City of Baytown Aquatic Facilities Master Plan

Transcription

1 City of Baytown June 2007 Kimley-Horn and Associates, Inc.

2 City of Baytown, Texas Baytown Final Report June 2007 Prepared by: Kimley-Horn and Associates, Inc. Contact: Amy London Suite Park Central Drive Dallas, Texas (972) In Association with: Counsilman-Hunsaker Contact: Kevin Post Sunset Office Drive Suite 400 St. Louis, Missouri (314)

3 Introduction Summary of Findings To meet the aquatic needs of the community, the City of Baytown retained Kimley- Horn and Counsilman-Hunsaker to prepare an to focus on the future of aquatics for the community. The purpose of this plan is to identify and evaluate current aquatic programming and to establish a needs analysis for aquatic spaces for the City of Baytown, Texas. This master plan is based on extensive research including meetings with members of the City of Baytown, the community, and other interested parties. This plan also includes information and opinions developed from investigations of other aquatic providers in the area; a visit to the existing pool sites; demographics of the market area; a tour of the community; a review of national trends in aquatic recreation, instruction and competition; the development of construction costs in the local area; and an analysis of how all this phenomena will impact the operation of the proposed facility. Study Objectives Develop Concepts for Aquatic Programming Develop Construction & Project Cost Estimates Evaluate Existing Area Providers Research Area Demographics Identify Potential User Groups Estimate Revenue Potential Determine Labor Schedule Estimate Operating Expenses Determine Cashflow An Executive Summary of the findings is as follows: Introduction

4 Executive Summary The City of Baytown, Texas, is situated on the northern shore of Galveston Bay between the San Jacinto River on the west, the Trinity River on the east, and 30 miles east of downtown Houston. Baytown's climate is dominated by the Gulf of Mexico, producing warm summer days, pleasant summer evenings and mild winters. Recreation in Baytown includes sailing and water sports, fresh and salt water fishing, golf courses, a 400+ acre nature preserve, and the Houston Raceway Park (NHRA 440-acre drag racing complex), which is a draw to the area. Baytown has over 40 parks that include such amenities as boat ramps, fishing piers, playgrounds, picnic areas, trails and swimming pools. With a long history for pools, the City of Baytown currently operates two swimming pool sites: Wayne Gray Sports Complex Pool and the N.C. Foote Pool, both operated by the YMCA. The Wayne Gray Sports Complex Pool is the largest site in the north region of Baytown where new schools and new housing developments are being planned and built. The N.C. Foote Pool is a small site near old downtown, where the city is re-investing in revitalization efforts. Additionally, the City has a very popular sprayground at Roseland Park. With both existing pools facing physical and functional obsolescence, the City of Baytown would like to provide residents with aquatic centerpieces for social, recreational, competitive, wellness and educational activities. An investigation of other aquatic competitors shows a clear shortage of aquatic facilities in this area. Local swim clubs include the RSS High School Swim Team with 48 swimmers, the year-round Dirty Bay Aquatics Water Polo Club with 75 members (eight State Championships) and 185 swimmers on the Clear Creek Summer Swim League. These programs are currently offered at Sterling High School s indoor 8 lane 25 yard pool, which has limited space, and the Lee College indoor 6 lane 25 yard pool, which is not open to the public. Growth is expected for competitive swimming and training needs. Gulf Swimming LSC (local swimming committee) includes 35 teams (and growing) in the area. As identified in public meetings, residents see a need for a new community pool on the north end at the Wayne Gray Sports Complex of the City that will draw from inside and outside the community. The Wayne Gray Sports Complex is near a major highway and has ample footprint to add attractions. The N.C. Foote site was identified by residents as a good location for a new neighborhood pool. They would like the facilities to include amenities for kids, families, seniors, special populations and outside residents. With many seniors in the area, lap lanes are desired. The need for additional spraygrounds and smaller splashpads were also mentioned for children. Programming is important for lessons, wellness exercise Executive Summary

5 for seniors, elements for teens and toddlers, and the development of a swim team. Repairing the old pools was not an aspiration; however, the 1998 repair audit has been updated for inflation in the Appendix of this master plan per request of the City. Demographic analysis shows that the City of Baytown is a young community in terms of median age with the 17 and younger age groups higher than the national average. Per capita income and median household income, as a percentage, are both below the national average. The estimated population base of 68,200 in 2006 for the City of Baytown is expected to increase to 70,300 by These estimates may be skewed due to the unexpected western migration of many residents of the New Orleans area experienced by Hurricane Katrina. The City of Baytown estimates their 2006 population at 71,357 and their 2011 population at 75,743. Using U.S. Government Census numbers in this report is conservative in estimating attendance, while these additional population numbers may add to revenue. The zero to ten mile service area s estimated population base surrounding the N.C. Foote site of 201,700 in 2006 is expected to increase to 210,800 by The zero to ten mile service area s estimated population base surrounding the Wayne Gray Sports Complex of 138,300 in 2006 is expected to increase to 145,600 by It is the goal of the City of Baytown to create attractive facilities that will be useful for all the residents of the community, thus generating repeat visits. A new state law declares that schools will start after Labor Day; hence an increase in length for the summer swimming season. The following concepts with varying degrees of amenities were developed for the City of Baytown to consider. Option 1: Neighborhood Pool $3,570,000 (Total Project Cost) 5,467 square foot leisure pool with zero-beach entry Three fitness lap lanes Participatory play feature Waterslide Otter slide One diving board 700 square foot tot pool with slide Pavilion area Bathhouse Executive Summary

6 Option 2: Community Pool $9,820,000 (Total Project Cost) 6 lane lap pool with 2 diving boards Separate leisure pool with zero beach entry Participatory play feature Current channel Tumble buckets Two waterslides Flow Rider Mat Racer Slide Tot pool with slide Option 3: Sprayground $490,000 (Total Project Cost) 3,338 square foot Sprayground Participatory play feature One shade structure Restroom facilities Option 4: Splash Pad $270,000 (Total Project Cost) 600 square foot Splash Pad Participatory play feature Three shade structures Executive Summary

7 Existing Existing Pool System Wayne Gray x Sports Complex x N.C. Foote Park x Roseland Park Red: 5 Mile Radius 2 Mile Radius Blue: 1 Mile Radius Executive Summary

8 Proposed Proposed Pool System Future North Side Future East Side x x x McElroy Park Wayne Gray x Sports Complex Bergeron Red: 5 Mile Radius Park 2 Mile Radius Blue: 1 Mile Radius ½ Mile Radius N.C. Foote Park x x x x Pelly Park Downtown x Roseland Park Executive Summary

9 Opinion of Cashflow In the following table, Revenue is generated from attendance potential (determined from facility capacity limits and market penetration levels) with attendance revenue (determined from membership structures and per capita revenues). Expense is an estimate of operating expenses concentrating on site-specific rates for operations and maintenance, staffing pay structures, and commodities such as chemicals and operating supplies. Recapture Rate is used to define the percentage of operating expenses recuperated by operating revenue. It is common for municipalities to judge facility performance using the recapture rate as a benchmark, aiming for a high percentage of recapture. Opinion of Financial Performance City of Baytown Neighborhood Attendance 36,354 Project Cost $3,570,000 Revenue $102,715 $103,244 $103,772 $104,301 $104,829 Expense 184, , , , ,317 Operating Cashflow (81,480) (85,556) (89,748) (94,057) (98,488) Recapture Rate 55.8% 54.7% 53.6% 52.6% 51.6% Capital Replacement Fund 17,900 17,900 17,900 17,900 17,900 Debt Service (311,249) (311,249) (311,249) (311,249) (311,249) Cashflow (410,628) (414,705) (418,896) (423,206) (427,636) Community Attendance 94,128 Project Cost $9,820,000 Revenue $454,357 $471,612 $489,109 $506,849 $524,831 Expense 465, , , , ,378 Operating Cashflow (10,738) (5,111) 468 5,992 11,452 Recapture Rate 97.7% 98.9% 100.1% 101.2% 102.2% Capital Replacement Fund 49,100 49,100 49,100 49,100 49,100 Debt Service (856,152) (856,152) (856,152) (856,152) (856,152) Cashflow (915,991) (910,363) (904,784) (899,260) (893,800) Sprayground Attendance 8,369 Project Cost $490,000 Revenue $0 $0 $0 $0 $0 Expense 14,927 15,300 15,683 16,075 16,477 Operating Cashflow (14,927) (15,300) (15,683) (16,075) (16,477) Recapture Rate 0.0% 0.0% 0.0% 0.0% 0.0% Capital Replacement Fund 2,500 2,500 2,500 2,500 2,500 Debt Service (42,720) (42,720) (42,720) (42,720) (42,720) Cashflow (60,147) (60,521) (60,903) (61,295) (61,697) Splash Pad Attendance 6,695 Project Cost $240,000 Revenue $0 $0 $0 $0 $0 Expense 11,824 12,120 12,423 12,733 13,052 Operating Cashflow (11,824) (12,120) (12,423) (12,733) (13,052) Recapture Rate 0.0% 0.0% 0.0% 0.0% 0.0% Capital Replacement Fund 2,000 2,000 2,000 2,000 2,000 Debt Service (20,924) (20,924) (20,924) (20,924) (20,924) Cashflow (34,748) (35,044) (35,347) (35,658) (35,976) Source: Counsilman-Hunsaker Executive Summary

10 Table of Contents Section Task I Goals/Objectives/Public Meetings 1 A. Needs Analysis B. Programming C. Schematic Designs Task II Concept Development 2 A. Implementation Scenarios B. Site Specific Concepts Task III Financial Impact Study 3 A. Economic Impact B. Operational Impact Appendix A. Options A, B, and C (Not Selected) B. General Limiting Conditions C. Financing and Funding Options Table of Contents i

11 Task I: Goals/Objectives/Public Meetings 1 2 A. Needs Analysis Area Aquatic Providers Demand for use of the proposed Baytown aquatic centers will be affected by the presence of competing facilities. Certain factors such as location, availability and pricing may compel some potential patrons to use other facilities. To more clearly define competition, this information is used to assist in understanding the overlap of aquatic services currently offered by other aquatic providers in the area. Specific factors of each facility may be considered such as location, availability, and pricing. Aquatic providers may include other parks and recreation pools, private swim clubs, schools and universities, and YMCAs within the area. This report should assist in exploring the services currently offered in the area. City of Baytown, TX Sterling High School 300 W Baker Rd Baytown, TX (281) Indoor 8 lane 25 yard pool Lee College 511 S Whiting-Lee College Campus Baytown, Indoor 6 lane 25 yard pool Hours Lap Swim / Workout Times MWThF 6:30am -7:30am MTWTh 4:00pm -5:30pm Fees $25/semester Not open to the public Task I Goals/Objectives/Public Meetings 1-1

12 Baytown YMCA 201 W Wye Dr Baytown, TX Outdoor 4 Lane Pool Hours Mon-Thurs Fri Sat Sun 5am-10pm 5am -8pm 8am -5pm 1pm -5pm Fees Based on income City of La Porte, TX Little Cedar Bayou Wave Pool 600 Little Cedar Bayou Dr. La Porte, TX Wave Pool Zero-beach entry Hours Mon-Thurs Fri-Sun 11am - 8pm 11am - 6pm Fees Adults & Children $3 Seniors 60+ $1 Nonresidents $5 2 and under FREE 20 Visit Pass $60 Northwest Pool N. Avenue P La Porte, TX Leisure Pool Zero-beach entry Otter slides Spray features Hours Monday 11am - 9pm Tue-Fri 11am - 8pm Sat-Sun 11am - 7pm 1-2 Task I Goals/Objectives/Public Meetings

13 Fees Adults & Children $3 Seniors 60+ $1 Nonresident $5 2 and under FREE Individual Pass $20 Family of 6 Pass $45 Fairmont Pool Hillridge La Porte, TX Hours Mon Closed Photo Not Available Tue-Sun Noon-6pm Fees Everyone $1 2 and under FREE Individual Pass $20 Family of 6 Pass $45 San Jacinto Pool 618 San Jacinto and G Street La Porte, TX L shaped pool Zero-beach entry Otter slides Hours Mon Closed Tue-Sun Noon-6pm Fees Adults & Children $3 Seniors 60+ $1 Nonresident $5 2 and under FREE Individual Pass $20 Family of 6 Pass $45 Task I - Goals/Objectives/Public Meetings 1-3

14 Brookglen Pool 3324 Somerton La Porte, TX Hours Mon Tue-Sun Closed Noon-6pm Fees Everyone $1 2 and under FREE Individual Pass $20 Family of 6 Pass $45 City of Mont Belvieu, TX Eagle Pointe Wave Pool Eagle Pointe Dr. Belvieu, TX Wave Pool Hours Mon/Wed/Fri/Sat 10:30am-6:30pm Tue/Thur 10:30am-9:30pm Sun Noon-6:30pm Fees 3-11 years $ years $6 Senior 65+ $3 20 Visit Pass $75 Resident / $90 Nonresident 20 Visit Family Pass $150 Resident 1-4 Task I Goals/Objectives/Public Meetings

15 Analysis of Target Market Area Factors that can influence attendance at the new Baytown aquatic centers include population characteristics such as growth/decline, income, age, and weather trends. Market studies are used to predict how relevant products, services and fess are to residents. Given the character and scale of development envisioned for the new aquatic facilities, the consultant team is of the opinion that the project's recreation market area should be defined as a 25-mile radius from each site. Within that 25-mile radius, the rate of market penetration will be highest among the community residing closest to the facility, and lowest among residents residing near the outer limits of the market area. To further define this market area, the service area is assumed as a five mile radius around each project site: 2428 W. Main Street (N.C. Foote Pool site) and 5200 East Road (Wayne Gray Sports Complex Pool site). A service area is defined by the distance a patron will travel on a regular basis, such as once per week, to a given activity. A five mile service area is common for community-oriented activities. Training and competition users will customarily drive farther to use a facility than will leisure and fitness users. Thus, a study of demographic patterns in the area is helpful in projecting usage rates. Given this pattern of market penetration, the consultant team has segmented the resident market area for the proposed facilities into rings as follows: Distance From Proposed Site 0 to 3 Miles 3 to 5 Miles 5 to 10 Miles 10 to 15 Miles 15 to 25 Miles The evaluation of the resident market area on the basis of these rings permits a more accurate assessment of the various demographic factors. Task I - Goals/Objectives/Public Meetings 1-5

16 3, 5, 10, 15 and 25 Mile Rings 2428 W. Main Street (N.C. Foote Pool Site) Source: DeLorme 1-6 Task I Goals/Objectives/Public Meetings

17 3, 5, 10, 15 and 25 Mile Rings 5200 East Road (Wayne Gray Sports Complex Pool Site Source: DeLorme Task I - Goals/Objectives/Public Meetings 1-7

18 Population by Distance The following presents a summary of population characteristics per ring for the 2000 census year, with population estimates for 2006 and population projections for Because of the reluctance of the recreational swimmer to drive more than five miles to an aquatics facility, recreational attendance coming from rings farther than five miles will be minimal and cannot be expected to produce consistent daily users. These rings will, however, produce users of special features of the facility, such as competitive swimming and special events. The frequency of recreational usage is typically impacted by distance. As a result, it is reasonable to assume that the outer areas from the site will not use the facility on a consistent basis, but only as stated. N.C. Foote Pool As shown in the following table, the total market area (zero to 25 miles) contained a population base of 1,699,300 in 2000, is estimated to increase to 1,822,900 in 2006, and expected to continue to increase to 1,935,500 by Closer in, the zero to 10 mile service area shows a population base of 192,900 in 2000 and is estimated to increase to 201,700 in 2006 and expected to continue to increase to 210,800 by This represents an increase in population of approximately 0.9% annually from 2006 to The secondary service area of 10 to 25 miles for competitive and special event users shows a population base of 1,506,100 in 2000, is estimated to increase to 1,621,200 in 2006, and expected to continue to increase to 1,724,800 by This represents an annual rate of approximately 1.2% each year from 2006 to The City of Baytown s population base of 66,400, according to the 2000 U.S Census, is expected to increase to 68,200 in 2006, and expected to continue to increase to 70,300 by The expected increase is 0.6% per year. These estimates may be skewed due to the unexpected western migration of many residents of the New Orleans area experienced by Hurricane Katrina. The City of Baytown estimates their 2006 population at 71,357 and their 2011 population at 75,743. The expected increase is 1.2% per year. 1-8 Task I Goals/Objectives/Public Meetings

19 Population by Distance N.C. Foote Pool, City of Baytown Distance from Number Percent Number Percent Number Percent Number Proposed Site (000's) of Total (000's) of Total (000's) of Total (000's) 0 to 3 Miles % % % -0.1 A verage Annual Change Number Percent (000's) Percent -0.2% % 3 to 5 Miles % % % % % 5 to 10 Miles % % % % % Subtotal % % % % % 10 to 15 Miles % % % % % 15 to 25 Miles 1, % 1, % 1, % % % Subtotal 1, % 1, % 1, % % % Total (0-25 Miles) 1, % 1, % 1, % % % Baytown, TX % % Source: Claritas, Inc. Task I - Goals/Objectives/Public Meetings 1-9

20 Wayne Gray Sports Complex Pool As shown in the following table, the total market area (zero to 25 miles) contained a population base of 1,555,400 in 2000, is estimated to increase to 1,661,800 in 2006, and expected to continue to increase to 1,759,400 by Closer in, the zero to 10 mile service area shows a population base of 131,000 in 2000 and is estimated to increase to 138,300 in 2006 and expected to continue to increase to 145,600 by This represents an increase in population of approximately 1.0% annually from 2006 to The secondary service area of 10 to 25 miles for competitive and special event users shows a population base of 1,424,400 in 2000, is estimated to increase to 1,523,500 in 2006, and expected to continue to increase to 1,613,900 by This represents an annual rate of approximately 1.2% each year from 2006 to Again, these estimates may be skewed due to the unexpected western migration of many residents of the New Orleans population experienced by Hurricane Katrina Task I Goals/Objectives/Public Meetings

21 Population by Distance Wayne Gray Sports Complex Pool, City of Baytown Average Annual Change Distance from Number Percent Number Percent Number Percent Number Number Proposed Site (000's) of Total (000's) of Total (000's) of Total (000's) Percent (000's) Percent 0 to 3 Miles % % % % % 3 to 5 Miles % % % % % 5 to 10 Miles % % % % % Subtotal % % % % % 10 to 15 Miles % % % % % 15 to 25 Miles 1, % 1, % 1, % % % Subtotal 1, % 1, % 1, % % % Total (0-25 Miles) 1, % 1, % 1, % % % Baytown, TX % % Source: Claritas, Inc. Task I - Goals/Objectives/Public Meetings 1-11

22 Income To a certain degree, the likelihood of residents to use the City s swimming pools depends on their ability to pay admission and program fees. Accordingly, an evaluation of incomes in the market is appropriate. When comparing the service market area with the U.S., a percentage system is used. The U.S. average income is the baseline standard represented by *Index indicates the percentage for the specified area based on the national average. For example, if a city s median household income is twenty percent higher than the national average, a number of 1.20 would be listed as the index number. The following table represents a comparison of per capita and median household incomes for the resident population surrounding the N.C. Foote site. Market Area Market Area Income Characteristics N.C. Foote Pool, City of Baytown Per Capita Incomes Median Household Incomes Dollars Index* Dollars Index* 0-3 Miles $17, $40, Miles $21, $47, Miles $24, $60, Miles $22, $50, Miles $20, $42, Baytown $20, $46, TOTAL U.S. $24, $47, Source: Claritas, Inc. Baytown s per capita income is 17% lower than the national average and the median household income is 3% lower. In the zero to three mile zone, per capita incomes are 31% lower than the national average and the median household income is 15% lower. The three to five mile zone is 13% lower than the national average while the median household income is 2% lower. The five to 10 mile zone is 2% lower than the national average while the median household income is 27% higher Task I Goals/Objectives/Public Meetings

23 From this analysis, many people living in Baytown and the surrounding area may not be able to afford credible fees for leisure pursuits. The City will need to be sensitive when allocating fee structures for aquatic activities in this area. Market Area Market Area Income Characteristics Wayne Gray Sports Complex Pool, City of Baytown Per Capita Incomes Median Household Incomes Dollars Index* Dollars Index* 0-3 Miles $21, $48, Miles $18, $46, Miles $21, $52, Miles $21, $53, Miles $19, $44, Baytown $20, $46, TOTAL U.S. $24, $47, Source: Claritas, Inc. In the zero to three mile zone surrounding the Wayne Gray Sports Complex, per capita incomes are 12% lower than the national average while the median household income is 2% higher. The three to five mile zone is 23% lower than the national average and the median household income is 3% lower. The five to 10 mile zone is 12% lower than the national average while the median household income is 10% higher. The City will need to be sensitive when allocating fee structures for aquatic activities in this area. Task I - Goals/Objectives/Public Meetings 1-13

24 Age Distribution Age distribution is another population characteristic used to determine the type and level of use of programs. Research has shown that younger age groups are more likely to engage in competitive and recreational swimming activities, while middle-age and older patrons enjoy wellness and fitness programming. The following age distribution table presents a summary of age group numbers and percentages per the rings surrounding the N.C. Foote site. The City of Baytown and the surrounding area is a younger community in terms of age group trends. As shown for the market area (zero to 25 miles), the 0-17 age group, as a percentage of population, is above the national average with 58,612 children in the 10 mile area. Age Distribution Trends N.C. Foote Pool, Baytown Aquatic Center Age Groups 0-3 Miles 3-5 Miles 5-10 Miles Miles Miles Baytown, TX U.S. Age # % # % # % # % # % # % Population Under 5 3, % 3, % 10, % 38, % 101, % 6, % 6.7% 5 to 9 2, % 3, % 9, % 34, % 92, % 5, % 6.8% 10 to 14 2, % 2, % 10, % 33, % 92, % 5, % 7.2% 15 to 17 1, % 1, % 6, % 19, % 53, % 3, % 4.3% Subtotal 10, % 11, % 37, % 125, % 339, % 20, % 25.1% 18 to 24 3, % 3, % 13, % 42, % 126, % 7, % 9.9% 25 to 34 4, % 5, % 17, % 60, % 182, % 10, % 13.6% 35 to 44 4, % 5, % 19, % 64, % 177, % 9, % 15.3% 45 to 54 3, % 5, % 20, % 57, % 158, % 8, % 14.1% 55 to 64 2, % 3, % 13, % 36, % 108, % 6, % 9.6% 65 to 74 1, % 2, % 6, % 19, % 62, % 3, % 6.4% 75 to 84 1, % 1, % 3, % 10, % 35, % 2, % 4.4% 85 and over % % % 2, % 10, % % 1.7% TOTAL: 32, % 38, % 130, % 420, % 1,200, % 68, % 100% Median Age Source: Claritas, Inc Task I Goals/Objectives/Public Meetings

25 The following age distribution table presents a summary of the age distribution of the rings surrounding the Wayne Gray Sports Complex site. As shown for the market area (zero to 25 miles), the 0-17 age group, as a percentage of population, is above the national average with 40,710 children in the 10 mile area. Age Distribution Trends Wayne Gray Sports Complex Pool, Baytown Aquatic Center Age Groups 0-3 Miles 3-5 Miles 5-10 Miles Miles Miles Baytown, TX U.S. Age # % # % # % # % # % # % Population Under 5 4, % 3, % 4, % 23, % 110, % 6, % 6.7% 5 to 9 3, % 3, % 4, % 21, % 99, % 5, % 6.8% 10 to 14 3, % 3, % 4, % 21, % 99, % 5, % 7.2% 15 to 17 1, % 1, % 2, % 13, % 58, % 3, % 4.3% Subtotal 13, % 11, % 16, % 80, % 368, % 20, % 25.1% 18 to 24 4, % 3, % 5, % 27, % 133, % 7, % 9.9% 25 to 34 6, % 5, % 7, % 35, % 182, % 10, % 13.6% 35 to 44 6, % 5, % 8, % 39, % 186, % 9, % 15.3% 45 to 54 6, % 4, % 8, % 38, % 167, % 8, % 14.1% 55 to 64 4, % 3, % 5, % 23, % 112, % 6, % 9.6% 65 to 74 2, % 1, % 2, % 11, % 63, % 3, % 6.4% 75 to 84 1, % 1, % 1, % 6, % 34, % 2, % 4.4% 85 and over % % % 1, % 10, % % 1.7% TOTAL: 45, % 37, % 55, % 264, % 1,258, % 68, % 100% Median Age Source: Claritas, Inc. Task I - Goals/Objectives/Public Meetings 1-15

26 Weather With a seasonal outdoor aquatics facility, weather will have some impact on user travel and participation. Given the sensitivity of water sports to weather conditions, it is appropriate to include an assessment of local weather patterns in the market analysis. Understanding local weather patterns helps determine the number of user days without rain. The following table presents a summary of monthly weather data for Baytown based on 50-year recorded trends. Weatherbase collects weather information from a variety of public domain sources, including the National Climatic Data Center. Climatological Data Baytown, TX Temperatures Precipitation Precipitation Month Average High Low Inches Days January February March April May June July August September October November December Source: Weatherbase Presented in the table are average temperatures, normal high and low temperatures, precipitation inches and precipitation days for the Baytown area. The weather patterns suggested in the figures above are not severe enough to inhibit participation in outdoor aquatics during June, July and August. As shown, warm summer temperatures prevail with an average of seven days of precipitation per summer month Task I Goals/Objectives/Public Meetings

27 Specific User Groups: Competitive On the following pages, the various components of the competitive market are reviewed. Competitive Swimmers The competitive swimmer (summer swim teams, age group swimming, high school swim and dive teams, Masters teams, etc.) are very loyal groups, and, if their needs are met, can be counted on to provide a steady stream of income. Additionally, these groups appreciate being allowed the opportunity to use an aquatic center for training and competitions. Opportunities for practice and training exist in the 6 lane lap pool conceptualized in Option 3; opportunities for practice, training and competitive meets exist in the 50 meter pool conceptualized in Option B (in the Appendix) with a pool heater accommodating the winter months. High School Varsity Swimming High school swimming is well supported in the area although schools lack the ideal facility for training and competition. Because quality pool time is scarce in the nearby public and private high school systems, these schools would be very interested in a new aquatics facility especially with 1 meter diving. In summarizing use by the school districts, it is suggested that the proposed aquatic facility could expect to attract high school competitive events, as well as swim team training. USA Swimming Historical Participation USA Swimming s corporate formation was made possible by the passage of the Amateur Sports Act of Until that point, all Olympic sports were under the administrative umbrella of the Amateur Athletic Union, or AAU. In 1978, all sports were empowered to create their own form of government. National participation in USA Swimming has risen every single year since The size of the annual increase is two to four times greater in the registration year following Olympic Games. As the National Governing Body for competitive swimming in the United States, USA Swimming formulates the rules, implements policies and procedures, conducts national championships, disseminates safety and sports medicine information and selects athletes to represent the United States in international competition. In 2006, USA Swimming has more than 300,000 members nationwide and sanctions more than 7,000 events each year. Task I - Goals/Objectives/Public Meetings 1-17

28 Regional participation statistics are difficult to ascertain. USA Swimming has four zones nation-wide, none of which track overall registration. Some keep records of participation in the zone championship swim meets, but zone meets are limited to an elite level of performance and are a poor indicator of overall participation. The four zones are subdivided into fourteen regions. The regions, like zones, do not track participation in events other than championships. Until the recent addition of the Speedo Champions Series, very few of the regions had been hosting regional championships. In 2001, each zone was required to host from two to four sectional championships. March of 2001 marked the first of these championships, called the Speedo Champions Series. Like the regional and zone meets, these sectional meets are only open to elite performers. USA Swimming delegates local governance to 59 local swim committees, or LSC s. LSC s have geographic borders (some matching state borders). The system is, however, analogous to the individual states within the Union. As such, local governance is the law of the land in many circumstances. Federal jurisdiction prevails in other areas. USA Swimming, Minimum Facility Requirements All USA Swimming sponsored swimming events must meet the minimum standards listed below. Some minimum facility requirements for USA Swimming National Championships are also listed. 25 meter (82 feet and 1/4 inch) pools must have a nominal tolerance of plus.03 meters (1 and 3/16 of an inch) to minus.00 meters on both end walls at all points from.03 meters (1 and 3/16 of an inch) above to.8 meters (2 feet, 7 ½ inches) below the water surface. 50 meter (164 feet and 1/2 inch) pools must have a nominal tolerance of plus.03 meters (1 and 3/16 of an inch) to minus.00 meters on both end walls at all points from.03 meters above to.8 meters below the water surface. A minimum depth of 1.22 meters (4 feet) is required for starting block competitions; 2 meters (6 feet 7 inches) is preferred and is also the minimum depth for national championship meets. Light intensity over starting platforms and turning ends shall be no less than 100 foot candles (600 lux). Lanes must be 2.13 meters (7 feet) wide. For national championships, lanes must be at least 2.5 meters (8 feet 2 and 1/2 inches) wide with additional open water space of at least.45 meters (1 foot 6 inches) outside of each the first and last lanes Task I Goals/Objectives/Public Meetings

29 Water temperature shall not be less than 26 degrees Celsius or 78 degrees Fahrenheit (with a nominal plus or minus 1 degree Celsius and two degrees Fahrenheit). Air temperature for indoor pools must be no lower than 76 degrees Fahrenheit (eight feet above deck level); humidity must be no greater than 60 percent and air velocity no less than 25 feet per minute. The minimum facility requirement for local meets during the school year is a 6 lane 25 yard pool. During the summer months, when long course swimming prevails, 6 or 8 lane 50 meter pools are the norm. In either case, seating for spectators is considered a bonus, especially if that seating is off deck. Below is the list of teams that participate in Gulf Swimming LSC and their location. 1. AAC - Angleton Aquatic Club - Angleton, TX 2. ALAC Alief Aquatic Club - Alief, TX 3. AQUASTAR AquaStar - Houston, TX 4. BMXX - Beaumont Metropolitan Aquatixx - Beaumont, TX 5. BTA Blue Tide Aquatic Team - Kingwood, TX 6. CATS - Conroe Area Team Swimmers - Cleveland, TX 7. CFSC Cypress-Fairbanks Swim Club - Houston, TX 8. CGA Crimson Gold Aquatics - Houston, TX 9. COOG - Houston Area Aquatic Sports - Houston, TX 10. CSC - Conroe Swim Club - Conroe, TX 11. DADS DADS Club Swim Team - Houston, TX 12. ESA - Eagle Swimming Association - Humble, TX 13. ETEX East Texas Swim Team - Nacogdoches, TX 14. FCST First Colony Swim Team - Sugar Land, TX 15. GIST Galveston Island Swim Team - Galveston, TX 16. HCAP Harris County Aquatics Program - Houston, TX 17. HSC Houston Swim Club - Houston, TX Task I - Goals/Objectives/Public Meetings 18. KATY Katy Aquatics - Katy, TX 19. KA Klein Aquatics - Spring, TX 20. LJAC Lake Jackson Aquatic Club - Lake Jackson, TX 21. LSST - Lone Star Swim Team 22. MAC - Magnolia Aquatic Center - Magnolia, TX 23. NCAT - New Caney Aquatic Team - Porter, TX 24. NEHA - Northeast Houston Aquatics - Kingwood, TX 25. NWAV - Spring, TX 26. RICE OWLS - Rice University - Houston, TX 27. SAC - Synergy Aquatics Club - Pearland, TX 28. SCAT Space City Aquatic Team - Houston, TX 29. SPA Sienna Plantation Aquatics - Sugar Land, TX 30. SS - Spindletop Swimming - Nederland, TX 31. TAMU - Texas A&M University - College Station, TX 32. TTST - Texas Terrapins Swim Team - Cypress, TX 33. TWST - The Woodlands Swim Team - The Woodlands, TX 34. TYES - Team YES Aquatics of Houston - Houston, TX 35. UH - University of Houston - Houston, TX 1-19

30 USA Swimming Average Team Fees/Dues Nationwide Compiled by the American Swimming Coaches Association, and comprised of only those clubs that completed and returned the 1999 survey, this information does not account for regional cost of living. New York City or San Francisco based teams would likely pay higher fees than a team in Fargo, ND, or Biloxi, MS, for example. The average monthly dues paid are noted for Parent Run USA Swimming clubs. Average Monthly Dues Paid in Parent Run USA Swimming Clubs Small Clubs Medium Clubs Large Clubs Larger Clubs Very Large Clubs Level Sen AG Nov Sen AG Nov Sen AG Nov Sen AG Nov Sen AG Nov No Level Avg $57 $42 $37 $58 $48 $38 $69 $56 $41 $53 $40 $30 $89 $65 $45 Count Max $100 $65 $55 $100 $90 $65 $175 $118 $75 $88 $65 $45 $100 $80 $60 Min $25 $10 $5 $20 $20 $20 $16 $11 $6 $15 $15 $15 $85 $55 $35 Level 1 Avg $28 $23 $20 $49 $43 $29 $75 $65 $55 $118 $100 $45 No responses Count Max $50 $35 $25 $70 $70 $38 $75 $65 $35 $125 $100 $50 Min $10 $10 $10 $35 $30 $20 $75 $65 $55 $110 $100 $40 Level 2 Avg $42 $41 $40 $62 $49 $39 $49 $39 $31 $68 $48 $27 $144 $89 $59 Count Max $55 $55 $55 $100 $70 $55 $70 $55 $45 $95 $75 $30 $150 $98 $83 Min $37 $35 $30 $40 $35 $25 $16 $16 $16 $35 $30 $25 $138 $80 $35 Level 3 Avg $50 $41 $33 $64 $50 $37 $68 $51 $40 $78 $63 $47 $112 $81 $53 Count Max $70 $55 $45 $110 $75 $50 $166 $125 $75 $100 $80 $69 $130 $95 $67 Min $32 $32 $25 $45 $40 $25 $35 $30 $25 $52 $50 $25 $75 $60 $30 Level 4 Avg $45 $40 $30 $64 $48 $31 $81 $57 $40 $85 $70 $46 $101 $70 $49 Count Max $50 $50 $30 $105 $75 $40 $120 $80 $60 $100 $100 $60 $130 $85 $60 Min $40 $30 $30 $25 $25 $20 $45 $35 $20 $65 $52 $30 $70 $50 $38 Level 5 Avg $68 $53 $42 $104 $77 $50 $80 $60 $43 $87 $65 $39 $85 $59 $44 Count Max $50 $70 $45 $118 $105 $75 $140 $115 $75 $109 $80 $80 $120 $80 $60 Min $50 $40 $40 $95 $60 $30 $42 $38 $25 $65 $50 $30 $35 $35 $30 Overall Avg $51 $41 $35 $61 $49 $38 $70 $53 $39 $81 $63 $41 $100 $70 $49 Count Max $100 $70 $55 $118 $105 $75 $175 $125 $75 $125 $100 $69 $150 $98 $83 Min $10 $10 $5 $20 $20 $20 $16 $11 $6 $15 $15 $15 $35 $35 $30 KEY Sen: Senior Level Swimmer AG: Age Group Swimmers Nov: Novice Swimmers Small Clubs: Less than 50 swimmers Medium Clubs: 51 to 100 swimmers Large Clubs: 101 to 150 swimmers Larger Clubs: 150 to 200 swimmers Very Large Clubs: 201 or more swimmers 1-20 Task I Goals/Objectives/Public Meetings

31 Pool Rental The cost of renting a pool is another issue facing USA Swimming. The following tables represent information accrued during a survey by USA Swimming. There is more than one accepted way to receive fees from swim teams. Pool rental is usually per lane/per hour. Pool Rent in Dollars Per Lane Program Type Avg Max Min Free Total Parent Run $3.78 $25.00 $ YMCA $2.11 $11.00 $ Parks and Rec. $1.38 $8.00 $ School District $0.33 $2.00 $ Corporation $3.84 $25.00 $ Coach Owned $3.17 $14.00 $ Combination $3.20 $2.00 $ NOTES: Free refers to the number of program type swim clubs using the facilities free. Total refers to the total number of respondents for each program type. Pool Rent in Annual or Monthly Fees Avg Low High Monthly $ $60.00 $3, Annual $17, $1, $35, Other Forms of Renting Pools 1) 40% of all fees 2) 20% of all fees 3) 30% of total income 4) $10 per swimmer per season 5) All revenues minus salaries 6) 10% of gross dues 7) $25 per swimmer per month 8) 50% of lesson fees 9) $5 per swimmer per month 10) family pass 11) pay pool for maintenance Task I - Goals/Objectives/Public Meetings 1-21

32 Specific User Groups Non-Competitive Lesson Users A well-run swim lesson program is an important ingredient in introducing young swimmers to safe aquatic skills. By offering the community youth a comfortable, controlled aquatic environment, swim lessons can become an enjoyable experience whether it is during the summer months or year round. World Class College and University Level USA Swimming High School Level Summer League Swim Lessons It is the consultant team s opinion that a swim lesson program is very important for the community as a whole. The swim program is the base of a triangle for the athlete. Hundreds of children will be trained in safe swimming techniques. Many will go on to formal competitive aquatic programs in schools or age-group swimming programs. Some may excel to become state champions. Benefits, such as scholarship offers, may occur when a swimmer selects a college, and could lead him or her to national level competition. Continued success and hard work could bring a former lesson user of the proposed aquatic facility to international competition. Fitness Users Water aerobic programs have become one of the fastest growing segments of the adult fitness industry. Its qualities of buoyancy and warm temperatures have many benefits for athletes recovering from injuries as well as healthy adults seeking a less stressful, low or no-impact form of exercise. The industry has responded to the popularity of water aerobics by creating a wide range of activities with related devices and equipment for a greater diversity of water-based aerobic options. Aerobic dancing, walking and running in shallow and deep-water environments are just a few of the choices available to people wishing to add less stressful elements to a cross-training regimen or even use aquatic aerobics for their entire fitness program. Scuba and triathlon enthusiasts are also potential fitness users of the facility and are usually denied accessibility due to lack of available space and time. Businesses may also be willing to sponsor or subsidize aerobic programming as part of their employee wellness training discipline. Though some large corporations may have their own facilities, most do not. Part of the marketing of the proposed facility 1-22 Task I Goals/Objectives/Public Meetings

33 should certainly include overtures to these and other employers to participate in some kind of subsidized employee wellness program at the proposed aquatic facility. Senior groups, residential homes and retirement homes are also potential users of fitness and water aerobics programming. Seniors can be willing, enthusiastic participants in wellness programming and other recreational opportunities, provided certain requirements are met. They typically feel uncomfortable and intimidated in an environment with a lot of teenagers. Additionally, they generally respond better to programming that is strictly defined, with definite starting and finishing times of well-structured activities. Given those standards, senior groups will usually be reliable and ardent supporters of a recreational aquatic facility. Recreational Users Historically, U.S. swimming pools shared very common characteristics: a rectangular pool with a rectangular deck with a rectangular fence and a narrow 10- foot concrete deck. The only play elements were 1-meter diving boards, maybe a 3-meter diving board, and occasionally a playground-type aqua slide. Anything else would just get in the way during swim meets. Even the atmosphere experienced at the pool reflected its focus on competition very structured, very rigid. Inspired by public waterpark facilities that began in Europe and came to America with a big splash in the 1980s, community swimming facilities have been redesigning themselves to be attractive to the entire community of recreational users as well as fitness users. Counsilman-Hunsaker has been involved in the design and development of numerous such facilities, and can attest that attendance invariably increases dramatically. More precise estimates of expected attendance numbers based on the various options are discussed in greater detail in the Opinion of Revenue section. While there will be some non-programmed recreational attendance in standard competition type pools, those facilities do not typically provide the kinds of amenities expected by today s recreational aquatic users, and will therefore be less attractive to large recreational attendance. The following is an overview of aquatic features that provide recreational swimmers with the amenities necessary to bring them into Baytown s new aquatic centers and keep them coming back time and time again. Aquatic Features The key to designing successful aquatic facilities is the incorporation of flexible spaces. Each of the user groups that come to the community aquatic center has its own needs and wants. In general, children and pre-teens most enjoy waterfalls, water sprays, participatory spray features and amenities that allow them to be in the pool, but do not necessarily require superior swimming skills in order to enjoy the activity. Teens and young adults enjoy the rush of waterslides and the excitement of diving boards. Many adults enjoy lap swimming for fitness as well as current channels that offer passive waterplay that incorporates socializing and relaxation. The successful aquatic center is one that is able to maximize the uses of its spaces through creative programming and innovation solutions to varied user-group wants. Task I - Goals/Objectives/Public Meetings 1-23

34 The free-form leisure pool provides an inviting and aesthetic atmosphere with plenty of shallow water from zero-beach to 4 feet, allowing adults and children to interact for hours of splash and play entertainment. With opportunity for many different sizes and designs, the leisure pool is a desirable amenity for all age and skill levels where various attractions may be incorporated for added amusement and excitement. These amenities include participatory play features, spray features, islands and waterfalls, water walks, floatables, waterslides, water vortex and current channels. Wave pools and lazy rivers, once considered only for private sector water parks, are now found in municipal facilities. These interactive attractions increase the experience factor which increases attendance, the amount of time spent at the facility, and return visits. A current channel is part of the leisure pool, usually 6-8 feet wide with water traveling at approximately three miles per hour. The current channel can provide an ideal floating adventure with a tranquil ride on a relaxing journey going with the flow, or it can be used for walking against the current as a non-programmed or programmed exercise. This amenity provides a refreshing way for all ages to leisurely enjoy the water. Zero-beach entry is an easy access into leisure pools and wave pools that simulates an ocean beach - the pool bottom slopes gradually toward the deeper water. Instead of jumping or climbing into the pool, patrons simply walk in. Lounging in the zero-beach is a pleasant way to enjoy the water while watching children playing in the shallow water. Zero-beach is available for both outdoor and indoor leisure pools Task I Goals/Objectives/Public Meetings

35 Located within the shallow body of the leisure pool, participatory play features are multi-level, interactive structures where children can scamper through spraying water, traverse bridges, scurry over and under tunnels, and slide down waterslides. As the children manipulate valves and chains, they control where and when the water sprays will occur - all within sight of parents and lifeguards. These features come in many sizes and colors with the goal of providing a hands-on experience. A mat racer provides guests the exhilaration of racing down water slides simultaneously with run out for hours of fun on a warm afternoon. Task I - Goals/Objectives/Public Meetings 1-25

36 An excellent recreation value and perhaps the best aquatic entertainment amenity for the whole family, waterslides come in many shapes and sizes from drop slides and corkscrew slides to otter slides and speed slides. While the teen market will be drawn to slides that provide velocity, long and fast, they will also enjoy drop slides, which on exiting the flume literally drop them into the water. Participatory play feature slides, frog slides and otter slides are designed for younger children to enjoy, as larger slides have height restrictions. Waterslides add excitement and drama to aquatic settings. A variety of refreshing surprises from dribbling trickles to gushing torrents, spray bars, bubblers and water arches create diversity, interest, and water wonderland effects at aquatic facilities for children s interaction. Other spray features add dimension to leisure pools by bringing the water up and then down like a water curtain. Made of fiberglass reinforced plastic, these features offer water play experiences by creating individual play stations within the shallow ends of pools. Cone-shaped cylinders that fill with water from individual spouts from above create suspense and anticipation the children never know which one will splash down next! 1-26 Task I Goals/Objectives/Public Meetings

37 Shade umbrellas are 10 or 20 feet in diameter and can be placed on the deck or in the pool. They provide necessary shade and the wide range of colors lend a festive atmosphere to the facility. They can be lowered in times of stormy weather or when not needed. FlowRider is an artificial surfing environment that uses an array of high-output water pumps to produce a flow of water approximately two inches thick over a fixed, foam-padded surface. Competitions are formed and spectators enjoy watching as much as inland surfers enjoy the challenge. Task I - Goals/Objectives/Public Meetings 1-27

38 An interesting area in pools where water jets propel water in a circular motion is a water vortex. Children of all ages enjoy swimming around in the vortex where the imagination determines the adventure. Depending on the size of the vortex, when the pump for the vortex is turned off, this area can provide an excellent instruction space for lesson programming for youngsters, and can be used for other programming, classes and activities. It is essential to note that fitness lap lanes for swimming and water walking are important to many adults and seniors in the Baytown vicinity. Opportunities for limited practice and training can exist in a two, three or four lane 25-yard lap pool adjacent to a leisure pool. Additionally, programming can be incorporated for lessons and activities. Larger than a current channel, a lazy river whisks guests away on an adventurous but tranquil journey in inner tubes through the aquatic park. Within the configuration, picnic areas can be created or destination locations for ingress/egress near other attractions. Eating areas can be designed to overlook the lazy river for a relaxing but entertaining view. Incorporating physical action and adventure into the aquatic center can have an impact on guests returning to experience the thrill over and over Task I Goals/Objectives/Public Meetings

39 Large themed water play structures are water play gyms that can be themed as water jungles, pirate coves, and rainforest temples to name a few. With slides, waterfalls, and water play features, families are entertained for hours while experiencing physical fitness and family togetherness. Essentially a water Sprayground enhances the recreation value of an aquatics facility with an array of pleasing and visual sights and sounds of children interacting with water. Water Spraygrounds feature interactive play elements located on a concrete slab or splashpad, either with or without standing water, and can be manipulated by children, a programmable computer, or turned on and off with timers. Igniting young imaginations, whimsical Spraygrounds can be a costeffective addition for all types of parks or recreation centers. Task I - Goals/Objectives/Public Meetings 1-29

40 B. Programming Activity Programming After interviewing many of the aquatic leaders in the community, the following list of activities were determined for activity programming consideration in the space developed for Baytown s new aquatic centers. Swim Meets Summer Swim Lessons Winter Swim Lessons USA Swim Team City Swim Team Masters Swim Team Aquanastics Party Rental Fitness Lap Swimming Instructional Swim Classes Recreational Swimming Therapeutic Classes for Seniors Wellness and Fitness for Seniors Survival Swimming Scuba Training Small Water Craft Instruction Red Cross Lifeguard and Lifesaving Instruction Physically Challenged Swim Programs Elementary School Drownproofing Campaign Water Safety Classes / Workshops Facility Programming As any program schedule will require flexibility to adapt to the specific needs of the community, it is the responsibility of the facility director to monitor user group demands and adjust schedules accordingly. Hours usually vary depending on special user group needs. It is assumed that the outdoor pools will be open from Memorial Day to Labor Day. Typically, after Labor Day, the facility employees (lifeguards, cashiers and snack bar servers) return to school, and the outdoor facility becomes more difficult to staff. The projected hours of operation for the proposed aquatic facilities (excluding Spraygrounds and Splash Pads) would be as follows: Daily 11AM 8PM Spraygrounds and Splash Pads will be open during daylight hours Task I Goals/Objectives/Public Meetings

41 C. Schematic Designs Today, municipal aquatic centers succeed in creating an adventurous ambience, inviting people of all ages to return on a daily basis. Attractions are arranged for various age groups to maximize fun and fitness in age-appropriate settings. Attractions have age limitations and appropriateness due to capabilities. Separate spaces are created according to different water depths and suitable age-group amenities. The consultant team developed four aquatic facility options allocating spaces that meet various goals and needs of the aquatic community. The following concepts are offered as pictorial representations of space required to meet the programming demands and are not the actual facility designs or what the concepts, if built, will look like. The models serve as a description of spaces allocated for the various amenities. Following each model is an opinion of probable project cost. Project costs are comprised of construction costs and soft costs. The construction cost is the bricks and mortar of the facility, while the soft cost is services such as fees, expenses, contingency, and inflation factors. Option 1: Neighborhood Pool $3,570,000 Option 1 provides a 5,467 square foot leisure pool with zero-beach entry and water features for recreational swimming. Zero-beach is a great way for adults to lounge in the water while keeping an eye on younger children playing in the shallow area of the pool. Three lap lanes provide adults and seniors fitness lap swimming. One spring board offers diving opportunity. A participatory play feature, located near the zero-beach entry, provides children entertainment and activities: crawling across tunnels, scampering through spraying water, traversing bridges, and sliding down just-their-size waterslides. An otter slide is child-friendly for those children who do not yet meet the height requirement for the large waterslide. The large waterslide provides thrills and spills for teens and adventurous adults. Baytown s youngest guests will enjoy a designated area with a 700 square foot tot pool with a tot waterslide, where they can play in their own gentle aquatic environment. Five shade umbrellas and a pavilion area provide a break from UV rays while adding shelter for picnics and events. The new bathhouse includes a lobby, locker rooms, two family changing areas, first aid, a snack bar and pool mechanical/storage. Task I - Goals/Objectives/Public Meetings 1-31

42 OPTION 1: NEIGHBORHOOD POOL NOT TO SCALE CONCEPTUAL ONLY 1-32 Task I Goals/Objectives/Public Meetings

43 Opinion of Project Cost: Option 1 Neighborhood Pool Baytown Aquatic Center Unit Sq. Ft. Opinion of Cost Demolition $75,000 Bathhouse 4,392 $687,560 Ticket Booth 200 Operations Room 200 Guard Room / First Aid 200 Pool Mechanical 1,400 Building Mechanical 200 Restrooms (2) 1,260 Family Changing Room (2) 200 Efficiency (20%) 732 Aquatics 5,782 $1,277,120 Leisure Pool (3 Lane) 5,467 Waterslide (A) 1 Participatory Play Feature 1 Tot Slide 1 Raindrop 1 Tot Pool 315 Spray Feature 1 Support $280,262 Outdoor Deck 11,315 Fence 400 Overhead Lighting 13,567 Equipment 1 Shade Structures 8 Task I - Goals/Objectives/Public Meetings 1-33

44 Unit Sq. Ft. Opinion of Cost Total Building Construction Costs 2,319,942 Site Construction Costs (parking lot, landscaping, utilities $359,180 Land Acquisition Subtotal Not Included $2,679,122 Inflation ( 2 year) 10% $267,912 Contingency Indirect Costs 10% $294,703 10% $324,174 Total Estimated Project Costs: $3,565,912 Say $3,566,000 Source: Counsilman-Hunsaker Option 2: Community Pool $9,820,000 Option 3 consists of an outdoor 6 lane lap pool with two diving boards and a separate 8,325 square foot leisure pool with zero-beach entry. A children s participatory play feature in the shallow water provides climbing and crawling experiences or sliding down children s sized waterslides. Meanwhile, a lazy river provides tranquil journeys where water travels at approximately three miles per hour and can also be used as an ideal water walking setting for fitness classes and adults seeking non-programmed exercise. A waterslide provides thrills and spills for the more adventurous while tumble buckets delight children when filling up and splashing down. The otter slide provides a sliding adventure for those children who do not meet the height requirement of the large waterslide. A rock scape and creek provide an aesthetically pleasing atmosphere for seasonal swimming with five shade structures, which add a festive touch while providing relaxing, congregating areas out of the sun Task I Goals/Objectives/Public Meetings

45 A tot pool with waterslide will provide Baytown s youngest guests a designated area with an opportunity to become acquainted with and enjoy aquatics in an age appropriate setting. Also included: a bathhouse, snack bar and all necessary support spaces, i.e., administrative offices, restrooms, storage rooms, mechanical rooms, etc. OPTION 2: COMMUNITY POOL Flow Rider and Mat Racer Attractions ned For Future NOT TO SCALE CONCEPTUAL ONLY Task I - Goals/Objectives/Public Meetings 1-35

46 Opinion of Project Cost: Option 2 Community Pool Baytown Aquatic Center Unit Sq. Ft. Opinion of Cost Demolition $75,000 Bathhouse 5,160 $818,800 Ticket Booth 200 Operations Room 200 Guard Room / First Aid 200 Pool Mechanical 1,600 Building Mechanical 200 Restrooms (2) 1,500 Family Changing Room (2) 200 Snack Bar 200 Efficiency (20%) 860 Aquatics 15,001 $4,937,210 Leisure Pool 10,920 Waterslide (A) 1 Waterslide (B) 1 Participatory Play Feature 1 Tot Slide 1 Raindrop 1 Lilly Pad Walk 1 Current Channel 1 Additional Features Mat Racer 1 Flow Rider 1 Lap Pool 3,375 Diving Board 2 Tot Pool 706 Spray Features 1 Support $988,746 Outdoor Deck 64,470 Fence 1,327 Overhead Lighting 27,280 Equipment 1 Shade Structures Task I Goals/Objectives/Public Meetings

47 Unit Sq. Ft. Opinion of Cost Total Building Construction Costs 6,819,756 Site Construction Costs (parking lot, landscaping, utilities $551,480 Land Acquisition Not Included Subtotal $7,371,236 Inflation ( 2 year) 10% $737,124 Contingency 10% $810,836 Indirect Costs 10% $891,920 Total Estimated Project Costs: $9,811,115 Say $9,812,000 Source: Counsilman-Hunsaker Option 3: Sprayground $490,000 A neighborhood Sprayground is a water wonderland designed for children. The delightful sprays of water keep children busy for hours as they interact with colorful hands-on water play equipment. In addition, a participatory play feature s multi-level, interactive water play structure provides climbing opportunity as well as a variety of operating valves, sprays and slides for a wet playground that will delight young children time and time again. The shade structure provides a break from UV rays while adding a festive touch to lounging areas. An on-site restroom facility is also included. Task I - Goals/Objectives/Public Meetings 1-37

48 OPTION 3: SPRAYGROUND NOT TO SCALE CONCEPTUAL ONLY 1-38 Task I Goals/Objectives/Public Meetings

49 Opinion of Project Cost: Option 3 Sprayground Baytown Aquatic Center Unit Sq. Ft. Opinion of Cost Demolition $0 Bathhouse 144 $25,920 Restrooms 120 Efficiency 24 Aquatics 3,338 $170,070 Sprayground 3,338 Sprayground Features 1 Support $37,200 Outdoor Deck 2,000 Overhead Lighting 6,480 Equipment 1 Shade Structures 1 Unit Sq. Ft. Opinion of Cost Total Building Construction Costs 233,190 Site Construction Costs (parking lot, landscaping, utilities $132,480. Subtotal $365,670 Inflation ( 2 year) 10% $36,567 Contingency 10.0% $40,224 Indirect Costs 10% $44,246 Opinion of Project Costs $486,707 Say $490,000 Source: Counsilman-Hunsaker Task I - Goals/Objectives/Public Meetings 1-39

50 Option 4: Splash Pad $270,000 Splash pads can be a cost-effective way to offer diverse water attractions in a community. A splash pad is essentially a water playground. Often splash pads are park amenities provided with no admission fee. Three shade structures provide a nice place to relax, away from UV rays, while adding a colorful look to lounging and picnicking areas. OPTION 4: SPLASH PAD NOT TO SCALE CONCEPTUAL ONLY 1-40 Task I Goals/Objectives/Public Meetings

51 Unit Opinion of Project Cost: Option 4 Splash Pad Baytown Aquatic Center Sq. Ft. Opinion of Cost Demolition $0 Aquatics 600 $84,000 Splash Pad 600 Splash Pad Features 1 Support $45,703 Outdoor Deck 1,560 Fence 186 Overhead Lighting 2,160 Equipment 1 Shade Structures 3 Total Building Construction Costs 129,703 Site Construction Costs (parking lot, landscaping, utilities $43,200. Subtotal $172,903 Inflation ( 2 year) 10% $17,290 Contingency 10% $19,019 Indirect Costs 10% $20,921 Opinion of Project Costs $230,134 Say $240,000 Source: Counsilman-Hunsaker Task I - Goals/Objectives/Public Meetings 1-41

52 Parking Facility parking will serve the aquatic center for a limited number of facility staff and users. The on-site parking should provide for easy drop-off and pickup. It is assumed on average for recreation use that three participants will arrive in one vehicle. The final design must also provide service vehicle access to the mechanical area, deliveries and trash pickup. The parking requirements are outlined below per option. Parking Requirements Baytown Aquatic Center Neighborhood Large FAC Comm Spray Park Parking Parking Sq. Ft. 27,000 94,000 54,000 8,000 Source: Counsilman-Hunsaker 1-42 Task I Goals/Objectives/Public Meetings

53 Task II Concept Development 2 2 A. Implementation Scenarios Existing Pool System The City of Baytown currently operates two pools: a smaller traditional neighborhood scale pool (N.C. Foote) and a larger traditional community pool (Wayne Gray). Additionally, The City has a nice medium to large sized sprayground at Roseland Park. Existing Pool System Wayne Gray x Sports Complex x N.C. Foote Park x Roseland Park Red: 5 Mile Radius 2 Mile Radius Blue: 1 Mile Radius Task II Concept Development 2-1

54 Proposed Pool System The proposal pool system for the City of Baytown includes a new neighborhood pool at N.C. Foote, a new larger community pool at Wayne Gray, four spraygrounds (Roseland, McElroy, Future North Side, Future East Side), and three splash pads (Downtown, Bergeron and Pelly Parks). Proposed Pool System Future North Side Future East Side x x x McElroy Park Wayne Gray x Sports Complex Bergeron Red: 5 Mile Radius Park 2 Mile Radius Blue: 1 Mile Radius ½ Mile Radius N.C. Foote Park x x x x Pelly Park Downtown x Roseland Park 2-2 Task II Concept Development

55 B. Conceptual Designs The following site specific conceptual designs were developed utilizing the schematic design alternates: Bergeron Park Splash Pad Task II Concept Development 2-3

56 Pinehurst Park Sprayground (Future East Side) 2-4 Task II Concept Development

57 McElroy Park Sprayground Task II Concept Development 2-5

58 N.C. Foote Family Aquatic Center 2-6 Task II Concept Development

59 Wayne Gray Family Aquatic Center C. Probable Development Costs Probable costs by facility type are shown in Section 1. Task II Concept Development 2-7

60 Task III Financial Impact Study 3 A. Economic Impact In order to analyze the economic impact- facility capacity, market penetration, and attendance projections, and operations costs are used to develop a cashflow analysis. Opinion of Attendance Levels In order to project attendance potential, it is necessary to find the capacity of the proposed facilities when estimating attendance. Facility Capacity For the aquatic amenities, the options are projected to have two different types of user groups: recreational swimming and athletic training. Even though the options are configured with dedicated space for recreational aquatics, recreation is defined as any use of the pool not specifically programmed for an activity. Thus, free swims and fitness lap swimming in the conventional pools would still offer some recreation programming. It is assumed that the facility will accommodate a maximum of five people per lane during training. Generally, the recreational swimmer prefers shallow water of four feet or less because it allows participation in a variety of water-related activities while still standing. Therefore, in estimating capacity for recreational use, a maximum density of 25 square feet per person is assumed. For deep water the maximum density is assumed to be 100 square feet per person. Based on a length of stay of two to three hours, it is estimated to turn over in-house attendance two and a half times per day for the recreational swimmer, and three times a day for the competitive swimmer. The following table identifies training and recreation configurations for the options. Assumptions are made on the available number of training lanes and square footage available for recreational use. Task 3: Financial Impact Study 3-1

61 Capacity Analysis Baytown Aquatic Center Aquatic Analysis Neighborhood Community Sprayground Splash Pad TRAINING (Available Lanes) Outdoor Leisure Outdoor Tot Outdoor Competitive Outdoor Sprayground Outdoor Splash Pad Total Estimated Training Holding Capacity Daily Training Capacity RECREATION (Surface Area Sq. Ft.) Outdoor Leisure Outdoor Tot Outdoor Competitive Outdoor Sprayground Outdoor Splash Pad 5, , , , Total 5,782 15,001 3, Estimated Recreation Holding Capacity Daily Recreation Holding Capacity 578 1, Total Daily Holding Capacity (Rec & Comp) 623 1, Source: Counsilman-Hunsaker 3-2 Task 3: Financial Impact Study

62 Market Penetration The National Sporting Goods Association surveys a national clientele participating in various sports. A national sampling of households was used to identify participation levels in a variety of sports activities. Sports participation (more than once) in 2004 and 2005 was as follows, showing swimming very popular and on the rise. Participation Statistics Source: National Sporting Goods Assoc Swimming Exercise w/ Equipment Bicycle Riding Aerobic Exercising Weight Lifting Running/Jogging Basketball Golf Baseball Soccer Volleyball Tennis People of all ages can benefit from an aquatics facility. Water has countless opportunities for physical activity that need not be strenuous or very time-consuming to be beneficial. With recreational swimming the sport of choice, recreational swimmers have evolved the most over the years. Their needs and wants must be considered when a community aquatic facility is built. The old theory of building a competition pool and expecting the recreational swimmer to use the same space is unrealistic today. Recreational swimmers provide the repeat visits necessary for an aquatics facility to help pay the operating costs, and they are willing to pay more per visit if the experience is appropriate to their expectations. In projecting annual attendance at the new aquatic centers, the consultant team has taken into account information presented in previous sections regarding area aquatic providers and market area demographics. The following table outlines assumptions made in projecting community and recreation usage at Baytown s new aquatic centers. Recreation attendance refers to any unstructured use of the facilities, including general water play as well as self-directed lap swimming, exercise and/or therapy. Special user groups such as competitive swim teams will be addressed later in this master plan. Task 3: Financial Impact Study 3-3

63 Projected Attendance: Option 1 Neighborhood Pool Baytown Aquatic Center Market Population to 3 Miles 32,326 32,336 32,345 32,354 32,363 3 to 5 Miles 38,067 38,334 38,602 38,869 39,136 5 to 10 Miles 125, , , , , to 15 Miles 403, , , , , to 25 Miles 1,143,779 1,159,538 1,175,296 1,191,055 1,206,814 Market Penetration Rate 0 to 3 Miles 50.0% 50.0% 50.0% 50.0% 50.0% 3 to 5 Miles 20.0% 20.0% 20.0% 20.0% 20.0% 5 to 10 Miles 10.0% 10.0% 10.0% 10.0% 10.0% 10 to 15 Miles 0.0% 0.0% 0.0% 0.0% 0.0% 15 to 25 Miles 0.0% 0.0% 0.0% 0.0% 0.0% Projected Attendance 0 to 3 Miles 16,163 16,168 16,172 16,177 16,182 3 to 5 Miles 7,613 7,667 7,720 7,774 7,827 5 to 10 Miles 12,577 12,731 12,885 13,040 13, to 15 Miles to 25 Miles TOTAL 36,354 36,566 36,778 36,991 37,203 Source: Counsilman-Hunsaker 3-4 Task 3: Financial Impact Study

64 Projected Attendance: Option 2 Community Pool Baytown Aquatic Center Market Population to 3 Miles 32,326 32,336 32,345 32,354 32,363 3 to 5 Miles 38,067 38,334 38,602 38,869 39,136 5 to 10 Miles 125, , , , , to 15 Miles 403, , , , , to 25 Miles 1,143,779 1,159,538 1,175,296 1,191,055 1,206,814 Market Penetration Rate 0 to 3 Miles 50.0% 50.0% 50.0% 50.0% 50.0% 3 to 5 Miles 30.0% 30.0% 30.0% 30.0% 30.0% 5 to 10 Miles 20.0% 20.0% 20.0% 20.0% 20.0% 10 to 15 Miles 1.0% 1.0% 1.0% 1.0% 1.0% 15 to 25 Miles 0.3% 0.3% 0.3% 0.3% 0.3% Projected Attendance 0 to 3 Miles 16,163 16,168 16,172 16,177 16,182 3 to 5 Miles 11,420 11,500 11,580 11,661 11,741 5 to 10 Miles 25,154 25,463 25,771 26,079 26, to 15 Miles 4,037 4,087 4,137 4,186 4, to 25 Miles 3,431 3,479 3,526 3,573 3,620 TOTAL 60,206 60,696 61,186 61,676 62,166 Source: Counsilman-Hunsaker Task 3: Financial Impact Study 3-5

65 Projected Attendance: Option 4 Sprayground Baytown Aquatic Center Market Population to 3 Miles 32,326 32,336 32,345 32,354 32,363 3 to 5 Miles 38,067 38,334 38,602 38,869 39,136 5 to 10 Miles 125, , , , , to 15 Miles 403, , , , , to 25 Miles 1,143,779 1,159,538 1,175,296 1,191,055 1,206,814 Market Penetration Rate 0 to 3 Miles 20.0% 20.0% 20.0% 20.0% 20.0% 3 to 5 Miles 5.0% 5.0% 5.0% 5.0% 5.0% 5 to 10 Miles 0.0% 0.0% 0.0% 0.0% 0.0% 10 to 15 Miles 0.0% 0.0% 0.0% 0.0% 0.0% 15 to 25 Miles 0.0% 0.0% 0.0% 0.0% 0.0% Projected Attendance 0 to 3 Miles 6,465 6,467 6,469 6,471 6,473 3 to 5 Miles 1,903 1,917 1,930 1,943 1,957 5 to 10 Miles to 15 Miles to 25 Miles TOTAL 8,369 8,384 8,399 8,414 8,429 Source: Counsilman-Hunsaker 3-6 Task 3: Financial Impact Study

66 Projected Attendance: Option 4 Splash Pad Baytown Aquatic Center Market Population to 3 Miles 32,326 32,336 32,345 32,354 32,363 3 to 5 Miles 38,067 38,334 38,602 38,869 39,136 5 to 10 Miles 125, , , , , to 15 Miles 403, , , , , to 25 Miles 1,143,779 1,159,538 1,175,296 1,191,055 1,206,814 Market Penetration Rate 0 to 3 Miles 20.0% 20.0% 20.0% 20.0% 20.0% 3 to 5 Miles 5.0% 5.0% 5.0% 5.0% 5.0% 5 to 10 Miles 0.0% 0.0% 0.0% 0.0% 0.0% 10 to 15 Miles 0.0% 0.0% 0.0% 0.0% 0.0% 15 to 25 Miles 0.0% 0.0% 0.0% 0.0% 0.0% Projected Attendance 0 to 3 Miles 6,465 6,467 6,469 6,471 6,473 3 to 5 Miles 1,903 1,917 1,930 1,943 1,957 5 to 10 Miles to 15 Miles to 25 Miles Experience Factor 0.8 TOTAL 6,695 6,707 6,719 6,731 6,744 Source: Counsilman-Hunsaker The totals of the above tables show levels of attendance projected for the options for recreational and fitness use from the various market segments. As indicated, attendance is projected to increase during the 5-year span due to forecasted population increases. For this analysis, 2008 is considered the first year of operation. The further into the future projections are made, the more tenuous the accuracy of the data becomes. Special User Group Admission Special user groups include age-group competitive swimming, swim lessons, school district programming, and aquanastics programming. It is estimated and assumed that these user groups, because of their high volume of use, will pay a lower per capita admission to the facilities. The special user group programming will need to be scheduled so as not to significantly impact community recreation and programming. Because of the availability of water bodies, the options allow for some special use programming while also allowing for non-programmed recreational activities. The following table summarizes special user group demand, programming, per capita spending, and revenue potential for the options. This table assumes revenue as net of direct program expenses. For example, the revenue projected for swimming lessons is after the instructor cost. Task 3: Financial Impact Study 3-7

67 Estimated Special User Group Attendance Baytown Aquatic Center Neighborhood Community Sprayground Splash Pad Visits per Program Day Summer Swim Lessons City Swim Team Party Rental Programming Days Summer Swim Lessons City Swim Team Party Rental Total Programming Per Capita Spending (Net) Summer Swim Lessons City Swim Team Party Rental Opinion of Revenue (Net) Summer Swim Lessons 12,000 12, City Swim Team - 5, Party Rental User Group Revenue $12,225 $17,800 $0 $0 Source: Counsilman-Hunsaker 3-8 Task 3: Financial Impact Study

68 Sample Fee Structure: Option 1 Neighborhood Pool Baytown Aquatic Center Category Rate General Admission Residents Adult (18 & Older) 3.00 Children (3-17) 2.50 Free - General Admission Non-Residents Adult 4.00 Child 3.50 Annual Pass Resident Individual Family Non-Resident Individual Family Source: Counsilman-Hunsaker Task 3: Financial Impact Study 3-9

69 Sample Fee Structure: Option 2 Community Pool Baytown Aquatic Center Category Rate General Admission Residents Adult (18 & Older 5.00 Children (3-17) 4.00 Free General Admission Non-Residents Adult 8.00 Child 7.00 Annual Pass Resident Individual Family Non-Resident Individual Family Source: Counsilman-Hunsaker 3-10 Task 3: Financial Impact Study

70 Opinion of Revenue In order to project revenue at the proposed Baytown aquatic centers, it is necessary not only to establish admission rates but also to determine usage mix for various user groups resulting in an overall per capita expenditure per option. The following tables estimate percentage of attendance by each category and accounts for total attendance, thus yielding each category contribution to the overall per capita expenditure at the facilities. It is assumed that, for an individual, an average of 20 visits annually will be used. The following is the average per capita expenditure per patron per option (excluding per capita food and beverage expenditures): Option 1: Neighborhood Pool per capita projection is $2.49. Option 2: Community Pool per capita projections are $4.64. Options 3 & 4: Sprayground and Splash Pad are free. Task 3: Financial Impact Study 3-11

71 Per Capita Spending: Option 1 Neighborhood Pool Baytown Aquatic Center Category Rate Percent of Attendance Per Capita Admission General Admission Residents Adult (18 & Older) % 0.66 Children (3-17) % 0.55 Free - 5% - General Admission Non-Residents Adult % 0.40 Child % 0.39 Annual Pass Resident Individual % 0.07 Family % 0.15 Non-Resident Individual % 0.17 Family % 0.06 Subtotal / Average 100% $ 2.44 Food $ 0.05 Total $ 2.49 Source: Counsilman-Hunsaker 3-12 Task 3: Financial Impact Study

72 Per Capita Spending: Option 2 Community Pool Baytown Aquatic Center Category Rate Percent of Membership Per Member Unit General Admission Residents Adult (18 & Older % 1.25 Children (3-17) % 0.92 Free 3% - General Admission Non-Residents Adult % 1.04 Child % 0.56 Annual Pass Resident Individual % 0.09 Family % 0.20 Non-Resident Individual % 0.30 Family % 0.18 Subtotal / Average 100% 4.54 Food $ 0.10 Total $4.64 Source: Counsilman-Hunsaker Task 3: Financial Impact Study 3-13

73 Revenues are a function of the number of patrons attending the facility and the amount spent by each attendee. Previous subsections of Opinion of Revenue have outlined the facilities capacity and their ability to accommodate the market. In addition, a detailed analysis of the special user-group market was completed, identifying usage, frequency, and spending. The recreation market is quantified based on local demographics. Annual attendance estimates and per capita expenditures have been developed. Bringing all this information forward results in an Opinion of Probable Revenue for the first five years of operation at the proposed aquatic facilities. These revenue projections assume a full program schedule available to the entire community for a complete season, and do not take into account partial year operations. Attendance Opinion of Revenue Baytown Aquatic Center Neighborhood Community Sprayground Splash Pad ,354 94,128 8,369 6, ,566 94,998 8,384 6, ,778 95,869 8,399 6, ,991 96,739 8,414 6, ,203 97,610 8,429 6,744 Per Capita Spending $2.49 $4.64 $0.00 $0.00 Special User Group Spendi $12,225 $17,800 $0.00 $ $102,715 $454,357 $0 $ $103,244 $471,612 $0 $ $103,772 $489,109 $0 $ $104,301 $506,849 $0 $ $104,829 $524,831 $0 $0 Source: Counsilman-Hunsaker The above table combines information available on the market penetration rates and programming. Total Revenue will be a combination of revenues derived from daily admissions, annual memberships (general non-programmed attendance) and fees and rentals paid by all the special-use groups identified in Section 5. Concession earnings are not included. The Projected Attendance figures in the top half of the table refer to attendance from general non-programmed admission and are transferred from attendance estimates in Tables Those attendance figures are multiplied by per capita spending as identified in Tables to reach general attendance revenue figures. That number (not shown in the above table) is added to the Special User Group Spending, and the total of those two numbers is shown as Total Revenue. These variables will change over time and affect the revenue produced by the facilities. The further into the future projections are made, the less confident are the assumptions, operating environment and resulting performance Task 3: Financial Impact Study

74 Cashflow Analysis The following table represents projections of gross operating performance for Baytown s new aquatic centers based on revenue projections and expense estimates from earlier sections in this master plan. Opinion of Financial Performance: Baytown Aquatic Center Neighborhood Attendance 36,354 Project Cost $3,570,000 Revenue $102,715 $103,244 $103,772 $104,301 $104,829 Expense 184, , , , ,317 Operating Cashflow (81,480) (85,556) (89,748) (94,057) (98,488) Recapture Rate 55.8% 54.7% 53.6% 52.6% 51.6% Capital Replacement Fund 17,900 17,900 17,900 17,900 17,900 Debt Service (311,249) (311,249) (311,249) (311,249) (311,249) Cashflow (410,628) (414,705) (418,896) (423,206) (427,636) Community Attendance , Project Cost $9,820,000 Revenue Expense Operating Cashflow Recapture Rate Capital Replacement Fund Debt Service Cashflow $454, ,096 (10,738) 97.7% 49,100 (856,152) (915,991) $471, ,723 (5,111) 98.9% 49,100 (856,152) (910,363) $489, , % 49,100 (856,152) (904,784) $506, ,857 5, % 49,100 (856,152) (899,260) $524, ,378 11, % 49,100 ( 856,152) ( 893,800) Sprayground Attendance 8,369 Project Cost $490,000 Revenue $0 $0 $0 $0 Expense 14,927 15,300 15,683 16,075 Operating Cashflow (14,927) (15,300) (15,683) (16,075) Recapture Rate 0.0% 0.0% 0.0% 0.0% Capital Replacement Fund 2,500 2,500 2,500 2,500 Debt Service (42,720) (42,720) (42,720) (42,720) Cashflow (60,147) (60,521) (60,903) (61,295) 2008 $0 16,477 (16,477) 0.0% 2,500 (42,720) (61,697) Splash Pad Attendance 6,695 Project Cost $240,000 Revenue $0 $0 $0 $0 $0 Expense 11,824 12,120 12,423 12,733 13,052 Operating Cashflow (11,824) (12,120) (12,423) (12,733) (13,052) Recapture Rate 0.0% 0.0% 0.0% 0.0% 0.0% Capital Replacement Fund 2,000 2,000 2,000 2,000 2,000 Debt Service (20,924) (20,924) (20,924) (20,924) (20,924) Cashflow (34,748) (35,044) (35,347) (35,658) (35,976) Source: Counsilman-Hunsaker Task 3: Financial Impact Study 3-15

75 B. Operational Impact In estimating operating expenses for the proposed facilities, there are three industryaccepted methods. The first method would be to establish a cost per square foot of operation. This sum is then interpolated into the projected size and scope of the new facilities. The second method is to compare the operating costs of facilities around the country comparable in size and scope, and use those numbers in estimating the operating expense of the proposed aquatic facilities. The potential and probable flaws in the above two methods would result from their failure to take into account local prevailing utility rates and wage rates. In order to address those factors that are unique to the Baytown location, the consultant team has developed a third model for estimating the probable expenses for the major areas of labor, contractual services, commodities, and utilities. Use projections are made based on programming. Expenses are estimated taking into account hours of operation, attendance projections, local weather patterns, local utility rates and other key items. Operating data of other facilities were reviewed and taken into account to form the following projections. The following table is a summary of all operating expenses for Baytown s new aquatic centers. It does not include administration expenses Task 3: Financial Impact Study

76 Opinion of Operating Expenses Baytown Aquatic Center Neighborhood Community Sprayground Splash Pad Facility Staff Aquatic Coordinators $33,600 $44,800 $0 $0 Programming Assistant / Interns $0 $8,064 $0 $0 Summer Employment $66,023 $160,826 $3,848 $3,078 Winter Employment $7,838 $11,756 $7,838 $6,270 Training $5,000 $15,000 $0 $0 Total Labor $112,461 $240,446 $11,685 $9,348 Contractual Services Insurance $10,611 $28,638 $1,484 $750 Repair and Maintenance $11,000 $30,000 $1,000 $1,000 Total Contractual Services $21,611 $58,638 $2,484 $1,750 Commodities Operating Supplies $6,600 $18,000 $600 $600 Chemicals $7,762 $33,162 $0 $0 Advertising $5,000 $15,000 $0 $0 Total Commodities $19,362 $66,162 $600 $600 Utilities HVAC $0 $3,715 $0 $0 Electricity $28,241 $92,775 $158 $126 Pool Heating $0 $0 $0 $0 Trash Service $0 $0 $0 $0 Telephone $2,520 $3,360 $0 $0 Water & Sewer $0 $0 $0 $0 Total Utilities $30,761 $99,850 $158 $126 Total Operating Expenses $184,195 $465,096 $14,927 $11,824 Building Sinking Fund $17,900 $49,100 $2,500 $2,000 Total Expense $202,095 $514,196 $17,427 $13,824 Source: Counsilman-Hunsaker Task 3: Financial Impact Study 3-17

77 Aquatic Facility Staff Projected annual payroll expenses are listed by full-time and part-time classifications. The projected cost reflects the aquatic facilities total costs including benefits and taxes. Personnel Requirements The most significant contributing factor to a successful community program in an aquatics facility is a courteous, conscientious, outgoing, hard-working staff. These individuals will determine the facility s success by their actions and presentation. To achieve economies of scale, many of the non-site-specific management responsibilities may be assigned to existing personnel, such as may be found on the city staff. The material in this section will outline responsibilities by job titles commonly found in an aquatic center environment. Final staffing and reporting decisions are to be made by management. The following is a recommended organizational structure and description of various position qualifications and duties. Aquatics Coordinator Manager/Head Lifeguard Maintenance Supervisor Programming Assistant Intern Lifeguards Swim Instructors 3-18 Task 3: Financial Impact Study

78 Aquatics Coordinator The selection of the Facility(s) Manager will be the single most important decision contributing toward the successful operation of Baytown Aquatic facilities. This position is accountable for the overall operation and management of the facilities through the evaluation, coordination, development, promotion, and marketing of a variety of water-related education, recreation, and competition activities. This position also includes the supervision of subordinate staff as well as the coordination and monitoring of revenue collection. It will be the job of the Aquatic Coordinator to be the liaison between facilities management and the ownership group. Qualifications: Four (4) year college degree in the field of aquatics management, park and recreation administration, physical education, marketing, management or a related field A minimum of three (3) years work experience in an aquatics setting Certified Pool Operator (CPO) or Aquatic Facility Operator (AFO) Certified Water Safety Instructor Certified in Cardiopulmonary Resuscitation (CPR) and First Aid A minimum of three (3) years experience in management of a comparable program, which will include budget development, management, program development, and promotion/marketing Responsibilities: Develop an organized and structured program to provide for the education, recreation, therapy and competitive needs. Secure and promote programming in wellness, lesson, recreational, and therapeutic aquatics by developing relationships in the community. Develop and implement all operational procedures and detailed emergency action plans; oversee operating policies and procedures. Oversee the training of all personnel through seminars, classes, workshops, and on the job experiences. Develop annual budgets and quarterly measuring programs. These duties include monitoring daily activity records of all participants, events, cost control disciplines, revenue collection, and attendance reports. Task 3: Financial Impact Study 3-19

79 Manager/Head Lifeguard The Head Lifeguard is responsible for the scheduling and rotation of the lifeguard staff. He or she is also responsible for in-service training and maintaining the lifeguards' rescue skills. The Manager/Head Lifeguard will be available to assist the Recreation Coordinator in facility operation as needed. Qualifications: Certified by the Red Cross in Lifeguarding or equivalent Certified Lifeguard Instructor Certified in Cardiopulmonary Resuscitation (CPR) and First Aid Two to three years experience as a lifeguard Responsibilities: Overall safety of the facility for users and staff Assignment of lifeguard scheduling and rotation Administer lifeguard in-service training program. Brief and test substitute lifeguards. Assist in the development and implementation of emergency plan. Administer in-service training program Task 3: Financial Impact Study

80 Lifeguards The lifeguards are responsible for the safety of all the patrons. Primary responsibilities include constant monitoring of assigned pool areas and compliance with pool safety regulations. Furthermore, lifeguards are responsible for keeping themselves physically fit and their rescue skills at audit quality levels. Qualifications: Certified by the Red Cross in Lifeguarding or equivalent Certification in Cardiopulmonary Resuscitation and First Aid Be able to pass rescue skills and first aid proficiency tests Experience with handling money Experience in dealing with the public Responsibilities: Provide an atmosphere conducive to overall safety for users. Continuously monitor pool area. Enforce compliance of pool regulations. Remain physically fit. Remain proficient in lifesaving skills and first aid. Check passes. Assist in maintaining the facilities in a safe, clean, first-class condition. Complete daily operational log. Task 3: Financial Impact Study 3-21

81 Programming Assistant Intern The Swim School Program can be run by the aquatic facility staff or be subcontracted out to a third party. For the purpose of this report, the Consultants will assume the facilities will support the Swim School Program. The Programming Assistant Intern will be responsible for innovative programming and marketing of the Swim School Program. This individual will determine the water instruction needs of the community and will develop water instruction programs to meet those needs. He or she will directly supervise the swim school instructors. Qualifications: Four (4) years of experience in swimming instruction Certified Water Safety Instructor Certified by the Red Cross (or equivalent) in Lifeguarding Certified in Cardiopulmonary Resuscitation and First Aid Certified as an aerobic instructor (preferred) Certified as an adaptive aquatic (handicapped) instructor Responsibilities: Develop class programs and schedules for different activities and skill levels. Be responsible for swim school instructor staff, including reviewing, hiring and firing. Develop a marketing program and community outreach program to promote the Swim School. Be responsible for training instructors in new teaching techniques and methods Task 3: Financial Impact Study

82 Swim Instructors This position is responsible for the one-on-one relationship with students, including the implementation of schedules and the recording of progress levels. The instructor is responsible for providing a fun, exciting, educational environment for the students. Qualifications: Certified Water Safety Instructor Certified in Cardiopulmonary Resuscitation (CPR) and First Aid Certified by the Red Cross in Lifeguarding or equivalent Two (2) years experience in swim instruction Responsibilities Evaluate skill levels of students and place them in appropriate swim class. Execute class program to promote student swimming ability. Communicate with family members on progress of child. Maintenance Supervisor The Maintenance Supervisor would administer the aquatic center s daily operation and ensure a quality environment for the support facilities and staff. The supervisor is responsible in handling all emergency and operational breakdowns, monitoring and maintaining inventory and building support for various events and seasonal demand periods and maintaining inventory of equipment and supplies necessary for 24-hour, 7-day-a-week facility operation. Qualifications: Two (2) years of building engineer or related operational experience Responsibilities: Plan and direct the operation of the physical plant to ensure a quality and safe environment at all times. Conduct and execute "hands on" technical maintenance. Supervise and participate in operation of facilities (equipment, public address system, etc.) and perform repairs as needed. Ensure that all operational safety procedures and regulations are enforced. Task 3: Financial Impact Study 3-23

83 Inspect equipment (safety, recreational, operational) for proper condition. Oversee the cleaning of the community aquatic center as required In conclusion, the right staff can make or break aquatic centers. Whether your goal is to provide services right away or years in the future, your aquatic centers will be affected, for the rest of their lives, by the ways in which they are run day-to-day, each and every day. For example, choosing an incompetent maintenance staff could seriously affect the life of your pool for years to come, just as choosing the wrong marketer could seriously affect the way the community views the facilities. Choosing and maintaining a competent, hard-working, generous and caring staff is vital to the success of future aquatic facilities. Choosing the right people is important and can never be stressed enough. Scheduling employees is determined by programming demand and management procedure. In reviewing operational procedures from other facilities across the United States, significant differences have been found in labor costs and staffing levels associated with the operation of aquatics facilities of this caliber. While it is quite possible to operate a facility in a low cost-control or reduction format, it is the consultant team's opinion that this approach will have a negative impact on the operation, maintenance, safety and success of the facility. Pay rates were determined based on Baytown job classifications and wage scales. Labor expense for the employer was calculated taking taxes and benefits into account. All employees have an overhead factor of 14%. Manpower Budget Baytown Aquatic Center Source: Counsilman-Hunsaker 3-24 Task 3: Financial Impact Study

84 Operations & Maintenance Insurance The most economical method of insuring the liability and property of the proposed facilities is to package the policy with other insured property. It is assumed that insurance will be obtained in the open market as a stand-alone property with general liability policy limits of $3 million per occurrence and aggregate. Property insurance estimates were based on the construction costs as outlined in Section 3. The consultant team makes no representation on the insurability of the facilities or a guarantee of the premium rate. Insurance markets have historically varied greatly. Repairs and Maintenance The manufacturers of several pieces of the mechanical equipment recommend annual maintenance programs to insure the proper performance of the equipment. Much of this work will need to be subcontracted for completion. In addition, for daily operation of the facilities, miscellaneous items will need to be repaired by outside firms. Commodities Commodities are the day-to-day items used by the staff to operate the aquatic facilities. Office supplies, program supplies, janitorial supplies, repair supplies and chemicals are all required. In determining the annual chemical expense, the chemical treatment assumes the use of cal-hypo and muriatic acid (ph buffer). Chemical use will depend on bather load and the water being chemically balanced. In estimating the annual cost, medium bather load figures were assumed. Electricity The calculations below are based on 2006 utility rate information. A figure of $.100 per kwh was estimated. The below detail expands the analysis presented in the expense summary table showing the breakout of electricity demand by source. Energy Demand Analysis Baytown Aquatic Center Feature Neighborhood Community Sprayground Splash Pad Motors $ 22,587 $ 83,141 $ - $ - Lighting $ 5,653 $ 9,633 $ 158 $ 158 Total Electric Costs $ 28,241 $ 92,775 $ 158 $ 158 Source: Counsilman-Hunsaker For the purpose of calculating operation expense, it is assumed that the filter motors for outdoor pools will operate 24 hours a day, 115 days per year. The auxiliary motors will operate 8 hours per day, 115 days per year. Miscellaneous items include chemical feeders, blow dryers, office equipment, timing systems, etc. Task 3: Financial Impact Study 3-25

85 Water and Sewer The City does not charge itself for sewer and potable water. For the purpose of this study, we are including the utility charges that would normally occur. Water and sewer services will be needed for domestic use and compensation for evaporation and backwashing purposes. Backwash water and domestic water will be released to the sanitary system. This does not include landscape irrigation. In order to develop an Opinion of Probable Revenue generated by the operation of the proposed facilities, it is necessary to define facility capacity limits, market penetration rates, fee structures, and per capita revenues per option. Area Aquatic User Groups The following user groups will contribute to filling available capacity for the facilities: Age Group Swimming Summer Swim League programs are typically popular programming activities for parks and recreation facilities, therefore, the consultant team has included figures on the number of programming days, per capita spending and revenue that could be expected for these programs. Swim Lessons Residents currently receive some swim lesson programming from the existing pool, or private and public facilities in the area. The new aquatic facilities will provide additional capacity for lesson programming, all levels of lessons from beginners to advanced stroke improvement for serious competitors and fitness enthusiasts. For these lessons, it is assumed that the new facilities will charge students for instruction at a rate of approximately $45 per session. The aquatic facilities are budgeted to recognize $2.50 per lesson after labor and operational expenses. Aquanastics Aquanastics, often referred to as aerobics in the water, is wellness programming for the adult population. The advantages of water aerobics are the warm water and buoyancy that minimize the impact on the body and maximize the exercise potential of the participant. These programs provide a great opportunity for socialization and maintaining wellness. School District Other use by the local school district as described in Section 1, including curricular physical education, athletic therapy, staff fitness, etc., will also add to net revenue of the facility. The current assumption for this community outreach is a net effect of no financial contribution to the operation of the aquatic centers Task 3: Financial Impact Study

86 Marketing Program The proposed aquatic facilities will offer many services appealing to a variety of customers from senior citizens seeking fitness and therapy activities to competitive swimmers using the training facility for training and meets to recreational swimmers trying to beat the heat and have a good time. Since the facility will offer something for everyone in the community, marketing and promotion of these services will be essential to achieving the customer volume and growth necessary to generate the projected operating revenue. To provide these crucial marketing and sales functions, the operation may choose to invest in an innovative marketing manager, or it might delegate these responsibilities to the facility director. In either case, the marketer will be responsible for defining the many services to be provided by the planned facilities, identifying the potential user groups for those services, determining their needs and developing a clear message explaining how the facility can fulfill the needs of those user groups. While a great deal of the marketer s efforts will be focused on bringing customers into the facilities, this individual will also be responsible for managing the marketing and sales budget, developing an easy and concise means of explaining activities and fees to residents, tourists, and prospective team clients, and creating a simple protocol for scheduling rentals and other events. Creating the Message Defining a message and establishing the facilities desired identity for its target market is the first step in a successful marketing and promotion strategy. The market will consist of the local recreational swimmer, perhaps the competitive swimmer and to some degree the aquatic therapy user. The facilities identities should go beyond their obvious function as another place to swim, or another training site for athletes, positioning it instead with a unique identity that sets it apart from its competition, making it memorable to all. For the competitive market, the facility might emphasize the whole swimming experience that goes beyond training to bring out the best in every swimmer. For the recreational market, the facility may want to emphasize the various amenities and highlight how those amenities appeal to children and to families as a whole. With the different amenities available to the Baytown residents in the options, creating just one message that fits everyone may prove difficult, but all user groups should be represented in the message(s). Task 3: Financial Impact Study 3-27

87 Appendix Appendix A: Options A, B, & C (Not Selected) Option A: Repair Existing Pools $2,473,000 Repair and Enhance N.C. Foote Pool Repair Wayne Gray Sports Complex Pool A 1998 Audit for repairs for the Wayne Gray Sports Complex Pool and the N.C. Foote Pool have been updated to current market costs. Repair Summary for Both Pools Location Repair Enhance Total Wayne Gra y $1,263,000 $0 $1,263,000 NC Foote $1,023,000 $187,000 $1,210,000 $2,286,000 $187,000 $2,473,000 Source: Counsilman-Hunsaker Appendix A-1

88 Opinion of Project Cost: Option A Repair N.C. Foote Pool Repair Unit Opinion of Cost Demolition $60,000 Pool and Decking $97,200 Pool Plumbing $22,000 Pool Shell $42,000 Water Supply & Discharge Lines $3,500 Pump Replacement $14,500 Baby Pool Rec. System $9,500 Railing $1,700 Tile $2,000 Depth Markers $2,000 Bathhouse $300,000 Rebuild Restrooms & Bath House Perimeter $50,000 Lighting Deck Repair Total Renovation Construction Costs 507,200 Site Construction Costs (parking lot, landscaping, utilities, walks) $0 Land Acquisition Not Included Subtotal $507,200 Inflation ( 10 years) 50% $253,600 Contingency 20.0% $152,160 Indirect Costs 12.0% $109,555 Total Estimated Renovation Costs: $1,022,515 Say $1,023,000 Source: Counsilman-Hunsaker A-2 Appendix

89 Opinion of Project Cost: Option A Enhance N.C. Foote Enhance Unit Opinion of Cost Enhancement Only $92,350 Plaster Pool Shell $23,000 Stainless Steel Gutter $55,600 Deck Coating $13,750 Total Modernization Construction Costs 92,350 Land Acquisition Not Included Subtotal $92,350 Inflation ( 10 years) 50% $46,175 Contingency 20.0% $27,705 Indirect Costs 12.0% $19,948 Opinion of Project Costs $190,000 Total Estimated Renovation Costs: $186,178 Say $187,000 Source: Counsilman-Hunsaker Appendix A-3

90 Opinion of Project Cost: Option A Repair Wayne Gray Sports Complex Pool Repair Unit Opinion of Cost Demolition $60,000 Pool and Decking $238,850 Coping and Stainless Steel Gutter $92,000 Pool Shell $82,000 Water Supply & Discharge Lines $3,500 Pump Replacement $14,500 Baby Pool Rec. System $11,500 Baby Pool Main Drain $10,850 Main Pool Fitler Piping & Valves $22,500 Depth Markers $2,000 Bathhouse $300,000 Rebuild Restrooms & Bath House $300,000 Perimeter $27,500 Deck Repair $27,500 Total Renovation Construction Costs 626,350 Site Construction Costs (parking lot, landscaping, utilities, walks) $0 Land Acquisition Not Included Subtotal $626,350 Inflation ( 10 years) 50% $313,175 Contingency 20.0% $187,905 Indirect Costs 12.0% $135,292 Total Estimated Renovation Costs: $1,262,722 Say $1,263,000 Source: Counsilman-Hunsaker A-4 Appendix

91 Option B: Large Family Aquatic Center $12,700,000 20,328 square foot leisure pool with 2 zero-beach entries Waterslides 4-lane mat racer Otter slide Tumble bucket Lazy river Vortex FlowRider Large themed water play structure Tot pool 8 Shade structures Bathhouse Group pavilion Option C provides a large outdoor family aquatic center that includes a leisure pool and many destination oriented attractions. The 20,328 square foot leisure pool with two zerobeach entries is a safe and easy way for everyone to enter the pool without steps or ladders. A 600 square foot lazy river offers a tranquil journey through the aquatic park or a water walking opportunity. An otter slide is a child-friendly slide for children who do not yet meet the height requirement for the large waterslides. Tumble buckets bring the water up and then down, creating anticipation! Two waterslides will appeal to adventurous families and the teen market s needfor-speed. A 4-lane mat racer provides four guests the exhilaration of simultaneously racing down waterslides for hours of fun on a warm afternoon. A large multi-level participatory play structure is an interactive colorful wet playground that provides families climbing opportunity as well as a variety of operating valves, sprays and slides for hands-on play. A FlowRider brings the thrill and challenge of surfing to Baytown. The wave technology offers the fun and challenge of surfing on a thin sheet of water. FlowRider creates quite a stir among participants as well as the gathering audience. Competitions form, bringing users back again and again. Baytown s youngest guests will enjoy a designated area with a 1,200 square foot tot pool where they can play in their own just-their-size aquatic environment. Eight shade structures provide a break from UV rays while adding a festive touch to lounging areas. The new bathhouse will provide a lobby, locker rooms, two family changing areas, first aid, snack bar and pool mechanical/storage. Appendix A-5

92 OPTION B: LARGE FAMILY AQUATIC CENTER NOT TO SCALE CONCEPTUAL ONLY A-6 Appendix