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Charish Dane BonielSample Fs - 2
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Charish Dane BonielAQUATIC
FEASIBILITY
STUDY:
Bandon
Community
Swimming
Pool
Development
Corporation
Bandon,
Oregon
Prepared
by:
TSE
Consulting
December
2016
TABLE
OF
CONTENTS
Introduction ..................................................................................................................................3
1: Executive Summary ..................................................................................................................4
2: Facility Design Concepts ........................................................................................................... 9
2.1 Site Plan for New Aquatic Facility ...................................................................................12
2.2 Opinion of Project Costs .................................................................................................14
3: Aquatic Facilities and Recreational Opportunities in the Area ............................................15
3.1 Coquille Municipal Swimming Pool ................................................................................16
3.2 North Bend Municipal Swimming Pool ...........................................................................18
3.3 Mingus Park Pool (Coos Bay) ..........................................................................................20
3.4 Bay Area Athletic Club (Coos Bay) ..................................................................................21
4: User Groups and Market Demographics ...............................................................................22
4.1 Methodology ...................................................................................................................24
4.2 Brief Summary ................................................................................................................25
4.3 Overall Population ..........................................................................................................26
4.4 Race .................................................................................................................................27
4.5 Age Segments .................................................................................................................28
4.6 Income Characteristics ....................................................................................................29
4.7 Trends Analysis ...............................................................................................................30
5: Programming Scenarios and Potential User Groups .............................................................31
5.1 Aquatic Instruction – Multi-‐-‐-‐Generational .......................................................................... 32
5.1.1 Opportunities ........................................................................................................32
5.2 Competitive Usage and Other Related Training Opportunities .....................................33
5.2.1 Opportunities ........................................................................................................34
5.3 Competitive Events .........................................................................................................34
5.3.1 Opportunities ........................................................................................................35
5.4 Recreational Opportunities/Non-‐-‐-‐Competitive Special Events ......................................... 35
5.4.1 Opportunities ........................................................................................................36
5.5 Health-‐-‐-‐Related Special Opportunities ................................................................................ 36
5.5.1 Opportunities ........................................................................................................37
5.6 Masters and Adult Fitness Opportunities .......................................................................38
5.6.1 Opportunities ........................................................................................................38
6: Financial Considerations, Funding Opportunities and Partnerships ....................................39
6.1 Capital Markets Financing...............................................................................................41
6.1.1 General Obligation Bonds .....................................................................................41
6.1.2 Revenue Bonds ......................................................................................................41
6.1.3 Municipal Lease .....................................................................................................42
6.1.4 Other Mechanisms Utilizing Public Financing .......................................................42
6.2 Partnership
Plan ..............................................................................................................43
6.2.1 Purpose ..................................................................................................................44
6.2.2 Assumptions ..........................................................................................................44
6.2.3 Benefits ..................................................................................................................45
6.2.4 Definition ...............................................................................................................45
6.3 Sponsorships ...................................................................................................................46
6.3.1 General
Guidelines ................................................................................................47
6.3.2 Responsibility ........................................................................................................48
6.3.3 Relevant
Procedural
Guidelines ............................................................................48
6.3.4 Procedures
and
Other
Considerations ..................................................................49
6.3.5 Non-‐-‐-‐Active
Partnerships ........................................................................................... 49
6.3.6 Conclusion .............................................................................................................50
7: Opinion of Operational Revenue and Expense .....................................................................50
7.1 Opinion of Probable Expense .........................................................................................51
7.2 Opinion of Probable Revenue .........................................................................................52
7.3 Operations Pro Forma – Five Year Projection ................................................................53
Please note: An addendum, in reference to Section 4: User Groups and Market
Demographics, is included on page 56.
INTRODUCTION
Bandon
Community
Swimming
Pool
Development
Corporation
(“BCSPDC”
or
“Bandon”
in
this
report)
retained
TSE
Consulting
(“TSE”
or
“TSE
Consulting”
in
this
report)
to
assist
in
the
preliminary
development
of
a
feasibility
study
for
an
aquatic
facility
that
would
expand
and
diversify
aquatic
recreational
and
instructional
opportunities
for
residents
of
Bandon,
Oregon,
and
various
surrounding
communities
in
the
Southern
Oregon
Coast.
This
report
may
have
some
limitations
based
upon
project
scope,
but
the
pool
project
has
received
substantial
input
through
the
efforts
of
BCSPDC
to
inform
the
public
and
to
build
support
through
its
LOOP
(Lovers
Of
Our
Pool)
effort.
This
feasibility
study
was
initiated
by
leaders
of
BCSPDC
who
are
advocates
of
broad-‐based
community
programming
and
utilization
outcomes,
and
TSE
has
attempted
to
provide
a
set
of
information
that
supports
these
efforts,
while
also
putting
forward
additional
aquatic
programming
options
that
may
be
worthy
of
further
review
and
consideration.
TSE
has
received
a
large
amount
of
documentation
from
BCSPDC
leaders,
representing
many
years
of
dedicated
effort.
TSE
gratefully
acknowledges
the
contributions
of
several
individuals
–
in
particular,
Myra
Lawson,
BCSPDC
Chairperson
-‐-‐
all
of
whom
graciously
supplied
relevant
and
useful
information.
In
addition,
this
report
includes
information
gleaned
from
discussions
with
knowledgeable
individuals
representing
“best
practices”
from
successful
aquatic
facilities
throughout
the
United
States;
a
review
of
other
aquatic
facilities
in
the
region
that
might
be
competitors
for
usage;
an
examination
of
demographic
and
statistical
information
specific
to
the
area;
analysis
of
regional
and
national
trends
and
developments
in
aquatics;
an
analysis
of
probable
construction
costs;
and,
the
synthesis
of
information
that
enables
good
financial
forecasting
and
decision-‐making.
In
general
terms,
the
scope
of
services
provided
by
TSE
to
BCSPDC
includes
the
following:
• Identification
of
various
potential
user
groups
• Analysis
of
instructional/educational,
recreational,
competitive
and
rehabilitative/
therapeutic
aquatic
needs
• Estimate
of
construction
costs
• Analysis
of
potential
funding
sources
used
in
other
similar
communities
to
defray
construction
and
ongoing
operational
costs
• Projection
of
potential
programs
and
the
personnel
necessary
to
support
these
activities
• Analysis
of
facilities
in
close
geographic
proximity
that
have
impact
on
usage
and
sustainability
• Opinion
on
likely
scenarios
for
income
and
expenses
Based
upon
analysis
of
the
information
presented
herein,
and
with
full
recognition
of
various
economic
factors
associated
with
the
local
community,
the
State
of
Oregon,
and
the
nation,
BCSPDC
leaders
will
be
prepared
to
engage
in
discussions
with
decision-‐makers
and
community
residents,
in
preparation
for
building
an
aquatic
facility
that
can
meet
community
needs.
SECTION
1:
EXECUTIVE
SUMMARY
Bandon
Community
Swimming
Pool
Development
Committee
(BCSPDC)
retained
TSE
Consulting
to
assist
in
the
preliminary
development
of
a
feasibility
study
for
an
aquatic
facility
that
can
expand
and
diversify
aquatic
opportunities
for
a
variety
of
community
constituencies
and
stakeholders.
The
approach
used
by
TSE
is
based
upon
discussions
with
BCSPDC
representatives,
as
well
as
other
knowledgeable
aquatic
practitioners,
highlighting
seven
planning
imperatives,
as
follows:
• Indoor
pool
setting,
enabling
year-‐-‐-‐round
programming
in
a
cost-‐-‐-‐effective
manner
• Multi-‐purpose,
providing
a
broad
range
of
aquatic
programming,
including
instructional,
recreational,
competitive,
and
therapeutic/rehabilitative
uses
• Educationally
sound,
with
ability
to
conduct
classes
in
ideal
surroundings
• Practical
and
fiscally
prudent,
enabling
expansion
of
potential
user
groups
and
opportunities
for
partnerships
• Community-‐-‐-‐oriented,
recognizing
the
unmet
aquatic
needs
of
area
residents
• Aquatic
competition-‐suited,
enabling
teams
to
utilize
a
facility
with
an
accommodating
environment
• Fitness-‐based
and
rehabilitation-‐oriented,
emphasizing
the
health-‐related
benefits
of
exercise
for
all
age
groups
and
physical
conditions
Based
upon
the
planning
imperatives
outlined
above,
TSE
proposes
one
design
concept
for
consideration
that
meets
the
instructional,
competitive,
recreational
and
therapy
/
rehabilitation
needs
outlined
in
this
report.
The
pools
contain
the
following
elements:
• The
primary
pool
is
82.02
feet
in
length
(25
meters
in
length,
plus
a
7
foot
sloped
entry
for
handicapped
or
limited
mobility
individuals)
x
42
feet
wide
(6
lane
pool).
The
pool
varies
in
depth,
enabling
various
shallow-‐water
instructional
options
and
deep-‐water
capabilities
for
scuba
diving,
and
other
similar
activities.
The
pool
temperature
would
be
maintained
at
approximately
79
to
81
degrees,
considered
ideal
for
many
activities,
including
competitive
swimming.
There
is
adequate
deck
space
and
bleacher
seating
capability,
deemed
sufficient
for
projected
usage.
• The
secondary
pool
is
both
a
teaching
pool
and
an
aquatic
therapy/rehabilitation
pool,
with
dimensions
of
10
feet
x
20
feet,
water
depth
between
3
and
4
feet,
and
approximately
86
to
88
degree
pool
t emperature.
• The
third
pool
is
a
kids’
pool
of
12
feet
x
18
feet
dimension.
• There
is
adjacent
classroom/meeting
space,
weight
room,
and
studio/multipurpose
space,
as
well
as
changing/locker
facilities.
TSE
offers
its
opinion
on
the
possible
construction
costs
associated
with
the
proposed
facility.
Capital
outlay
for
the
facility
is
estimated
to
be
$2,404,221.
This
projection
include
construction
costs,
and
also
recognizes
an
allowance
for
project
design
costs
and
overhead
(10%);
bonds
and
insurance
(2%);
fees
and
permits
(4%);
and,
contingency
(5%).
For
purposes
of
this
study,
TSE
examined
various
aquatic
facilities
within
a
45-‐minute
drive
time
radius
of
the
proposed
site.
It
should
be
noted
that
this
geographic
area
has
other
public
aquatic
facilities
that
offer
programming
that
includes
instructional
and
recreational
activities,
but
none
that
offer
community
use
programming
which
could
be
referred
as
“total
aquatic
programming.”
TSE
examined
the
following
public-‐access
swimming
pools
within
forty-‐five
minute
drive
time
of
the
proposed
site:
Coquille
Municipal
Swimming
Pool;
North
Bend
Municipal
Swimming
Pool;
Mingus
Park
Pool
in
Coos
Bay;
and,
Bay
Area
Athletic
Club
in
Coos
Bay.
Clearly,
the
marketplace
proximate
to
Bandon
has
some
limited-‐use
facilities
of
various
types,
and
outdoor
seasonal
facilities,
but
none
that
support
comprehensive
aquatic
programming
activities
on
a
year-‐
round
basis.
TSE
used
demographic
data
to
render
conclusions
concerning
the
potential
market
for
aquatic
programming.
The
summary
conclusions
for
the
Service
Area
within
forty-‐five
minute
drive
time
include
observations
and
statistics
listed
below.
In
terms
of
Overall
Population,
the
Service
Area
is
projected
to
have
an
almost
flatlined
population
growth
in
the
next
10-‐15
years.
The
current
population
translates
into
a
50,000+
population
within
45
minutes
of
Bandon
City
Park.
The
Racial
Composition
is
minimally
increasing
in
diversity.
White
only
population
currently
comprises
88%
of
the
population
and
will
be
84%
by
2031.
Those
of
Hispanic
Origin
(Any
Race)
are
projected
to
increase
from
7%
currently
to
10%
by
2031.
The
Age
Segment
Distribution
demonstrates
an
older
than
average
population
that
is
projected
to
continue
a
rapidly
aging
trend.
Currently
over
40%
of
the
population
is
over
the
age
of
55
and
by
2031
almost
half
the
audience
(49%)
is
projected
to
fall
into
that
group.
The
U-‐18
group,
which
is
a
key
target
age
segment,
comprises
18%
currently
and
is
projected
to
decrease
minimally
to
16%
by
2031.
Income
characteristics
in
the
service
area
(median
household
income
-‐
$37,540)
are
much
lower
than
the
state
(median
household
income
-‐
$51,243
in
2016)
and
national
(median
household
income
-‐
$
53,046
in
2016)
averages.
Participation
Trends
show
that
swimming
is
unquestionably
a
lifetime
sport,
and
activities
in
aquatics
have
remained
very
popular
among
Americans.
Fitness
swimming
is
the
absolute
leader
in
multigenerational
appeal
with
over
25
million
reported
participants
in
2014.
In
summary,
a
limited
population
base
within
45
minutes
(and
its
minimal
growth)
as
well
as
below
average
income
characteristics
point
to
challenges
for
the
proposed
aquatic
facility.
On
the
other
hand,
a
fast
aging
population
might
mean
that
the
facility
amenities
and
programming
tailored
for
warm
water,
therapeutic,
health
care
and
rehab
as
well
as
‘aquarobics’
types
of
offerings
catered
to
an
older
population
might
have
more
traction.
Funding
opportunities
were
explored
in
depth,
recognizing
the
various
ways
by
which
aquatic
facilities
have
been
financed
in
various
locations
across
the
country.
Analysis
included
multiple
methodologies
within
the
following
areas:
• Public
financing,
including
mechanisms
that
involve
issuing
of
various
types
of
bonds
• Private
sector
funding,
particularly
via
naming
rights
and
corporate
partnerships
• Non-‐profit
sector
partners,
including
human
and
social
service
providers,
youth
sports
groups,
and
other
potential
organizational
partners,
as
well
as
various
philanthropic
sources
(individual/family
and
institutional
foundations).
A
five-‐year
pro
forma
is
presented
for
consideration.
TSE
m a k e s
the
following
observations
regarding
the
viability
of
a
new
aquatic
center
in
Bandon,
Oregon:
• The
aquatic
facility
is
projected
to
have
an
operating
surplus
of
approximately
$11,000
in
year
1,
with
an
expectation
of
increased
revenues
of
4%
and
an
expectation
of
increased
expenses
of
3%,
both
on
an
annualized
basis.
• Cost
recovery
is
approximately
104%
to
109%
in
each
of
the
first
five
years
of
operation,
standards
which
are
higher
than
national
trends
in
aquatics
at
public
facilities,
based
upon
an
operational
model
which
places
community
utilization
(community
recreation,
instructional
classes,
and
other
specialty
programs)
as
the
highest
priority.
The
operating
scenario
is
not
highly
speculative,
given
the
small
number
of
competitor
facilities
in
the
area,
none
of
which
operate
“total
aquatic
programming,”
as
noted
in
Section
3
of
this
report.
• The
favorable
financial
outlook
is
primarily
due
to
reliance
on
two
significant
circumstances:
the
first,
a
string
base
of
community
support
generated
over
the
past
decade
that
is
distinctive
and
unique
in
its
longevity
and
dedication;
and,
the
second,
the
demonstrated
commitment
of
more
than
400
individuals
willing
to
put
forward
a
financial
pledge
toward
utilization
of
the
facility.
The
other
“wild
card”
fro
Bandon
is
the
aquatic
therapy
component,
which
could
become
a
significant
source
of
revenue
in
the
future.
Additionally,
hospital
or
medical
group
support
could
possibly
include
a
more
significant
investment
in
the
facility
-‐-‐
sponsorship,
naming
rights,
or
other
contributions
to
the
construction
or
ongoing
operational
costs
–
although
such
an
agreement
is
not
included
in
the
pro
forma.
• While
the
operational
trends
are
likely
to
have
a
high
degree
of
accuracy
because
of
the
absence
of
numerous
direct
competitors
in
geographic
proximity,
various
types
of
programming
will
emerge
that
can
have
differential
impact
on
the
bottom
line,
depending
upon
their
characteristics,
after
community
input
is
solicited
and
received.
Aquatic
programming
options
have
various
hourly
yields,
and
care
needs
to
be
given
to
balance
community
needs
with
economic
realities.
• TSE
has
not
considered
debt
service
or
local
taxes
in
the
respective
expense
financial
projections.
Additionally,
it
is
recognized
that
there
may
be
lower
expected
construction
expenses
through
cost
engineering
procedures.
• TSE
has
considered
fundraising
efforts
by
BCSPDC,
including
charitable
giving
in
formulating
the
pro
forma.
However,
there
is
reason
to
believe
that
BCSPDC
could
successfully
leverage
its
capabilities
and
its
current
and
past
results
to
improve
the
financial
outcomes
through
additional
efforts
in
the
future.
It
should
be
noted
that
some
or
all
of
the
following
options
could
increase
revenue
in
the
five-‐
year
pro
forma:
• An
increased
level
of
public
usage
during
the
work
day,
particularly
through
utilization
by
employees
who
work
at
non-‐traditional
times,
i.e.,
hospital
workers,
warehouse
personnel,
or
others
who
do
not
work
a
traditional
9:00
AM
to
5:00
PM
work
day.
• Supplemental
rental
income
to
be
generated
through
utilization
by
high
school
and
club
teams,
depending
on
the
size
and
objectives
of
the
teams
contemplating
such
usage.
• Aggressive
marketing
of
aquatic
rehabilitation
and
therapy
arrangements
with
local
medical
providers,
with
substantial
upside
potential
from
the
pro
forma.
• More
facility
users
drawn
from
surrounding
communities
outside
of
the
45-‐minute
drive
time
radius
who
are
attracted
by
the
excellence
of
program
offerings
and
the
quality
of
instruction.
• Aggressive
marketing
and
promotion
with
emphasis
on
instructional
and
specialty
programming.
Based
upon
the
ability
of
identifying
an
acceptable
mix
of
public
funding,
charitable
giving,
corporate
sponsorships,
collaborations
with
community
organizations,
and
other
available
privately-‐generated
sources,
TSE
believes
that
a
new
aquatic
facility
can
have
a
positive
impact
for
the
community,
with
a
sufficient
level
of
cost
effectiveness
that
justifies
moving
forward
with
this
project.
Five-‐-‐-‐year
pro
forma
-‐-‐
Revenue
Year
1
Year
2
Year
3
Year
4
Year
5
Learn
to
Swim
and
other
Specialized
Aquatic
Programs
$
30,000
$
31,200
$
32,448
$
33,746
$
35,096
Subscription/Annual
Usage
$
120,000
$
124,800
$
129,792
$
134,984
$
140,383
Fee/Membership
Competition
Swimming
Team
Usage
Fees
(Net)
$
10,000
$
10,400
$
10,816
$
11,249
$
11,699
Hospital/Medical
Group
Agreement
for
$
25,000
$
26,000
$
27,040
$
28,122
$
29,247
Aquatic
Therapy
Third
Party
/
Outside
Special
Event
Rentals
$
25,000
$
26,000
$
27,040
$
28,122
$
29,247
Community
Programs
$
20,000
$
20,800
$
21,632
$
22,498
$
23,398
Vending/Concessions
$
20,000
$
20,800
$
21,632
$
22,498
$
23,398
$
249,000
$
258,960
$
270,400
$
281,219
$
292,468
Expenses
Year
1
Year
2
Year
3
Year
4
Year
5
Utilities
$
10,000
$
10,300
$
10,609
$
10,927
$
11,255
Services $ 12,000 $ 12,360 $ 12,731 $ 13,113 $ 13,506
Insurance $ 6,000 $ 6,180 $ 6,365 $ 6,556 $ 6,753
Supplies $ 10,000 $ 10,300 $ 10,609 $ 10,927 $ 11,255
Staff for Programs $ 60,000 $ 61,800 $ 63,560 $ 65,560 $ 67,530
Staff for Operations $ 140,000 $ 144,200 $ 148,526 $ 152,982 $ 157,571
Total Operations $ 238,000 $ 245,140 $ 252,400 $ 260,065 $ 267,700
Net Profit (Loss) $11,000 $13,820 $18,000 $21,154 $24,732
Recovery Percentage 104.6% 105.6% 107.1% 108.1% 109.3%
SECTION
2:
DESIGN
CONCEPT
TSE
is
able
to
recommend
a
design
concept
for
the
aquatic
facility
that
would
become
a
highly
valued
asset
for
the
community.
The
architectural
drawing
is
intended
only
to
demonstrate
conceptual
spatial
relationships
and
potential
adjacencies,
and
if
the
project
moves
forward,
continued
work
with
the
local
architect,
who
is
experienced
in
pool
design
and
has
performed
previous
work
for
BCSPDC,
should
take
place.
The
approach
used
by
TSE
is
based
upon
discussions
with
BCSPDC
representatives,
as
well
as
other
knowledgeable
aquatic
practitioners,
highlighting
seven
planning
imperatives,
as
follows:
• Indoor
pool
setting,
enabling
year-‐-‐-‐round
programming
in
a
cost-‐-‐-‐effective
manner
• Multi-‐purpose,
providing
a
broad
range
of
aquatic
programming,
including
instructional,
recreational,
competitive,
and
therapeutic/rehabilitative
uses
• Educationally
sound,
with
ability
to
conduct
classes
in
ideal
surroundings
• Practical
and
fiscally
prudent,
enabling
expansion
of
potential
user
groups
and
opportunities
for
partnerships
• Community-‐-‐-‐oriented,
recognizing
the
unmet
aquatic
needs
of
area
residents
• Aquatic
competition-‐suited,
enabling
teams
to
utilize
a
facility
with
an
accommodating
environment
• Fitness-‐based
and
rehabilitation-‐oriented,
emphasizing
the
health-‐related
benefits
of
exercise
for
all
age
groups
and
physical
conditions
Indoor
Pool
in
an
Ideal
Location
TSE
only
reviewed
the
design
option
that
includes
indoor
pool
space,
for
three
reasons:
• Local
weather
conditions
are
not
suitable
for
year-‐-‐-‐round
outdoor
use
• Outdoor
facilities
do
not
enable
a
cost/benefit
scenario
that
is
financially
practical,
given
limited
seasonal
utilization
• Availability
of
other
local
outdoor
aquatic
settings,
including
pools
and
natural
water
sources
The
primary
indoor
pool
provides
BCSPDC
with
a
reasonable
level
of
flexibility
and
opportunity
for
simultaneous
programming.
A
pool
of
this
size
gives
more
available
square
footage
than
any
pool
within
the
service
radius,
providing
a
highly
desirable
asset
that
can
accommodate
a
large
number
of
participants.
The
other
recommended
pools
–
a
therapy/rehabilitation
pool
and
a
children’s
pool
–
reinforces
similar
usage
concepts.
Additionally,
the
benefit
of
choosing
a
convenient
location
cannot
be
overestimated,
especially
because
of
the
potential
connectivity
with
other
amenities
like
park
facilities,
restaurants,
and
retail
establishments.
TSE
expresses
satisfaction
with
the
2014
acquisition
by
BCSPDC
of
a
10-‐
acre
site
adjacent
to
the
south
end
of
Bandon
City
Park,
as
it
is
ideally
situated
to
achieve
the
aquatic
utilization
goals
established
by
BCSPDC.
Multi-‐-‐-‐Purpose
Facility,
Including
Recreational
Play
Amenities
Modern
aquatic
centers
are
designed
to
appeal
to
the
broadest
possible
community
interests
on
a
year-‐round
basis.
For
this
reason,
multi-‐purpose
aquatic
facilities
include
several
pools,
allowing
differential
water
depth
and
temperature,
and
encouraging
utilization
for
recreational,
instructional,
competitive,
and
therapeutic
purposes.
Flexibility
is
paramount,
because
a
successful
community
aquatic
center
must
be
able
to
accommodate
a
wide
variety
of
interests,
for
persons
of
all
ages
and
physical
capabilities.
The
primary
pool
in
the
aquatic
center
includes
both
shallow-‐water
and
deep-‐water
space.
Thus,
it
is
possible
to
envision
a
scenario
in
which
BCSPDC
could
use
the
pool
for
a
kayak
class
in
the
shallow-‐water
section
at
the
same
time
that
a
general
recreation
program
is
taking
place
in
the
deep-‐water
section
of
the
pool.
The
capability
of
multiple
contiguous
uses
also
expands
the
potential
utilization
by
a
variety
of
local
community
groups,
a
prospect
that
reinforces
partnerships
and
relationships
that
are
essential
to
BCSPDC
and
to
the
success
of
the
new
facility.
Educationally
Sound
Because
of
the
projected
utilization
of
the
facility,
as
well
as
the
importance
of
reinforcing
the
mission
espoused
by
BCSPDC,
TSE
emphasizes
the
expansion
and
improvement
of
opportunities
for
instructional
activity
in
the
proposed
aquatic
center.
The
operations
of
the
proposed
facility
suggest
prioritization
of
instructional
programs
designed
to
heighten
lifetime
participation
in
aquatic
activities.
The
proposed
aquatic
center
could
also
serve
as
a
desirable
site
for
school-‐
sponsored
learn
to
swim
programs.
TSE
recommends
that
BCSPDC
consider
a
facility
that
provides
an
excellent
setting
for
teaching
swimming
and
other
related
aquatic
activities,
i.e.,
water
safety,
lifeguarding,
and
scuba
diving.
Ideally,
this
includes
both
shallow
and
deep-‐water
availability,
with
adequate
pool
deck
space
and
one
or
more
areas
for
a
classroom-‐like
setting.
Practical
and
Fiscally
Prudent
BCSPDC
should
place
strong
emphasis
on
interior
design
features
that
are
functional
and
practical.
While
pools
that
have
indoor
and
outdoor
capability
(through
roofing
systems
which
can
open
or
close,
or
through
fabric
or
air-‐supported
coverings)
are
attractive
in
concept,
the
climate
conditions
in
Oregon
do
not
enable
consideration
of
semi-‐permanent
options
that
rely
upon
fabric
roofs
or
sidewalls.
Therefore,
TSE
does
not
recommend
options
that
include
membrane
or
fabric
solutions
that
have
life
cycles
that
are
shorter
than
traditional
facilities
and
that
may
have
greater
expense
due
to
enhanced
insulation
necessities,
as
well
as
increased
operating
costs
in
cold
weather.
To
achieve
the
best
possible
return
on
investment,
the
facility
should
include
more
than
one
pool
area,
ideally
created
by
separate
pools;
have
a
variety
of
pool
depths
that
includes
shallow
water
space;
and,
several
different
levels
of
water
temperature
to
create
ideal
utilization
environments
for
different
types
of
activity.
Additionally,
aquatic
therapy
and
rehabilitation,
especially
if
a
partnership
with
a
local
hospital,
physician
group,
or
health
services
provider
can
be
arranged,
can
add
substantially
to
the
revenue-‐production
capabilities
of
the
facility,
and
is
therefore
worthy
of
consideration.
Community-‐-‐-‐Oriented
An
aquatic
facility
of
the
scope
projected
in
this
report
will
undoubtedly
create
interest
within
the
Southern
Oregon
Coast,
and
perhaps
well
beyond,
and
residents
within
45-‐minute
drive
time
need
to
be
the
primary
focus
of
attention.
The
demographic
information
supplied
in
Section
4
of
this
report
indicates
a
population
base,
income
levels,
and
healthy
lifestyle
orientation
that
are
predictive
of
a
sizable
and
energetic
user
group
within
reasonable
driving
distance.
BCSPDC
leaders
and
decision-‐makers
have
clearly
indicated
that
the
facility
should
prioritize
community
utilization,
but,
hopefully,
not
to
the
financial
detriment
of
other
currently
existing
facilities
within
the
45-‐minute
drive
time
radius.
TSE
recommends
that
discussions
with
potential
user
groups
be
conducted
in
order
to
encourage
input
concerning
the
unmet
programming
needs
of
area
residents,
as
well
as
helping
to
manage
the
utilization
expectations
of
potential
program
participants.
Ideally,
these
discussions
should
take
place
before
facility
completion,
with
clear
parameters
and
priorities
of
utilization.
Aquatic
Competition-‐-‐-‐Suited
Expansion
of
competitive
swimming
opportunities
often
occurs
when
new
aquatic
facilities
are
built,
and
for
this
area
of
Oregon,
it
could
play
a
role
in
higher
participation
in
competitive
swimming
programs.
Although
competitive
swimming
has
some
inherent
limitations,
including
relatively
low
revenue
yield
vis-‐a-‐vis
other
uses,
as
well
as
orientation
toward
prime
time
utilization,
it
has
considerable
value
in
establishing
recognition
for
both
the
quality
of
the
facility
and
the
excellence
of
the
program
through
its
instructors
and
coaches.
Most
importantly,
the
new
aquatic
facility
could
attract
and
stage
local,
and
perhaps,
regional
events,
including,
but
not
limited
to,
swimming.
Depending
upon
the
scope
of
the
facility,
and
in
particular,
its
deck
space
and
spectator
seating
capacity,
the
aquatic
center
could
also
be
used
for
competition
in
other
aquatic
disciplines
like
synchronized
swimming
and
water
polo.
It
should
be
understood
that
seating
capacity
increases
incrementally
the
construction
cost
of
the
facility
because
of
the
additional
square
footage
and
required
ceiling
height,
but
these
costs
should
be
considered
when
viewed
in
the
context
of
increased
economic
impact
for
the
community
and
expansion
of
collaborative
efforts
with
local
economic
development
agencies,
chambers
of
commerce,
and
convention
and
visitor
bureaus.
TSE
emphasizes
that
competitive
swimming
motivates
other
forms
of
usage,
including
learn
to
swim
instruction
and
promotion
of
family
participation.
It
should
be
a
function
of
the
facility,
as
long
as
its
utilization
for
this
purpose
does
not
preclude
other
important
revenue-‐producing
uses.
Fitness-‐-‐-‐Based
An
analysis
of
swimming
pools
within
a
45-‐minute
drive
time
radius
of
the
proposed
site
indicates
that
there
is
a
need
for
additional
facilities
that
are
oriented
toward
fitness
and
the
promotion
of
healthy
lifestyles.
The
value
of
this
approach,
particularly
an
emphasis
on
lifetime
fitness,
can
be
substantial,
with
skill
and
knowledge
base
enhanced
through
regular
physical
activity.
As
referenced
previously,
there
are
significant
opportunities
to
incorporate
aquatic
therapy
and
rehabilitation,
if
planners
take
into
account
these
rapidly
growing
services
that
enable
increased
levels
of
partnership
with
hospitals,
physician
groups,
and
health
insurance
providers.
The
facility
might
also
include
land-‐based
fitness
activities
in
rooms
or
studios
adjacent
to
the
pools.
And,
adult
lap
swimming
and
classes
that
promote
flexibility
or
weight
loss,
for
example,
promote
usage
across
a
wide
spectrum
of
age
groups.
SECTION
2.1:
SITE
PLAN
FOR
NEW
AQUATIC
FACLITY
Based
upon
the
planning
imperatives
outlined
above,
TSE
proposes
one
multi-‐purpose
design
concept
for
consideration.
This
primary
option
features
an
aquatic
center
that
meets
the
instructional,
competitive,
recreational,
and
therapy/rehabilitation
needs
outlined
in
this
report,
including
three
pools.
This
option
provides
the
most
cost-‐effective
alternative
for
consideration.
The
pools
contain
the
following
elements:
• The
primary
pool
is
82.02
feet
in
length
x
42
feet
wide
(25
meters
in
length,
with
six
7-‐
foot
lanes,
plus
a
ramp
for
handicapped
or
limited
mobility
access).
The
pool
varies
in
depth,
enabling
various
sallow-‐water
instructional
options
and
deep-‐water
capabilities
for
scuba
diving,
and
other
similar
activities.
The
pool
temperature
would
be
maintained
at
approximately
79-‐81
degrees,
considered
ideal
for
many
activities,
including
competitive
swimming.
There
is
adequate
deck
pace
and
spectator
seating
for
the
usage
that
is
projected
for
the
facility.
• The
secondary
pool
is
both
a
teaching
pool
and
an
aquatic
therapy/rehabilitation
pool,
with
dimensions
of
10
feet
x
20
feet,
water
depth
between
3
and
4
feet,
and
approximately
86
to
88
degree
pool
t emperature.
• The
third
pool
is
a
kids’
pool
of
12
feet
x
18
feet
dimension.
• There
is
adjacent
classroom/meeting
space,
weight
room,
and
studio/multipurpose
space,
as
well
as
changing/locker
facilities.
TSE
offers
its
opinion
on
the
possible
construction
costs
associated
with
the
proposed
facility.
PRIMARY
OPTION:
SECTION
2.2:
OPINION
OF
PROJECT
COSTS
TSE
offers
its
opinion
on
the
possible
construction
costs.
Usage
Square
Footage
Opinion
of
Cost
Pools
Pool
Shells
(82.02
ft.
x
42
ft.,
10
ft.
x
20
ft.,
12
ft.
x
18
ft.,
plus
4,382
@
$80/square
foot
sloped
entry
82.02
ft.
x
7
ft.)
Deck
space
and
seating
areas:
add
approximately
50%
2,000
@
$80/square
foot
(2,000
sq.
ft.
@
$80/sq.
ft.)
6,382
$510,560
Public
Spaces
Control/cashier/administration
Sloped
Entry
(75
ft.
x
7
ft.)
1,000
Locker
rooms/toilets/changing
areas
1,200
All
@$175/square
foot
Meeting
rooms/exercise
and
fitness
area
1,000
Circulation
and
walls:
add
20%
(640
sq.
ft.
@
$175/sq.
ft.)
640
Sub-‐-‐-‐Total
3,840
$840,000
Building
Support
Mechanical/Filtration
400
Electrical
200
All
@$200/square
foot
Custodial/Maintenance
400
Sub-‐-‐-‐Total 1,000 $200,000
Site Work (estimates)
Site Mobilization and Street Improvements $310,000
Parking Lot, Utilities $250,000
Sub-‐-‐-‐Total $460,000
TOTAL 10,927 $2,010,560
Contingency (5%) $100,528
Project Design Costs/Overhead (10%) $201,056
Bonds and Insurance (2%) $40,211
Fees/Permits (4%) $80,422
Sub-‐-‐-‐Total of Overhead Costs $422,217
Sub-‐-‐-‐Total of Construction and Site Costs $2,010,560
Grand Total $2,432,777
SECTION
3:
AQUATIC
FACILITIES
AND
RECREATIONAL
OPPORTUNITIES
IN
THE
AREA
Aquatic
programming
provides
a
significant
number
of
user
options.
Availability
of
swimming
pools
for
leisure
activities
is
largely
driven
by
trends
in
population,
levels
of
income,
and
other
demographic
characteristics.
Therefore,
it
is
prudent
to
examine
other
aquatic
providers
in
geographic
proximity
to
the
proposed
Bandon
site
in
order
to
determine
the
level
of
potential
competition
that
a
new
aquatic
facility
would
encounter,
recognizing
that
many
factors
–
from
drive
time
to
local
availability
of
learn
to
swim
programming,
for
example
–
ultimately
determine
demand
and
usage.
It
is
understood
that
successful
competition
for
the
leisure
services
market
is,
in
itself,
not
the
ultimate
goal
for
the
construction
of
the
proposed
aquatic
facility.
Instead,
the
most
positive
end
result
is
that
aquatic
services
and
activities
would
be
delivered
to
a
broad
range
of
individuals
and
families
residing
in
or
near
Bandon,
resulting
in
the
greatest
overall
benefit
to
the
community.
Additionally,
it
is
necessary
to
compare
“apples
and
apples”
when
a
listing
of
area
aquatic
facilities
is
compiled.
This
report
envisions
an
aquatic
facility
that
provides
a
highly
varied
set
of
programming
opportunities,
and,
thus,
there
would
emerge
relatively
few
direct
competitors,
particularly
within
close
proximity.
However,
despite
the
fact
that
some
currently
existing
facilities
are
not
comprehensive
in
all
aspects
of
usage,
it
is
important
to
recognize
the
existence
of
limited-‐use
facilities,
because
there
may
be
direct
competition
for
specific,
potentially
high-‐profit
aquatic
utilization.
Additionally,
currently
existing
outdoor
pools
may
have
some
potential
advantages
during
the
summer
months,
particularly
when
the
weather
makes
indoor
situations
less
comfortable
and
inviting.
The
competitive
swimming
landscape
is
also
an
important
ingredient
to
consider.
Swimming
instruction,
for
example,
that
is
“pre-‐competitive”
may
hold
a
higher
degree
of
popularity
or
acceptance
than
a
learn-‐to-‐swim
program
that
does
not
lead
directly
to
participation
in
other
activities
in
and
around
water.
Therefore,
TSE
examined
competitive
swimming
programs
in
the
area
to
determine
levels
of
membership
and
the
quality
of
the
experience.
Lastly,
the
adult
fitness
market
is
a
special
niche
that
offers
some
unique
possibilities.
While
there
are
some
fitness
centers
with
adult
members
who
engage
in
a
variety
of
exercise
and
physical
activity
regimens,
TSE
believes
that
the
proposed
facility
could
offer
some
specialized
services
that
could
help
to
establish
a
loyal
clientele
in
pursuing
this
path.
For
purposes
of
this
study,
TSE
examined
various
aquatic
facilities
within
a
45-‐minute
drive
time
radius
of
the
proposed
site.
It
should
be
noted
that
this
geographic
area
has
other
public
aquatic
facilities
that
offer
programming
that
includes
instructional
and
recreational
activities,
but
none
that
offer
community
use
programming
that
is
comprehensive.
Clearly,
the
marketplace
proximate
to
Bandon
has
some
limited
use
aquatic
facilities
of
various
types,
and
outdoor
seasonal
facilities,
but
none
that
support
‘total
aquatic
programming’
activities
on
a
year-‐round
basis.
This
is
the
Bandon
competitive
advantage.
For
clarity,
TSE
examined
swimming
pools
in
surrounding
communities,
but
there
is
none
that
provides
direct
parallels
to
the
proposed
facility
in
terms
of
configuration
and
utilization.
Among
the
pools
TSE
rejects
for
comparative
purposes,
for
a
variety
of
reasons,
are
the
following:
• School
pools
that
primarily
have
school-‐related
activities
and
that
are
not
open
to
the
general
public
on
an
extended
basis.
• College
or
university
facilities
that
are
primarily
used
for
campus
recreation
and
programming
for
students,
faculty,
and
staff
and
that
do
not
have
aquatic
programming
for
the
general
public.
• Pools
in
hotels,
where
the
predominant
rationale
for
utilization
is
not
related
to
aquatic
activities.
• Pools
in
private
clubs
where
the
predominant
rationale
for
membership
is
social
and
dining
activities,
or
golf
and
tennis.
• Pools
whose
age
and
general
condition,
or
their
limited
programs
as
outdoor
facilities,
do
not
provide
adequate
comparisons
There
are
also
other
factors
for
the
leaders
of
BCSPDC
to
contemplate:
• The
new
facility
is
likely
to
accelerate
substantially
the
growth
of
aquatic
programs,
with
a
new
user
base
well
beyond
current
estimates.
• The
opportunities
for
collaboration
with
nonprofit
organizations
and
publicly
supported
entities
need
to
be
explored
fully.
• Community
usage
by
area
residents
would
increase
significantly,
and
the
breadth
of
this
usage
could
be
a
strong
determining
factor
in
support
for
various
funding
mechanisms
for
future
facility
expansion,
as
well
as
ongoing
operational
support.
• New
facilities
often
provide
so
much
optimism
within
a
community
that
it
is
not
uncommon
to
achieve
capacity
or
over-‐capacity
levels
in
the
first
three
years
of
operation.
When
a
community
is
asked
to
dream
about
the
possibilities
for
enhanced
programming,
it
often
“dreams
big.”
In
final
analysis,
TSE
believes
that
there
is
compelling
rationale
for
expansion
of
the
current
level
of
aquatic
programming
in
the
area
that
can
justify
construction
and
operation
of
a
new
aquatic
facility.
Further,
given
the
overall
lack
of
competitor
facilities
offering
high
quality
programming
on
a
year-‐round
basis,
TSE
believes
that
a
community
aquatics
program
could
be
established
that
enables
the
facility
to
be
regarded
as
comprehensive
and
driven
by
expectations
of
excellence,
while
at
the
same
time,
not
provide
programming
that
directly
competes
with
several
existing
facilities
and
programs.
Without
question,
there
is
a
higher
level
of
demand
for
aquatic
programming
than
is
currently
being
offered
in
this
region.
SECTION
3.1:
COQUILLE
MUNICIPAL
SWIMMING
POOL
TSE
reviewed
the
programming
offered
at
Coquille
Municipal
Pool
and
provides
the
following
summary
report:
• The
pool
opened
in
2012,
after
an
eight-‐year
planning
and
construction
process,
and
cost
about
$2
million
• The
facility
is
only
open
three
months
per
year:
June,
July,
and
August
• Coquille
Municipal
Pool
is
thirty-‐minute
drive
time
from
Bandon
and
50
minute
drive
time
from
Port
Orford
• The
summer
programming
schedule
features
the
following
elements:
Ø Monday
–
Friday
6:00
am
–
8:00
am
Morning
Lap
Swim
Ø Monday
–
Friday
8:00
am
–
10:00
am
Private
Swim
Lessons
Ø Monday
–
Friday
10:00
am
–
11:05
am
Public
Swim
Lessons
Ø Monday
–
Friday
11:15
am
–
11:45
am
Private
Swim
Lessons
Ø Monday
–
Saturday
12:00
pm
–
1:00
pm
Noon
Lap
Swim
Ø Monday
–
Saturday
1:15
pm
–
4:00
pm
Open
Swim
Ø Monday
–
Friday
4:30
pm
–
5:30
pm
Private
Swim
Lessons
Ø Monday
–
Friday
5:30
pm
–
6:15
pm
Water
Aerobics
Ø Monday,
Wednesday,
Friday
6:15
pm
–
7:00
pm
Night
Lap
Swim
Ø Tuesday
&
Thursday
6:00
pm
–
6:45pm
Aqua
Zumba
Ø Monday
–
Friday
7:00
pm
–
9:00
pm
Night
Open
Swim
• Fee
schedule
for
the
program
elements
includes
the
following:
Ø Private
lessons:
$55
for
five
half-‐hour
lessons
Ø Pool
Rental
(birthday
parties):
$145
for
one
hour,
including
lifeguards
Ø Individual
Swim:
Resident
$4.00
Individual
Swim:
Non
-‐
Resident
$5.00
Ø 20
Swim
Punch
Card:
Resident
$70.00
20
Swim
Punch
Card:
Non
-‐
Resident
$90.00
Ø Individual
Season
Pass:
Resident
$75.00
Individual
Season
Pass:
Non
-‐
Resident
$100.00
Ø Family
Season
Pass:
Resident
$250.00
Family
Season
Pass:
Non
-‐
Resident
$325.00
Ø Aqua
Zumba:
$3.00
Ø Children
Two
years
of
age
and
under
Free
Admission
(with
paid
adult)
SECTION
3.2:
NORTH
BEND
MUNICIPAL
SWIMMING
POOL
TSE
Consulting
reviewed
the
programming
elements
of
the
North
Bend
Municipal
Swimming
Pool
and
provides
the
following
summary
report:
• The
pool
is
an
indoor
facility
that
operates
twelve
months
per
year
• The
facility
is
45
minute
drive
time
from
Bandon
70
minutes
from
Port
Orford
• The
facility
is
municipally
owned
and
operated
and
provides
the
following
programs:
Ø Swimming
Lessons
Morning
Lessons:
M/W
11:00
AM
to
Noon
and
T/TH
10:30
AM
to
Noon
Evening Lessons: M/W 6:00 PM to 7:00 PM
Ø Open
Swims
Monday,
Wednesday:
1:30
PM
-‐
3:30
PM
Friday:
1:30
PM
to
3:30
PM
and
7:00
PM
to
9:00
PM
Saturday: 1:30 PM to 3:30 pm and 7:00 PM to 9:00 PM Sunday: 1:30 PM to 3:30 PM
Ø Family Swim: Thursday night and Sunday afternoon
Ø Morning Lap and Fitness Swimming
Monday -‐ Friday: 5:00 AM to 9:00 AM Saturday: 9:00 AM to 10:00 AM
Ø Lunchtime
Lap
and
Fitness
Swimming:
Monday
through
Friday
11:00
AM
to
1:30
PM
and
Saturday/Sunday
from
Noon
to
1:30
PM
Ø Evening Lap and Fitness Swimming: Monday through Friday 5:30 PM to 7:00 PM
Ø Swimnastics:
Monday
and
Wednesday
7:00
PM
to
8:00
PM
Tuesday
and
Thursday
6:00
PM
to
7:L00
PM
Ø Competitive
Swimming:
South
Coast
Aquatic
Team
North
Bend
High
School,
Southwestern
Oregon
Community
College
teams
Fee
Schedule
is
as
follows:
Individual:
Children
0
to
5
years:
$2.50
Youth
(6-‐17):
$3.00
Adults:
$4.00
Seniors:
$3.00
Thirty
Day:
$45.00
Yearly:
$300.00
Youth
Punch
Cards
10/20/30/50:
$27.50/$53.00/$78.00/$125.00
Adult
Punch
Cards
10/20/30/50:
$35.00/$68.00/$99.00/$150.00
Family:
30
Day:
$50.00,
plus
$5.00
per
person
Three
Month:
$135.00,
plus
$10.00
per
person
Yearly:
$325.00,
plus
$20.00
per
person
Pool
Rental:
$75.00
per
hour
and
includes
two
lifeguards
Swimming
Lessons:
Six
lesson
series
for
$30.00
SECTION
3.3:
MINGUS
PARK
POOL
(COOS
BAY)
TSE
reviewed
the
programming
offered
at
Mingus
Park
Pool
in
Coos
Bay
and
provides
the
following
summary
report:
• Mingus
Park
Pool
was
first
established
in
1949
and
refurbished
in
1998
• The
pool
is
maintained
by
the
non-‐profit
organization,
Mingus
Park
Pool
Management
• The
pool
is
25
yards
by
45
feet,
6
lanes,
3.5
to
8
feet
in
depth,
and
is
heated
to
81
to
83
degrees
• The
pool
is
an
outdoor
facility
but
operates
on
a
year-‐round
basis
• Program
elements
include:
Ø Lap
Swim
Hours
(Fall):
Monday
to
Friday
from
5:30
to
7:00
AM,
Noon
to
1:30
PM,
and
5:30
to
7:00
PM.
Saturdays
and
Sundays
are
open
from
7:00
AM
to
9:00
AM
and
Noon
to
1:00
PM
at
a
cost
of
$3.00
per
hour
Ø Gold
Coast
Swim
Team:
Summer
Practice
hours
and
fees
are:
Seniors:
$60.00
per
month,
with
unlimited
practices
six
days
per
week
Pre-‐Seniors:
$55.00
per
month,
with
up
to
six
practices
per
week
Advanced
Age
Group:
$50.00
per
month,
with
up
to
five
practices
per
week
Beginning
Age
Group:
$40.00
per
month,
with
up
to
four
practices
per
week
Novice
Age
Group:
$35.00
per
month,
with
up
to
three
practices
per
week
• Fee
Schedule
is
as
follows:
Ø Youth
(17
&
under)
$3.00
Ø Adult
(18
to
59)
$4.00
Ø Senior
Citizens
(60
&
over)
$3.00
Ø Active
Military
$3.00
Ø Showers
Only
$3.00
Ø Punch
Cards
10/20/30/50
Youth
and
Seniors:
$27.00/$55.00/$78.00/$125.0
Adult:
$35.00/$68.00/$99.00/$150.0
Swim
Passes
30
Day:
$
45.00
//
90
Day:
$125.00
SECTION
3.4:
BAY
AREA
ATHLETIC
CLUB
(COOS
BAY)
TSE
reviewed
the
programming
offered
at
Bay
Area
Athletic
Club
and
provides
the
following
summary
report:
• Bay
Area
Athletic
Club
has
operated
successfully
for
25
years
• The
club
belongs
to
the
Fitlife
Network,
a
program
in
which
members
get
the
use
of
65
other
clubs
in
Oregon
and
Washington.
We
have
open
swim
for
families
every
night
until
10
PM
• There
is
open
swim
for
families
every
night
until
10
PM,
but
very
limited
classes
and
programming,
other
than
lap
swim
• Club
facilities
include
a
25-‐yard
pool,
weight
room,
sauna,
and
four
racquetball
courts
Membership benefits include:
Weight
room
Court
use
(Racquetball,
Basketball,
Walleyball
&
Court
Soccer)
Dry
Saunas
Steam
Room
Pool
(Adult
Lap,
Classes
&
Open
Swim)
Group
Fitness
Classes
Weight
Room
Orientation
Day
Use
of
Lockers
Membership
fees
are
as
follows:
Annual: $588 Six Month: $330 Three Month: $183 Two Month: $122 One Month: $69
SECTION
4:
USER
GROUPS
AND
MARKET
DEMOGRAPHICS
Introduction
The
Demographic
and
Participation
Trends
Analysis
helps
to
provide
an
understanding
of
the
target
market
in
question.
Splicing
the
target
market
by
age,
race,
income
and
spending
characteristics
enables
one
to
more
accurately
predict
the
market’s
affinity
and
likelihood
to
be
able
to
support
a
particular
facility
/
amenity
or
recreation
program.
Proactively
understanding
these
vital
market
characteristics
is
paramount
when
planning
future
development.
Methodology
The
demographic
data
used
for
the
analysis
was
obtained
from
Environmental
Systems
Research
Institute,
Inc.
(ESRI).
It
is
one
of
the
foremost
agencies
in
Geographic
Information
Systems
(GIS)
and
utilizing
the
information
to
provide
population
projections.
The
data
provided
here
has
been
obtained
in
December
2016
and
is
based
on
numbers
provided
in
the
2010
Census.
All
other
projections
are
created
utilizing
straight-‐line
regression
analysis.
For
this
analysis,
the
Bandon
City
service
area
has
been
considered.
Given
the
relatively
sparse
population
within
the
area
and
the
potential
for
additional
users
residing
outside
the
boundaries,
this
analysis
considers
a
potential
target
market
within
a
45-‐minute
drive
time
of
the
Bandon
City
Park.
Summary
In
terms
of
Overall
Population,
the
Service
Area
is
projected
to
have
an
almost
flatlined
population
growth
in
the
next
10-‐15
years.
The
current
population
translates
into
a
50,000+
population
within
45
minutes
of
Bandon
City
Park.
The
Racial
Composition
is
minimally
increasing
in
diversity.
White
only
population
currently
comprises
88%
of
the
population
and
will
be
84%
by
2031.
Those
of
Hispanic
Origin
(Any
Race)
are
projected
to
increase
from
7%
currently
to
10%
by
2031.
The
Age
Segment
Distribution
demonstrates
an
older
than
average
population
that
is
projected
to
continue
a
rapidly
aging
trend.
Currently
over
40%
of
the
population
is
over
the
age
of
55
and
by
2031
almost
half
the
audience
(49%)
is
projected
to
fall
into
that
group.
The
U-‐18
group,
which
is
a
key
target
age
segment,
comprises
18%
currently
and
is
projected
to
decrease
minimally
to
16%
by
2031.
Income
characteristics
in
the
service
area
(median
household
income
-‐
$37,540)
are
much
lower
than
the
state
(median
household
income
-‐
$51,243
in
2016)
and
national
(median
household
income
-‐
$
53,046
in
2016)
averages.
Participation
Trends
show
that
swimming
is
unquestionably
a
lifetime
sport,
and
activities
in
aquatics
have
remained
very
popular
among
Americans.
Fitness
swimming
is
the
absolute
leader
in
multigenerational
appeal
with
over
25
million
reported
participants
in
2014.
In
summary,
a
limited
population
base
within
45
minutes
(and
its
minimal
growth)
as
well
as
below
average
income
characteristics
point
to
challenges
for
the
proposed
aquatic
facility.
On
the
other
hand,
a
fast
aging
population
might
mean
that
the
facility
amenities
and
programming
tailored
for
warm
water,
therapeutic,
health
care
and
rehab
as
well
as
‘aquarobics’
types
of
offerings
catered
to
an
older
population
might
have
more
traction.
Total
Population
As
Figure
i
demonstrates,
the
primary
target
market
is
witnessing
a
mild
growth
pattern
from
2010
to
currently.
However,
this
growth
trend
is
expected
to
stay
fairly
flat
over
the
next
few
years.
From
2016
(currently)
to
2031,
the
population
is
expected
to
grow
from
51,056
currently
to
53,686
by
2031,
an
increase
of
less
than
0.5%
annually.
Figure i –Total Population
Race
The
service
area
is
largely
homogeneous
with
88%
of
the
total
population
in
2016
classified
as
White
only
and
the
next
highest
segment
being
Two
or
More
Races
Race
with
5%
(see
Figure
ii).
Projections
point
to
a
continuation
of
current
trends,
though,
with
a
decrease
in
the
White
Only
84%
by
2031)
population
balanced
by
an
increase
in
Two
or
More
Races
(6%
by
2031)
–
not
including
Black
Alone,
American
Indian
or
Asian.
Those
of
Hispanic
Origin
(Any
Race)
are
projected
to
increase
from
7%
currently
to
10%
by
2031.
Figure ii –Population by Race
Age
Profile
The
Service
Area
is
rapidly
aging
and
significantly
older
than
the
national
average
currently
and
for
future
projections.
The
55%
population
comprises
41%
of
the
current
population
and
is
projected
to
make
up
virtually
half
the
entire
service
area
audience
(49%)
by
2031.
See
Figure
iii.
This
could
be
attributed
to
the
service
area
being
a
desirable
place
for
retirees
to
enjoy
a
good
quality
of
life
as
well
as
overall
aging
trends
observed
nationwide
as
the
baby
boomer
population
ages
and
life
expectancy
rates
increase.
The
U-‐18
group
comprised
18%
of
the
current
population
and
is
projected
to
stay
virtually
steady
16%
by
2031.
The
youth
population
comprises
the
key
target
audience
for
an
aquatic
facility
of
this
nature
and
research
has
shown
that
these
age
groups
tend
to
form
the
primary
participant
base
for
competitive
swimming
and
recreational
swimming.
With
the
marginally
reducing
youth
population
and
a
fast
growing
active
adult
population,
there
might
be
more
opportunities
to
offer
therapeutic
activities
and
wellness
and
fitness
programming.
Participation
trends
have
shown
that
these
activities
are
increasing
in
popularity
within
the
senior
age
segment
nationwide.
Figure
iii
–Age
Segment
Income
Trends
The
service
area’s
income
levels
are
below
average.
As
Figure
iv
depicts,
the
service
area’s
income
levels
(median
household
income
-‐
$37,540)
are
much
lower
than
the
state
(median
household
income
-‐
$51,243
in
2016)
and
national
(median
household
income
-‐
$
53,046
in
2016)
averages.
The
per
capita
income
(income
earned
by
those
over
the
age
of
16)
is
also
much
lower
at
$22,537
in
the
service
area
compared
to
$27,683
in
Oregon
and
$28,051
nationally.
These
income
trends
indicate
that
the
Bandon
City
Park
service
area
has
a
resident
base
that
would
be
fairly
cost
conscious
and,
based
on
the
older
age
segment,
possibly
on
a
fixed
income
as
well.
This
would
result
in
value
for
money
being
a
key
factor
in
their
ability
and
inclination
to
participate
in
any
aquatics
/
recreation
based
activity
on
a
frequent
basis.
Figure iv –Income Characteristics
Trends Analysis
Information released by Sports & Fitness Industry Association’s (SFIA) 2015 Study of Sports, Fitness,
and Leisure Participation reveals that the most popular sport and recreational activities include:
fitness walking, running/jogging, treadmill, free weights and road bicycling. Most of these activities
appeal to both young and old alike, can be done in most environments, are enjoyed regardless of
level of skill, and have minimal economic barriers to entry. These popular activities also have appeal
because of the social aspect. For example, although fitness activities are mainly self-‐directed, people
enjoy walking and biking with other individuals because it can offer a degree of camaraderie.
Fitness walking has remained the most popular activity of the past decade by a large margin, in terms
of total participants. Walking participation during the latest year data was available (2014), reported
over 112 million Americans had walked for fitness at least once.
From a traditional team sport standpoint, basketball ranks highest among all sports, with
approximately 23 million people reportedly participating in 2014. Team sports that have
experienced significant growth in participation are rugby, lacrosse, field hockey, ice hockey, roller
hockey, and gymnastics – all of which have experienced double-‐digit growth over the last five years.
In the past year, the estimated number of “inactives” in America has increased 3%, from 80.2 million
in 2013 to 82.7 million in 2014. According to the Physical Activity Council, an “inactive” is defined as
an individual that doesn’t take part in any “active” sport. Although inactivity was up in 2014, the 209
million “actives” seem to be participating more often and in multiple activities.
The Sports & Fitness Industry Association (SFIA) Sports, Fitness & Recreational Activities Topline
Participation Report 2015 was utilized to evaluate national sport and fitness participatory trends.
SFIA is the number one source for sport and fitness research. The study is based on online interviews
carried out in January and February of 2015 from nearly 11,000 individuals and households.
NOTE: In 2012, the Sports & Fitness Industry Association (SFIA) came into existence after a two-‐year
strategic review and planning process with a refined mission statement-‐-‐ “To Promote Sports and
Fitness Participation and Industry Vitality”. The SFIA was formerly known as the Sporting Goods
Manufacturers Association (SGMA).
The following tables summarize the findings from the Sports & Fitness Industry Association’s (SFIA)
2015 Sports, Fitness and Leisure Activities Topline Participation Report, as well as the local market
potential index data, which compares the demand for recreational activities and spending of
residents for the targeted area to the national averages.
Summary
of
National
Participatory
Trends
Analysis
1. Number
of
“inactives”
decreased
slightly,
those
‘active
to
a
healthy
level’
on
the
rise
a. “Inactives”
up
3%
in
2014,
from
80.2
million
to
82.7
million
b. Approximately
one-‐third
of
Americans
(ages
6+)
are
active
to
a
healthy
level
2. Most
popular
sport
and
recreational
activities
a. Fitness
Walking
(112.6
million)
b. Swimming
(87
million)
c. Running/Jogging
(51.1
million)
d. Treadmill
(50.2
million)
3. Most
participated
in
team
sports
a. Golf
(24.7
million)
b. Basketball
(23
million)
c. Tennis
(17.9
million)
4. Activities
most
rapidly
growing
over
last
five
years
a. Adventure
Racing
–
up
136%
b. Non-‐traditional/Off-‐road
Triathlon
–
up
123%
c. Squash
–
up
101%
d. Traditional/Road
Triathlon
–
up
92%
e. Rugby
–
up
77%
5. Activities
most
rapidly
declining
over
last
five
years
a. Wrestling
–
down
40%
b. Touch
Football
–
down
32%
c. In-‐line
Roller
Skating
–
down
32%
d. Racquetball
–
down
25%
e. Slow-‐pitch
Softball
–
down
23%
National
Trends
in
Aquatic
Activity
Swimming
is
unquestionably
a
lifetime
sport,
and
activities
in
aquatics
have
remained
very
popular
among
Americans.
Fitness
swimming
is
the
absolute
leader
in
multigenerational
appeal
with
over
25
million
reported
participants
in
2014
(Figure
v).
NOTE:
In
2011,
recreational
swimming
was
broken
into
competition
and
fitness
categories
to
better
identify
key
trends.
Aquatic
Exercise
has
a
strong
participation
base,
and
has
recently
experienced
an
upward
trend.
Aquatic
exercise
has
paved
the
way
for
a
less
stressful
form
of
physical
activity,
allowing
similar
gains
and
benefits
to
land
based
exercise,
including
aerobic
fitness,
resistance
training,
flexibility,
and
better
balance.
Doctors
have
begun
recommending
aquatic
exercise
for
injury
rehabilitation,
mature
patients,
and
patients
with
bone
or
joint
problems
due
to
the
significant
reduction
of
stress
placed
on
weight-‐bearing
joints,
bones,
muscles,
and
the
effect
of
the
water
in
reducing
swelling
of
injuries.
National
Participatory
Trends
-‐
Aquatics
Participation
Levels %
Change
Activity
2009 2013 2014 13-‐14 09-‐14
Swimming
( Fitness) N/A 26,354 25,304 -‐4.0% N/A
Aquatic
Exercise
8,965 8,483 9,122 7.5% 1.8%
Swimming
(Competition) N/A 2,638 2,710 2.7% N/A
NOTE:
Participation
figures
are
i n
000's
for
the
US
population
ages
6
and
over
M o derate
M o derate
L arge
Inc reas e
L arge
D ec reas e
(greater
than
2 5%)
Inc reas e
(0%
to
2 5%)
D ec reas e
(0%
to
-‐25%)
(les s
than
-‐25%)
Figure
v
–National
Participatory
Trends
-‐
Aquatics
Additionally,
nationwide
there
is
a
projected
trend
of
an
increase
in
mature
adults.
Demographic
studies
have
shown
that
females
tend
to
have
a
higher
life
expectancy
than
males.
This
assumed
large
contingent
of
mature
female
adults,
creates
a
need
for
active
adult
programs
geared
towards
females.
Aside
from
walking,
among
the
most
popular
recreational
activity
in
America
among
the
mature
demographic
is
water
aerobics
or
‘aquarobics’.
This
can
be
attributed
to
the
low
impact
“senior
friendly”
exercise
that
reduces
the
amount
of
stress
on
the
body.
SECTION 5: PROGRAMMING SCENARIOS AND POTENTIAL USER GROUPS
Under ideal circumstances, aquatic facilities are built to accommodate specific programming
needs expressed through individuals committed to broad community interests, thus helping
to refine the design characteristics of the aquatic facility that best accommodates these
programs. In this engagement, TSE received very clear direction from BCSPDC leaders.
Additionally, there are sufficient indicators of successful programming for public facilities in
like-‐sized communities nationwide to be able to make realistic assumptions.
Aquatic programming is both traditional and evolving. Communities across the United States have
understood, since the early 1900’s, the importance of swimming instruction. Without question, the
aquatic safety programs developed by American Red Cross personnel and administered by trained
volunteers – including swimming instruction, lifesaving training, and small craft safety – are highly
respected and admired. However, aquatic programming has changed significantly over the last
twenty years, with zero-‐depth pools and other assorted pool configurations leading to new ways
in which aquatic activity can be delivered in community settings.
Additionally, as the demographic characteristics of the American population have changed, there
have been many evolving patterns of recreational usage that have been precipitated by increased
levels of activity by senior citizens and persons with handicapping conditions. Pools are no longer
the exclusive “playground” of community youth; instead, they are multi-‐generational, ADA-‐
accessible facilities that foster participation across broad segments of the population. These
trends have also been augmented by the need to better understand the ways in which aquatic
facilities can be used for aquatic fitness and physical therapy and to assist recovery from various
injuries or illnesses.
Furthermore, pool shapes and dimensions have also undergone significant change. Free-‐form
leisure pools with irregular shapes and configurations have replaced the more “traditional” pool
shapes – rectangular, ‘T’ shape, or ‘L’ shape.
These developments are taking place against the backdrop of competitive swimming, where
the number of participants continues to rise. Athletes in other sports are now using swimming
as an ideal form of cross training, and thus, traditional lap swimming has a strong position in
modern pool usage patterns for triathlon and other multi-‐sport activities. And, aquatic fitness can
be both “vertical” and “horizontal” (exercises performed while standing on the pool bottom
and exercises done while floating at the surface) with benefits for people of various levels of
conditioning and physical capability.
In order to provide for comprehensive community aquatic programming needs, modern aquatic
facilities are often composed of multiple pools, with varied temperature, depth, and access. The
traditional rectangular pool, with shallow and deep water in a one-‐temperature environment,
has been replaced by a multi-‐pool configuration that allows access to multiple community
demographics and interests. In this way, an aquatic center is truly multi-‐dimensional, with
simultaneous programming featuring varied uses across the broad spectrum of aquatics. The
necessity to provide meaningful programming for groups that require specialized conditions is
recognized, while at the same time, the provision of a comprehensive community aquatic program
is well understood and fundamental to the principles used to formulate this report.
As noted in every major survey of recreational activity in the United States, and as
demonstrated through the “Summary of National Participation Trends Analysis” in the
preceding section of this report, swimming ranks second only behind “walking” as the
preferred methodology of Americans who seek recreation, leisure, or physical fitness.
Core programming activities are fundamental to a successful aquatic facility. In this section,
TSE analyzes several core programming elements that have particular significance to the Bandon
pool, which are critical to productive and financially viable operations. Each one also forms
distinctive user groups whose input and involvement can be beneficial at all stages of pool
development -‐-‐-‐-‐-‐-‐ from concept to operations.
These six primary programming elements include the following:
• Multi-‐-‐-‐generational aquatic instruction
• Competitive training programs in the three aquatic disciplines (swimming, synchronized
swimming, and water polo)
• Competitive events and competitions
• Recreational utilization and non-‐-‐-‐competitive events
• Health-‐-‐-‐related programming, including aquatic therapy and rehabilitation
• Masters programs and adult fitness opportunities
SECTION 5.1: AQUATICS INSTRUCTION-‐MULTI GENERATIONAL
The primary reason that aquatic instruction is so important is that parents of young children
recognize its role in the prevention of accidental death, and in the provision of a skill that can
substantially contribute to quality of life and development of a healthy lifestyle characterized
by physical activity.
USA Swimming provides the following statistical rationale for swimming instruction:
• Drowning is the second leading cause of unintentional injury-‐-‐-‐related death for children
between the ages of 1 and 14. (Centers for Disease Control)
• Ninety children drowned nationwide from Memorial Day to July 4, 2016 (USA
Swimming Foundation)
• Approximately 75% of child drowning occurs because of a lapse of adult supervision of
less than five minutes (unattributed)
• African-‐-‐-‐American children between the ages of 5 and 19 are 2.6 times more likely to
drown than Caucasian children in the same age group (Centers for Disease Control)
A community-‐wide lesson program is an important resource in creating a safe environment for
residents, and significantly, it is an investment in protecting people in and around water.
Irrespective of age or the specific intent of the class – from basic swimming instruction to
small craft safety skills – instruction plays an essential role in a well-‐rounded community program.
The range of programming options related to aquatic instruction provides the proposed
facility with the ability to provide services that are specifically tailored to the expressed needs
of community residents. These instructional opportunities demonstrate the broad population
base that can be served by an aquatic facility, including specific programs by age, skill level,
interest, and mobility.
Additionally, instructional programming provided for area youth can provide important
benefits. Basic skills classes are excellent forerunners to physical education classes or
specialty classes and can include lifetime activities like scuba diving, kayaking, and canoeing. A
well-‐designed program for community youth would also enable expansive vocational
opportunities, including courses like lifesaving and lifeguarding which provide after-‐school or
summer vacation employment opportunities.
While the list provided below is not meant to be comprehensive, the number and type of
instructional classes provide ample evidence of the ways in which the new Bandon aquatic
facility can meet community needs. In fact, it is common that owners/operators of new
facilities need to manage the overly large expectations of some potential user groups. This
emphasizes the need to make difficult decisions in the facility planning stage about
prioritization of usage, particularly for prime hours outside of the work or school day.
SECTION 5.1.1: OPPORTUNITIES
School
Programs
• Elementary
school
learn
to
swim
program
(potential
relationship
with
one
or
more
school
districts)
• Aquatic
instruction
for
special
education
classes
drawn
from
local
schools,
developmental
centers,
and
social
service
agencies
• Collaboration
with
daycare
facilities
in
provision
of
programming
primarily
for
children
under
five
years
of
age
• Partnership
with
home
school
associations
for
children
and
adolescents
not
enrolled
in
traditional
school
settings
Community
Programs
• Scuba
classes
• Red
Cross
Water
Safety
Instructor
(WSI)
classes
• Red
Cross
small
craft
water
instruction
• Red
Cross
lifesaving
classes
• Red
Cross
lifeguarding
classes
• Coast
Guard
safe
boating
classes
• Water
aerobics
classes
• Water
safety
classes
and
workshops
• Survival
training
• Personal
fitness
training
• Mother
and
infant
water
acclimatization
classes
• Police
and
fire
department
rescue
team
training
SECTION
5.2:
COMPETITIVE
USAGE
AND
OTHER
RELATED
TRAINING
OPPORTUNITIES
An
important
reason
to
design
a
pool
with
competitive
equipment,
markings,
and
capabilities
is
the
substantial
number
of
opportunities
for
a
swimming
pool
to
be
used
for
competitive
training
purposes
across
the
aquatic
disciplines
–
swimming,
synchronized
swimming,
and
water
polo.
The
proposed
aquatic
facility
could
accommodate
the
needs
of
swimming
programs
conducted
under
various
auspices
–
school,
club,
and
community
organizations.
Usage
by
these
teams
would
provide
opportunities
for
boys
and
girls
to
train
in
a
variety
of
environments,
as
well
as
mixed
practices
for
boys
and
girls,
segmented
by
stroke
specialties
or
workout
groups.
The
potential
for
growth
of
competitive
swimming,
water
polo,
and
synchronized
swimming
is
particularly
strong
in
this
geographic
area,
given
the
presence
of
other
programs
at
varying
levels
of
competitive
excellence,
some
of
which
have
existed
for
many
years.
There
is
evidence
that
synchronized
swimming
could
become
a
highly
popular
club
program
under
good
volunteer
leadership
and
with
competent
coaching
personnel.
Additionally,
water
polo
can
grow
substantially
if
nurtured
and
developed
properly,
and
USA
Water
Polo
has
made
a
strong
effort
to
develop
the
sport
in
areas
outside
of
California
that
meet
certain
demographic
criteria.
There
are
competitive
teams
that
may
rent
pool
space
in
a
new
aquatic
facility.
While
the
need
is
particularly
great
for
schools
that
may
not
have
competitive
facilities
on
school
grounds,
other
swimming
programs
that
are
experiencing
growth
in
numbers
beyond
their
physical
space
capabilities
may
also
utilize
the
new
pool,
even
if
on
a
seasonal
basis
(summer
months)
or
casual
basis
(Saturdays
twice
per
month,
for
example).
The
list
below
recognizes
several
potential
user
groups
that
are
primarily
competitive
programs
in
aquatics.
The
revenue
opportunities
from
such
groups
also
provide
strong
rationale
for
accommodating
groups
outside
of
the
primary
30-‐-‐-‐minute
drive
time
geographic
area,
especially
to
access
long
course
(50-‐-‐-‐meter
pool)
practice
time.
SECTION
5.2.1:
OPPORTUNITIES
School
Programs
5.2.1.1 High
school
swimming
teams
for
boys
and
girls
5.2.1.2 High
school
water
polo
teams
for
boys
and
girls
Community
Programs
5.2.1.3 Age
group
swim
club
5.2.1.4 Masters
swimming
team
5.2.1.5 Synchronized
swimming
team
5.2.1.6 Water
polo
team
5.2.1.7 Rentals
to
public
and
private/parochial
high
school
and
swim
club
teams
in
the
area
SECTION
5.3:
COMPETITIVE
EVENTS
Competitive
events
are
extensions
of
the
usage
opportunities
described
above,
but
it
is
important
to
note
that
there
are
many
competitions
scheduled
throughout
the
year,
and
rental
income
from
such
usage
can
play
an
important
role
in
creating
revenue
to
offset
some
or
all
of
the
operating
expenses.
Additionally,
events
that
bring
competitors
for
some
competitions
may
bring
important
economic
impact
and
economic
development
opportunities.
Such
competitive
events
can
also
create
new
partnerships
and
alliances,
particularly
among
nonprofit
entities,
some
of
which
are
charged
with
finding
ways
to
bring
new
visitors
to
the
area
and
create
tax
revenues
through
hotel,
rental
car,
and
restaurant
usage.
Competitive
events
can
be
organized
and
administered
internally,
or
the
facilities
can
be
rented
to
outside
organizations
that
pay
hourly
or
day-‐based
rental
fees.
Such
rentals
can
supplement
other
internal
events
and
various
types
of
utilization,
but
care
needs
to
be
given
that
such
special
events
do
not
disrupt
too
much
the
daily
use
patterns
of
the
facility.
SECTION
5.3.1:
OPPORTUNITES
School
Programs
5.3.1.1 Middle
school
and
high
school
swimming
meets
for
boys
and
girls
Community
Programs
5.3.1.2 Oregon
Swimming
age
group
and
senior
swimming
events
5.3.1.3 US
Masters
Swimming
5.3.1.4 US
Synchronized
Swimming
events
5.3.1.5 USA
Water
Polo
tournaments
5.3.1.6 Special
Olympics
(and
other
disabled
sports)
competitions
SECTION
5.4:
RECREATIONAL
OPPORTUNITIES/NON-‐COMPETITIVE
SPECIAL
EVENTS
While
both
instructional
and
competitive
usages
are
important
components
of
a
comprehensive
aquatic
program,
recreational
activities
and
non
non-‐competitive
events
are
also
important
priorities.
All
pools
have
some
scheduled
time
for
lap
swimming,
and
this
is
the
most
basic
form
of
recreational
usage.
Additionally,
there
are
opportunities
for
a
variety
of
special
events,
from
birthday
parties
to
after-‐prom
parties.
While
the
majority
of
such
usage
is
community-‐based,
these
occasions
can
be
especially
important
to
promote
utilization
by
individuals
who
might
not
otherwise
have
contact
or
connection
with
Bandon,
thus
expanding
the
user
base.
Water
exercise
may
be
conducted
as
an
instructional
experience,
but
it
also
has
an
important
recreational
element,
and
can
be
both
horizontal
and
vertical
(exercises
performed
while
standing
on
the
pool
bottom
and
exercises
done
while
floating
at
the
surface).
It
is
recognized
that
the
proposed
aquatic
facility,
depending
upon
the
design
characteristics
that
are
selected,
would
not
contain
extensive
recreational
amenities,
with
its
focus
more
specifically
placed
on
more
traditional
recreational
activities,
as
well
as
instruction
and
competition.
However,
in
facility
planning,
the
option
to
add
recreational
amenities
should
be
retained
if
doing
so
would
add
to
profitability.
SECTION
5.4.1:
OPPORTUNITIES
School
Programs
5.4.1.1 After-‐-‐-‐prom
parties
5.4.1.2 Recreational
swimming/stroke
improvement
Community
and/or
Community
Programs
5.4.1.3 Adult
lap
swimming
5.4.1.4 Private
and
non-‐-‐-‐profit
organization
rentals
5.4.1.5 Birthday
party
rentals
5.4.1.6 Age-‐-‐-‐appropriate
party
rentals
5.4.1.7 Water
exercise
5.4.1.8 Games
and
specialized
activities
for
both
swimmers
and
non-‐-‐-‐swimmers
SECTION
5.5:
HEALTH-‐RELATED
SPECIAL
OPPORTUNITIES
Swimming
pools
have
become
centers
for
physical
and
occupational
therapy
of
various
types
to
relieve
discomfort
or
symptoms
of
afflictions
or
disabilities.
Aquatic
therapy
involves
rehabilitation
activities,
usually
performed
in
warm
water
and
involving
physical
activity
that
includes
exercise
across
a
range
of
motion.
Warm
water
helps
to
increase
the
dynamics
of
blood
pressure,
blood
and
lymph
circulation,
and
to
decrease
swelling
in
skin
and
other
tissues.
Participation
in
an
aquatic
therapy
program
offers
some
or
all
of
the
following:
• Overall
health
and
fitness
• Range
of
motion
• Stretching
and
movement
capabilities
• Muscular
coordination
• Physical
endurance
Aquatic
therapy
programs
involve
some
trade-‐offs
in
pool
design
and
associated
costs.
For
such
therapy
programs
to
be
successful,
pools
must
have
warm
water
(usually
warmer
than
that
used
for
all
other
potential
activities
of
the
pool);
faster
recirculation
of
filtered
water;
high-‐tech
water
chemistry
treatment
systems
and
sanitization
systems;
and,
excellent
air
circulation
systems.
Pools
may
also
make
some
accommodations
for
ramps,
railings,
and
other
in-‐pool
equipment,
as
has
been
included
in
the
pool
design
presented
in
this
report.
Aquatic
therapy
has
been
shown
to
be
an
effective
way
of
producing
incremental
revenue
for
aquatic
facilities.
Such
utilization
requires
partnerships
with
local
hospitals,
physician
groups,
and
physical
and
occupational
therapists.
These
arrangements
can
not
only
bring
additional
operational
revenue
but
also
expand
the
base
of
community
alliances
for
BCSPDC.
Some
of
the
possible
aquatic
therapy
utilization
opportunities
are
listed
below.
SECTION
5.5.1:
OPPORTUNITIES
• Aquatic
therapy
• General
physical
therapy
and
injury
rehabilitation
• Post-‐-‐-‐operative
therapy
to
restore
mobility
or
range
of
motion
• Arthritis
physical
therapy
• Hospital
and
clinic
patient
prescriptive
activity
Pregnancy
activities
• Athletic
injuries
Meditation
• Obesity-‐-‐-‐related
health
issues
• Diabetic
health
issues
SECTION
5.6:
MASTERS
AND
ADULT
FITNESS
OPPORTUNITES
Adult
fitness,
particularly
Masters
programs
in
swimming
and
triathlon
training,
has
gained
significant
momentum
in
the
last
five
to
ten
years
and
can
be
viewed
as
an
important
lifestyle
commitment
that
necessitates
specialized
facilities,
equipment,
and
coaches
/
trainers
/
instructors.
U.S. Masters
swimming
has
an
annual
membership
base
of
more
than
60,000
athletes,
and
USA
Triathlon
reports
an
annual
membership
of
150,000,
with
an
additional
300,000
individuals
who
purchase
one-‐day
licenses
to
compete
in
USA
Triathlon
sanctioned
events.
Adult
athletes
who
are
interested
in
performance
improvement
are
inclined
to
require
high-‐end,
high-‐tech
services
that
are
not
available
in
health
clubs
and
general
service
clubs
with
social
and
dining
amenities.
Adult
recreational
athletes
now
seek
sport
performance
services,
where
previously
it
was
confined
to
elite
or
intercollegiate
athletes
only.
There
is
an
important
niche
for
facilities
that
can
provide
outstanding
coaching,
combined
with
high
levels
of
applied
scientific
expertise,
especially
in
providing
feedback
that
can
be
utilized
to
make
technical
improvements
or
changes
in
training
regimens.
SECTION
5.6.1:
OPPORTUNITES
• Masters swimming team
• Masters synchronized swimming group
• Masters water polo program
• Specialized triathlon training program
• Cycling
instruction
and
biomechanical
analysis
• Running
instruction
and
biomechanical
analysis
• Swimming
biomechanical
analysis
SECTION
6:
FINANCIAL
CONSIDERATIONS,
FUNDING
OPPORTUNITIES
AND
PARTNERSHIPS
Funding
for
land
acquisition,
construction
costs,
and
operational
costs
has
traditionally
been
a
major
hurdle
for
municipalities,
parks
and
recreation
districts,
and
nonprofit
organizations
seeking
to
build
new
aquatic
facilities
or
add
amenities
to
existing
facilities.
The
economic
downturn
in
2008/2009
reinforced
two
basic
principles
of
successful
projects,
namely
that
aquatic
facilities
must
do
the
following:
• Encourage
100-‐-‐-‐hour
per
week
utilization
to
increase
revenue
opportunities,
instead
of
cost-‐-‐-‐cutting
measures
that
invariably
bring
negative
consequences.
• Create
partnerships
and
collaborations
among
various
user
groups
and
stakeholders,
to
help
defray
construction
and
operational
costs.
It
is
clear
that
there
is
little
relevance
for
single-‐use
facilities
that
appeal
narrowly
to
specialized
constituencies.
The
relatively
limited
scope
of
competitive
swimming
usage
(and
the
revenue
stream
it
creates)
reinforces
the
necessity
of
“thinking
big,”
including
a
wide
range
of
aquatic
options
discussed
in
the
previous
section
of
this
report.
Flexibility
and
robust
community
usage
are
fundamental
concepts
of
successful
pool
projects.
Likewise,
the
necessity
of
establishing
a
broad
vision
for
the
impact
of
a
new
aquatic
facility
magnifies
the
importance
of
the
establishment
of
collaborations,
partnerships,
and
alliances
so
that
relevant
decision-‐makers
can
recognize
the
variety
of
ways
that
an
aquatic
facility
can
meet
community
needs.
These
cooperative
efforts
are
essential
to
demonstrating
that
an
aquatic
facility
would
be
used
and
valued
by
diverse
user
groups,
and,
in
turn,
these
partnerships
enable
funding
possibilities
from
multiple
sources.
Additionally,
TSE
recommends
employing
an
aggressive
strategy
in
identifying
potential
collaborations
with
community
partners.
To
achieve
this
beneficial
mix
of
funding
options,
the
new
facility
must
establish
mechanisms
for
inclusive
activity
that
spans
broad
user
groups.
Most
importantly,
there
is
no
single
“correct
path”
for
a
community
to
follow.
There
are
invariably
localized
conditions
that
have
significant
impact
on
the
funding
mechanisms
that
are
ultimately
selected.
In
truth,
the
paths
followed
by
other
communities
should
be
used
by
BCSPDC
as
illustrations,
as
each
local
strategy
presents
opportunities
for
replication
or
emulation.
The
best-‐structured
planning
groups
take
good
ideas
from
elsewhere
and
shape
them
appropriately
to
local
conditions.
TSE
commends
the
multi-‐year
effort
to
build
a
pool
in
Bandon,
as
well
as
the
dedicated
leaders
who
have
been
resilient
during
the
course
of
several
failed
public
financing
attempts.
In
reviewing
the
current
plans,
which
call
for
individuals
to
make
financial
pledges
of
support,
TSE
is
impressed
that
a
501
(c)
3
entity
was
established
(in
2005)
to
receive
charitable
gifts.
And,
currently,
there
are
more
than
400
members
of
BCSPDC,
under
the
LOOP
(Loving
Of
Our
Pool)
banner,
who
have
provided
support
in
various
ways
to
the
community
effort.
This
demonstration
of
widespread
community
support
for
a
pool
is
encouraging,
and
in
the
professional
experience
of
TSE
Consulting,
there
is
no
similar
effort
in
the
country
that
has
achieved
such
a
high
level
of
support,
over
so
many
years.
In
reality,
such
an
approach
is
difficult
to
sustain,
and
financing
commitments
from
lenders
or
contracts
with
vendors
will
be
difficult
to
achieve,
merely
because
of
the
uncertainty
around
long-‐term
capabilities.
TSE
does
not
discourage
BCSPDC
from
continuing
on
its
current
path
and
embarking
on
a
fundraising
campaign.
However,
TSE
encourages
BCSPDC
to
review
the
various
funding
mechanisms
contained
in
this
chapter
of
the
report
so
that
funding
opportunities
are
not
overlooked
in
pursuit
of
a
single
pathway
to
a
successful
result.
On
the
contrary,
BCSPDC
should
continue
on
its
present
path,
but
it
should
examine
ways
to
provide
additional
revenue
streams
and
more
predictable
and
certain
sources
of
funding.
SECTION 6.1: CAPITAL MARKETS FINANCING
While
mechanisms
vary
from
state
to
state
and
within
various
types
of
governmental
entities,
the
capital
markets
are
important
resources
in
financing
public
facilities
and
should
be
viewed
as
important
to
the
“mix”
of
revenue
streams
that
are
likely
to
be
woven
together
to
form
a
successfully
funded
project.
It
should
also
be
acknowledged
that
current
conditions
within
the
financial
marketplace,
even
six
or
seven
years
since
the
financial
crisis
are
still
being
less
than
ideal.
While
this
situation
may
improve
in
the
next
few
years,
some
forms
of
financing
may
be
preferable
to
others,
depending
on
the
way
in
which
economic
conditions
evolve
in
the
United
States
and
worldwide.
SECTION
6.6.1:
GENERAL
OBLIGATION
BOND
General
obligation
bonds
are
mechanisms
that
obligate
a
governmental
entity
to
collect
sufficient
tax
revenues
(usually
through
property
taxes)
to
pay
the
principal
and
interest
on
the
bonds
at
appropriate
intervals.
General
obligation
bonds
are
frequently
used
for
capital
projects,
helping
parks
and
recreation
districts,
school
districts,
or
municipalities
acquire
sufficient
funding
to
be
able
to
meet
construction
costs,
as
well
as
interest
payments.
Depending
on
the
organizational
partners
selected
by
BCSPDC,
general
obligation
bonds
may
have
relevance
to
the
eventual
funding
scheme.
For
a
general
obligation
bond
to
be
approved,
the
amount
must
be
within
the
limits
established
for
maximum
bond
indebtedness
by
the
public
jurisdiction
(school
district,
parks
district,
or
municipality).
It
must
also
go
through
an
established
system
of
internal
approvals,
and
it
also
can
be
subject
to
the
wishes
of
the
public
expressed
through
a
referendum
or
other
similar
mechanism.
For
this
reason,
utilization
of
general
obligation
bonds
requires
evidence
of
broad-‐-‐-‐based
community
support
created
by
significant
use
of
the
facility,
as
well
as
established
partnerships
and
alliances
among
user
groups.
For
BCSPDC,
this
mandates
continued
expansion
of
partnerships
and
alliances.
SECTION
6.1.2:
REVENUE
BONDS
Revenue
bonds
are
mechanisms
that
envision
repayment
of
bond
indebtedness
through
surplus
operational
funds
generated
by
the
use
of
the
new
facility.
While
this
type
of
funding
has
merit
for
new
facilities
that
have
potential
to
generate
revenue
in
excess
of
expenses,
it
is
less
likely
to
be
a
useful
mechanism
for
the
construction
of
an
aquatic
facility
because
the
certainty
of
operational
surplus
(net
profit)
is
not
guaranteed.
For
BCSPDC,
this
mechanism
is
not
likely
to
be
useful,
as
the
pool
operations
are
not
projected
to
create
surplus
operating
revenue.
SECTION
6.1.3:
MUNICIPAL
LEASE
This
mechanism
is
based
upon
the
assumption
that
an
investor
–
a
private
sector
company
or
nonprofit
organization
–
purchases
a
share
of
lease
revenue
over
the
span
of
the
municipal
lease
from
an
entity
that
has
been
established
by
the
municipality.
This
entity
uses
the
invested
money
to
build
the
facility
and
leases
the
facility
back
to
the
municipality.
Because
a
municipal
lease
needs
to
be
able
to
forecast
sufficient
revenue
to
pay
for
the
interest
obligations,
it
is
unlikely
that
this
mechanism
is
suitable
for
the
proposed
aquatic
facility,
given
the
inability
to
guarantee
that
it
can
generate
positive
cash
flow.
However,
it
is
possible
that
BCSPDC,
working
in
concert
with
the
Bandon,
could
create
a
non-‐-‐-‐profit
operating
entity
for
the
facility,
as
there
are
several
important
advantages
under
this
scenario,
particularly
in
the
ability
to
solicit
and
receive
charitable
contributions.
SECTION
6.1.4:
OTHER
MECHANISMS
UTILIZING
PUBLIC
FUNDING
Depending
on
the
past
performance
of
other
similar
real
estate
development
projects
in
the
State
of
Oregon,
there
may
be
other
forms
of
revenue
generation
through
public
financing.
In
most
cases,
these
types
of
funding
opportunities
are
predicated
on
the
ability
to
generate
operational
surplus
and
positive
cash
flow
from
the
proposed
facility.
These
mechanisms
are
less
likely
for
an
aquatic
center,
which
would
need
to
charge
above-‐-‐-‐
market
rates
for
superior
facilities,
instructional
programs,
and
aquatic
programming
–
a
scenario
which
is
not
tenable
for
public
facilities.
However,
it
would
be
prudent
for
BCSPDC
leadership
to
work
in
concert
with
local
economic
development
agencies
and
chambers
of
commerce
to
determine
if
there
are
possible
sources
of
specific
funding
allocated
to
job
creation,
tourism
development,
or
other
similar
revenue
production
initiatives.
SECTION
6.2:
PARTNERSHIP
PLAN
TSE
notes
that
communities
that
have
been
successful
in
building
new
aquatic
facilities
have
developed
strong
relationships
with
local
partners
over
the
years,
and
these
collaborations
are
critical
to
the
planning
and
operational
success
of
a
new
aquatic
facility.
TSE
regards
formalization
of
relationships
as
a
vital
link
to
success,
while
at
the
same
time,
not
diminishing
the
benefits
of
a
series
of
informal
relationships.
However,
for
facilities
to
include
diverse
programming
in
which
there
is
complexity
and
financial
risk,
it
is
essential
to
have
contractual
agreements
that
define
expectations
and
responsibilities.
Good
partnership
should
be
based
upon
willingness
to
delineate
the
way
in
which
benefits,
financial
or
otherwise,
will
be
divided.
It
is
also
recognized
that
strategic
priorities
and
funding
capabilities
of
partners
change
over
time,
as
do
the
individuals
who
sometimes
are
driving
forces
in
the
establishment
and
maintenance
of
good
relationships.
Therefore,
TSE
proposes
that
BCSPDC
establish
an
operational
philosophy
related
to
facility
use
partnerships
that
will
enable
it
to
bring
together
the
necessary
resources
to
accomplish
its
goal
of
construction
of
a
new
aquatic
facility.
While
this
process
may
appear
to
be
overly
formal
–
delineating
contributions
and
expectations
-‐-‐-‐-‐-‐-‐
it
is
essential
to
do
so,
particularly
if
ongoing
successful
relationships
are
necessary
to
meet
the
financial
goals
established
for
the
facility.
SECTION
6.2.1:
PURPOSE
The
process
for
formation
and
maintenance
of
partnership
agreements
is
fundamentally
important
to
BCSPDC
in
its
ongoing
efforts
to
identify
and
make
arrangements
with
partners
in
the
public,
private,
and
nonprofit
sectors.
These
partnerships
may
take
a
variety
of
forms,
and
flexibility
is
a
key
operating
principle
that
enables
strong
relationships
to
prosper.
The
initial
phase
has
the
following
elements:
• Identification
of
a
prospective
partner,
to
include
provision
of
background
information
about
the
organization,
its
purpose,
and
its
‘track
record’
of
other
successful
relationships.
• Provision
of
the
ways
in
which
information
will
be
shared
about
the
benefits
to
be
derived
from,
and
accruing
to,
the
potential
partner
organization.
• Identification
of
ways
in
which
the
partnership
will
provide
overall
benefit
to
the
community.
Additionally,
BCSPDC
needs
to
evaluate
how
a
potential
partner
would
prospectively
interact
with
other
existing
or
potential
partners
to
determine
if
there
is
compatibility,
particularly
in
terms
of
volunteer
resources.
SECTION
6.2.2:
ASSUMPTIONS
Partnerships
and
collaborations
are
increasingly
being
used
to
augment
funding
capabilities,
and
school
districts
and
parks
districts
are
providing
leadership
to
this
effort,
particularly
because
so
many
have
focused
efforts
on
youth
sports
activities.
Such
partnerships
with
agencies
generally
are
centered
on
funding
relationships,
but
they
may
also
take
other
forms
to
achieve
political
ends.
Based
upon
experiences
in
other
communities
nationwide,
basic
elements
need
to
be
in
place
for
partnerships
to
succeed,
including:
• Support
for
the
partnership
must
exist
at
the
highest
level
within
the
organization
staff,
volunteer,
or
both
because
a
good
partnership
requires
absolute
commitment
from
key
decision-‐makers.
• Partnerships
must
be
sought
and
valued,
not
formed
unwillingly
or
for
political
reasons.
Enterprise
solutions
–
true
collaborations
–
need
to
be
an
operating
principle,
not
an
unintended
relationship.
• Partnership
identification
and
development
of
core
requirements
should
be
well
-‐
defined,
easily
understood,
and
firmly
in
place
before
partner
procurement
processes
begin.
SECTION
6.2.3:
BENEFITS
It
is
essential
that
the
benefits
of
collaborations
be
communicated
broadly,
not
just
among
current
or
potential
partners,
but
also
within
the
community.
Good
partnerships
involve
sufficient
and
identifiable
benefits
for
both
parties.
Partnerships
can
accomplish
tasks
with
limited
resources,
respond
to
urgent
issues,
encourage
cooperative
action
and
conflict
resolution,
and
serve
as
an
education
and
outreach
tool.
Partnerships
broaden
ownership
in
facility
projects
and
increase
public
support
for
community
recreation
goals.
And,
partners
often
have
flexibility
to
obtain
and
invest
resources
in
activities
where
public
entities
may
have
substantial
limitations.
Benefits
for
partnering
entities
include:
• Sharing
risk
with
an
established
governmental
entity
like
the
City
of
Bandon,
which
has
operational
standards
and
procedures
in
place
and
may
be
able
to
provide
some
human
resources.
• Participating
in
a
larger
network
of
support
and
management
that
can
enhance
organizational
capabilities.
• Enabling
availability
of
staff
facilitation
for
planning
and
operational
efforts.
Providing
facility
availability
or
usage
trade-‐-‐-‐offs
at
a
subsidized
level
that
enables
wider
utilization
of
services
and
facilities.
Benefits
for
the
operational
entity
include:
• Merging
of
resources
to
create
a
higher
level
of
service,
event
production,
and
facility
availability.
• Identifying
alternative
funding
sources
that
can
be
available
to
improve
utilization
of
facility
amenities.
• Providing
availability
of
alternative
skills
and
capabilities,
including
entrepreneurial
traits
in
the
private
sector
and
volunteer
manpower
in
the
nonprofit
sector.
• Delivering
services
efficiently
through
utilization
of
collaborative
business
solutions.
SECTION
6.2.4:
DEFINITION
Based
upon
examination
of
other
successful
pool-‐-‐-‐building
initiatives,
TSE
suggests
the
following
definition
to
create
appropriate
parameters
on
partnership
development:
"Partnership
is
defined
as
an
operating
agreement
outlining
the
application
of
combined
resources
between
BCSPDC
and
single
or
multiple
private,
public,
or
nonprofit
sector
entities
to
attract
or
conduct
events,
manage
or
operate
various
elements
of
an
aquatic
facility,
or
develop
other
amenities
that
will
contribute
to
the
benefit
of
the
residents
of
the
community
and
the
financial
viability
of
the
operating
entity."
Partnerships
may
take
any
of
the
following
forms:
• Cash
gifts
or
donor
programs,
including
trust
funds
or
endowments,
generated
under
strict
guidelines.
• Improved
access
to
alternative
funding
sources
not
otherwise
available.
Investment
in
property
or
facilities.
• Volunteer
manpower.
• Material,
equipment,
and
physical
resources
that
assist
facility
or
event
operations.
• Sponsorships
for
cash
or
in-‐-‐-‐kind
services
and
products.
• Technical
or
management
skills
not
otherwise
available.
• Other
forms
of
value
in
kind
(VIK)
which
are
budget-‐-‐-‐relieving.
TSE
recommends
viewing
partnerships
in
three
categories:
1) Active
Partnerships,
to
include
management
agreements,
program
partnerships,
facility
leases,
joint-‐-‐-‐use
agreements,
intergovernmental
agreements,
and
marketing
partnerships.
2) Limited
Decision-‐-‐-‐Making
Partnerships
(Private
Sector),
to
include
sponsorships
3) Limited
Decision-‐-‐-‐Making
Partnerships
(Charitable
Sector),
to
include
provision
of
grants,
participation
in
donor
programs,
and
the
benefits
of
certain
types
of
volunteer
programs.
SECTION
6.3:
SPONSORSHIPS
It
is
likely
that
BCSPDC
may
actively
seek
sponsorships
to
generate
incremental
revenue
to
offset
operational
and
capital
costs,
and
it
is
also
possible
that
BCSPDC
will
receive
some
unsolicited
offers
to
sponsor
events,
facilities,
and
programs.
Therefore,
it
is
essential
to
formulate
a
sponsorship
policy
to
guide
those
efforts
consistently
and
to
optimal
benefit.
The
specific
objectives
of
the
sponsorship
policy
should
include
the
following:
• To
establish
and
guide
relationships
with
existing
and
potential
partners
that
share
similar
goals.
• To
generate
revenue
to
fund
existing
and
proposed
facilities,
programs,
and
events
• To
reduce
or
eliminate
competition
with
various
special
interest
groups
in
seeking
corporate
and
business
community
support.
• To
minimize
excessive
commercialization,
while
optimizing
revenue.
Simply
stated,
the
policy
is
intended
to
guide
the
actions
of
BCSPDC
throughout
all
stages
of
the
project,
but
particularly,
over
the
next
six
to
twelve
months.
Clearly,
all
gifts,
sponsorships,
and
contractual
partnerships
must
meet
legal
requirements,
as
well
as
reinforce
the
mission,
values,
and
priorities
that
guide
BCSPDC
and
its
prospective
partners.
And,
corporate
sponsorship,
in
any
form,
must
not
be
proposed
in
a
way
that
would
result
in
the
loss
of
appropriate
jurisdiction,
oversight,
or
authority.
SECTION
6.3.1:
GENERAL
GUIDELINES
–
RESTRICTIONS
AND
OPPORTUNITIES
For a prospective sponsorship program established by BCSPDC, it is essential to have a firm
understanding of the types of sponsorship or operating support that are not acceptable in
order to provide guidance and direction to those who are charged with such duties.
Restrictions on sponsorship may include the following:
• Police-‐-‐-‐regulated businesses.
• Companies that derive a substantial share of operating revenue from the sale of
tobacco products.
• Alcoholic beverages generally, or when they might be proposed as a sponsor for an
event that has a preponderance of youth participants under the legal age of drinking
alcoholic beverages.
• Companies that are currently engaged in litigation against BCSPDC or any of the
prospective entities where the aquatic facility may be located.
• Situations in which BCSPDC feels that the credibility of a sponsor's affiliation with an
event or program would harm the image of the operational entity.
BCSPDC may choose to establish priorities that enable certain companies to have preferred
status within sponsorship negotiations, particularly when more than one company may wish
to sponsor an event or program. Likewise, it may establish some criteria that create preferred
status categories.
Examples include the following:
• A company's track record of involvement and support for other community projects
and programs.
• The desirability of association through the positive image of the sponsoring company
in the community.
• The timeliness and readiness of the company in entering into an agreement.
• Operating and maintenance costs associated with the sponsorship.
• The sponsoring company's record of responsible environmental stewardship.
• The level of users/visitors, media exposure, and related opportunities for positive
community relations efforts.
SECTION 6.3.2: RESPONSIBILITY
TSE
recommends
a
small
‘sponsorship
review’
working
group
be
established.
This
working
group
should
review
all
proposed
sponsorship
agreements
and
provide
recommendations
to
appropriate
BCSPDC
decision-‐-‐-‐makers
and
BCSPDC
primary
partners.
The
necessity
of
having
a
multi-‐-‐-‐
stakeholder
team
is
emphasized
because
in
its
absence,
it
is
difficult
to
minimize
the
impact
of
over-‐-‐-‐commercialization,
and
equally
importantly,
it
is
essential
to
eliminate
unhealthy
competition
for
resources,
or
competition
among
different
interest
groups,
clubs,
or
programs.
SECTION
6.3.3:
RELEVANT
PROCEDURAL
GUIDELINES
While
this
list
is
not
intended
to
be
comprehensive,
it
is
essential
to
recognize
some
of
the
key
elements
of
proposed
sponsor
contracts.
Included
below
are
several
that
have
rather
clear-‐-‐-‐cut
limitations,
but
there
are
other
areas
that
will
require
review
and
consideration
by
facility
management
to
establish
workable
solutions:
• Signage
–
The
type,
location,
size,
content,
and
duration
of
advertising
or
sponsorship
recognition
needs
to
be
limited
and
consistent.
Such
requirements
need
to
be
included
in
the
contract
between
the
sponsor
and
the
operational
entity
and
monitored
by
BCSPDC
personnel
for
compliance.
• Employee
Participation
–
Employees
should
not
be
required
to
wear
sponsor-‐-‐-‐
branded
clothing
during
work
hours.
• Community
Sports
Teams
–
Businesses
should
be
allowed
to
sponsor
community
sports
teams
(swimming,
water
polo,
Masters,
etc.).
However,
BCSPDC
leaders
should
review
such
recognition
to
ensure
propriety
and
consistency.
SECTION
6.3.4:
PROCEDURES
AND
OTHER
CONSIDERATIONS
BCSPDC
should
formulate
a
set
of
procedures
consistent
with
relevant
guidelines
for
contract
review
and
approval.
However,
while
it
is
likely
that
there
will
be
a
variety
of
opportunities
for
sponsorship,
it
is
essential
that
there
is
broad
participation
in
the
decision-‐-‐-‐making
process
so
that
the
policies
and
procedures
are
beneficial
for
the
whole
community.
Within
these
procedures,
careful
consideration
should
be
given
to
interpretation,
enforcement,
and
tracking
of
contractual
relations,
including
risk
management
considerations,
timelines,
size
and
location
of
recognition,
and
other
details
of
the
relationship.
It
is
suggested
that
all
cash
payments
will
be
provided
by
the
sponsor,
in
full
at
the
time
that
the
contract
is
executed,
although
this
is
not
always
feasible
for
the
sponsoring
entity.
Among
the
questions
that
need
to
be
posed
to
a
potential
sponsor
relate
to
community
needs
and
might
include
the
following:
• How
does
the
sponsorship
meet
facility
and
programming
needs?
• How
will
your
organization
meet
ADA
and
EEO
requirements?
• What
is
the
length
of
agreement
sought?
• What
are
the
levels
of
general
liability
insurance
that
you
currently
hold?
• What
is
your
experience
with
similar
relationships
in
other
settings?
Logistics
also
play
an
important
role
in
determination
of
the
appropriateness
of
a
sponsor.
Some
of
the
potential
questions
could
include
the
following:
• How
much
space
do
you
need?
What
type
of
space?
• What
is
absolutely
critical
to
your
plan
that
is
specific
to
location?
• What
is
the
proposed
timeline?
Evaluation
is
also
a
critical
element
of
this
process,
and
it
is
often
overlooked
because
of
the
emphasis
on
the
needs,
commitments,
and
mutual
obligations
at
the
front-‐-‐-‐end
of
the
agreement.
Key
questions
include
the
following:
• How,
by
whom,
and
at
what
intervals
should
the
project
be
evaluated?
• How
can
you
assure
the
long-‐-‐-‐term
stability
of
your
company/organization?
• What
types
of
exit
strategies
should
we
include?
• What
should
be
done
if
the
project
does
not
meet
the
conditions
of
the
original
agreements?
Costs
for
the
approval
process
should
also
be
considered.
For
most
proposed
sponsorships,
there
will
be
considerable
time
spent
on
the
review
and
approval
process
once
a
project
passes
through
the
initial
review
phase.
This
time
includes
discussions
with
the
proposed
partners;
exploration
of
synergies;
possible
RFP
processes;
and,
the
various
details
associated
with
the
specific
project.
There
also
may
be
incidental
(although
not
necessarily
insignificant)
costs
for
construction
and
planning
documents,
design
work,
and
related
needs
stipulated
by
policy.
Successful
partnerships
will
take
these
costs
into
account
and
may
plan
(or
propose)
for
some
or
all
of
the
costs
to
be
recovered
within
the
proposal
framework.
Regardless,
these
costs
should
be
recognized
within
the
process
so
that
the
likelihood
of
recovery
is
increased.
Land
use
or
site
improvements
may
also
come
into
play
during
the
review
process
as
some
proposed
relationships
might
include
facility
or
land
use.
Necessary
site
improvements
cannot
be
automatically
assumed.
Costs
and
responsibility
for
these
improvements
should
be
considered
within
the
partnership
proposal,
and
some
of
the
facility
costs
may
be
negotiated
within
the
project
scope,
especially
direct
costs
like
staffing
or
maintenance
to
specified
standards.
These
areas
are
not
exhaustive,
but
reflect
the
fact
that
each
contract
will
have
a
myriad
of
specific
details,
and
the
challenge
is
to
place
them
in
the
context
of
a
contract
that
reflects
consistency,
adherence
to
mission,
and
operates
within
a
prescribed
set
of
guidelines
that
are
approved
by
appropriate
and
relevant
decision-‐-‐-‐makers.
It
is
by
no
means
an
easy
path
to
steer,
albeit
a
necessary
one.
SECTION
6.3.5:
NON-‐ACTIVE
PARTNERSHIPS
While
focus
is
placed
on
the
identification,
acquisition,
and
management
of
‘active’
partnerships
like
marketing
partnerships
and
facility
rentals/leases,
a
sometimes-‐-‐-‐neglected
area
of
partnership
are
‘non-‐-‐-‐active’
partnerships,
or
‘limited
decision-‐-‐-‐making’
partnerships,
including
grant
programs,
donor
programs,
and
volunteer
programs.
• Grant
programs
–
Grants
emanate
from
a
variety
of
sources,
including
governmental
agencies,
private
foundations,
community
foundations,
and
corporate
foundations.
In
general
terms,
each
foundation
establishes
specific
guidelines,
priorities,
and
procedures
for
the
way
in
which
it
makes
grants.
In
some
cases,
corporations
that
have
interest
in
sponsoring
an
event
may
derive
their
funds
internally
from
a
foundation
because
the
purpose
of
their
involvement
may
be
more
closely
aligned
to
community
relations
than
to
marketing.
• Donor
Programs
–
Charitable
giving
needs
active
management
to
create
and
support
a
suitable
program
of
individual
and
corporate
philanthropy,
and
there
is
usually
less
direct
involvement
in
the
way
in
which
money
is
spent,
particularly
as
compared
to
corporate
sponsorship.
The
key
difference
is
the
expected
return
for
the
donor.
With
corporate
sponsorship
and
other
coordinated
relationships,
there
is
an
expected
‘payback’
in
return
for
the
gift.
In
pure
donor
programs,
the
satisfaction
to
the
donor
comes
from
supporting
worthwhile
causes,
and,
thus,
the
expectations
are
substantially
different.
• Volunteer
Programs
–
While
volunteer
programs
require
active
management,
it
is
most
often
supplied
by
nonprofit
organizations
or
as
part
of
a
corporate
employee
group
and,
thus,
managed
outside
of
the
operating
entity.
TSE
views
a
community-‐-‐-‐
wide
volunteer
program
as
a
necessity
in
order
to
derive
maximum
benefit
and
to
involve
individuals
who
are
not
‘insiders’
to
the
main
user
group.
SECTION
6.3.6:
CONCLUSION
Because
it
is
unlikely
that
a
single
revenue
source
will
supply
the
needed
funding
to
construct
a
new
aquatic
facility,
the
active
stakeholders
need
to
employ
strategies
that
emphasize
partnerships,
alliances,
and
collaborations.
BCSPDC
must
actively
support
and
assist
the
process
to
seek
partners
that
will
operate
within
carefully
constructed
parameters.
Further,
in
order
to
take
advantage
of
the
possibilities
associated
generally
with
philanthropy
and
sponsorship
(although
the
motivation
for
each
is
different),
BCSPDC
should
consider
further
utilization
of
its
nonprofit
status
to
continue
to
engage
community
partners,
especially
where
such
affiliation
with
a
non-‐-‐-‐profit
organization
can
result
in
tax
and
gifting
benefits.
This
legal
mechanism
could
take
many
forms,
but
it
appears
that
an
association
with
a
municipal
entity
to
alleviate
the
tax
burden,
while
creating
charitable
giving
channels,
is
highly
worthwhile
and
could
form
the
key
difference
between
financial
success
and
failure.
Clearly,
the
LOOP
effort
has
demonstrated
widespread
community
support
among
dedicated
individuals
who
view
a
new
pool
as
an
important
community
asset.
As
BCSPDC
moves
forward
in
2017,
careful
consideration
needs
to
be
given
to
alignment
with
both
nonprofit
sector
and
private
sector
partners.
Important
first
steps
have
been
taken,
and
now
the
nest
steps
need
to
involve
more
institutional
partners
who
can
help
“push
the
ball
over
the
goal
line.”
SECTION
7:
OPINION
OF
OPERATIONAL
REVENUE
AND
EXPENSE
In
this
section,
TSE
provides
BCSPDC
with
a
five-‐year
pro
forma
described
earlier
in
this
report,
with
detailed
opinion
of
prospective
operational
revenue
and
expense.
SECTION
7.1:
OPINION
OF
PROBABLE
EXPENSE
Expense
projections
are
included
for
the
following:
• Utilities
• Various
administrative
and
operational
services
• Insurance
• Various
administrative
and
operational
services
• Staffing,
including
both
maintenance
&
operations
and
program
personnel
• Expected
3%
increase
in
annual
operating
expenses
• No
capital
improvement
expenses,
beyond
pool
construction,
are
included
in
Years
1-‐5
Expenses
Year
1
Year
2
Year
3
Year
4
Year
5
Utilities
$
10,000
$
10,300
$
10,609
$
10,927
$
11,255
Services $ 12,000 $ 12,360 $ 12,731 $ 13,113 $ 13,506
Insurance $ 6,000 $ 6,180 $ 6,365 $ 6,556 $ 6,753
Supplies $ 10,000 $ 10,300 $ 10,609 $ 10,927 $ 11,255
((opesartions)
Staff for Programs $ 60,000 $ 61,800 $ 63,560 $ 65,560 $ 67,530
Staff for Operations $ 140,000 $ 144,200 $ 148,526 $ 152,982 $ 157,571
Total Operations $ 238,000 $ 245,140 $ 252,400 $ 260,065 $ 267,700
Capital Expenses
Pools $ 510,560
Public Spaces $ 840,000
Building Support $ 200,000
Site Work $ 460,000
Overhead Costs
(Contingency, Design
Fees etc.) $ 422,217
Total Capital
(including
contingency) $ 2,432,777
Repair/Renovation
Capital Improvements $ -‐-‐-‐ 0-‐-‐-‐
Total $2,670,777 $ 245,140 $ 252,400 $ 260,065 $ 267,700
SECTION
7.2:
OPINION
OF
PROBABLE
REVENUE
Revenue
projections
for
a
five-‐-‐-‐year
period
are
analyzed
in
detail,
including
the
following:
• Instructional
programs,
with
generic
reference
to
“learn
to
swim”
• Open
recreational
swim
is
membership-‐-‐-‐based,
not
individual
use
• Specialized
instructional
programs
are
in
place
• Competitive
swimming
team
use
• Rental
revenues
from
outside
organizations
• Concessions/vending
sales,
with
assumption
that
concessionaire
will
invest
in
kitchen
equipment
as
an
element
of
a
multi-‐year
agreement
with
facility
management
• An
annual
payment
with
a
hospital/medical
services
provider
for
aquatic
therapy
is
included,
based
upon
initial
discussions
that
envision
exclusivity
and
enhanced
patient
services
• Expected
4%
increase
in
annual
operating
revenue
Projected
Yearly
Revenues
Revenue
Year
1
Year
2
Year
3
Year
4
Year
5
Learn
to
Swim
and
other
Specialized
Aquatic
Programs
$
30,000
$
31,200
$
32,448
$
33,746
$
35,096
Subscription/Annual
Usage
$
120,000
$
124,800
$
129,792
$
134,984
$
140,383
Fee/Membership
Competition
Swimming
Team
Usage
Fees
(Net)
$
10,000
$
10,400
$
10,816
$
11,249
$
11,699
Hospital/Medical
Group
Agreement
for
$
25,000
$
26,000
$
27,040
$
28,122
$
29,247
Aquatic
Therapy
Third
Party
/
Outside
Special
Event
Rentals
$
25,000
$
26,000
$
27,040
$
28,122
$
29,247
Community
Programs
$
20,000
$
20,800
$
21,632
$
22,498
$
23,398
Vending/Concessions
$
20,000
$
20,800
$
21,632
$
22,498
$
23,398
$
249,000
$
258,960
$
270,400
$
281,219
$
292,468
SECTION
7.3:
OPERATIONAL
PRO
FORMA
–
FIVE-‐YEAR
PROJECTION
TSE
has
utilized
the
various
revenue
and
expense
inputs
to
create
a
five-‐-‐-‐year
projection
that
can
provide
guidance
to
BCSPDC
and
its
partners.
A
five-‐year
pro
forma
is
presented
for
consideration.
TSE
m a k e s
the
following
observations
regarding
the
viability
of
a
new
aquatic
center
in
Bandon,
Oregon:
• The
aquatic
facility
is
projected
to
have
an
operating
surplus
of
approximately
$11,000
in
year
1,
with
an
expectation
of
increased
revenues
of
4%
and
an
expectation
of
increased
expenses
of
3%,
both
on
an
annualized
basis.
• Cost
recovery
is
approximately
104%
to
109%
in
each
of
the
first
five
years
of
operation,
standards
which
are
higher
than
national
trends
in
aquatics
at
public
facilities,
based
upon
an
operational
model
which
places
community
utilization
(community
recreation,
instructional
classes,
and
other
specialty
programs)
as
the
highest
priority.
The
operating
scenario
is
not
highly
speculative,
given
the
small
number
of
competitor
facilities
in
the
area,
none
of
which
operate
“total
aquatic
programming,”
as
noted
in
Section
3
of
this
report.
• The
favorable
financial
outlook
is
primarily
due
to
reliance
on
two
significant
circumstances:
the
first,
a
string
base
of
community
support
generated
over
the
past
decade
that
is
distinctive
and
unique
in
its
longevity
and
dedication;
and,
the
second,
the
demonstrated
commitment
of
more
than
400
individuals
willing
to
put
forward
a
financial
pledge
toward
utilization
of
the
facility.
The
other
“wild
card”
for
Bandon
is
the
aquatic
therapy
component,
which
could
become
a
significant
source
of
revenue
in
the
future.
Additionally,
hospital
or
medical
group
support
could
possibly
include
a
more
significant
investment
in
the
facility
-‐-‐
sponsorship,
naming
rights,
or
other
contributions
to
the
construction
or
ongoing
operational
costs
–
although
such
an
agreement
is
not
included
in
the
pro
forma.
• While
the
operational
trends
are
likely
to
have
a
high
degree
of
accuracy
because
of
the
absence
of
numerous
direct
competitors
in
geographic
proximity,
various
types
of
programming
will
emerge
that
can
have
differential
impact
on
the
bottom
line,
depending
upon
their
characteristics,
after
community
input
is
solicited
and
received.
Aquatic
programming
options
have
various
hourly
yields,
and
care
needs
to
be
given
to
balance
community
needs
with
economic
realities.
• TSE
has
not
considered
debt
service
or
local
taxes
in
the
respective
expense
financial
projections.
Additionally,
it
is
recognized
that
there
may
be
lower
expected
construction
expenses
through
cost
engineering
procedures.
• TSE
has
considered
fundraising
efforts
by
BCSPDC,
including
charitable
giving
in
formulating
the
pro
forma.
However,
there
is
reason
to
believe
that
BCSPDC
could
successfully
leverage
its
capabilities
and
its
current
and
past
results
to
improve
the
financial
outcomes
through
additional
efforts
in
the
future.
It
should
be
noted
that
some
or
all
of
the
following
options
could
increase
revenue
in
the
five-‐-‐-‐year
pro
forma:
• An
increased
level
of
public
usage
during
the
work
day,
particularly
through
utilization
by
employees
who
work
at
non-‐-‐-‐traditional
times,
i.e.,
hospital
workers,
warehouse
personnel,
or
others
who
do
not
work
a
traditional
9:00
AM
to
5:00
PM
work
day.
• Supplemental
rental
income
to
be
generated
through
utilization
by
high
school
and
club
teams,
depending
on
the
size
and
objectives
of
the
teams
contemplating
such
usage.
• Aggressive
marketing
of
aquatic
rehabilitation
and
therapy
arrangements
with
local
medical
providers,
with
substantial
upside
potential
from
the
pro
forma.
• More
facility
users
drawn
from
surrounding
communities
outside
of
the
30-‐-‐-‐minute
drive
time
radius
who
are
attracted
by
the
excellence
of
program
offerings
and
the
quality
of
instruction.
• An
aggressive
marketing
and
promotional
program
with
emphasis
on
instructional
and
specialty
programming.
Based
upon
the
ability
of
identifying
an
acceptable
mix
of
public
funding,
charitable
giving,
corporate
sponsorships,
collaborations
with
community
organizations,
and
other
available
privately-‐-‐-‐generated
sources,
TSE
believes
that
a
new
aquatic
facility
can
have
a
positive
impact
for
the
community,
with
a
sufficient
level
of
cost
effectiveness
that
justifies
moving
forward
with
this
project.
The
pro
forma:
Revenue
Year
1
Year
2
Year
3
Year
4
Year
5
Learn
to
Swim
and
other
Specialized
Aquatic
Programs
$
30,000
$
31,200
$
32,448
$
33,746
$
35,096
Subscription/Annual
Usage
$
120,000
$
124,800
$
129,792
$
134,984
$
140,383
Fee/Membership
Competition
Swimming
Team
Usage
Fees
(Net)
$
10,000
$
10,400
$
10,816
$
11,249
$
11,699
Hospital/Medical
Group
Agreement
for
$
25,000
$
26,000
$
27,040
$
28,122
$
29,247
Aquatic
Therapy
Third
Party
/
Outside
Special
Event
Rentals
$
25,000
$
26,000
$
27,040
$
28,122
$
29,247
Community
Programs
$
20,000
$
20,800
$
21,632
$
22,498
$
23,398
Vending/Concessions
$
20,000
$
20,800
$
21,632
$
22,498
$
23,398
$
249,000
$
258,960
$
270,400
$
281,219
$
292,468
Expenses
Year
1
Year
2
Year
3
Year
4
Year
5
Utilities
$
10,000
$
10,300
$
10,609
$
10,927
$
11,255
Services $ 12,000 $ 12,360 $ 12,731 $ 13,113 $ 13,506
Insurance $ 6,000 $ 6,180 $ 6,365 $ 6,556 $ 6,753
Supplies $ 10,000 $ 10,300 $ 10,609 $ 10,927 $ 11,255
Staff for Programs $ 60,000 $ 61,800 $ 63,560 $ 65,560 $ 67,530
Staff for Operations $ 140,000 $ 144,200 $ 148,526 $ 152,982 $ 157,571
Total Operations $ 238,000 $ 245,140 $ 252,400 $ 260,065 $ 267,700
Net Profit (Loss) $11,000 $13,820 $18,000 $21,154 $24,732
Recovery Percentage 104.6% 105.6% 107.1% 108.1% 109.3%
Addendum
Section
4
of
this
report
–
User
Groups
and
Market
Analysis
–
requires
supplemental
information
in
order
to
utilize
the
data
responsibly
for
long-‐term
decision-‐making.
This
section
provides
statistical
information
on
Bandon
in
the
following
areas:
• Population
• Racial
Composition
• Age
Segment
Distribution
• Income
Characteristics
• Participation
Trends
Each
of
these
statistical
areas
utilizes
data
provided
through
Environmental
Systems
Research
Institute,
Inc.
(ESRI),
one
of
the
foremost
agencies
in
Geographic
Information
Systems
(GIS),
whose
analysis
of
population
projections
is
widely
used.
The
data
provided
in
Section
4
of
the
report
was
obtained
in
December
2016
and
is
based
on
numbers
provided
in
the
2010
Census.
While
the
statistical
analysis
and
population
projections
are
deemed
highly
accurate,
two
important
factors
are
not
properly
recognized:
the
impact
of
tourism,
understood
to
be
75,000
visitors
per
year
to
the
area;
and,
the
impact
of
second-‐home
owners,
whose
income
and
desire
for
recreational
services
skew
the
permanent
population
statistics.
Additionally,
second-‐home
owners
may
choose
to
rent
their
property
for
some
portion
of
the
year,
again
with
an
unknown
impacts
created
by
this
renter
group.
It
is
recognized
that
a
new
aquatic
center
would
be
a
primary
attraction
to
tourists
and
to
new
permanent
residents
of
all
ages.
An
increase
in
the
second-‐home
owner
population
will
also
create
a
stimulus
to
the
local
economy,
which
will
undoubtedly
encourage
local
businesses
to
acknowledge
the
commercial
value
of
the
aquatic
center.
And,
a
new
recreational
amenity
like
the
proposed
aquatic
center
would
be
an
attractive
new
tourism
amenity
that
would
likely
have
considerable
utilization
by
individuals
and
families
visiting
the
area,
many
of
whom
have
been
attracted
by
the
quality
of
the
recreational
opportunities
already
in
existence.
Because
these
two
population
groups
may
provide
substantial
utilization
of
a
new
aquatic
center,
it
would
be
prudent
to
create
a
survey
instrument,
supplemented
by
community
forums,
to
measure
the
potential
impact
and
to
understand
the
programming
opportunities
that
would
be
most
attractive.
Thus,
TSE
Consulting
suggests
that
the
market
analysis
provided
in
this
report
is
accurate,
but
incomplete,
and
it
is
hopes
that
local
authorities
will
seek
input
and
feedback
that
encourages
architectural
design,
facility
amenities,
and
programming
opportunities
that
are
consistent
with
tourists
and
second-‐home
owners,
in
addition
to
permanent
residents.
By
undertaking
such
additional
market
analysis,
the
prospects
for
successful
financial
outcomes
are
enhanced
considerably.
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