest Control Window Washing / Carpe~ Cleaning Pay Phones Snbtotal Service Agreements/Lease(s) Low $10,000 $1,000 $1.000 $1.000 $1.000 $ I 3,000 $I.IJlJI) $2ß,000 High $12.000 $2,000 $2.000 $1.0()O $2.000 $15,000 $2.000 $:16.000 Computer Services Software Service Agreemenw Maintenance and Supplies Sobtol,al Servtoe Agreements/Lease(s) $8,000 $10,000 $:J.QOO $4,000 $11.000 $14.000 $H.OOO $18.000 $14.000 $ HI,OOO $29.000 $31.000 $166,000 $193,000 $1 :J7,OOO $151,000 $332,000 $37iJ.000 Pool Expenses Maintenance / Utilities / Repair Subl,Ol.al Pool F:xpenses Utll1l.les Nar,at,oriIJIIl and Indnor POQI Utilities Outdoor Pool Utimie, Building Utilities Subl.Ol.alliUIIUcR ©2005 The Sports Management Group 1Z, A.32 I I I I I I I I I I I I I I I I I I I EMERAlD GLEN RECREATION AND AQUATIC CENTER ,.............,,,,,"'............,,,.. .......... ...........mmm .....mmm........'''''''m.m._m.....m..............."............................................................, Probable Operating Costs All figure~ arc rounded roo r,he nearest thousand. OPERATING EXPF.NSF.S OuUay Co,[S Capital Outlay COIIJpu~e[' Renewal and RepJaccment, Pool ~quipmcnt, Outlay Subtutal OuUay Costs Low High $1.000 $2.000 $22,000 $25.000 $26,000 $29,000 $17.000 $18.000 $25.000 $~5.000 $91,000 $99,000 $24.000 $26.000 $2,000 $3,000 $10,000 $12.000 $36,000 $41,000 $852.000 $975.000 $2,529,000 $2,943,000 Other Expenses Dues & Sllb~eription3 Bank Charges Refunds and RelmbursemellLs Insurance Contingency Subtotal Other Subtotal Operating Expenses (rounded) TOI,al Probable Operating Costs Reserve ~)md ßuiIdin~ Reserves Subtotal Rcscl've Fund $250,1)00 $250,000 $260,000 $260,000 $2.779,000 $3,203,000 tutal Probable Operating C08ts with Reserves <D~005 Tho Sports Management Croup î3 A,33 I EM E RA l D G l E N RECREATION AQUATIC CENTER ít{ AND ...................'''....-----...-..."...''........ ......................................................--....................,.....................................--.... I Part-Time Staff Back-Up I Summer FfWlS Total Wages Gym Attendanlß I No. of hours per week 20 20 No. of weeks per year 15 35 lIourly ~ar.c $9.50 $0.50 I Expensc $2,850 $6,650 $9,500 I Pool Building Counter Cashiers No. of hours per week 48 9 No. of weeks per year 15 11 Houl'ly Rate $9.50 $fJ.50 I Expense $6.840 $94] $7,781 I Rcecpr.lon Co un LeI' CashIers No. of hours per week 171.5 171.5 No. uf weeks per year 15 35 Hourly Rate $9.50 $9.50 I F.xpcnse $24.439 $57,024 $81,16:) I Building Supervisors No. of hours pel' week ó6 50 No. of weeks µel' year 15 35 I Hourly Rate $12.00 $12.00 I!:xpenRC $10,080 $2:J,ó20 $33,000 I lIullmng Attendants No. of hours per week 37 37 No. of weeks per yea,' 15 35 I Hourly Rme $9.50 $9.50 Expel"e $5,273 $t2,30:~ $17,575 I Child Watch Starr No. of hours per week 76 76 No. of weeb µer year 15 35 I Hourly Ra¡e $8.50 $8.50 Expense $9,690 $22,6tO $32.300 I I I ©2005 Tile Spurts M8n8gement Group A.34 I I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER ,...",......................,,"'................... mm_._",........" mmum....'....................._____ mum .m.mm.....,,,...._, ..m...um'......................... Part-Time Staff Back -Up Summer FiWlS Total Wages ~'Itncss Room AitcndantH No. of hours pcr week 101 101 No. of weeks per year 15 30 Hourly Ra~e $11.00 $11.00 Expense $16.660 $:18.885 $55.550 Marketing (Party) Assistant,s No. of hours per week 10 10 No. of weeks per year 15 35 Huurly Rate $10.00 $10.00 Expensc $1.000 $:1,500 $5,000 Water Satel,y Instructors No. of hours per yeat' 1.630 1,62fJ Hourly Rate $11.00 $nOO Expensc $17,fK10 $17,908 $:{5,838 Instructional Pool Lifeguards No. of hours per week 192 102 No. of weeks per year 15 35 Hourly Ra~e $9.50 $9.50 Expense $27.360 $63,840 $9t .200 RCCI'eation Pool Lifeguards No, of hout's per week 494 84 No. of weeks per year 15 11 Hout'ly Rat,o $9.50 $9.OQ F.xpense $70,395 $8,77fJ $79,173 1/8 Continuous River L1feguards No. of hours per week 254 45 No. of weeb per year 15 11 Hourly Rate $9.00 $9.50 Expense $36. t 90 $4.703 $40,fJ98 25 Meter x 25 Yard Pool LifegU81'ds No. or hours per week 192 96 No. of weeks per year If¡ :35 Hourly Rat,e $9.50 $9.50 Expense $27,360 $31.920 $59,2fJO ©2005 The Sports M8nagemenL Group --,6 A.35 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER .......................mmmm mm.m.mmmm mm.m .m'..........................'___.....mnmmnmmm ...n....m.mmm Contract Staff Back-Up Low Generallnstruetors Gr08S Annual Revenue Percent to Instructor Expense $165,450 60% $99,000 Fitness I Aerobics Instructors Gross Annual Revenue Percent t,o Instruct.or Expense $90,920 60% $"".000 AQuauc Fitne!=ì8 InstructorR Avg. No. of Classes per Year Instruct,or CORt. PCI' Class ßxpense 1.010 $25 $25,000 ©2005 The Sports Management Group Hi~h $214.100 60% $128,000 $108,440 60% $65,000 1.0,,0 $25 $26,000 í{P A~J6 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATION AND AQUATIC CENTER ¡;¡;öïj,;bi;;'ö'p';j.äïjiïicö"iš"'jjëï.'iTBäëk~üp"''''''''''''''''''''''nn.......................................................... ·:..,...···...····"..",.....",........."....",."".."..........m.. FuJi-Tillie I';llIployee Bellelï!" Full·Tlme Salmie, Annual Benefits PeI'centa~e Total Expense Full-Tj¡ne Full-Time ~mployee Overtime Full-Time Salarlc" Annual Benefits Percent.agc Total Expellse ¡"ul]-Time . ....~':...... '";",,, "',,.... .,;,.., ......"......"..".. u... .., TmilUlIg Avg. No. Ilours per ;:mpioyee Avg. No. New I';mp. per Year Avg. Cost per Tmillin~ Hour Expense PLUS - Allnual CertiFic8tloo Costs ..m..n....._____................................. .....u___mmm.. ,OVERTIMI!:,Ì\NPâËNEÍ'ITS' " ' ..··;".."......"........\'........·.·........·.....·""'...."',,,.....r."..",..."......",.....",...',.1.........'...."..\ Hourly ~mpl"yce Bene(¡Ls Pan-Time Salaries Allllual ßenefit,s Pcrceot Expense $510.000 HO% $30ß.000 $010,000 1% $0.100 m........."''''"...."..........'... 20 60 $12.00 $14,400 $2.000 $639,000 60% $363,400 $ß~]9.000 1% $ß.390 $12.00 $18,000 $3,000 í1 ',' '" "".' .",;:" h';,' ;.~.... ¡. ......... ..'...."... ...".,.......,,,;,..,,..... ...... $537,000 6.t5% $33,026 Full·Tlme Empluyee Overr,lme Benefiw Full-Time Overtime 8alaries $5.100 Benefits Pcrceotage 2ß% ~xpense $'1,326 $oß:J.OOO ß.15% $:H.625 $6,390 26% $] ,661 20 ....,.,"'....",............................. 75 7 $1.000 $7,000 9 $1.000 $9,000 .....,,,,................................................'............,,."',,,,........"......"... I'm'L-Tim" Sl8tT Avg. No. of Employees No. of IInitorms per Empl. A~tritiun Avg. Cost pel' Uniform GxpensCi .......,.......,.........:.ºmEº.ßM~":.,.::'.;..,,.....:,,:.:,::,...,:......:.......:,......:..,.."......:i::..:........:"......................................... Full-Time S~afr Avg. No. of 8mployces Uniforms per 8mploycc Avg. Cost per Uniform Expense Lifeguards Avg. No. of Employees No. of Uniforms pel' Empl. AI,I,rition Avg. Cost per Unirol'm E:xpensCi ." ,:~., ~:,,'~:<:'.' '" :', ,,;,'...'..'1!.I'r..:J'.¡..':'.....'.:;m... .......m........'",,"'........................... l'elejconuuunleatiüns Number of Voice I Data Lines Avg Cost per Line pcr Monr,h Number of Months per Year ~xpense City Ner,wol'k Communication Line No. of Months per Year Av~ Cost per Month Expense 100 2 1.5 $:J" $11.025 7" 2 L5 $00 $11,250 TRAVIi:L AND,TRAINING .....·.."',"',.........",.........","',...'._............:.....m......."..,,'"......................._.... ;'ull Time Starr T['avel & ConrCI'ence, Aonual Full-Time Emp. Avg. AUocatlon per Emp, ~xpensc 109 1.5 $35 $11,445 79 2 1.5 $50 $11,850 2 10 2 $35 $700 15 2 $35 $1,050 .................:r.I!'~t;;I:i.QMMIJN~Ç~~I.QN.~................................,';:.::.:,'..:,......:."........."......,..,.....,.......:,.::..... Cell Phone" Number or Cell Phone, Avg COS¡ per Pagel' per Mont,h Number of Monr,hs per Year ~xpense 8 $40 12 $3.1140 12 $180 $2.160 ©2005 The Sports Maoagement Group 10 $40 J2 $4.800 12 $180 $2.1ßO 7 $35 12 $2,940 9 $35 12 $3,780 A.37 I I I I I I I I I I I I I I I I I I I 'pröï;äï;ië'oïJörÚiöë cöÚs..bï,tËiïaäëÏi:iJp··mm..........mm......... EMERAlD GLEN RECREATION AND AQUATIC CENTER íi nomm....._____.___,m,_, ··"...n..............._............................... .....u............................m... .m'.'''............ ~"ne""1 Uffiee ònpplie, No. Months per Year Avg. CORt per Momh ~xpense SUPPt,IES: PRÒGRAM,BUILDlNG AND OFFiC\i:.> ' ",.', . ....;.....""'...,,,."'....'..........,..,...'......'.",....;...,..:...,..,.,,,\,..,'..........1..,,,..,,..,.,,...,,,,,·.....-.,,,,.....1'...,"'/,',.....1........... Po'~age Avg. Cost per Y~"r Expense ,...................."............",,,........ ......."....."............. 12 $400 $4,800 12 $500 $6.000 $1.000 $1.000 ;."""..................." $2.000 $2.000 .............""............................. ......,,,.....,,.......... General ßulldlng Suµµlie, Annual Allotmen~ ,:xpense , SOPPLIES: PROGRAM ,AND POOL CHEMICALS mm'....."...............",.""....""..................."'."',..;",.",.,.,.,...................""'",.....,.,............,,,,...,...............,,,,',,,..,....,.,.. Prugram l')uppliet>; At uaUI~ Prü~rams Gt'oss Annual Revenues $] B6, 130 Percen~ 10.0% F.xpense $1I!.613 $3,000 $3.000 Child Wa~ch Room Annual AllocatiQn F.xpense $6.000 $6.000 $4.000 $4.000 $8.000 $(1.000 ..__m......'.'''.....,. $227.130 ]0.0% $22.713 Program Supplies: Fi~ne" Area/Group ~Xer"I'e goom Gross Annual Revenues $97,920 $] ]8,440 Percent 12.0% 12.0% ~xpeIise $11,750 $14.2]3 Program Supplies: Dance St\idiIi Gross ^nnuòl Revenues $07,720 $73,500 Program SuppUes: Gymnasium Pel'cent [10% B.O% Gross Annual Revenues $98,730 $128.600 ",xpense $4.61B $o.!lBO Percent 11.0% 8.0% ~xpense $7.n9B $10,288 Pool Chemicals Indoor Poot Program Supplies: ßirr,hday Partie, WaLer Surface SQ. F'ooLHge 4,200 4,200 No. of Parties per Year 288 :)134 Average Cost per Square [i'oot $1.00 $1.10 CORr. per Par~y $30 $:JQ Rxpense $1.200 $4.620 Expensr. $8,640 $11.020 Pool Chemicals Ou~door 20 x 25 Pool Poul Chemicals Outdoor Rec and Cont,inDUS River Wa~er Surface Sq. Foutage 6.250 6,250 Wmer Surace Sq. I"ootage 15,875 15.875 Average Cu,~ pcr Square Fooe $1.20 $2.00 Average Cost per Square ~oot $LOO $1.10 Expense $7.500 $12.000 ~xpense $15.870 $17,463 ,'aclllty Repair" antj MUJ1JLenmw() Avg. Cos~ per Month Numhcr Moaths per Year ~xpense BI!ILDING REPAI~\',MAtNm/W((¡p;+ > ".,..,'<:, .". ' '. ....,."......'"...,.......,,,,..................,.,..,....,.,..;,\,...,...,............"...,...,......"m........'.....,.....'...ù"";.......,,......¡..,.,.............,............,."......,......... JaniLOrial and Paper Supplics Avg. Case per Mon~h Number Munch, per Year Expense , ., . .............,.,.,.....,.......,.................."'.,"',,,.....,....... $2.600 12 $:J 1.200 Cont,ract Custudial Service Center Square Footage Cost per Square Foot ~xpense 62,875 $1.67 $100,001 ©2005 Tile Sports Management. Group $2.800 12 $33,600 62,870 $1.80 $] 13,175 $1.100 12 $13,200 Malar Equipment Repair and Maintenance Avg. Cost pel' Month $1.000 Number Months per Year 12 Expense $12,000 $1.300 12 $10.600 $1.200 12 $15,000 A.38 I I I I I I I I I I I I I I I I I I I EMERALD GLEN RECREATIDN AND AQUATIC CENTER Pröbä"bie..õpï;¡;"ïï¡,-ë·cösïiiiëïäiT'ßä·ö'k=üp.............···-..-·-................................................- mm_.m.m...".....'''........................_____............ -¡t¡ ..m.m"'........... ....m.."'''......."",.. $~5.1)1)01 ......,.,,,,,,,,,,,,,,,,,....,,,,....,......... lIVAC lIVAC Maint.enance Expense $10.000 $12.(11)1) $1.000 $2,000 Carpet Cleaning No. of Months per Year n 12 Cost per Month $600 $600 12 12 Expen~e $4.800 $7.2011 $50 $50 $600 $000 Pest Cont.rol Cost per Year $1.200 $1,600 ~xpr,n8C $1.200 $1.(illll 4 4 $2.000 $2.000 $8.0011 $8,000 17 $200 $3.400 ©2(11)5 The Sports Management. Group 2 12 $75 $1.HOII ,....,.:..:....:.......:.:......._,.:................"............,ÇQMt~1]:.~.MN.m.¡¡;Nð.~ç ;)M!ºR~f.~ÇgM~L;,.:i..;.;,:J:!;ri,j..:,..::.::.!..."...!............................... Sullware òervlCC Agl'eements Computer Maintenance "nct Supplies Annual Allotment $7,500 $10,000 'Mal No. of Compulers Expense $7,500 $10.000 COSt pcr Computer Expensc .....u....·.'........'.m'''''''....""....................... PI'H1Lillg & PublicaUon Facility Brochures Newslctters Flyers MARKETING ANQÞi1Ó"ÓtION$" "",:/;,,':";,;(".,' , .,...,"'''...n'.''....,..................,'',..."..',;.~,t':'....~~,~·,.....,"\....,....,..................'."'d..,L,.I!\;.,¡.,\;,.,J,...;...,...,,'"........... Advertising Radio Newspaper Trade Publication .............." Special PrOmOtions Marketing Total $40,000 ........,.,.."""...;,.."......"....,."....,,,.....,,,,,...'...... SERVICE AGREEMENTS j CONTRACT SERVlCES";"i, " .."'.",......................................,"'..,.......,........ ,...,..,...,'....'...,'.,.,.......'..m....m·'''''.......~M.."".....'..'..n Telephone) - P8Y PtJUne No. of Pay Phones No. of Monl,hs per Year COSt per Month Expense 2 12 $51) $1.200 Cupy Machine No. of Copy Machin", No. of Months per Year C08t. per Month Expense 1 12 $100 $1.200 1 12 $150 $1.800 Safety Equipment Alluwance Security System Maint. (Alarms, Camerns) l<'ire Hprinklcr Malntenanoe Expense Alarm Maintenance No, or Months per Year Cost, pcr Montll Expen,e Winctow Washing No. of Washes per Year Cost, por Wash Expense 20 $200 $4,000 A.39 I I I I I I I I I I I I I I I I I I I EMERAlD GLEN RECREATION AND AQUATIC CENTER .m·..·'·,_,............'......m.....m.m.mmm.m.....m.....m. ....."...,"'........................................ mm.mmO'... Probable Operating Costs Detail Back-Up .u.....n........................,...,.,,,.,.,.,,,...,,,......,,.........,,.........................,.......... HuilJllIg Utimre, Bui]ding Gross Square Peet Avg. COSI, per Square PON Expense 54.f!7ó $2.óO $]37,188 Natatorium and Indoor PoullJr,ilir,ies NatatorIum Square Peet Avg. Cost per Square Poot ~xpense 8,000 $3.60 $2B.800 ~ m.m.m.umm."'_"'..........."........................................................no .. .,_,.. ,YT~~~.t~:lª,$h ';.,J.¡~~. i'.~,(~~ ;'~ :.t·:::.,':'::::\'·:,:.:':. ~'.: :'~':':".:'.:..: .:'::~';:.~}::.:':~:~~0;:;:~1,;~;~::· .:~~::::~.:{,:~ ]'uo] ULilitie<: ;]5 Mete!' and ;]5 Yard Water Surface Avg. Cost per Square Poot f,xpcnsc 54,875 $2.75 $150.90ß 8,000 $3.85 $30,800 $10,000 $10,000 6,250 $7.50 $46.875 .........:.:. 6,250 $B.OO $50.000 Pool Utilities: Recreation and 1/8 Mile Continuous River WaLer Surface 15,875] 7,875 Avg. Cost per Square PUUL $7.50 $B.OO f,xpcnsc $119.(16:1 $11:1.0IJIJ MISCËLLAN(01)S. .i'.' i,' CUll Liïig~üuÿ";';"'.......·....;...;·.."......"....."'.."...'·'...'m.... .....·,···..,,'''''..''...''''''.......'''...''··'...'~~r·,~iï~js'·&'·K(\jr'riblji;s8ï;ïë~t Annual Allowance $25.000 $25.000 Gross Annual Revenues ~xpense $25.000 $25,000 Percent Expense OuWOOt' Pool EquJµnrenL Maintenance Slides. Etc. txpense rOOL ~::xrENSES ',;' '" " .",' ,',' ',' ,',', "";',, .,' " . ..........,.."'....,."...,.."...,.;.....,............",...,.......,......................,.,.....',.1.......,.....,.."",,,,,,."'....,.........,,,,,,......,,,,."',...".,..,,,, SLand-Alune ]'00] BlJill1ing Maintenanue/UtiUlievReµarr AllocaLiun $6,000 $8,000 Expense $6.000 $8.000 .....................,.,.."...."".,.,.,..:",.."'...,..".......",,,,,............... $B.OOO $f!.OOO Dues m,,1 Subscript,ions Annual Allowance f,xpense $1.000 $1.000 Insurance Cost of Building Insurance ($0.70 per $10(0) f,xpense $24,500,000 $0.70 $17.150 , "..'. : ~.:'> . . .........,....:....'.............'.".,"';..::;";',;".;",,\i~,,.......,..,.....;;,.,.............. $2.000 $2,000 $25.500.000 $0,70 $17.850 :..\,;,......;............."...........",...,.,....""........,"', Bank Charges 75% of Pass + Glass Sales Bank r'ee Percentage Expense $2,504.000 1.00% $25,840 $1.384.500 1.60% $22.152 $2.002.000 1.00% $28,020 $1.539.000 1.60% $21.621 8uilding Reærves Tota] Construction COSL Percentage ~:xpcnsc .".,. ....'?:m.~,R.!§$.!i!gW1¡.:.~~~Þ.~..:L::::....:(:;:".:,:...::;:.:,'.:.:":,!;,:.,:i',;."....,,;.:.,,,i,'.,:.':;.,.,.',f'.:,Sé.,: CspiLSI OUl.18Y ["itness Equipment Tota] Percenta~e per Year ~xpense $21.800,000 1.00% $248,000 Computer Renewal and Replacement Annual Allotment f,xpense $2.000 $2.000 ©2005 The Sports Management Group $24.800.000 1.00% $248,000 $3.000 $3,000 Poui Outlay Pool ~qujpment Percentage per Year ~xpense $120,000 20% $21,000 $50,000 20% $tO.OOO $130,000 20% $2ß.000 $60,000 20% $12,000 AAO '61 '1J 'Þ7 STAFF PREPARED OVERVIEW OF SPACE COMPONENTS IN THE PREFERRED OPTION FOR THE RECREATION & AQUATIC COMPLEX Casual Acdwdes Lounge Facility Size: 1,400 sf Estimated Construction Cost: Estimated Annual Direct Revenue: Estimated Annual Direct Expenditures: Estimated Direct Net Operating Gain (Loss) $943,000 $0 $3,850 ($3,850) The Casual Activities Lounge would not be used for any programmed activities or classes. It is meant to serve as a waiting area and mceting location which enhances the experience of using thè facility. ,. .-.- Pros of Casual Activities l,oun~e .... · Provides a welcoming atmosphere with a "family room feel". · Expands the size of the reception and lobby areas which is useful during high volume hours. · Provides a place for customers to wait for family members participating in activities, meet others for activities or drop-in and use the tàcility at no charge. · An extension of the deli/juice bar and a meeting spot for friends and neighbors. · Could be enhanced with wi·fi Internet connections so that parents waiting for children in clas.s~~.,?uld keep connected._.. __." Cons~f Casual Activities Lounl!e · The Casual Activities Loungc docs not generate any direct operational revcnue. Juice Bar and Deli Facilily Size: 600 sf Estimated Construction Cost: Estimated Annual Direct Revenue: Estimated Annual Direct Expenditures: Estimated Direct Net Operating Gain (Loss) $403,650 $63,000 $1,650 $61,350 The Juice Bar and Deli would be located adjacent to the Lobby and Casual Activities Lounge. The space would be leased to a private vendor to provide healthy food and bcverages for facility and park users. This would maximize the direct net operating gain with little risk to the City. ..',,"'-.'.Y Pros of Juice Bar aud Deli ....-.~,.'~'''' · Provides more space than a traditional concession which allows for a higher quality of food and hcverage and more selections. · For those coming before work or during lunch it . provides a convenient way to purchase food and beverages before going to work. · Provides food and beverages for customers waiting in the Casual Activities Loun.ge. Cous of Juice Bar and Deli · It is a dedicated space with only one use. Depending on the demand the space may only bc used for a portion of the day. The level of demand for these services is unknown at.this time. · The financial performance ofthese facilities can vary depending on the quality ofthe vendor. Page I 0[6 ....' .."~ ATTACHMENT 2 f¡"Z- Gymnu,çium Facility Size: 12,300 sf Estimated Construction Cost: Estimated Annual Direct Revenue: Estimated Annual Direct Expenditures: Estimated Direct Net Operating Gain (Loss) $8,275,400 $176,840 $53,613 $123,227 The Gymnasium includes one full-length court (50' x 92') and two shorter cross courts. In addition it includes bleachers and dedicated storage space. The Gymnasium would be used for sports leagues such as basketball, volleyball, and badminton. It would also he used for classes such as aerohics and gymnastics. In addition there would be hours for drop-in use by adults, teens and youth, Pros of Gymnasium __,._" Cons of Gymnasium · There is high demand for youth sports programs . Significant cost for construction with a and the Stager Gymnasium is almost to thc rclativcly small annual operating gain. point where the City can not expand certain . Floor and equipment maintenance costs are programs such as youth basketball. Due to higher than some other spaces, limited access to School District gymnasiums, . The size and height of the building for the gym this space would help the City to provide more is significant and will be a prominent feature in gym programs. thc park. · It is a flexible space that can be used for a variety of classes and programs. · It provides another space for drop-in, casual use, which would serve the nceds of more customers. · With it's relation to the amenities and services of the RecreatioIl Center and Emerald Glen Park, it mav be a good tournament venue. ~._~_..._' ~--"".' "..- ". ,~~....~ ..- n" .,.~~'~,'._.. ..",,·,·,'__.W~_~·.~'~~ ---_.-,- -... .---......'- Dance Studio Facility Size: 1,800 sf Estimated Construction Cost:' Estimated Annual Direct Revenue: Estimated Annual Direct Expenditures: Estimated Direct Net Operating Gain (Loss) $1,212.100 $58,000 $45,630 $12,370 The Dance Studio has a wooden floor, mirrors, ballet bars and a sound system. It would be used for dance classes for all ages and other classes suitable for the space such as Tai-Chi and Yoga. Pros or Dance Studio · Dance classes are popular with all ages. · Spacc would be a statc-of-the-art dance instmetion studio with wood floors, ballet bars, mirrors and a built in sound system. '.. Cons of Dance Studio - --- . Significant cost for construction with a relatively small annual operating gain. . The Dance Studio has the same amenities as the Group Exercise Room. Instead of offering dance classes in the Dance Studio they could bc held in the Group Exercise Room. This could limit the amount of dance classes that could be held. However, for the rccrcational-lcvcl of instmction the City provides the classes could also be hcld in multi-use spaces in the Community Centers. Page 2 of6 .", ----- ~3> Group Exerci..e Room Facility Size: 2,100 sf Estimaled Construction Cost; Estimatcd Aimual Direct Revenue: Estimated Arumal Direct Expenditures: Estimated Direct Net Operating Gain (Loss) $1,413,350 $91,000 $74,898 $16,102 The Group Exercise Room has a wooden /1oor, mirrors, and a sound system. It would bc used for classes such as aerobics, yoga, martial arts, sclf-defense, private rentals and special events. Pros of Grou Exercise Room · It is a flexible space that could be used for a variety of classes and activities. · This space would free-up the large Main Hans for other rentals where J azzereise is currently held. · Would expand the variety of aerobics classes that could be offered (i.e. high & low impact, seniors, adults, teens, parcnt & child, etc.) · Acoustical engineering would minimize the disturbance to others from the noise created by the volume of the aerobics music. · If dance classes were hcld here it would maximize use of the room and therefore the net ain in revenue. ..~,-~_.,~..~ Cons of Grou Exercise Room . Significant cost for construction with a relatively small annual operating gain. . Wood flooring requires additional maintenance and care. Fitne.<.\' Center Facili(y Size: 3,650 sf Estimated Construction Cost: Estimated Aimual Direct Revenue: Estimated Annual Direct Expenditures: Estimatcd Direct Net Operating Gain (Loss) $2,456,400 $591,800 $91,588 $500,213 The Fitness Center would feature cardiovascular equipment and weight machines similar to those at a health club. Drop-in use would make up a majority of the use of the Fitness Center. In addition classes could be offered such as weight training, pre-natal fitness classes, and developing individualized fitness programs. Pros of Fitness Center Cons of Fitness Center · Provides enough space to offer a variety of . Equipment is expensive to maintain. machines to meet thc needs of a larger customer . Equipment has to be replaced regularly to base. ensure participant safety and to respond to · Would increase pass sales for swimmers since it changes in fitness trends. provides a good way to augment swim training . The cost for staffing is higher than some ofthe programs. other spaces due to the need for experienced · Allows parents to conveniently exercise while and certified training instructors and staff. their children are taking classes at the . Without propcr staffing there is a risk of Recreation Center. improper use of the equipment and potential · Although it is a significant cost for risk for the City. This could be minimized construction, it provides a considerable annual through thc use of waivers and mandatory direct net opcrating gain. e ui ment orientation sessionsc,._,_____ Page30f6 Game Room Facility Size: 900 sf F:stimated Construction Cost: Estimated Annual Direct Revenue: Estimated Annual Direct Expenditures: Estimated Direct Net Operating Gain (Loss) Í>1 $604,900 $19,460 $2,475 $16,985 Traditional gamc rooms feature pool tables, t¡.ble telIDis, air hockey and arcade machines. As an alternative, unique attractions could be installed such as virtual sports machines for golf or surling. This room would be availahle lor drop-in use. During the weekdays it could bc geared towards adults and semors. Cons of Game Room - ~~."-~ ~--,..''''."-,,,.- . May require additional monitoring and supervisIOn by staffifit becomes a popular hang-out. Pros of Game Room .._~-" · Provides an indoor "drop-in" activity besides the gymnasium and natatorium. · Provides activities for youth in middle school, which the City currently has no facility options to offer. · Attractions could be lcased and rotated to keep up interest in the Game Room. Babysitting / Tot Activity Room Facility Size: 1,000 sf Estimated Construction Cost: Estimated Annual Direct Revenue: Estimated Annual Direct Expenditures: Estimated Direct Net Operating Gain (Loss) $671,600 $69,000 $43,050 $25,950 Provides a space for babysitting for parents taking classes or exercising. When it is not being used for babysitting programs it could be used for tot activity classes and tot birthday parties. These rooms arc usually devcloped around a theme, are bright and colorful, and have outdoor activity space attached. Pros of Babysittin2lTot Activity Room"_,,..______ ~( ns of Babysitting/Tot ~~.!!vj9'}~oom · Enables adults with children to participate in . None activities. · Provides space with furniture and fixtures designed specifically for tots. The City currently does not have a space like this. · The babysitting room can be operated with on a contract thus minimizing staffing costs. Special Events Room Facili~y Size: 675 sf Estimated Construction Cos/,- Estimated Am1ual Direct Revenue: Estimated Annual Direct Expenditures: Estimated Direct Net Operating Gain (Loss) $457,700 $23,000 $18,376 $4,624 Provides a space for special events and birthday parties at the facility. The space could be reserved for private parties. In addition party services and themed packages could be offered to augment the rental of the space. Page 4 of6 -...... J'ros of Spechd Events Room · There is a demand for birthday party space. Parents are looking for new places to have parties outside of their homes at a reasonable pnce. · If it is aggressively advertised and marketed with unique attractions it could exceed the net operating gain estimated in the report. · If birthday parties were not popular, the space is '---_ Oexible cnough to serve many other purposes. .... Natatorium with Indoor Fitness Pool Facility Size:8, 000 sf (3,675 sfpool surface area) Cost: Estimated AlIlIual Direct Revenue: Estimated Annual Dircet Expenditures: Estimated Direct Net Operating Gain (Loss) ~þ Cons of Special Events Room . The direct net operating gain is relatively minimal in relation to the cost of constructing the facility. ",- $6.155,950 $552,200 $211,171 $341,029 The Natatorium features a 6-1ane, 25-yard long, litness pool. Since the pool is indoors, the water is kept wanner than the outdoor pools. It would bc used for water aerobics, arthritis therapy classes, swimming lessons, home-school P .E. classes, lap swimming and private rentals. Pros of Natatorium and Fitness Pool -, · This would make the facility state-of-the-art and unique in thc Tn-Valley. · This would allow the City to offer year-round swimming lessons. Even during the summer months, it gets cool and windy in Dublin in the late afternoon. · Would provide wann-water for arthritis therapy classcs which are in high demand and will continue to grow with the aging of the baby- boomers. · Having the pool indoors reduces chemical and pool heating costs. " Cons of Natatorium and Fitness Pool · The pool requires a relatively large building which significantly increases the construction cost. · The building requires larger HV AC and air exchange systems which increases eJcetrical l1tility costs. · Natatoriums can feel humid and stuffy and smell of chemicals if they are not properly vented. · Due to the specific depth requirements for water aerobics and swim lessons, this pool would not be suitabJc for competitive swimming or meets. --- Outdoor Competitive Swimming Pool Surface Area: 6,250 sf Estimated Construction Cost: Estimated Annual Direct Revenue: Estimated Annual Direct Expenditures: Estimated Direct Net Operating Gain (Loss) $1,960,750 $142,300 $121,780 $20,520 This provides a space for competitive swimming programs sllch as swim team, water polo, diving and synchronized swimming. It would also be used for lap swimming and recreational swimming. Page 5 of6 --.-.---. --.----..-.............----..-..... ~_.~._..~..,,,.~.,,".~_..__.._,.._. "6lp -.' ,- Pros of Competitive Pool _._._~.'''. · The City currently doe~ not have a pool that meets the current ~talldards or is deep enough for competitive swimming programs and meets. · Would allow the City to expand competitive programs to meet a variety of training needs. · Water Polo is continuing to gain popularity and could be conducted in this pgoL..~_______ Cons of ConlPetitive Pool . The direct nct operating gain is significantly low in rclation to the large cost of constructing the làeility. . If the competitive pool is located at Emerald Glen Park it would not conveniently serve the necds of the high school swimming programs. Outdoor Lei,~ure Pool and Lazy River Leisure Pool Area: 8,000 sf Estimated Construction Cost: l,azy River Area: 7,875 sf Estimated Construction Cost: Estimated Annual Direct Revenuc: Estimated Annual Direct Expenditures: E$limatcd Direct Net Operating Gain (Loss) $3,440,800 $2,467,900 $807,400 $302,534 $504,866 The Leisure Pool and Lazy River would be two different pools. The leisure pool would feature water play structures, splash down areas for water slides, a zero-depth beach entry and a lap area for lessons, lap swimming and water aerobics programs. The Lazy River would be liS-mile long and l2-feet wide. In addition to floating in tubes, it could be used lor water walking exercise programs. These pools would operate seasonally during the spring and summer. ...."..._.._w__,,_.._...._.._ _. Pros of Leisure Pool and Lazy ~ye~_~__....._...._._.___.__ _ç0.!l.~.!lf Leisure Pool aud Lazy River · This would be the largest leisure pool in the . These types of pools require more lifeguards Bay Area (exeluding the Water World and due to the amount blind spots created by the Raging Waters amusement parks). It is water play equipment. anticipated that it would have a regional draw in . The water play equipment requires significant the summer. maintenance to remove hard water deposits and · The Lazy River is a uniquc feature that would maintain the finish. Some equipment will have further enhance the regional draw to the facility. to be replaced after time. · It would be large enough to not feel too . Additional pumps are required to operate the crowded for patrons. various water play and spray features, thus · A theme could be developed for the pool and increasing utility costs. water play equipment to enhance the entertainment value. · The zero-depth entry provides water play space for tots who are unable to wade into deeper water. 11 improves accessibility for those with disahilities. It also gives adults a place to sit in the cool water and watch their children. · Provides a relatively large net operating gain in rclation to the amount ofthe construction cost. _."".~.~.~.~_~.., ~M "".~_.~.~J".." ~_~ Page 60f6 BUILDING ALTERNATIVES PREPARED BY STAFF 'f.¡ì %'34 Preferred Master Plan Building Support Spaces Option Alternative 1 Alternative 2 Alternative 3 Alternative Vestibule / Entry / Lobby I Access Control 700 600 gOO gOO 600 Casual Activities Lounge 1,400 800 0 0 0 Juice Bar I Snack Bar I Storage 600 600 400 400 400 Locker Rooms 3,000 2,500 2,500 2,500 2,000 Special Needs Changing Room 110 110 110 110 110 Family Changing Room (gO sf each) 360 270 270 270 180 Family Changing Locker Vestibuie 200 160 0 0 0 Restrooms 240 240 240 240 100 Administrative Offices / Workroom / Break Room 1,830 1,830 1,680 1,680 1,220 Maintenance I Receiving I §t2!~gej Workroom 800 800 800 800 800 Subtotal Building Support Spaces 9,240 7,910 6,900 6,900 5,410 Activity Spaces Gymnasium & Storage (2 - 50' x 74' courts) 12,300 11.540 11,540 11,540 11,540 Dance Studio & Storage 1,800 0 0 0 0 Fitness Center & Storage 3,650 3,650 3,150 3,150 1,580 Group Exercise Room & Storage 2,100 2,100 2,100 2,100 2,100 Subtotal Activity Spaces 19,850 17,290 16,790 16,790 15,220 Community Spaces Game Room 900 700 0 0 0 Babysitting & Tot Activity Room / Lav / Storage 1,000 900 900 900 0 Special Events.Room 675 600 0 0 675 Subtotal Community Spaces 2,575 2,200 gOO 900 675 Total Recreation Center Building Space 31,665 27,400 24,590 24,590 21,305 Natatorium Natatorium / Storage / Mechanical/ Chemical 9.170 9,170 9,170 0 0 Fitness Poot, 6 Lanes (3,675 sf surface area) 3,675 3,675 3.675 0 3,675 Outdoor Competitive Pool 25 Meter x 25 Yard Deep Pool (75' x 82') 6,250 6,250 6,250 6,250 6,250 Pool Mechanical/Chemical Room Space 1,250 1,250 1,250 1,250 1,250 Outdoor Leisure Pool Recreation Pool 8.000 6,000 5,000 8.000 3,000 Budget for Water Play Features $500,000 $500,000 $300,000 $500,000 $207,500 Pool Mechanicai I Chemical Room Space 1,730 1,330 1,130 1,730 730 Outdoor Lazy River Lazy River 7,875 2,625 0 0 0 Pool Mechanical/Chemical Room Space 1,570 520 0 0 0 Other Aquatics Sl1pport Spaces Lifeguard Staff Space 680 680 680 680 660 Small Sales Booth 200 200 200 200 200 Changing Rooms / Toilets / Showers 1,000 1,000 800 800 150 Concession Stand & Storage 800 400 0 0 0 Pool Technician's Office 100 0 0 0 0 Pool Storage I Lost & FouÐd 1,000 1,000 1,000 1,000 450 Subtotal Other Aquatic Support Spaces 3,780 3,280 2,680 2,680 1,460 Total Aquatic Building Space 17 ,500 15,550 14,230 5,660 3,440 Rec Center Grossing Factor for Cirçulation, etc. 10,560 9,130 8,200 8,200 7,320 Aquatics Building Grossi.ng Factor for Circulation 3,090 2.740 2,510 1,000 610 Total Gross Building Area 62,815 54,820 49,530 39,450 32,675 Total Gross Water Surface Area 25,800 18,550 14,925 14,250 12,925 TOTAL PROJECT COST $39,072,400 $33,491,450 $29,680,350 $24,859,550 $16,437,355 ESTIMATED FUNDING SHORTFALL ($21,964.755) ($16,383,805) ($12,572.705) ($7,751,905) $0 ATTACHMENT 3