Section I – Indoor Recreation Program
Options:
As a result of the information gathered during Phase I of the Community Recreational Facilities Needs Assessment Study that indicated an acute need for additional indoor recreation spaces. This section of the study will focus specifically on how to best meet the indoor recreation needs of the county.
In Phase I, the public input process indicated that the greatest indoor recreation needs were for the following facilities:
· Indoor warm water family aquatic center
· Indoor running/walking track
· Weight room/cardiovascular equipment area
· Aerobics/fitness space
· Lap lanes for exercise swimming
Other indicated needs included gymnasiums and activity areas for teens and seniors.
With these identified indoor needs the county must develop an overall philosophy regarding how they want to pursue the development of these types of facilities. There are several different options that deserve consideration these include:
With this scenario the county commits to building and operating one large county wide indoor recreation center located in the more urban area of the county. The center would require a site with a land area of 15 acres or more. The center would probably include a substantial aquatic area that would have a competitive (8 lane 25 yard) pool, leisure pool, weight cardiovascular fitness area, two group fitness areas, a large gym with an elevated track, a teen area, extensive senior services area, multi-purpose rooms, drop-in child care and the necessary support spaces (locker rooms, lobby, offices, storage, etc.). This facility would be at least 90,000 sq.ft. in size and the cost to develop could exceed $20 million. The county could operate the facility themselves or contract a portion (seniors, etc.) to other organizations, or potentially have the entire facility contract operated by another organization (YMCA, etc.). Self operation will require a small annual subsidy ($100,000 to $150,000 annually)
The county would still rely on school gyms and other facilities for neighborhood recreation and the City of Charlottesville, the YMCA and other providers would continue to operate their own programs and facilities independent of the county and their facility.
Under this approach the county would commit to building up to four indoor recreation centers in each quadrant of the county. Each center would have basic common elements (aquatic area and fitness) with other amenities added to meet specific needs for that area (gyms, teen, senior, multi-purpose space, etc.). Each center would be in the area of 30,000 to 40,000 sq.ft. and the capital cost could be as high as $10 million per center. A site of approximately 5 acres would be necessary for a center and the needed parking requirements. Each of the centers could be operated in-house or some or all of them could be contract managed by other organizations. Self operation would result in an annual operating subsidy of at least $100,000 per facility.
The county would still rely on school gyms and other facilities for neighborhood recreation and the City of Charlottesville, the YMCA and other providers would continue to operate their own programs and facilities independent of the county and their facilities.
The basis of this plan is to develop needed indoor facilities on more of a piecemeal basis with other existing providers in the county taking on the responsibility of building and operating facilities with financial or in-kind (providing sites) assistance from the county. The county would then build and operate any needed indoor facilities that were not being provided by others. This concept requires that the county set up specific guidelines and policies for other agencies receiving in-kind or capital financing. This could include basic eligibility requirements and the limits for total county funding (a percentage of the total project capital cost). The parameters of this option include:
The county would be budgeting capital dollars for specialized indoor recreation facilities but the amount should be below $20 million. Operational commitments would depend on the type of facility that is built. The county would also need to fund a program for grants to other organizations for the development of indoor recreation facilities. This could be an amount of $10 million or more distributed over a period of 5 to 10 years. The county would not fund operations of these types of facilities. The county would continue to rely on school facilities for neighborhood recreation purposes.
This scenario takes the approach that the county will not be building and operating any of its own indoor recreation facilities but will instead be assisting other entities and organizations with indoor recreation facility projects that will provide opportunities for the general public within the county. Much like in option 3 the county would establish basic eligibility requirements and financial limits for applying for such funding. Possible projects include:
The county would only fund a program for grants to other organizations for the development of indoor recreation facilities. This could be an amount of $15 million or more distributed over a period of 5 to 10 years. The county would not fund operations of these types of facilities. The county would continue to rely on school facilities for neighborhood recreation purposes.
In order to determine the best option to follow for the county an analysis of each of the options is necessary.
County builds a single mega facility.
Pluses:
1. This is a cost effective option (capital and operationally) that allows for cross marketing to a variety of different users.
2. Centralizes indoor recreation in one facility.
3. Gives the county an identifiable indoor landmark.
4. County controls the development and operation of a major recreation facility.
Minuses:
1. Will need a central location to serve the entire county.
2. It will be difficult to serve the far reaches of the county adequately at one site.
3. The center will have to be very large and the site will have to be extensive enough to cover the facility size and parking requirements.
4. Will require a substantial initial capital investment.
5. County is the primary developer.
6. The concept is not compatible with the neighborhood concept of delivering recreation services.
County builds several smaller facilities at different sites.
Pluses:
1. Places facilities closer to users in more remote areas of the county.
2. Allows for different amenities to be offered at different facilities.
3. Requires smaller sites.
4. County controls the development and operation of most indoor recreation resources and facilities.
Minuses:
1. More expensive to build and operate at multiple sites.
2. Requires a very high level of funding (both capital and operations).
3. Results in multiple facilities providing different amenities and services.
4. May require that users go to several different centers for recreation needs.
County partners with other providers to develop multiple facilities
Pluses:
1. The county is not a primary provider of indoor recreation facilities.
2. Partnerships are encouraged with other organizations.
3. Financial responsibilities are shared with others.
4. County wide resources are maximized.
5. County still has responsibility for development and operation of some indoor amenities.
6. This concept is compatible with the current method of how the county provides parks and recreation resources.
Minuses:
1. Requires a high level of organization, coordination and administration.
2. Different organizations delivering services with different operating philosophies and goals.
3. The county has limited control over how dollars are spent and services are delivered in all facilities except those developed by the county itself.
4. There is no continuity in the provision of indoor recreation facilities and programs. Users may have to go to multiple facilities for their recreation needs.
5. Other organizations will have to be the major source of capital and operations funding.
6. The county still must develop specific facilities which no other provider is willing to take on. This could be facilities that are not cost effective to build or to operate.
The county opts to not develop any indoor facilities
Pluses:
1. No direct responsibility for the county to develop and operate indoor recreation facilities.
2. County can determine on a case by case basis the extent of financial support they are willing to give different organizations.
3. Potentially the least costly option for the county.
Minuses:
1. Virtually no control over what types of facilities are developed or how they are operated.
2. There will continue to be significant gaps between the indoor recreation needs of the county’s citizens and what facilities are provided.
3. There is no continuity in the provision of indoor recreation facilities and programs. Users may have to go to multiple facilities for their recreation needs.
4. Other organizations will have to be the major source of capital and operations funding.
Preferred Option:
After analyzing the four different options noted above a preferred option was developed that is a combination of options 2 and 3. The preferred option looks at the county developing three different facilities and partnering with other providers when possible.
Recreation Center Priorities
South Facility:
Site: Monticello Fire Station (15-20 acres)
Partner: YMCA, School District, JABA, PVCC
Program: Fitness 6,000
Weight/CV area
Group fitness area 3,000
Gym/Activity area (double gym) 13,000
Indoor track 4,500
Leisure pool 12,000
Competitive pool 7,000
Multi-purpose room 3,000
Kitchen 500
Senior area 2,000
Teen area 1,500
Arts/crafts room 1,000
Indoor playground 2,000
Drop-in child care 1,000
Approximate size 75,000 sq.ft.
Outdoor field area (5-7 acres of the 15-20)
Note: This facility is predicated on a partnership with the YMCA to provide capital funding (estimated to be up to $10 million), and operational management of the facility. The program incorporates the amenities that the YMCA identified as being a part of their facility. The bold areas above include additional spaces for community use. The county also has expressed the desire to integrate a possible library with the recreation center.
North Facility:
Site: Agnor-Hurt, Polo Grounds, McIntire Park, UVA Research Park (5 acres)
Partner: YMCA, UVA, ACAC
Program: Fitness 5,000
Weight/CV area
Group fitness area
Gymnasium (single gym) 9,000
Leisure pool 12,000
Multi-purpose room 3,000
Drop-in child care 1,000
Approximate size 40,000 sq.ft.
Crozet Facility:
Site: In or near Crozet Park (2 acres)
Partner: None likely- YMCA, School District,
Program: Gymnasium (double gym) 13,000
Multi-purpose room 2,000
Teen area 1,500
Fitness area-Wt/CV –small area 2,000
Bubbling over the outdoor pool 5,000
Approximate size 30,000 sq.ft.
Other Possible Amenities:
Fieldhouse 20,000 sq.ft.
Timeline:
It is anticipated that the three facilities will be developed individually over the next 10 to 12 years. The timeline for development are noted below.
1-4 years Partner with the YMCA to build the south facility.
5-8 years Build the north facility
9-12 years Build the Crozet center
Section II – Recreation Program and Cost Estimate
From the final program that has been outlined in Section I, the following pages contain a final program listing and capital cost estimate for all three of the proposed facilities.
South Facility – Hughes Group Architects
South Facility (continued)
North Facility – Hughes Group
Crozet Facility - Hughes Group Architects
Crozet Facility (continued)
Section III – Building Concept and Site Plans
The following pages include basic concept plans for each of the three proposed facilities and site plans for the South and Crozet centers. No site plan has been developed for the proposed North center as a final site has not been selected for the facility.
Section IV – South Recreation Center Operations Pro-Forma
The following operations pro-forma has been put together for the planned South Recreation Center. The following are the parameters for the project.
Operating Expenditures
Expenditures have been formulated based on the costs that are usually included in the operating budget for an indoor recreation facility. The figures are based on the size of the center, the specific components of the facility and the projected hours of operation. Actual costs were utilized wherever possible and estimates for other expenses were based on similar facilities in other areas of the country. All expenses were calculated as accurately as possible, but actual costs may be more or less based on the final design, operational philosophy, and programming considerations adopted by staff. A cost scenario has been developed for the facility noted below.
Facility - Recreation center with a double court gymnasium, aerobics/dance room, leisure pool and a 25 yard x 25 meter competitive pool, weight/cardiovascular area, track, childcare room, multipurpose rooms (with kitchen), senior space, teen center, arts & crafts room, indoor playground, lobby/lounge/vending area, locker rooms and administrative area. Approximately 86,500 sq.ft.
Operation Cost Model:
Category Facility Budget
Personnel
Full-time 661,700
Part-time 719,608
Total $1,381,308
Category Facility Budget
Commodities
Office supplies 8,000
Chemicals 20,000
(pool/mech.)
Maint./repair/mat. 20,000
Janitor supplies 18,000
Rec. supplies 25,000
Uniforms 4,000
Printing/postage 30,000
Resale items 7,000
Other 4,000
Total $136,000
Contractual
Utilities* 324,375
(gas & elec.)
Water/sewer 16,000
Insurance 35,000
(prop.& liab.)
Communications 8,000
(phone)
Contract services** 50,000
Rent equip. 5,000
Advertising 20,000
Training 6,000
(staff time)
Conference 3,000
Dues & subscriptions 1,000
Trash Pick-up 2,000
Bank charges 15,000
Category Facility Budget
YMCA charges 30,000
Other 6,000
Total $521,375
Capital
Replace. fund $25,000
Grand Total $2,063,683
Note: Line items not included in this budget are exterior site maintenance, and vehicle costs. No provision has been made for a manned concession operation.
* Rates are $3.75 sq.ft. It should be noted that rates for gas and electricity have been very volatile and could result in a substantially higher cost for utilities over time.
** Contract services cover maintenance contracts, control systems work, and contract labor.
Staffing Levels:
Positions Facility Budget
FULL-TIME
Recreation Center Manager 1
($55,000)
Aquatics Supervisor/Asst. Manager 1
($45,000)
General Program Supervisor 1
($40,000)
Fitness/Sports Program Supervisor 1
($40,000)
Youth/Senior Program Supervisor 1
($40,000)
Accounting/Secretary 1
($30,000)
Public Relations/Membership Specialist 1
($35,000)
Building Maintenance Supervisor 1
($40,000)
Custodian 3
($28,000)
Front Desk Supervisor 2
($25,000)
Head Lifeguard 2
($25,000)
Salaries $509,000
Benefits (30% of salary) $152,700
Total Full-Time Personnel $661,700
New F.T.E. 15
(full-time equiv.)
Note: Pay rates were determined based in part on Albemarle job classifications and wage scales. The positions listed are necessary to ensure adequate staffing for the center’s operation. The wage scales for both the full-time and part-time staff positions reflect an anticipated wage for 2007.
Positions Facility Budget
PART-TIME
Front Desk Supervisor 20hrs/wk
($9.50hr.)
Front Desk Attendant 130hrs/wk
($8.50hr.)
Lifeguard 474hrs/wk
($9.00hr.)
Gym Attendant* 37hrs/wk
($8.50hr.)
Weight Room Attendant 180hrs/wk
($8.50hr.)
Custodian 134hrs/wk
($9.00hr.)
Babysitter 102hrs/wk
($8.50hr.)
Teen Room Attendant 37hrs/wk
($8.50hr.)
Program instructors**
Aquatics $47,100
($10.50hr.)
General $106,030
(rates vary)
Salaries $654,189
Benefits (10% of wages) $65,419
Total Part-Time Salaries $719,608
* Position (and hours) is six months (26 weeks) only, due to heavier use of the facility during the winter months.
** Program instructors are paid at several different pay rates and some are also paid per class or in other ways. This makes an hourly breakdown difficult. General programs consist of fitness, sports leagues, teen activities, senior classes, general interest classes and other misc. programs. Aquatics includes learn to swim, aqua fitness, and other classes.
Note: It is anticipated that a portion of the center’s programming and services could be provided by other groups and organizations. It is assumed that all of the senior elements and programs in the facility will be staffed by the center’s staff.
Revenues
The following revenue projections were formulated from information on the specifics of the project and the demographics of the service area as well as comparing them to national statistics, other similar facilities and the competition for recreation services in the area. Actual figures will vary based on the size and make up of the components selected during final design, market stratification, philosophy of operation, fees and charges policy, and priorities of use. All revenues were calculated using a reasonably conservative approach.
Revenue Projection Model:
Category Facility Budget
Fees
Daily Admissions 227,588
3 Month Passes 234,016
6 Month Passes 175,613
Corporate/Group 10,000
Rentals** 108,000
Total $1,603,091
Programs***
Aquatics 70,650
General 159,045
Contract classes/services 5,000
Total $234,695
Category Facility Budget
Other
Resale items 8,500
Babysitting 23,000
Other 3,000
Total $48,500
Grand Total $1,886,286
* Figures are based on an active program to promote the sale of monthly, 6 month and annual passes.
** Rentals
Group exercise- $25/hr. x 1 hrs/wk x 48 wks= $1,200
Group exercise- $35/hr. x 1 hrs/wk x 48 wks= $1,680
Multipurpose room (non-prime)- $35/hr. x 4hrs/wk x 48 wks= $6,720
Multipurpose room (prime)- $300/4hrs. x 2/wk x 48 wks= $28,800
Gym- $50/hr. x 2 hrs/wk x 36 wks= $3,600
Gym- $90/hr. x 1 hrs/wk x 36 wks= $3,240
Playground- $45 x 2hrs/wk x 36 wks= $3,240
Full Facility- $700/hr. x 20hrs/yr= $14,000
Leisure Pool- $100/hr. x 2 hrs/wk x 48wks= $9,600
Compt. Pool- $100/hr. x 10 hrs/wk x 36 wks= $36,000
*** Figures are based on assessing fees that are at least 50% higher than the total cost of operating the program. General programs consist of fitness, instructional classes and sports programs. Aquatics includes learn to swim, aqua fitness, and other programs.
Note: No revenue has been shown from school district or community organization use of the center, although it is expected that these groups will be charged for facility usage at the established rate. Estimates for possible revenue from school district use are as follows: Swim team use 2 hrs/day @ $60, 5 days a week for 14 weeks, 3 meets @ $180, plus curriculum use of 4 hrs a day @ $60, 5 days a week for 36 weeks would equal approximately $52,140.
Expenditure - Revenue Comparison
Category Facility Budget
Expenditures $2,063,683
Revenues $1,886,286
Difference -177,397
Recovery % 91%
Chart-A
Chart-B
Future Years: Expenditure - Revenue Comparison: Expenses for the first year of operation of the center should be slightly lower than projected with the facility being under warranty and new. Revenue growth in the first three years is attributed to increased market penetration and in the remaining years to continued population growth. In most recreation facilities the first three years show tremendous growth from increasing the market share of patrons who use such facilities, but at the end of this time period revenue growth begins to flatten out. Additional revenue growth is then spurred through increases in the population within the market area, a specific marketing plan to develop alternative markets, the addition of new amenities or by increasing user fees.
This operations pro-forma was completed based on the best information available and a basic understanding of the project. However, there is no guarantee that the expense and revenue projections outlined above will be met as there are many variables that affect such estimates that either cannot be accurately measured or are not consistent in their influence on the budgetary process.
Fees and Attendance
Projected Fee Schedule: The fee schedule has been figured utilizing an approximate 25% fee differential between Albemarle County residents and non-residents. Revenue projections and attendance numbers were calculated from this fee model.
Category Daily 3 Month 6 Month Annual
Res. / N Res. Res. / N Res. Res. / N Res. Res. / N Res.
Adults $7.00 $9.00 $165 $205 $225 $280 $350 $435
Youth $5.00 $6.50 $60 $75 $90 $110 $150 $185
(under 12)
Senior $6.00 $7.50 $100 $125 $150 $185 $250 $310
(62+)
Household* N/A $300 $375 $400 $500 $600 $750
* Up to five members, each additional 3 month pass is $100 for an adult and $35 for a youth; each additional 6 month pass holder is $150 for an adult and $50 for a youth and each additional annual pass holder is $200 for an adult and $75 for a youth.
Corporate* 10% discount 5 or more month/annuals
15% discount 10 or more month/annuals
20% discount 15 or more month/annuals
* Available to businesses located within the County limits.
Rentals $25/hr group fitness room (smaller)
$35/hr group fitness room (larger)
$35/hr multipurpose room (per section, non-prime time)
$300/4hr multi-purpose (both sections, 4 hour minimum, prime time)
$50/hr 1/2 gym
$90/hr full gym
$45/hr indoor playground
$700/hr full facility (after hours only)
Pool
Leisure Pool
$100/hr (0-50 persons)
$150/hr (51-100 persons)
$200/hr (101-150 persons)
Competitive Pool
$100/hr (0-50 persons) $10.00 per Lane
$150/hr (51-100 persons)
$200/hr (101-150 persons)
Baby-sitting $3.00/per hour
Note: Annual and six month passes require a monthly automatic withdrawal option from the holder’s bank account to encourage sales.
Admission Rate Comparisons: The above rates were determined based on the competition in the area (public, non-profit and private) and the rates paid at similar facilities in the Charlottesville area. The rates paid for other recreational activities in the Albemarle area were also considered when establishing these rates. For comparison, the rates for some of the providers in the area are listed below.
Albemarle County Beach Admissions
City of Charlottesville Pool Admissions
Attendance Projections: The following attendance projections are the basis for the revenue figures that were identified earlier in this report. The admission numbers are affected by the rates being charged for residents and non-residents, the facilities available for use and the competition within the service area. The figures are also based on the performance of other similar facilities in other areas of the country. These are averages only and the yearly figures are based on 360 days of operation.
Yearly
Paid admissions Facility
Daily 36,000
(# daily admiss.) 100
3 Month 28,600
(# sold annually) 1,100
6 Month 28,600
(# sold annually) 550
Annual* 171,600
(# sold annually) 1,650
Total Yearly 264,800
Total Daily 735
* Admissions for pass holders were figured based on 26 admissions per 3 month, 52 for 6 month and 104 visits per year for an annual.
The number of 3 month, 6 month, and annual passes sold is based on capturing 5% of the households (33,800) in Albemarle County and 3% of the households (17,000) in the City of Charlottesville. The numbers for daily passes are based on known industry averages from other facilities, survey results, the amenities expected to be contained in the center, the fees being charged and the competition in the area. All family admissions are counted as one admission.
Note: Attendance for other events, programs, and spectator functions is more difficult to predict but a best guess estimate is approximately 2.5 times the number of paid admissions. Recreation centers are traditionally the busiest from November to March and mid-June to mid-August and are slow from April to early June and again from mid-August to the end of October. Weekdays between the hours of 5pm and 8pm are the busiest times of the week and weekends are also very busy during the winter months. In contrast mid-morning and early afternoon on weekdays are usually slow as well as weekends during the summer months (especially Sundays).
Hours of Operation: The projected hours of operation of the South Recreation Center are as follows:
Monday - Friday 6:00am to10:00pm
Saturday 8:00am to 8:00pm
Sunday Noon to 8:00pm
Hours per week: 100
Hours usually vary some with the season (longer hours in the winter, shorter during the summer), by programming needs, use patterns and special event considerations.
Section V – South Center Project Recommendations
The following section details specific recommendations for the South Community Center project. Remarks are grouped by areas of interest.
Programs and Facilities: The design, image and quality of a recreation center has a direct impact on its ability to attract and keep customers. Thought should be given to the building layout as it pertains to crowd control and access, during the final design phase of the project. A visible open design, which highlights the different activity areas and encourages participation from the user as well as the non-user, is essential to generating community excitement and revenue. As much natural light as possible needs to be incorporated into the design while not compromising safety and promoting and maintaining energy efficiency in every way possible. The intent is to build a "smart building" that gives Albemarle County and the YMCA the most for its money and the user a sense of quality and value.
Pool- No other amenity affects facility revenues and use as dramatically as a pool and as a result, Ballard*King and Associates believes strongly that any community center that is being built in most settings should include a swimming pool as part of its facility components. Without doubt the hottest trend in aquatics is the leisure pool concept. This idea of incorporating slides, current channels, fountains, zero depth entry and other water features into a pools design has proved to be extremely popular for the drop-in user. The age of the conventional pool in most recreational settings is nearly dead. Leisure pools appeal to the younger kids (who are the largest segment of the population that swims) and to families. These types of facilities are able to attract and draw larger crowds and people tend to come from a further distance and stay longer to utilize such pools. This all translates into more use and revenue. It is estimated conservatively that a leisure pool can generate up to 30% more revenues than a comparable conventional pool and the cost of operation with shallow water, lower ceiling heights and virtually no seating has been less. Of note is the fact that patrons seem willing to pay a higher admission fee for the use of a leisure amenity when it includes a pool (even if they are not a swimmer). The simple fact that there is a pool in a community center will drive the use and ultimately the revenue in the other areas of the center. It is estimated that a pool will increase revenues in non-aquatic areas by as much as 10%. Consistent use of the facility by families and young children is dependent in large part on this amenity. The sale of annual passes and especially family annual passes is also tied to the appeal of the leisure pool.
Programs- Special events are an important aspect of any facility but they are difficult to base consistent revenue on. They can be very disruptive to users and care must be taken to evaluate the benefits and problems caused by such activities. The revenues generated from these programs are not always worth the time and effort to put them together. The center should not be designed specifically to handle the once a year event or activity but should have the versatility to adapt to these needs within reason. Long term programming and facility needs of the YMCA, school district, community, businesses, and other local institutions should be identified and integrated into the operations plan for this facility.
The success of indoor recreation centers is dependent on developing a broad based appeal to the general public. The needs of youth, seniors, and families must be considered and their individual concerns and issues addressed. Programs that are intergenerational in nature and those that are specifically oriented towards certain population segments will both need to be developed. The needs of the business community must also be considered if this market is to be developed and served.
Consideration should be given to contracting for certain programs or services, especially those that are very specialized in nature. Any contracted programs or services should require a payment of a percentage of the fees collected back to the center.
It is important to realize that the center must have a balance between program and drop-in use of the various components of the facility. The pools, gyms, weight/fitness areas and jogging track are of particular concern. If these areas do not have substantial times set aside on a daily basis for drop-in use then revenues generated from daily use and annual passes will be in jeopardy.
Budget and Fees: The success of this project depends on a number of budget factors, which need special consideration. An operational philosophy must be developed and priorities for use must be clearly identified. The revenue figures contained in this document are based on the principal that the facility will have a balance between drop in use and programmed activities. A goal of consistently covering 90% of operational expenses with revenues should be attainable and there is the possibility of recovering all the operating expenses through facility revenues. However, it must be realized that most of the recreation centers that have been built in the last ten years are not covering their operating expenses with revenues. Maximizing revenue production should be a primary goal. Care must be taken to make sure that a fees and charges policy is consistently followed. No form of revenue production should be given away. All uses by organized youth sports groups and other community organizations should include a market driven user fee (or rental fee) to help offset the cost of operating the center.
Capital replacement fund- A plan for funding a capital replacement program should be developed before the center opens. The American Public Works Association recommends between 2% and 4% of replacement cost be budgeted annually for capital items. Costs for maintenance and contract services should be lower than the amount budgeted for the first year since most equipment will still be under warranty.
Fees- The revenue projections were based on the concept of having a resident, and non-resident rate. The difference between the two rates is approximately 25%. A non-resident fee that is more than 50% tends to exclude these individuals from participating in the facility or its programs. With the residents of county comprising about two thirds of the primary service area population, non-resident usage will still need to be encouraged to utilize the facility to make it financially viable. With a resident/non-resident fee system, non-resident fees should be listed as the “regular fee”, and the resident fee as the “resident discount fee”. It is estimated that only 20% to 25% of all users will be non-residents of Albemarle County. To adequately administer a resident/non-resident fee program a resident photo ID program needs to be put into effect. This requires a resident to buy a photo ID to speed identification and resident verification at the check-in counter. The costs and revenues of such a program have been figured into the operations budget.
Fees paid for individual programs do not allow the user to utilize the center on a drop-in basis. A method of combining program fees and drop in use allows an annual pass holder to purchase a "fitness rider" for $75.00, which gives them unlimited access to any fitness class during the time their pass is valid. Some centers actually include “free” fitness classes as part of the benefits of having an annual pass. A similar rider may need to be developed for drop-in baby-sitting and/or a baby-sitting punch card introduced. The payment of the drop-in fee should allow the user access to all areas of the center that are open to drop-in use. There should not be separate fees for different portions of the building (such as the pool, gym, track or weight room).
A senior discount fee schedule was developed for the center, but it should be considered as a marketing tool rather than a discount based on need. Another option is to offer a limited morning or daytime discount rate that would be available to anyone using the center during this slower period of the day. This would work much like a senior discount without having to label it as one. With the fee structure that has been proposed, it will be necessary to develop a scholarship program for those individuals that cannot afford the basic rates. An established criteria such as eligibility for the school lunch program should be utilized to determine need rather than spending the time and aggravation of developing and administering a new system. The corporate rate program should also be promoted and sold to local businesses in the area.
To promote the sale of six month and annual passes it is absolutely essential that a system be set up that allows for the automatic withdrawal from the pass holder’s checking account of a monthly portion of the annual pass payment. Without this option it will be difficult to meet the projected sales of annual passes. In addition, charge cards need to be accepted for all programs and services offered by the township. A computerized registration process must also be introduced to speed registration transactions and improve annual pass management.
Pre-selling annual passes – Approximately 3 to 6 months before the center opens there must be a program in place to begin the pre-sale of “charter passes” with a savings incentive to promote sales. A goal should be to pre-sell between 25% and 50% of all budgeted passes prior to opening the center.
Marketing plan- A marketing plan for the facility and its programs is essential. This document should target specific markets, programs, facilities and user groups. It needs to be an active document that is utilized by the facility manager to guide all marketing efforts. This plan should be updated yearly. Special emphasis must be placed on promoting the sale of annual passes to establish a strong revenue base. The business market should also be a major focus of the marketing effort as well.
Staffing- Staffing costs are the biggest single operating expense and alternative options need to be investigated if costs are to be significantly reduced. The use of volunteers, trading facility use for labor and other similar ideas, deserve consideration as methods to reduce staffing budgets. The pay rates for both part-time and full-time personnel were determined based on the need to attract well-qualified employees and minimize staff turnover rates. It is important to budget for an adequate level of staffing in all areas. One of the biggest mistakes in operations comes from understaffing a center and then having to come back and ask for more help later. Maintenance staffing is of particular concern and is most often where cuts are made. Detailed job descriptions should be written for all staff and areas of responsibility need to be clearly defined. An adequate training fund is essential to a well-run center. An emphasis needs to be placed on the importance of image and customer service in all training programs.
The key to opening a recreation center and have it operate smoothly is hiring the necessary staff well in advance and having them well organized, properly trained and comfortable with the buildings features. They need to be ready to hit the ground running with policies and procedures in place, and a marketing and maintenance program under way. The following are the suggested hiring dates for staff prior to the center’s opening.
Center Manager - 12 months
Aquatics/Asst. Manager - 6 months
Public Relations Spec. 6 months
Maint. Leader - 5 months
Program Supervisors - 3 months
Acct./Secretary - 1 month
Custodians - 1 month
Front Desk Super. - 1 month
Head Lifeguards - 1 month
Part-time Staff – 1 month
YMCA Partnership- The operations plan was developed with the idea that the county and YMCA would partner on the development of the center with capital dollars coming from both entities. However operations would be the responsibility of the YMCA under guidelines developed by the county and the Y. This center should not operate as a traditional YMCA but as a hybrid between a Y and public recreation center. As has been noted it is expected that the center will have a substantial amount of time dedicated to open use time for annual pass holders an others. The center will need to encourage day use passes as well as three month, 6 month and annual pass sales. It is assumed that the YMCA will have some additional use and programming in the building and that has not been shown in this operations budget (camps, etc.). As a result of these operational guidelines it is anticipated that the center will operate at a small annual loss and that the county and Y will need to negotiate an agreement for the payment of an annual payment to the Y for the anticipated shortfall.
It is absolutely imperative that Albemarle County and the YMCA enter into a partnership agreement prior to beginning construction of the center.
Section VI – North & Crozet Center Operations Pro-Formas
Operating Expenditures
Expenditures have been formulated based on the costs that are usually included in the operating budget for an indoor recreation facility. The figures are based on the size of each of the centers, the specific components of the facilities and the projected hours of operation. Actual costs were utilized wherever possible and estimates for other expenses were based on similar facilities in other areas of the country. All expenses were calculated based on the understanding that these facilities will not be developed for a period at least 5 years. A cost scenario has been developed for each facility noted below. This scenario is based on self operation by the county in the year 2010.
North Center - Recreation center with a double court gymnasium, aerobics/dance room, leisure pool, weight/cardiovascular area, childcare room, multipurpose room, lobby/lounge/vending area, locker rooms and administrative area. Approximately 56,500 sq.ft.
Crozet Center – Recreation center with a double gymnasium, small aerobics area, small weight/cardiovascular area, teen area, multipurpose room, lobby/lounge/vending area, locker rooms and administrative area. Approximately 31,500 sq.ft. It is also assumed that the existing outdoor pool will be bubbled over for year round use.
Operation Cost Models:
Category North Center Crozet Center
Personnel
Full-time 571,050 278,100
Part-time 499,597 325,675
Total $1,070,647 $603,775
Commodities
Office supplies 7,000 5,000
Chemicals 15,000 12,000
(pool/mech.)
Maint./repair/mat. 18,000 12,000
Janitor supplies 15,000 11,000
Rec. supplies 22,000 17,000
Category North Center Crozet Center
Uniforms 3,000 2,000
Printing/postage 20,000 15,000
Resale items 5,000 4,000
Other 3,000 2,500
Total $108,000 $80,500
Contractual
Utilities* 254,250 141,750
(gas & elec.)
Water/sewer 14,000 10,000
Insurance 30,000 20,000
(prop.& liab.)
Communications 6,000 5,000
(phone)
Contract services** 40,000 30,000
Rent equip. 4,000 3,000
Advertising 15,000 10,000
Training 5,000 4,000
(staff time)
Conference 2,500 2,000
Dues & subscriptions 1,000 1,000
Trash Pick-up 2,000 2,000
Bank charges 12,000 9,000
Other 4,000 3,000
Total $389,750 $240,750
Capital
Replace. fund $20,000 $20,000
Cost escalator (3-5 Years) -0- $150,000
Grand Total $1,588,397 $1,095,025
Note: Line items not included in this budget are exterior site maintenance, and vehicle costs. No provision has been made for a manned concession operation.
* Rates are $4.50 sq.ft. It should be noted that rates for gas and electricity have been very volatile and could result in a substantially higher cost for utilities over time.
** Contract services cover maintenance contracts, control systems work, and contract labor.
Staffing Levels:
Positions North Center Crozet Center
FULL-TIME
Recreation Center Manager 1 -0-
($64,000)
Aquatics Supervisor 1 -0-
($52,000)
Aquatic Coordinator -0- 1
($38,000)
Fitness/Sports Program Supervisor 1 1
($46,000)
Accounting/Secretary 1 -0-
($35,000)
Building Maintenance Supervisor 1 -0-
($46,000)
Custodian 2 2
($32,000)
Front Desk Supervisor 2 1
($29,000)
Head Lifeguard 2 1
($29,000)
Salaries $423,000 $206,000
Benefits (35% of salary) $148,050 $72,100
Total Full-Time Personnel $571,050 $278,100
New F.T.E. 11 6
(full-time equiv.)
Note: Pay rates were determined based in part on Albemarle job classifications and wage scales. The positions listed are necessary to ensure adequate staffing for the center’s operation. The wage scales for both the full-time and part-time staff positions reflect an anticipated wage for 2010.
Positions North Center Crozet Center
PART-TIME
Front Desk Supervisor 20hrs/wk 60hrs/wk
($10.50hr.)
Front Desk Attendant 130hrs/wk 30hrs/wk
($9.50hr.)
Lifeguard 271hrs/wk 200hrs/wk
($10.00hr.)
Gym Attendant* 37hrs/wk 37hrs/wk
($9.50hr.)
Weight Room Attendant 100hrs/wk 36hrs/wk
($9.50hr.)
Custodian 60hrs/wk 54hrs/wk
($9.50hr.)
Babysitter 102hrs/wk -0-
($8.50hr.)
Program instructors**
Aquatics $32,200 $26,537
($10.50hr.)
General $67,352 $64,352
(rates vary)
Salaries $454,179 $296,068
Benefits (10% of wages) $45,418 $29,607
Total Part-Time Salaries $499,597 $325,675
* Position (and hours) is six months (26 weeks) only, due to heavier use of the facility during the winter months.
** Program instructors are paid at several different pay rates and some are also paid per class or in other ways. This makes an hourly breakdown difficult. General programs consist of fitness, sports leagues, teen activities, senior classes, general interest classes and other misc. programs. Aquatics includes learn to swim, aqua fitness, and other classes.
Note: It is anticipated that a portion of the center’s programming and services could be provided by other groups and organizations. It is assumed that all of the senior elements and programs in the facility will be staffed by the center’s staff.
Revenues
The following revenue projections were formulated from information on the specifics of the project and the demographics of the service area as well as comparing them to national statistics, other similar facilities and the competition for recreation services in the area. Actual figures will vary based on the size and make up of the components selected during final design, market stratification, philosophy of operation, fees and charges policy, and priorities of use. All revenues were calculated using a reasonably conservative approach.
Revenue Projection Models:
Category North Center Crozet Center
Fees
Daily Admissions 186,947 88,453
3 Month Passes 223,497 120,248
6 Month Passes 162,304 117,600
Corporate/Group 7,000 3,000
Rentals** 67,000 67,000
Total $1,416,266 $845,597
Programs***
Aquatics 48,300 39,805
General 101,028 96,528
Contract classes/services 4,000 2,000
Total $153,328 $138,333
Category North Center Crozet Center
Other
Resale items 6,500 5,500
Babysitting 25,000 -0-
Other 3,000 2,000
Total $46,500 $16,500
Grand Total $1,616,094 $1,000,430
* Figures are based on an active program to promote the sale of monthly, 6 month and annual passes.
** Rentals
Group exercise- $25/hr. x 1 hrs/wk x 48 wks= $1,200
Multipurpose room (non-prime)- $35/hr. x 4hrs/wk x 48 wks= $6,720
Multipurpose room (prime)- $300/4hrs. x 2/wk x 48 wks= $28,800
Gym- $50/hr. x 2 hrs/wk x 36 wks= $3,600
Gym- $90/hr. x 1 hrs/wk x 36 wks= $3,240
Full Facility- $700/hr. x 20hrs/yr= $14,000
Leisure Pool- $100/hr. x 2 hrs/wk x 48wks= $9,600
*** Figures are based on assessing fees that are at least 50% higher than the total cost of operating the program. General programs consist of fitness, instructional classes and sports programs. Aquatics includes learn to swim, aqua fitness, and other programs.
Note: No revenue has been shown from school district or community organization use of the center.
Expenditure - Revenue Comparison
Category North Center Crozet Center
Expenditures $1,588,397 $1,095,025
Revenues $1,616,094 $1,000,430
Difference +27,697 -$94,595
Recovery % 102% 91%
Future Years: Expenditure - Revenue Comparison: Expenses for the first year of operation of the center should be slightly lower than projected with the facility being under warranty and new. Revenue growth in the first three years is attributed to increased market penetration and in the remaining years to continued population growth. In most recreation facilities the first three years show tremendous growth from increasing the market share of patrons who use such facilities, but at the end of this time period revenue growth begins to flatten out. Additional revenue growth is then spurred through increases in the population within the market area, a specific marketing plan to develop alternative markets, the addition of new amenities or by increasing user fees.
This operations pro-forma was completed based on the best information available and a basic understanding of the project. However, there is no guarantee that the expense and revenue projections outlined above will be met as there are many variables that affect such estimates that either cannot be accurately measured or are not consistent in their influence on the budgetary process.
Fees and Attendance
Projected Fee Schedule: The fee schedule has been figured utilizing an approximate 25% fee differential between Albemarle County residents and non-residents. Revenue projections and attendance numbers were calculated from this fee model.
Category Daily 3 Month 6 Month Annual
Res. / N Res. Res. / N Res. Res. / N Res. Res. / N Res.
Adults $7.75 $9.75 $180 $225 $245 $305 $385 $480
Youth $5.50 $6.75 $65 $80 $100 $125 $165 $205
(under 12)
Senior $6.50 $8.25 $110 $130 $165 $205 $275 $345
(62+)
Household* N/A $330 $410 $440 $550 $660 $825
* Up to five members, each additional 3 month pass is $100 for an adult and $35 for a youth; each additional 6 month pass holder is $150 for an adult and $50 for a youth and each additional annual pass holder is $200 for an adult and $75 for a youth.
Corporate* 10% discount 5 or more month/annuals
15% discount 10 or more month/annuals
20% discount 15 or more month/annuals
* Available to businesses located within the County limits.
Rentals $25/hr group fitness room (smaller)
$35/hr group fitness room (larger)
$35/hr multipurpose room (per section, non-prime time)
$300/4hr multi-purpose (both sections, 4 hour minimum, prime time)
$50/hr 1/2 gym
$90/hr full gym
$45/hr indoor playground
$700/hr full facility (after hours only)
Pool
Leisure Pool
$100/hr (0-50 persons)
$150/hr (51-100 persons)
$200/hr (101-150 persons)
Competitive Pool
$100/hr (0-50 persons) $10.00 per Lane
$150/hr (51-100 persons)
$200/hr (101-150 persons)
Baby-sitting $3.00/per hour
Note: Annual and six month passes require a monthly automatic withdrawal option from the holder’s bank account to encourage sales.
Attendance Projections: The following attendance projections are the basis for the revenue figures that were identified earlier in this report. The admission numbers are affected by the rates being charged for residents and non-residents, the facilities available for use and the competition within the service area. The figures are also based on the performance of other similar facilities in other areas of the country. These are averages only and the yearly figures are based on 360 days of operation.
Yearly
Paid admissions North Center Crozet Center
Daily 27,000 12,600
(# daily admiss.) 75 35
3 Month 24,180 13,000
(# sold annually) 930 500
6 Month 24,180 18,200
(# sold annually) 465 350
Annual* 144,040 83,200
(# sold annually) 1,385 800
Total Yearly 219,400 127,000
Total Daily 609 353
* Admissions for pass holders were figured based on 26 admissions per 3 month, 52 for 6 month and 104 visits per year for an annual.
For the North Center the number of 3 month, 6 month, and annual passes sold is based on capturing 4% of the households (37,500) in Albemarle County and 2% of the households (17,800) in the City of Charlottesville. The numbers for daily passes are based on known industry averages from other facilities, survey results, the amenities expected to be contained in the center, the fees being charged and the competition in the area. All family admissions are counted as one admission.
Note: Attendance for other events, programs, and spectator functions is more difficult to predict but a best guess estimate is approximately 2.5 times the number of paid admissions. Recreation centers are traditionally the busiest from November to March and mid-June to mid-August and are slow from April to early June and again from mid-August to the end of October. Weekdays between the hours of 5pm and 8pm are the busiest times of the week and weekends are also very busy during the winter months. In contrast mid-morning and early afternoon on weekdays are usually slow as well as weekends during the summer months (especially Sundays).
Hours of Operation: The projected hours of operation of the North & Crozet Recreation Centers are as follows:
Monday - Friday 6:00am to10:00pm
Saturday 8:00am to 8:00pm
Sunday Noon to 8:00pm
Hours per week: 100
Hours usually vary some with the season (longer hours in the winter, shorter during the summer), by programming needs, use patterns and special event considerations.
Part-Time Staff Hours
Revenue Worksheet
South Center
Part-Time Staff Hours:
Front Desk - 2 scheduled to work any hours that the center is open plus 3 staff from 4 to 8 pm on weekdays and 1 to 6 pm on weekends. The two full-time front desk supervisors would handle 80 hours of the front desk schedule (split between evenings and weekends).
Time Hours Employees Days Total Hours Per Week
Gym Attendant
Mon.-Fri.
4pm - 9pm 5 1 5 25
Sat.-Sun.
12pm - 6pm 6 1 2 12
Total 37 hours
Note: This position is 26 weeks only during the winter months.
Weight Room Attendant
Mon.-Fri.
6am – 8am 2 1 5 10
8am – 1pm 5 2 5 50
1pm – 4pm 3 2 5 30
4pm - 8pm 4 2 5 40
8pm – 10pm 2 1 5 10
Sat.
8am – noon 4 2 1 8
12pm - 8pm 8 2 1 16
Sun.
12pm - 8pm 8 2 1 16
Total 180 hours
Custodian/Bldg. Attendant
Mon.-Fri.
8am – 4pm 8 1 5 40
4pm - 8pm 4 2 5 40
Sat.
7am – 11am 4 2 1 8
11am – 3pm 4 2 1 8
3pm- 10pm 7 2 1 14
Sun.
10am - noon 2 2 1 4
noon – 3pm 3 2 1 6
3pm - 10pm 7 2 1 14
Total 134 hours
Baby-sitter
Mon.-Fri.
8am - 1pm 5 2 5 50
4pm - 8pm 4 2 5 40
Sat.
10am - 4pm 6 2 1 12
Total 102 hours
Teen Room Attendant
Mon.-Fri.
3pm - 8pm 5 1 5 25
Sat.-Sun.
12pm - 6pm 6 1 2 12
Total 37 hours
Indoor Playground Attendant
Mon.-Fri.
8am – 1pm 5 1 5 25
3pm - 9pm 7 1 5 30
Sat.-Sun.
8am – Noon 4 1 2 8
12pm - 7pm 7 1 2 14
Total 77 hours
Pool Guards
Summer Season (June, July, August & Holidays-15 wks)
Time Hours Guards Days Total Hours Per Week
Mon.-Fri.
5:30am - 9am 3.5 2 5 35
9am - 1pm 4 3 5 60
1pm - 7pm 6 7 5 210
7pm - 10pm 3 5 5 75
Sat.
7:30am - 9am 1.5 2 1 3
9am - 1pm 4 3 1 12
1pm - 6pm 5 7 1 35
6pm - 8pm 2 5 1 10
Sun.
12pm - 6pm 6 7 1 42
6pm - 8pm 2 5 1 10
Total 492 hours
Fall, Winter, & Spring Seasons (September - May -37wks)
Time Hours Guards Days Total Hours Per Week
Mon.-Fri.
5:30am - 8am 2.5 2 5 25
8am - 11:30am 3.5 3 5 52.5
11:30am - 1pm 1.5 3 5 22.5
1pm - 3pm 2 3 5 30
3pm - 8pm 5 7 5 175
8pm - 10pm 2 5 5 50
Sat.
7:30am - 9am 1.5 2 1 3
9am - 1pm 4 3 1 12
1pm - 6pm 5 7 1 35
6pm - 8pm 2 5 1 10
Sun.
12pm - 6pm 6 7 1 42
6pm - 8pm 2 5 1 10
Total 467 hours
Note: This schedule is based on a guard rotation concept and on utilizing the Head Guards in the rotation schedule (approximately 80 hrs. a week additional). Based on the pool's size, schedule and estimated use patterns, this level of lifeguard staffing will be necessary to ensure adequate protection for swimmers. This is an estimate of anticipated guard hours only and actual needs could vary depending on actual use patterns, the final design of the pool and hours of operation.
Program Staffing
Aquatics
Swim Lessons (instructors are paid $10.50 an hour classes are 30-45 minutes in length)
Summer- staff ($5.25/cl.) 12 classes/day 5 days 10 wks $3,150
staff ($10.50/cl.) 6 classes/day 5 days 10wks $3,150
Spring/Fall- staff ($5.25/cl.) 9 classes/day 2 days 16 wks $1,512
staff ($10.50/cl.) 3 classes/day 2 days 16 wks $1,008
Winter- staff ($5.25/cl.) 9 classes/day 2 days 8 wks $756
staff ($10.50/cl.) 3 classes/day 2 days 8 wks $504
Total $10,080
Water Aerobics
Summer- staff ($20.00/cl.) 18 classes/wk 14 wks $5,040
Spring/Fall- staff ($20.00/cl.) 15 classes/wk 26 wks $7,800
Winter- staff ($20.00/cl.) 15 classes/wk 12 wks $3,600
Total $16,440
Other
Lifeguard Training
1 staff ($20.00/cl.) 33 hours/sess. 3 sessions $1,980
Therapy Classes
2 staff ($20.00/cl.) 6 classes/wk 40 wks $9,600
Misc.
1 staff ($20.00/cl.) 9 classes/wk 50 wks $9,000
Total $20,580
Total Aquatics Programs $47,100
General Programs
Leagues (adult basketball & volleyball, youth indoor soccer/hockey)
MW 2 staff ($20.00/game) 6 games/wk 20 wks $4,800
1 staff ($8.50/game) 6 games/wk 20 wks $1,020
T Th 1 staff ($20.00/cl.) 6 games/wk 24 wks $2,880
Total $8,700
Fitness (dry land)
MWF 2 staff ($20.00/cl.) 12 classes/wk 52 wks $24,920
T Th 1 staff ($20.00/cl.) 6 classes/wk 52 wks $6,240
Wknd 1 staff ($20.00/cl.) 4 classes/wk 52 wks $4,160
Total $35,360
2 staff ($35.00/sess.) 5 per week 52 wks $18,200
Weight Training
1 staff ($20.00/cl.) 6 classes/wk 52 wks $6,240
Teen Activities
1 staff ($15.00/cl.) 6 classes/wk 52 wks $4,680
Senior Classes
1 staff ($10.00/hr) 15 classes/wk 37 wks $5,550
1 staff ($15.00/cl.) 12 classes/wk 52 wks $9,360
Birthday Parties
1 staff ($15.00/party) 8/wk 52 wks $6,240
Misc. (dance, martial arts, etc.)
1 staff ($15.00/cl.) 15 classes/wk 52 wks $11,700
Total General Programs $106,030
Note: Some programs and classes will be on a contractual basis with the center, where the facility will take a percentage of the revenues charged and collected. These programs have not been shown in this budget as a result.
Revenue Worksheets:
South Recreation Center
Daily
Fee # per day Revenue
Adult $7.00 35 $245
Youth $5.00 40 $200
Senior $6.00 25 $150
Total 100 $595 x 360 days = $214,200
Non. Res. 25% of users with a 25% increase in revenues $13,388
Grand Total $227,588
3 Month Passes
Fee # sold Revenue
Adult $165 250 $41,250
Youth $60 150 $9,000
Senior $100 200 $20,000
Household $300 500 $150,000
Total 1100 $220,250 $220,250
Non. Res. 25% of users with a 25% increase in revenues $13,766
Grand Total $234,016
6 Month Pass
Fee # sold Revenue
Adult $225 150 $33,750
Youth $90 25 $2,250
Senior $150 75 $11,250
Household $400 300 $120,000
Total 550 $167,250 $167,250
Non.Res. 20% of users with a 25% increase in revenues $8,363
Grand Total $175,613
Yearly Pass
Fee # sold Revenue
Adult $350 500 $175,000
Youth $150 50 $7,500
Senior $250 100 $25,000
Household $600 1000 $600,000
Total 1650 $807,500 $807,500
Non.Res. 20% of users with a 25% increase in revenues $40,375
Grand Total $847,875
Revenue Summary
Daily $227,588
3 Month Passes $234,016
6 Month Passes $175,613
Annual Passes $847,875
Total $1,485,091
Note: These work sheets were used to project possible revenue sources and amounts. These figures are estimates only, based on very basic market information and should not be considered as guaranteed absolutes. This information should be utilized as a representative revenue scenario only and to provide possible revenue target ranges.
North Center
Part-Time Staff Hours:
Front Desk - 2 scheduled to work any hours that the center is open plus 3 staff from 4 to 8 pm on weekdays and 1 to 6 pm on weekends. The two full-time front desk supervisors would handle 80 hours of the front desk schedule (split between evenings and weekends).
Time Hours Employees Days Total Hours Per Week
Gym Attendant
Mon.-Fri.
4pm - 9pm 5 1 5 25
Sat.-Sun.
12pm - 6pm 6 1 2 12
Total 37 hours
Note: This position is 26 weeks only during the winter months.
Weight Room Attendant
Mon.-Fri.
6am – 8am 2 1 5 10
8am – 1pm 5 1 5 25
1pm – 4pm 3 1 5 15
4pm - 8pm 4 1 5 20
8pm – 10pm 2 1 5 10
Sat.
8am – noon 4 1 1 4
12pm - 8pm 8 1 1 8
Sun.
12pm - 8pm 8 1 1 8
Total 100 hours
Custodian/Bldg. Attendant
Mon.-Fri.
4pm - 8pm 4 2 5 40
Sat.
7am – 11am 4 1 1 4
3pm- 10pm 7 1 1 7
Sun.
10am - noon 2 1 1 2
3pm - 10pm 7 1 1 7
Total 60 hours
Baby-sitter
Mon.-Fri.
8am - 1pm 5 2 5 50
4pm - 8pm 4 2 5 40
Sat.
10am - 4pm 6 2 1 12
Total 102 hours
Pool Guards
Summer Season (June, July, August & Holidays-15 wks)
Time Hours Guards Days Total Hours Per Week
Mon.-Fri.
5:30am - 9am 3.5 1 5 17.5
9am - 1pm 4 2 5 40
1pm - 7pm 6 4 5 120
7pm - 10pm 3 3 5 45
Sat.
7:30am - 9am 1.5 1 1 1.5
9am - 1pm 4 2 1 8
1pm - 6pm 5 4 1 20
6pm - 8pm 2 3 1 6
Sun.
12pm - 6pm 6 4 1 24
6pm - 8pm 2 3 1 6
Total 288 hours
Fall, Winter, & Spring Seasons (September - May -37wks)
Time Hours Guards Days Total Hours Per Week
Mon.-Fri.
5:30am - 8am 2.5 1 5 12.5
8am - 11:30am 3.5 2 5 35
11:30am - 1pm 1.5 2 5 15
1pm - 3pm 2 2 5 20
3pm - 8pm 5 4 5 100
8pm - 10pm 2 2 5 20
Sat.
7:30am - 9am 1.5 1 1 1.5
9am - 1pm 4 2 1 8
1pm - 6pm 5 4 1 20
6pm - 8pm 2 2 1 4
Sun.
12pm - 6pm 6 4 1 24
6pm - 8pm 2 2 1 4
Total 264 hours
Note: This schedule is based on a guard rotation concept and on utilizing the Head Guards in the rotation schedule (approximately 80 hrs. a week additional). Based on the pool's size, schedule and estimated use patterns, this level of lifeguard staffing will be necessary to ensure adequate protection for swimmers. This is an estimate of anticipated guard hours only and actual needs could vary depending on actual use patterns, the final design of the pool and hours of operation.
Program Staffing
Aquatics
Swim Lessons (instructors are paid $11.50 an hour classes are 30-45 minutes in length)
Summer- staff ($5.75/cl.) 9 classes/day 5 days 10 wks $2,588
staff ($11.50/cl.) 4 classes/day 5 days 10 wks $2,300
Spring/Fall- staff ($5.75/cl.) 6 classes/day 2 days 16 wks $1,104
staff ($11.50/cl.) 3 classes/day 2 days 16 wks $1,104
Winter- staff ($5.75/cl.) 6 classes/day 2 days 8 wks $552
staff ($11.50/cl.) 3 classes/day 2 days 8 wks $552
Total $8,200
Water Aerobics
Summer- staff ($25.00/cl.) 12 classes/wk 14 wks $4,200
Spring/Fall- staff ($25.00/cl.) 9 classes/wk 26 wks $5,850
Winter- staff ($25.00/cl.) 9 classes/wk 12 wks $2,700
Total $12,750
Other
Misc.
1 staff ($25.00/cl.) 9 classes/wk 50 wks $11,250
Total $11,250
Total Aquatics Programs $32,200
General Programs
Leagues (adult basketball & volleyball, youth indoor soccer/hockey)
MW 2 staff ($25.00/game) 6 games/wk 20 wks $6,000
1 staff ($9.50/game) 6 games/wk 20 wks $1,140
T Th 1 staff ($25.00/cl.) 6 games/wk 24 wks $3,600
Total $10,740
Fitness (dry land)
MWF 2 staff ($25.00/cl.) 6 classes/wk 52 wks $15,600
T Th 1 staff ($25.00/cl.) 4 classes/wk 52 wks $5,200
Wknd 1 staff ($25.00/cl.) 2 classes/wk 52 wks $2,600
Total $23,400
2 staff ($35.00/sess.) 3 per week 52 wks $10,920
Weight Training
1 staff ($25.00/cl.) 4 classes/wk 52 wks $5,200
Birthday Parties
1 staff ($18.00/party) 6/wk 52 wks $5,616
Misc. (dance, martial arts, etc.)
1 staff ($18.00/cl.) 12 classes/wk 52 wks $11,232
Total General Programs $67,108
Note: Some programs and classes will be on a contractual basis with the center, where the facility will take a percentage of the revenues charged and collected. These programs have not been shown in this budget as a result.
Revenue Worksheets:
North Recreation Center
Daily
Fee # per day Revenue
Adult $7.75 25 $194
Youth $5.50 30 $165
Senior $6.50 20 $130
Total 75 $488.75 x 360 days = $175,950
Non. Res. 25% of users with a 25% increase in revenues $10,997
Grand Total $186,947
3 Month Passes
Fee # sold Revenue
Adult $180 200 $36,000
Youth $65 110 $7,150
Senior $110 170 $18,700
Household $330 450 $148,500
Total 930 $210,350 $210,350
Non. Res. 25% of users with a 25% increase in revenues $13,147
Grand Total $223,497
6 Month Pass
Fee # sold Revenue
Adult $245 130 $31,850
Youth $100 20 $2,000
Senior $165 65 $10,725
Household $440 250 $110,000
Total 465 $154,575 $154,575
Non.Res. 20% of users with a 25% increase in revenues $7,729
Grand Total $162,304
Yearly Pass
Fee # sold Revenue
Adult $385 450 $173,250
Youth $165 50 $8,250
Senior $275 85 $23,375
Household $660 800 $528,000
Total 1385 $732,875 $732,875
Non.Res. 20% of users with a 25% increase in revenues $36,644
Grand Total $769,519
Revenue Summary
Daily $186,947
3 Month Passes $223,497
6 Month Passes $162,304
Annual Passes $769,519
Total $1,342,266
Crozet Center
Part-Time Staff Hours:
Front Desk - 1 scheduled to work any hours that the center is open plus 2 staff from 4 to 8 pm on weekdays and 1 to 6 pm on weekends. The one full-time front desk supervisor would handle 40 hours of the front desk schedule (split between evenings and weekends).
Time Hours Employees Days Total Hours Per Week
Gym Attendant
Mon.-Fri.
4pm - 9pm 5 1 5 25
Sat.-Sun.
12pm - 6pm 6 1 2 12
Total 37 hours
Note: This position is 26 weeks only during the winter months.
Weight Room Attendant
Mon.-Fri.
4pm - 8pm 4 1 5 20
Sat.
12pm - 8pm 8 1 1 8
Sun.
12pm - 8pm 8 1 1 8
Total 36 hours
Custodian/Bldg. Attendant
Mon.-Fri.
4pm - 8pm 4 2 5 40
Sat.
3pm- 10pm 7 1 1 7
Sun.
3pm - 10pm 7 1 1 7
Total 54 hours
Pool Guards
Summer Season (June, July, August & Holidays-15 wks)
Time Hours Guards Days Total Hours Per Week
Mon.-Fri.
5:30am - 9am 3.5 1 5 17.5
9am - 1pm 4 1 5 20
1pm - 7pm 6 3 5 90
7pm - 10pm 3 2 5 30
Sat.
7:30am - 9am 1.5 1 1 1.5
9am - 1pm 4 1 1 4
1pm - 6pm 5 3 1 15
6pm - 8pm 2 2 1 4
Sun.
12pm - 6pm 6 3 1 18
6pm - 8pm 2 2 1 4
Total 204 hours
Fall, Winter, & Spring Seasons (September - May -37wks)
Time Hours Guards Days Total Hours Per Week
Mon.-Fri.
5:30am - 8am 2.5 1 5 12.5
8am - 11:30am 3.5 1 5 17.5
11:30am - 1pm 1.5 1 5 7.5
1pm - 3pm 2 2 5 20
3pm - 8pm 5 3 5 75
8pm - 10pm 2 2 5 20
Sat.
7:30am - 9am 1.5 1 1 1.5
9am - 1pm 4 1 1 4
1pm - 6pm 5 3 1 15
6pm - 8pm 2 2 1 4
Sun.
12pm - 6pm 6 3 1 18
6pm - 8pm 2 2 1 4
Total 199 hours
Note: This schedule is based on a guard rotation concept and on utilizing the Head Guards in the rotation schedule (approximately 40 hrs. a week additional). Based on the pool's size, schedule and estimated use patterns, this level of lifeguard staffing will be necessary to ensure adequate protection for swimmers. This is an estimate of anticipated guard hours only and actual needs could vary depending on actual use patterns, the final design of the pool and hours of operation.
Program Staffing
Aquatics
Swim Lessons (instructors are paid $11.50 an hour classes are 30-45 minutes in length)
Summer- staff ($5.75/cl.) 6 classes/day 5 days 10 wks $1,725
staff ($11.50/cl.) 4 classes/day 5 days 10wks $2,300
Spring/Fall- staff ($5.75/cl.) 6 classes/day 2 days 16 wks $1,104
staff ($11.50/cl.) 3 classes/day 2 days 16 wks $1,104
Winter- staff ($5.75/cl.) 6 classes/day 2 days 8 wks $552
staff ($11.50/cl.) 3 classes/day 2 days 8 wks $552
Total $7,337
Water Aerobics
Summer- staff ($25.00/cl.) 9 classes/wk 14 wks $3,150
Spring/Fall- staff ($25.00/cl.) 9 classes/wk 26 wks $5,850
Winter- staff ($25.00/cl.) 9 classes/wk 12 wks $2,700
Total $11,700
Other
Misc.
1 staff ($25.00/cl.) 6 classes/wk 50 wks $7,500
Total $7,500
Total Aquatics Programs $26,537
General Programs
Leagues (adult basketball & volleyball, youth indoor soccer/hockey)
MW 2 staff ($25.00/game) 6 games/wk 20 wks $6,000
1 staff ($9.50/game) 6 games/wk 20 wks $1,140
T Th 1 staff ($25.00/cl.) 6 games/wk 24 wks $3,600
Total $10,740
Fitness (dry land)
MWF 2 staff ($25.00/cl.) 6 classes/wk 52 wks $15,600
T Th 1 staff ($25.00/cl.) 4 classes/wk 52 wks $5,200
Wknd 1 staff ($25.00/cl.) 2 classes/wk 52 wks $2,600
Total $23,400
1 staff ($35.00/sess.) 5 per week 52 wks $9,100
Weight Training
1 staff ($25.00/cl.) 4 classes/wk 52 wks $5,200
Teen Activities
1 staff ($15.00/cl.) 6 classes/wk 52 wks $4,680
Misc. (dance, martial arts, etc.)
1 staff ($18.00/cl.) 12 classes/wk 52 wks $11,232
Total General Programs $64,352
Note: Some programs and classes will be on a contractual basis with the center, where the facility will take a percentage of the revenues charged and collected. These programs have not been shown in this budget as a result.
Crozet Recreation Center
Daily
Fee # per day Revenue
Adult $7.75 15 $116
Youth $5.50 15 $82.50
Senior $6.50 5 $32.50
Total 35 $231.25 x 360 days = $83,250
Non. Res. 25% of users with a 25% increase in revenues $5,203
Grand Total $88,453
3 Month Passes
Fee # sold Revenue
Adult $180 100 $18,000
Youth $65 85 $5,525
Senior $110 65 $7,150
Household $330 250 $82,500
Total 500 $113,175 $113,175
Non. Res. 25% of users with a 25% increase in revenues $7,073
Grand Total $120,248
6 Month Pass
Fee # sold Revenue
Adult $245 110 $26,950
Youth $100 20 $2,000
Senior $165 50 $8,250
Household $440 170 $74,800
Total 350 $112,000 $112,000
Non.Res. 20% of users with a 25% increase in revenues $5,600
Grand Total $117,600
Yearly Pass
Fee # sold Revenue
Adult $385 200 $77,000
Youth $165 60 $9,900
Senior $275 40 $11,000
Household $660 500 $330,000
Total 800 $427,900 $427,900
Non.Res. 20% of users with a 25% increase in revenues $21,395
Grand Total $449,295
Revenue Summary
Daily $88,453
3 Month Passes $120,248
6 Month Passes $117,600
Annual Passes $449,295
Total $775,597
Note: These work sheets were used to project possible revenue sources and amounts. These figures are estimates only, based on very basic market information and should not be considered as guaranteed absolutes. This information should be utilized as a representative revenue scenario only and to provide possible revenue target ranges.