When planning a community aquatic facility, meeting the expectations
of both owners and users is a challenge. But if you do your research
and understand everybody's wants and needs, you can build a facility
the whole community will support.
Once upon a time, building a
new community swimming pool was somewhat like buying a Model T. Just as
the car could be any color as long as it was black, the pool could be
any shape -- as long as it was rectangular.
Today, however, diverse
expectations of users are putting greater demands on aquatic
facilities. Local swimming and diving clubs still want 50-meter indoor
pools with 10-meter towers. But now, senior citizens are clamoring for
dedicated warm-water pools for therapy and fitness classes, and
families with young children want zero-depth leisure pools with slides,
current channels and play equipment.
A number of factors will determine whether you unveil a competition, leisure or hybrid facility.
Public officials also have
greater expectations. While many communities can generate enough funds
to pay for construction, more and more officials want users to help
cover ongoing operations.As the aquatic professional, your job is to
make sure your new facility accommodates all these needs.
Do your homework
Before you can make any solid
decisions on the type or size of facility to build, you first need a
firm grasp of all the financial issues involved. This means knowing
what pool features are available as well as the cost to construct and
operate. Also affecting your budget are engineering, architectural,
consulting, geotechnical and other service costs.
In some cases, this research
phase may include issues of site acquisition and development. In other
cases, if the new aquatic facility is replacing an existing pool, there
is the cost of demolishing old structures and, frequently, improving
utility supplies, sewer and drainage provisions, road access and the
like.
While it's difficult to
establish an estimate of all the costs involved in a construction
project -- expenses vary greatly depending on the local economy,
availability of materials and other issues -- there are three common
ways to prepare an initial budget.
1. Obtain information from
similar operations in other parts of your community or even in other
areas of your state -- the experience of others can be helpful in
establishing a ballpark estimate. Be aware, however, that their costs
can sometimes be misleading. An access road, for example, may have been
absorbed by the street department's budget, or utilities may have been
provided by public works.
2. Use industry averages, which
are available in a variety of publications that cover construction
costs, building standards and other industry data. These resources can
provide square-foot cost estimates, and some may even take into account
local variances.
3. Perform a site-specific
analysis by developing a preliminary design and applying it to the
types of materials and labor costs in your area. This is the most
accurate and effective way of estimating costs, but most likely will
require the help of a consultant.
Show me the money
Another financial issue to consider is the expected funding source for the project.
Wealthy donors can ease your
budgetary concerns, but remember that they will usually request a
matching commitment from the community or owner. Additionally, you'll
be challenged with meeting the donor's expectations along with those of
your users and owners.
Other financing options
available include general obligation bonds, revenue bonds and sales tax
initiatives. If the aquatic center is to be financed, don't forget to
include debt service in your budget of ongoing expenses. Also at issue
is whether that debt will be the responsibility of the local government
or will be covered by operating revenue.
In other words, you'll need to
establish your aquatic center's financial goals early in the planning
stages. Will your department subsidize maintenance and operations, or
is the facility expected to generate a neutral, or even positive, cash
flow? These expectations may determine what type of aquatic center is
feasible.
For example, should you build
an indoor or an outdoor pool? Typically, outdoor leisure pools generate
positive cash flow, while indoor leisure pools fall more in the
break-even category. Indoor competition pools -- particularly those
designed with seating and other amenities for large competitions --
generally require greater levels of subsidy.
One reason for this variance is
the increased operational costs of indoor aquatic facilities.
Natatoriums require heating and ventilation, resulting not only in
increased construction costs, but in significant operational expenses.
In fact, as much as one-third of an indoor aquatic center's operational
budget can go toward utilities.
Indoor and outdoor facilities
also have different usage patterns. In the summer, people naturally
prefer outdoor aquatic facilities. Even indoor family aquatic centers
with retractable roof and wall panels won't generate the same summer
attendance levels as a similar outdoor facility. And though it seems
reasonable that an indoor facility will recoup any difference in summer
attendance by being open year-round, the reality is that most summer
recreational pool users don't frequent these facilities as much during
the winter months -- school is in session and other after-school
activities occupy their time.
This is not to say that all
indoor, year-round aquatic centers are money pits. Creative and
aggressive marketing can sometimes buck this trend. Groups that you can
target during school days include seniors, childcare providers, and
school districts that offer physical education and special education
classes.
As the primary users of indoor
competitive facilities, swim teams are increasingly being asked to
provide a greater portion of a facility's revenue. In the past, swim
teams typically received pool time free or at nominal cost; now, they
are often charged market-level rentals of $5 to $12 per lane per hour,
and even more at some universities. Of course, if you charge higher
fees, you have to meet the teams' higher expectations -- showers,
lockers, plenty of lanes, starting blocks, and so on.
Know your community
When preparing your initial
budget, you'll need to know about the people in your community. And
although as a park and recreation professional you probably have a
pretty good handle on the demographics of your constituents, it's
helpful to quantify that information.
*Population density. When
analyzing a population, it's important not only to know the overall
totals, but to understand where population densities occur. According
to a World Waterpark Association and William L. Haralson &
Associates survey, most leisure facilities derive the bulk of their
attendance from within 10 miles of their location (1996 Waterpark
Survey, Splash, May/June 1997, pp. 40-43). Industry experience has
shown that distance is generally less of an issue for competitive and
fitness swimmers.
*Age demographics. Knowing the
age demographics within your population can help you determine which
type of aquatic facility is most appropriate for your community.
Recreation and competition facilities are ideal if you have a
predominance of youths younger than 18, while a large senior population
would suggest a need for an indoor, warm-water pool for fitness and
therapy. Baby boomers are avid users of fitness lap-swimming
facilities, but might also support a leisure concept for their families.
*Income statistics. Per capita
and median household incomes will reflect the amount of discretionary
income available for recreational activities. Additionally, this can be
an indication of potential attendance, which can help you design the
appropriate size of your facility. Median incomes can also affect your
department's subsidization policy and help establish fee schedules
appropriate for the community.
* Demographic shifts. The U.S.
Census Bureau office can supply current population, age and income
demographics for your community. When analyzing your community's
demographics, however, remember that you're building a facility that
will last for 30 years or more -- not only do you need to study the
existing population, but you also need to make projections for the next
10, 20 and 30 years.
Planning for future demographic
changes means you may need to reserve space for additional amenities.
For example, larger thrill-oriented slides can be added for future teen
populations; a therapy pool might be added at a later date for a
growing senior demographic; or space can be reserved for future
expansion to accommodate a booming population. You can accomplish these
additions much easier and more cost-effectively when you forecast them
in the original design.
Fast, fun or fitness?
Because form must follow
function, you'll need to know the exact user groups who will most
likely frequent your facility. Users generally fall into one of three
categories -- competition, recreation and fitness/therapy -- and all
three have different needs and expectations.
Competition swimmers are always
first off the blocks -- competitive swimming is probably stronger and
more organized in the United States than anywhere else in the world.
The roots of its strength can be found in the commitment to athletics
in the U.S. educational system, beginning in elementary school and
extending through collegiate sports.
Because they are organized,
competitive swimmers will always be a vocal and influential force in
public debate regarding new aquatic facilities. They are also faithful
users of training and competition facilities and are typically willing
to pay higher fees for that use. But, as previously mentioned,
natatoriums -- particularly those designed with spectator seating and
support spaces for major competitions -- are costly to maintain.
Competition facilities also typically include a lot of deep water,
which is difficult to program for activities other than fitness lap
swimming and competition.
For these reasons, it's
important to get a feel for the level of need and commitment of your
competitive swimmers. You must decide whether your community can and
will support a full-fledged competition venue or whether a facility
supplying a number of training lanes will satisfy the competitive
swimmers in your area.
Although they represent the
majority of potential users in a community, leisure users have
traditionally been left out of the debate over aquatic center design.
While not as frequent or as faithful as the competition contingent,
their large numbers are the reason most new leisure aquatic centers --
with lots of shallow water, play amenities and expansive deck areas --
experience break-even or surplus revenue.
Whereas a typical rectangular
pool might warrant an admission fee of 50 cents to $1, new family
aquatic centers are charging daily fees of $3 to $6 or more to support
operations. Additionally, leisure facilities can earn revenues from
private parties, tube rentals and food service. Some larger facilities
can even support gift shops.
In recent years, increased
exposure to leisure aquatics has raised the expectations and visibility
of leisure users. Still, it's usually left to you and your staff to
represent their voices in the decision-making process. This duty falls
under the category of the community's expectations of you as an aquatic
director.
These days, competition for the
public's leisure dollars can be fierce, and you need to take into
account the existence or absence of other aquatic providers in your
area. Many communities have a fleet of 50-meter outdoor pools, but no
indoor options for year-round aquatics. There might be plenty of pools
available for swim training, but no appropriate venue for large
competitions.
Other communities may be
experiencing declining recreation attendance at their old community
rectangular pools, pointing toward a possible leisure-pool solution. If
large, commercial waterparks are nearby, however, you might want to
scale down your plans and provide a low-cost alternative.
|
When considering your
aquatic competitors, you may be faced with the sensitive issue of
competing as a public entity against private enterprises, and the
appropriateness of doing so. Rather than trying to re-create what
already exists in your community, instead strive to provide a new
element to the area's recreation or competition components.
Carefully studying existing facilities in your
area will help you define your niche. You also need to make a dedicated
effort to listen to your community's aquatic user groups to determine
their needs -- and their expectations. By involving the community,
you'll create a wide base of support and ownership in the project,
enhancing your chances for success.
-- J. H. |
Fitness and therapy users are
typically a small percentage of your population. Don't forget, however,
that seniors are the fastest-growing population segment across the
country and are increasingly expecting to be a part of the public
programming mix. Thankfully, the requirements for fitness and therapy
programming are modest, and you can frequently accommodate this group
within facilities largely designed for leisure or competition use.
A new breed
Trying to accommodate different
types of users -- let alone the people financing your facility -- will
likely result in what could be considered nontraditional designs.
More and more new aquatic
centers feature leisure elements and lap lanes combined in unexpected
shapes. Leisure pools, for example, can satisfy fitness advocates with
current channels and bubble couches. Competition pools can expand their
programming flexibility with movable bulkheads and removable slides and
play elements. And larger aquatic centers can combine lane lines with
beach entries and slides in unlimited configurations.
For established facilities
whose budgets won't allow expensive additions or remodels, removable or
inflatable play features are a means of attracting leisure users.
Relatively low-cost, inflatable climbing structures and slides can be
quickly installed for family use and easily removed when the swim team
comes in.
These multiple or temporary
uses sometimes require compromises, most notably in optimal water
temperatures. Most users, however, are willing to accept some
compromises in exchange for added opportunities.
Joseph Hunsaker of Counsilman Hunsaker, an aquatic design, planning and engineering firm based in St. Louis.
Vol. 10, No. 4, Copyright 1998 Aquatics International Magazine, Los Angeles, Calif.