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Final Feasibility StudyHot Springs County Recreation District

Thermopolis, WY

HSCRD Recreation/ Community CenterJuly 27, 2009

O H L S O N L A V O I E C O L L A B O R A T I V E

6 1 6 S P E E R B L V D

D E N V E R , C O L O R A D O

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A R C H I T E C T U R E

A Q U A T I C S

I N T E R I O R S

T E C H N O L O G Y

C L I E N T - C E N T E R E D C R E A T I V I T Y

In January 2009, the team of Ballard King & Associates and the Ohlson Lavoie

Collaborative was hired to assess the feasibility of a new community recreation center

for the Hot Springs County Recreation District, to evaluate potential sites, and to design

conceptual plans for a Center which will augment the District’s existing recreation

offerings. The following study was accomplished over the past seven months and

several key conclusions have been made:

1. The community is in definite need of a community recreation center.

2. Members of the community that participated in the open public meetings were

overwhelmingly in favor of having a Center.

3. Several options for funding exist to build the center.

4. The Center will generate some revenue to support itself, but will require a

subsidy.

5. The Center will allow the existing Recreation District to expand their current

program offerings.

6. The Center will be designed as a combination Recreation Center and Events

Center, with the ability to host conference-type events attended by upwards of

1000 people.

7. The addition of such an Events Center has the potential to grow the local

economy.

8. The recommended location for the Center is the property currently owned by the

Hot Springs County School District west of the existing Middle School, termed

the School District Property for the purposes of this study.

The following pages first summarize these findings in greater detail, with a

comprehensive Market Analysis and Operations Proforma for the Center. This

information is then followed by the Recommended Program Area Summary, Site

Analysis, Conceptual Site Plan, Conceptual Floor Plans, and three-dimensional

representations of the collective vision for the new Center.

Next Steps - We recommend that the citizens advisory committee, comprised of

volunteers from all walks of life who are interested in seeing that this project lives up to

its complete potential, continue to seek methods to procure funding. This group would

be charged with working with the design team and reporting back to the Recreation

Board and County Commissioners with recommendations. Full design services are also

needed, so that bid-ready construction documentation and specifications are prepared at

the time that full funding is available.

EXECUTIVE SUMMARY

HSCRD Final Feasibility Report

© 2009 Ballard*King & Associates P a g e | 1

EXECUTIVE SUMMARY

Market Analysis The primary goal of this study was to explore the community need and feasibility of a new community recreation

center for the Hot Springs County Recreation District (HSCRD) through market analysis, stakeholder meetings,

public meetings and operations analysis.

The HSCRD primary service area population is decreasing slightly with the population projected to drop about

2.7% over the next five years to reach a population of 4,529 people by the year 2013. In contrast to the primary

service area, the secondary service area is expected to grow slightly with a projected .5% increase in population

over the next five years to 28,567 people. The demographic profile of the community indicates that the younger

age groups (under 5 and 5-17 age groups) and the child rearing age group of 25-44 years old is less than the

national level and higher percentage of the over 55 age groups than the national level. There are a large number

of families with young children in the service area. The median age of HSCRD service area is significantly older

than the national level along with the median household income being lower to the national level. However, the

cost of living in Hot Springs County is lower than most communities. Age and household income are two

determining factors that drive participation in Parks and Recreation services. Over 37% of the area households

have income over $50,000 per year and the number of families in the area suggests that there will be continue

support and demand for recreation activities and programs in the future.

There are limited recreation and fitness providers in the primary service area. Although the presence of other

service providers in service area will impact the penetration rate for the proposed HSCRD recreation center, it

should be noted that a recreation center serves a different segment of the population than the private health and

fitness clubs. Most health and fitness clubs cater to the adult fitness market. The fitness component represents

only about 10% of proposed HSCRD recreation center. This clearly suggests that the main focus of the new

recreation center goes well beyond fitness and consequently will be attracting a different clientele that the private

health clubs in town. This is especially true for sports as the lack of facility access for the recreation district

programs has restricted the potential for expanding sports and recreation opportunities. Demand for programming

has increased under the current HSCRD Administration to a point where more indoor facility space is needed.

The recreation center will also relieve pressure on the restricted use of the local schools due to the increasing

demand for sports and curriculum activities at schools. The proposed center will supplement and enhance the

opportunity to bring conventions and trade shows to Thermopolis by virtue of having a large field house that can

be converted to convention/trade show space and expanding the size of events the community could attract. The

new recreation center creates an opportunity for partnering and collaborative programming that could include the

private fitness industry and School District and Chamber of Commerce



Based on the market information and recreational needs within a community, there are specific market areas that

need to be addressed with a new recreation center. These include drop in activities, sport offerings, instruction

programs, special events and community rentals. Specific market segments include:

Families

Pre-school

School-aged children

Teens

Seniors

Special needs population

Special interest groups

Operations Analysis An operation analysis was conducted to examine facility costs and revenues. The operating pro-forma developed

represents a conservative approach to estimating expenses and revenues and was completed based on the best

information available and a basic understanding of the project. Fees and charges utilized for this study represent

the market value and are subject to review, change, and approval by the HSCRD Board. The operating pro-forma

developed includes the existing Recreation District staff along with the new expenses and revenue from a new

recreation center. The proposed recreation center is estimated to recovery 61% of operating costs and

consequently will have a relatively minor impact on the level of tax support, increasing the tax support to

$206,122. The cost recovery rate for the proposed recreation center is within the industry normal range for a

community size and market conditions similar to Thermopolis.

Category Facility Budget Expenditures $522,592 Revenue $316,470 Difference ($206,122) Recovery percentage 61%



Conclusion The market conditions are favorable for supporting a new community recreation center in Thermopolis. The

proposed facility, by virtue of the field house, can serve the needs of a convention center for the community. Multi-

purpose rooms will meet the break out room needs to supplement efforts to bring events and conventions to

Thermopolis. Seating capacity in the field house will be accommodate about 1,000 people, which is much larger

than anything currently available. The multiple gymnasium space of the field house will greatly enhance the

Recreation District’s ability to offer programming and sport opportunities. The Hot Springs County Recreation

District is ideally positioned to not only improve the quality of the facilities building a new recreation center, but

also to contribute to the overall financial health of the community through hosting events that will generate tourism

for the general area. The economic assessment for the HSCRD facility will generate over $3M in tourism and

economic trade annually that will provide a significant boost to area hotels and restaurants. A new recreation

center will enhance the quality of life for Hot Springs County residents and become an identifying landmark to the

Thermopolis landscape that attracts families and businesses to the general area. A new recreation center will

drastically enhance the image and financial viability of the Recreation District.

The Hot Springs Recreation District has completed the market analysis, stakeholder meetings, public meetings,

site analysis, project cost estimates and operations analysis processes in the planning efforts for a new

community recreation center. Hot Springs County has the tools available and must decide if the time is right to

join the cities of Casper, Gillette, Evanston, Rawlins, Rock Springs, Cody and Laramie by building a community

recreation center for their residents.

MARKET ANALYSIS



DEMOGRAPHIC SUMMARY & MARKET REVIEW

A market analysis that looks at the demographic realities of the area and reviews the existing indoor recreation

facilities in the greater Thermopolis market has been undertaken in an attempt to determine the feasibility of

building a proposed new community recreation center in the City of Thermopolis, WY.

The following is a summary of the basic demographic characteristics of the Thermopolis and Hot Springs County

area and a comparison with basic sports participation standards as produced by the National Sporting Goods

Association and cultural arts participation by the National Endowment for the Arts.

Service Areas: The focus of the planned center will be to serve the residents of the City of Thermopolis and the

County of Hot Springs. As a result there were 3 different service areas identified for the community recreation

center. The immediate service area will be the City of Thermopolis, as this is the likely location of the recreation

center. The primary service area, which is what the NSGA information will be based upon, is Hot Springs County.

The secondary service area is an estimated 30-45 minute drive time North and South of Thermopolis.

Primary and secondary service areas are usually defined by the distance people will travel on a regular basis (a

minimum of once a week) to utilize a recreation facility or its programs. Use by individuals outside of the primary

and secondary service area will be limited to special events (tournaments, swim meets, etc.) or visitors to the

area.

Service areas can also vary in size with the types of components that are included in a facility. A center with an

indoor pool and other active elements (weight and cardiovascular equipment area, gym, track, etc.) will generally

have a larger primary service area than a more passively oriented facility. Specialized facilities, such as an indoor

ice rink or a sports field house, will have even larger service areas that make them more of a regional destination.

Based upon the facility’s proximity to major thoroughfares, and the amenities included in the facility, the driving

distance may increase or decrease. Another factor impacting the use as it relates to driving distance is the

presence of alternative service providers in the Thermopolis and Hot Springs County service areas. Alternative

service providers can have an impact upon membership, daily admissions and the associated penetration rates

for programs.



Service Area Statistics and Comparison Population Comparison: 2000 Census 2008 Estimate 2013 Projection Immediate Service Area 3,446 3,252 3,149 Primary Service Area 4,882 4,657 4,529 Secondary Service Area 28,395 28,420 28,567 Number of Households Comparison: 2000 Census 2008 Estimate 2013 Projection Immediate Service Area 1,492 1,452 1,421 Primary Service Area 2,108 2,086 2,050 Secondary Service Area 11,223 11,635 11,818 Number of Families Comparison: 2000 Census 2008 Estimate 2013 Projection Immediate Service Area 945 890 851 Primary Service Area 1,353 1,297 1,247 Secondary Service Area 7,656 7,722 7,698 Average Household Size Comparison 2000 Census 2008 Estimate 2013 Projection Immediate Service Area 2.25 2.18 2.15 Primary Service Area 2.82 2.73 2.71 Secondary Service Area 3.01 2.92 2.90 United States 2.59 2.59 2.59 Source – U.S. Census Bureau and ESRI



Immediate Service Area Map



Population Distribution by Age: Utilizing census information for the Immediate Service Area, the following comparisons are possible. Table A – 2008 Immediate Service Area Age Distribution (ESRI estimates)

Ages Population % of Total Nat. Population Difference -5 169 5.2% 7.0% -1.8%

5-17 444 13.7% 17.3% -3.6% 18-24 279 8.6% 9.9% -1.3% 25-44 659 20.3% 27.4% -7.1% 45-54 503 15.5% 14.6% 0.9% 55-64 467 14.4% 11.1% 3.3% 65-74 362 11.2% 6.4% 4.8% 75+ 366 11.3% 6.2% 5.1%

Population: 2008 census estimates in the different age groups in the service area. % of Total: Percentage of the service area population in the age group. National Population: Percentage of the national population in the age group. Difference: Percent difference between the service area population and the national population. Chart A – 2008 Immediate Service Area Age Group Distribution

The demographic makeup of the Immediate Service Area, when compared to the characteristics of the national population, indicates that there are some differences. There is a larger population in the 45-54, 55-64, 65-74 and 75+ age groups and a smaller population in the -5, 5-17, 18-24 and 25-44 age groups. The greatest positive variance in percentage, 5.1%, is in the 75+ age categories and the greatest negative variance, -7.1%, is in the 25-44 age categories.

05

10

15

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25

30

-5 5yrs-17 18-25 25-44 45-54 55-64 65-74 75+

Primary Service AreaNational Population



Population Distribution Comparison by Age: Utilizing census information from the Immediate Service Area, the following comparisons are possible. Table B – 2008 Immediate Service Area Population Estimates (U.S. Census Information and ESRI)

Ages 2000 Population

2008 Population

2013 Population

Percent Change

Percent Change Nat’l

-5 176 169 162 -8.0% 18.1% 5-17 602 444 408 -32.2% 3.4% 18-24 217 279 233 7.4% 20.1% 25-44 811 659 679 -16.3% 0.7% 45-54 508 503 415 -18.3% 27.6% 55-64 446 467 516 15.7% 69.3% 65-74 357 362 355 -0.6% 25.7% 75+ 329 366 381 15.8% 24.5%

Chart B – Immediate Service Area Population Growth

Table B looks at the growth, or decline, in age group numbers from the 2000 census through the year 2013. It is projected that the age categories of 18-24, 55-64 and 75+ will see an increase, and all other age categories will see a decrease. The population of the United States as a whole is aging. It is not unusual to find negative growth numbers in younger age groups, and net gains nearing 45% in the 45+ age groups in communities with relatively stable population numbers.

0100200300400500600700800900

-5 5yrs-17 18-24 25-44 45-54 55-64 65-74 75+

200020082013



Below is listed the distribution of the population by race and ethnicity for the Immediate Service Area based on 2008 population estimates. Table C – Immediate Service Area Ethnic Population and Median Age

Ethnicity Total Population Percentage of Population

Median Age

Hispanic1 31 0.9% 25.8 White 3,108 95.6% 47.1 Black 15 0.5% 17.5

American Indian 56 1.7% 26.0 Asian 11 0.3% 51.3

Pacific Islander 0 0.0% 0.0 Other 17 0.5% 30.8

Multiple 38 1.2% 28.8 2008 Immediate Service Area Total Population: 3,252 Residents Source – U.S. Census Bureau and ESRI

1 The Census Bureau and ESRI do not define “Hispanic” as an ethnicity, therefore if you add the percentages you will find them to be great than 100%. Hispanic is included because it is the opinion of Ballard*King & Associates that it important to have as broad of an understanding of the make-up of your service area as possible.



The charts below provide a simple graphic representation of the information contained in Table C on the previous page. Table C, Illustration 1 – Total Hispanic Community

Table C, Illustration 2 – White v. Other

Table C, Illustration 3 – Black, American Indian, Asian, Pacific Islander, Other and Multiple Races

0.90%

99.10%

HispanicOther

0.50%

1.70%0.30%0.00%

0.50%

1.20%BlackAmerican IndianAsian Pacific IslanderOtherMultiple Races

95.60%

4.40%

WhiteOther



Primary Service Area Map



Population Distribution by Age: Utilizing census information for the Primary Service Area, the following comparisons are possible. Table D – 2008 Primary Service Area Age Distribution (ESRI estimates)

Ages Population % of Total Nat. Population Difference -5 223 4.8% 7.0% -2.2%

5-17 617 13.2% 17.3% -4.1% 18-24 371 8.0% 9.9% -1.9% 25-44 900 19.4% 27.4% -8.0% 45-54 777 16.6% 14.6% 2.0% 55-64 729 15.6% 11.1% 4.5% 65-74 538 11.6% 6.4% 5.2% 75+ 502 10.8% 6.2% 4.6%

Population: 2008 census estimates in the different age groups in the service area. % of Total: Percentage of the service area population in the age group. National Population: Percentage of the national population in the age group. Difference: Percent difference between the service area population and the national population. Chart C – 2008 Primary Service Area Age Group Distribution

When compared to the characteristics of the national population, the demographic makeup of the Primary Service Area indicates that there are some differences. The Primary Service Area has a larger population in the 45-54, 55-64, 65-74 and 75+ age groups and a smaller population in the -5, 5-17, 18-24 and 25-44 age groups. The greatest positive variance, 5.2%, is in the 65-74 age categories and the greatest negative variance, -8.0%, is in the 25-44 age categories. While this age distribution is different than the national population it is almost identical to the Immediate Service Area.

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30

-5 5yrs-17 18-25 25-44 45-54 55-64 65-74 75+

Primary Service AreaNational Population



Population Distribution Comparison by Age: Utilizing census information from the Primary Service Area, the following comparisons are possible. Table E – 2008 Primary Service Area Population Estimates (U.S. Census Information and ESRI)


2008 Population

2013 Population

Percent Change


-5 235 223 210 -10.6% 18.1% 5-17 841 617 563 -33.1% 3.4% 18-24 289 371 299 3.5% 20.1% 25-44 1,138 900 917 -19.4% 0.7% 45-54 735 777 616 -16.2% 27.6% 55-64 666 729 840 26.1% 69.3% 65-74 493 538 560 13.6% 25.7% 75+ 485 502 524 8.0% 24.5%

Chart D – Primary Service Area Population Growth

Table E looks at the growth, or decline, in age group numbers from the 2000 census through the year 2013. It is projected that the 18-24, 55-64, 65-74 and 75+ age categories will see an increase in population while the -5, 5-17, 25-44 and 45-54 age categories will see a decrease. The population of the United States as a whole is aging. It is not unusual to find negative growth numbers in younger age groups, and net gains nearing 45% in the 45+ age groups in communities with relatively stable population numbers.

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200

400

600

800

1000

1200

-5 5yrs-17 18-24 25-44 45-54 55-64 65-74 75+

200020082013



Table F illustrates the distribution of the population by race and ethnicity for the Primary Service Area based on 2008 population estimates. Table F – Primary Service Area Ethnic Population and Median Age


Median Age

Hispanic2 125 2.7% 25.2 White 4,450 95.6% 48.5 Black 17 0.4% 27.5

American Indian 77 1.7% 29.5 Asian 15 0.3% 49.2


Multiple 64 1.4% 30.0 2008 Primary Service Area Total Population: 4,657 Residents Source – U.S. Census Bureau and ESRI




The charts below provide a simple graphical representation of the information contained in Table C on the previous page. Table F, Illustration 1 – Total Hispanic Community

Table F, Illustration 2 – White v. Other

Table F, Illustration 3 – Black, American Indian, Asian, Pacific Islander, Other and Multiple Races

2.70%

97.30%

HispanicOther

0.40%

1.70%

0.30%0.00%0.70%

1.40%

BlackAmerican IndianAsian Pacific IslanderOtherMultiple Races

95.60%

4.40%

WhiteOther



Secondary Service Area Map



Population Distribution by Age: Utilizing census information for the Secondary Service Area, the following comparisons are possible. Table G – 2008 Secondary Service Area Age Distribution (ESRI estimates)

Ages Population % of Total Nat. Population Difference -5 1,801 6.4% 7.0% -0.6%

5-17 4,767 16.7% 17.3% -0.6% 18-24 2,497 8.9% 9.9% -1.0% 25-44 6,690 23.5% 27.4% -3.9% 45-54 4,378 15.4% 14.6% 0.8% 55-64 3,786 13.4% 11.1% 2.3% 65-74 2,281 8.0% 6.4% 1.6% 75+ 2,219 7.8% 6.2% 1.6%

Population: 2008 census estimates in the different age groups in the service area. % of Total: Percentage of the service area population in the age group. National Population: Percentage of the national population in the age group. Difference: Percent difference between the service area population and the national population. Chart E – 2008 Secondary Service Area Age Group Distribution

When compared to the characteristics of the national population, the demographic makeup of the Secondary Service Area indicates that they are different. The Secondary Service Area has a slightly larger population in the 45-54, 55-64, 65-74 and 75+ age groups and a slightly smaller population in the -5, 5-17, 18-24 and 25-44 age groups. The greatest positive variance, 2.3%, is in the 55-64 category, and the greatest negative variance, -3.9%, is in the 25-44 age category. While this distribution is similar than the Immediate and Primary Service Areas, this Secondary Service Area is more aligned with the national percentages.

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10

15

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-5 5yrs-17 18-25 25-44 45-54 55-64 65-74 75+

Secondary Service AreaNational Population



Population Distribution Comparison by Age: Utilizing census information from the Secondary Service Area, the following comparisons are possible. Table H – 2008 Secondary Service Area Population Estimates (U.S. Census Information and ESRI)


2008 Population

2013 Population

Percent Change


-5 1,759 1,801 1,792 1.9% 18.1% 5-17 5,603 4,767 4,725 -15.7% 3.4% 18-24 2,290 2,497 2,229 -2.7% 20.1% 25-44 7,205 6,690 6,751 -6.3% 0.7% 45-54 4,179 4,378 3,919 -6.2% 27.6% 55-64 2,975 3,786 4,389 47.5% 69.3% 65-74 2,349 2,281 2,469 5.1% 25.7% 75+ 2,035 2,219 2,293 12.7% 24.5%

Chart F – Secondary Service Area Population Growth

Table H looks at the growth, or decline, in age group numbers from the 2000 census through the year 2013. It is projected that the -5, 55-64, 65-74 and 75+ age categories will see an increase in population while the 5-17, 18-24, 25-44 and 45-54 age categories will see a decrease. The population of the United States as a whole is aging. It is not unusual to find negative growth numbers in younger age groups, and net gains nearing 45% in the 45+ age groups in communities with relatively stable population numbers.

010002000300040005000600070008000

-5 5yrs-17 18-24 25-44 45-54 55-64 65-74 75+

200020082013



Below is listed the distribution of the population by race and ethnicity for the Secondary Service Area based on 2008 population estimates. Table I – Secondary Service Area Ethnic Population and Median Age


Median Age

Hispanic3 2,152 7.6% 25.2 White 24,533 86.3% 43.2 Black 50 0.2% 30.0

American Indian 2,132 7.5% 25.0 Asian 160 0.6% 39.1


Multiple 670 2.4% 23.8 2008 Secondary Service Area Total Population: 28,420 Residents Source – U.S. Census Bureau and ESRI




The charts below provide a simple graphic representation of the information contained in Table F on the previous page. Table I, Illustration 1 – Total Hispanic Community

Table I, Illustration 2 – White v. Other

Table I, Illustration 3 – Black, American Indian, Asian, Pacific Islander, Other and Multiple Races

7.60%

92.40%

HispanicOther

0.20%

7.50%

0.60%0.02%

3.10%

2.40% BlackAmerican IndianAsian Pacific IslanderOtherMultiple Races

86.30%

13.70%

WhiteOther



Charts G & H compare the median age and household income levels with the national number. Both of these factors are primary determiners for participation in recreation activities. The lower the median age, the higher the participation rates are for most activities. Levels of participation also increase with higher income levels. Median Age: 2000 Census 2008 Estimate 2013 Projection Immediate Service Area 43.5 46.5 47.5 Primary Service Area 44.2 48.1 50.2 Secondary Service Area 39.0 40.5 41.3 Nationally 35.3 36.8 37.7 Chart G – Median Age

Chart G shows that all 3 service areas’ median age is above the national number. The Primary Service Area shows the greatest deviation, while the Secondary Service Area is closest to the national numbers. This information will be significant when developing a program statement and operations performance indicator analysis, because facilities and programs that appeal to those age groups are most desirable.

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2000 2008 2013

Immediate Service AreaPrimary Service AreaSecondary Service AreaNationally



Map of Median Age The map below identifies the median age by zip code and illustrates the boundaries of the primary service area. This allows for a more accurate depiction of where particular age groups might be relative to the proposed site of a community center in Thermopolis.



Median Household Income 2000 Census 2008 Estimate 2013 Projection Immediate Service Area $29,510 $38,367 $46,461 Primary Service Area $29,871 $38,494 $46,135 Secondary Service Area $32,757 $42,139 $50,649 Nationally $42,164 $54,749 $64,042 Chart H – Median Household Income

In the Immediate Service Area, the percentage of households with median income over $50,000 per year is 36.8% compared to 54.4% on a national level. Furthermore, the percentage of the households in the primary service area with median income less than $25,000 per year is 32.6% compared to a level of 21.1% nationally. In the Primary Service Area, the percentage of households with median income over $50,000 per year is 37.8% compared to 54.4% on a national level. Furthermore, the percentage of the households in the primary service area with median income less than $25,000 per year is 32.7% compared to a level of 21.1% nationally. In the Secondary Service Area, the percentage of households with median income over $50,000 per year is 40.7% compared to 54.4% on a national level. Furthermore, the percentage of the households in the primary service area with median income less than $25,000 per year is 29.2% compared to a level of 21.1% nationally. These statistics indicate that there may be a lower level of discretionary income for recreational purposes, but this assumption must be tempered with the cost of living in the City of Thermopolis and County of Hot Springs.

010000200003000040000500006000070000

2000 2008 2013

Immediate Service AreaPrimary Service AreaSecondary Service AreaNationally



Map of Median Income The map below identifies the median household income by zip code and illustrates the primary service area boundaries. This allows for a more accurate depiction of where households with more discretionary income might be relative to the proposed site of a community recreation center in Thermopolis.

In addition to reviewing the Median Age and Median Income, it is important to examine Household Budget Expenditures. Looking at housing information; shelter, utilities, fuel and public services along with entertainment & recreation, a snapshot of the cost of living in the service area emerges. The table below looks at that information and compares the Immediate and Primary Service area to the rest of the State of Wyoming.



Household Budget Expenditures4 Immediate Service Area SPI Average Amount Spent Percent Housing 65 $13,121.01 27.6%

Shelter 63 $9,856.82 20.7% Utilities, Fuel, Public Service 72 $3,264.18 6.9%

Entertainment & Recreation 70 $2,583.36 5.4% Primary Service Area SPI Average Amount Spent Percent Housing 64 $12,763.71 27.1%


Entertainment & Recreation 70 $2,605.80 5.5% State of Wyoming SPI Average Amount Spent Percent Housing 81 $16,212.00 27.8%


Entertainment & Recreation 85 $3,171.26 5.4% SPI: Spending Potential Index as compared to the National number of 100.

Average Amount Spent: The average amount spent per household.

Percent: Percent of the total 100% of household expenditures. Note: Shelter along with Utilities, Fuel, Public Service are a portion of the Housing

percentage. The Median Household Income is significantly below the National level. However, if the Household Budget Expenditures are also examined, it would indicate that the cost of living in the Immediate and Primary Service Areas is lower than the State of Wyoming and the National SPI Number of 100. It will be important to keep this information in mind when developing a fee structure and looking at cost recovery philosophy.

4 Consumer Spending data are derived from the 2004 and 2005 Consumer Expenditure Surveys, Bureau of Labor Statistics. ESRI forecasts for 2008 and 2013.



Recreation Activities Participation On an annual basis, the National Sporting Goods Association (NSGA) conducts an in-depth study and survey of how Americans spend their leisure time. This information provides the data necessary to overlay rate of participation onto the Primary Service Area to determine market potential. Comparison with National Statistics: Utilizing information from the NSGA and comparing it with the Primary Service Area demographics, the following participation projections can be made. Statistics were compared based on age, household income, regional population and national population. Table J – Participation Rates

Age Income Region National Average Aerobic 10.5% 10.6% 15.8% 11.4% 12.1% Baseball 4.2% 4.2% 3.7% 5.3% 4.4% Basketball 7.3% 8.1% 10.7% 9.1% 8.8% Billiards 9.4% 11.6% 14.0% 11.1% 11.5% Exercise w/ Equipment 18.7% 16.4% 22.6% 19.9% 19.4% Exercise Walking 34.9% 31.5% 36.2% 33.8% 34.1% Running/Jogging 9.3% 10.2% 13.9% 11.4% 11.2% Skateboarding 2.9% 4.6% 5.7% 3.8% 4.2% Soccer 3.9% 4.8% 7.1% 5.2% 5.3% Softball 3.1% 4.1% 2.0% 3.8% 3.2% Swimming 17.3% 16.2% 21.4% 19.7% 18.6% Tennis 3.9% 1.9% 3.2% 4.6% 3.4% Volleyball 3.7% 4.6% 4.8% 4.5% 4.4% Weight Lifting 10.7% 10.5% 19.0% 12.5% 13.2% Workout @ Clubs 12.3% 9.2% 13.0% 12.7% 11.8% Age (median): Participation based on median age of Primary Service Area. Income: Participation based on the 2008 estimated median household income in the Primary Service Area. Region: Participation based on regional statistics (Mountain). National: Participation based on national statistics. Average: Average of the four columns.



Anticipated Participation Numbers by Activity: Utilizing the average percentage from Table G above plus the 2000 census information and census estimates for 2008 and 2013 (over age 5) the following comparisons can be made. Table K – Participation Rates from 2000 to 2013

Activity Average 2008 Primary Service Area

2008 Secondary Service Area

Aerobic 12.1% 562 3,429 Baseball 4.4% 203 1,239 Basketball 8.8% 410 2,500 Billiards 11.5% 537 3,277 Exercise w/ Equipment 19.4% 904 5,515 Exercise Walking 34.1% 1,588 9,689 Running/Jogging 11.2% 522 3,184 Skateboarding 4.2% 198 1,206 Soccer 5.3% 245 1,495 Softball 3.2% 151 921 Swimming 18.6% 869 5,300 Tennis 3.4% 158 964 Volleyball 4.4% 205 1,250 Weight Lifting 13.2% 614 3,747 Workout @ Clubs 11.8% 549 3,352 Note: The estimated participation numbers indicated above are for each of the sports listed. They do not necessarily translate into expected attendance figures at a Thermopolis Community Recreation Center since many participants utilize other facilities for these activities and may participate in more than one activity at a time. These figures do however indicate the total number of people participating in various activities within the Primary Service Area.



A variety of indoor recreation activities are listed below with their relative market strength and rate of participation. Summary of Sports Participation: The following chart summarizes participation in various sports and leisure activities utilizing information from the 2007 National Sporting Goods Association survey. Table L – Sports Participation Summary

Sport Nat’l Rank

Nat’l Participation in Millions

Primary Service Rank

Primary Service %

Exercise Walking 1 89.8 1 34.1% Exercising w/ Equipment 2 52.8 2 19.4% Swimming 3 52.3 3 18.6% Work-Out at Club 8 33.8 6 11.8% Weight Lifting 9 33.2 4 13.2% Running/Jogging 11 30.4 8 11.2% Aerobic Exercising 12 30.3 5 12.1% Billiards/Pool 13 29.5 7 11.5% Basketball 15 24.1 9 8.8% Baseball 19 14.0 11 4.4% Soccer 20 13.8 10 5.3% Tennis 22 12.3 14 3.4% Volleyball 24 12.0 11 4.4% Skateboarding 28 10.1 13 4.2% Softball 29 10.0 15 3.2% Nat’l Rank: Popularity of sport based on national survey. % Participation: Percent of population that would participate in this sport in the Primary Service Area. Primary Service Rank: Ranking of activities based upon average from Table G. Age Group: The age group with the highest level of participation based on national survey. Note: Age group participation is generally on a bell curve, with the age group noted having the highest rate and then declining from there. It is also important to understand that the rank of activities in the primary service area deviates slightly from the national rank. In particular, Weight Lifting and Aerobic Exercising rank significantly higher in the Primary Service Area when compared to the national number.



Comparison of State Statistics with National Statistics: Utilizing information from the National Sporting Goods Association, the following charts illustrate the participation numbers in selected sports in the state of Wyoming. Wyoming participation numbers in selected indoor sports - As reported by the National Sporting Goods Association in 2007. Table M – Wyoming Participation Rates

Sport Wyoming Participation (in thousands)

Age Group Largest Number

Exercise Walking 181 45-54 45-54 Exercising w/ Equipment 140 25-34 25-34 Swimming 261 7-11 35-44 Work-Out at Club 13 25-34 25-34 Weight Lifting 130 25-34 25-34 Running/Jogging 101 18-24 25-34 Aerobic Exercising 8 25-34 25-34 Billiards/Pool 67 18-24 25-34 Basketball 35 12-17 12-17 Baseball 140 7-11 7-11 Soccer5 0 7-11 7-11 Tennis 13 7-11 25-34 Volleyball 20 12-17 12-17 Skateboarding6 0 12-17 12-17 Softball 40 12-17 25-34 Wyoming Participation: The number of people (in thousands) in Wyoming who participated more than once in the activity in

2007 and were 7 years of age or older. Age Group: The age group in which the sport is most popular or the age group where the highest percentage of

the age span participates in the activity. (Example: The highest percent of an age group that participates in exercise walking is 55-64.) This is a national statistic.

Largest Number: The age group with the highest number of participants. Example: The greatest number of exercise

walkers is in the 45-54 age group. (Note: This statistic is driven more by the sheer number of people in the age group than by the popularity of the sport in the age span.) This is a national statistic.

5 There is no state data for Soccer. 6 There is no state data for Skateboarding.



Wyoming sport percentage of participation compared with the population percentage of the United States: Wyoming’s population represents 0.17% of the population of the United States (based on 2006 statistics from the U.S. Census Bureau). Table N – Wyoming Participation Correlation

Sport Participation Percentages

Baseball 1.0% Swimming 0.5% Weight Lifting 0.4% Softball 0.4% Exercising w/ Equipment 0.3% Running/Jogging 0.3% Exercise Walking 0.2% Billiards/Pool 0.2% Volleyball 0.2% Basketball 0.1% Tennis 0.1% Work-Out at Club 0.04% Aerobic Exercising 0.03% Soccer 0.0% Skateboarding 0.0% Note: Sports participation percentages refer to the total percent of the national population that comes from the State of Wyoming who participates in a given sport. It is significant that nine (9) of the activities listed have a higher participation rate that exceeds the National population percentage. This indicates a relatively high rate of participation in the selected activities.



Recreation Expenditures Spending Potential Index: In addition to participation in recreation activities ESRI also measures recreation expenditures in a number of different areas which is then indexed against national numbers. The following comparisons are possible. Table O – Recreation Expenditures Spending Potential Index Primary Service State of Wyoming United States Average Spent SPI Average Spent SPI Average Spent SPI Fees for Participant Sports

$68.85 60 $89.84 79 $114.20 100

Fees for Recreational Lessons

$73.99 58 $98.35 77 $127.48 100

Social, Recreation, Club Membership

$107.69 65 $134.49 81 $166.06 100

Exercise Equipment/Game Tables

$69.78 67 $85.85 82 $104.24 100

Other Sports Equipment

$9.98 66 $12.46 83 $15.12 100

Average Amount Spent: The average amount spent for the service or item in a year.

SPI: Spending potential index as compared to the national number of 100.

The SPI index indicates the rate of spending in all areas is below the state and national numbers. This shows that there is probably a lower rate of discretionary spending for the types of services that a community recreation center may provide. This information is very important when determining price point for activities and cost recovery philosophy for the proposed center.



Mapping of Recreation Expenditures Index The map below identifies the Recreation Expenditure Spending Potential Index by zip code and illustrates the primary service area boundaries. This allows for a more accurate depiction of where households with a higher SPI might be relative to the proposed site of a community recreation center.



Aquatic Activity and Facility Trends: Without a 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 pool’s design has proved to be extremely popular for the recreational user. The age of the conventional pool in most recreational settings has been greatly diminished. Leisure pools appeal to the younger children (who are the largest segment of the population that swim) 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 the potential to sell more admissions and increase revenues. It is estimated conservatively that a leisure pool can generate up to 20% to 25% more revenue than a comparable conventional pool and the cost of operation, while being higher, has been offset through increased revenues. Of note is the fact that patrons seem willing to pay a higher user fee at a leisure pool than a conventional aquatics facility. Another trend that is growing more popular in the aquatic’s field is the development of a raised temperature therapy pool for rehabilitation programs. This has usually been done in association with a local health care organization or a physical therapy clinic. The medical organization either provides capital dollars for the construction of the pool or agrees to purchase so many hours of pool time on an annual basis. This form of partnership has proven to be appealing to both the medical side and the organization that operates the facility. The medical sector receives the benefit of a larger aquatic center, plus other amenities that are available for their use, without the capital cost of building the structure. In addition, they are able to develop a much stronger community presence away from traditional medical settings. The facility operators have a stronger marketing position through an association with a medical organization and a user group that will provide a solid and consistent revenue stream for the center. This is enhanced by the fact that most therapy use times occur during the slower mid-morning or afternoon times in the pool and the center.

Despite the recent emphasis on recreational swimming and therapy, the more traditional aspects of aquatics (including swim teams, instruction and aqua fitness) remain as the foundation for many aquatic centers. The life safety issues associated with teaching children how to swim is a critical concern in most communities and competitive swim team programs through United States Swimming, high schools, and other community based organizations continue to be important. Aqua fitness, from aqua exercise to lap swimming, has enjoyed strong growth during the last ten years with the realization of the benefits of water-based exercise.

The placement of traditional instructional/competitive pools, with shallow depth/interactive leisure pools and warm water therapy pools in the same enclosure has been well received in the market. This idea has proven to be financially successful by centralizing pool operations for recreation services providers and through increased generation of revenues from patrons willing to pay for an aquatic experience that is new and exciting. For many centers, the indoor aquatic complex has become the focal point for the facility and has expanded markets and ultimately revenues.



Due to the increasing recreational demands there has been a shortage in most communities of the following spaces. Gymnasiums Pools (especially leisure pools) Ice arenas Weight/cardiovascular equipment areas Indoor running/walking tracks Meeting/multipurpose (general program) space Senior’s program space Pre-school and youth space Teen use areas As a result, many communities have attempted to include these amenities in public community recreation centers. Leisure pools (with slides and interactive water features) that appeal to younger swimmers and non-swimmers as well as families and seniors have become extremely popular and are being built in conjunction with or instead of conventional pools. Weight/cardiovascular space is also in high demand and provides a facility with the potential to generate significant revenues (along with the leisure pool). Gyms, due to their flexibility and versatility are needed for both youth and adult activities. The success of most community recreation centers is dependent on meeting the recreational needs of a variety of individuals. The fastest growing segment of society is the senior population and meeting the needs of this group is especially important now and will only grow more so in the coming years. Indoor walking tracks, exercise areas, pools and classroom spaces are important to this age group. Marketing to the younger more active senior is paramount, as this age group has the free time available to participate in leisure activities, the desire to remain fit, and more importantly the disposable income to pay for such services. Youth programming has always been a cornerstone for recreation services and will continue to be so with an increased emphasis on teen needs and providing a deterrent to juvenile crime. With a continuing increase in single parent households and two working parent families, the needs of school age children for before and after school child care continues to grow as does the need for preschool programming. The ever increasing demand for programming has put a real squeeze on the number of indoor recreation facilities that are available. Recreation has historically utilized school facilities during non-school hours for its programs and services. However, the limits of using school facilities, the growth in school sports, and the lack of daytime program space has pushed communities to build separate recreation centers or partner with schools to enlarge facilities. Even with these new centers, use of school buildings has continued to be strong and has allowed for the growth in programs and services. As more and more communities attempt to develop community recreation centers the issues of competition with other providers in the market area have inevitably been raised. The loudest objections have come from the private health club market and their industry voice IHRSA. The private sector has vigorously contended that public facilities unfairly compete with them in the market and have spent considerable resources attempting to derail public projects. However, the reality is that in most markets where public community recreation centers have been built, the private sector has not been adversely affected and in fact in many cases has continued to grow. This is due in large part to the fact that public and private providers serve markedly different markets. One of the other issues of competition comes from the non-profit sector (primarily YMCA's but also JCC’s, and others), where the market is much closer to that of the public providers. While not as vociferous as the private providers, the non-profits have also often expressed concern over public community recreation centers. What has resulted from this is a strong growth in the number of partnerships that have occurred between the public and non-profit sector in an attempt to bring the best recreation amenities to a community.



Sports activities that often take place indoors in a community recreation center are listed below along with the percentage of growth or decline that each has experienced nationally over the last 10 years (1998-2007). Table P – National Activity Trend (in millions)

Sport/Activity 1998 Participation 2007 Participation Percent Change Weight Lifting 22.8 33.2 45.60% Running/Jogging 22.5 30.4 35.10% Skateboarding 7.7 10.1 31.20% Workout Club 26.5 33.8 27.50% Aerobics 25.8 30.3 17.40% Exercise Walking 77.6 89.8 15.70% Exercise w/ Equipment 46.1 52.8 14.50% Tennis 11.2 12.3 9.80% Soccer 13.2 13.8 4.50% Billiards 32.3 29.5 -8.70% Swimming 58.2 52.3 -10.10% Baseball 15.9 14 -11.90% Basketball 29.4 24.1 -18.00% Volleyball 14.8 12 -18.90% Softball 15.6 10 -35.90% 1998 Participation: The number of participants per year in the activity (in millions) in the United States.

2007 Participation: The number of participants per year in the activity (in millions) in the United States.

Percent Change: The percent change in the level of participation from 1998 to 2007.



Non-Sport Participation Statistics: Most community recreation centers are more than just sports-oriented facilities. Participation in a wide variety of passive activities and cultural pursuits is both common and essential to a well-rounded center. Recognition of passive and active recreational pursuits is useful in determining some of the program participation and revenue in the operations section of the report. While there is not an abundance of information available for participation in these types of activities, compared to available information for sport activities, there are statistics that can be utilized to help determine the market for cultural arts activities and events. Beginning in 1992, and at selected intervals thereafter, the National Endowment for the Arts (NEA) has sponsored The Survey of Public Participation in the Arts to determine the extent to which Americans participate in the arts. Information extracted from the 2002 survey, the most recent survey available, indicates the following. It should be noted that the NEA survey was conducted in twelve selected cities across the country and lacks the scientific significance of the NSGA survey.



Personal Participation in the Arts This table illustrates the number of individuals who have personally performed or have created works in cultural arts activities at least once in 2002. Table Q – Participation in Arts

Activity

Percent of Adults Number of Adults

(in millions) Music

Jazz 1.3% 2.7 Classical Music 1.8% 3.7 Opera 0.7% 1.4 Choir/Choral 4.8% 9.8 Composing Music 2.3% 4.7

Plays Musical Plays 2.4% 4.9 Non-Musical Plays 1.4% 2.9

Dance Ballet 0.3% 0.6 Other Dance 4.2% 8.6

Visual Arts Drawing/Painting 8.6% 17.6 Photography 11.5% 23.6 Pottery/Jewelry 6.9% 14.1 Weaving/Sewing 16.0% 14.1

Literature Writing 7.0% 14.4

Percent of Adults: The percentage of adults (18 years and older) in the U.S. who participated in the activity at least

once during 2002. Number of Adults: The number of adults in the U.S. who participated in the activity at least once during 2002. These statistics indicate a strong number of individuals who personally participate in certain cultural arts activities. The different activity classifications are very broad and include a variety of specific events.



Participation in Art Classes or Lessons: Individuals who participated in art classes and lessons at least once in 2002. Table R – Participation in Arts

Activity Percent of Adults

2008 Primary Service Area

2008 Secondary Service Area

Music Jazz 1.3% 61 370 Classical Music 1.8% 84 512 Opera 0.7% 33 199 Choir/Choral 4.8% 224 1,364 Composing Music 2.3% 107 654

Plays Musical Plays 2.4% 112 682 Non-Musical Plays 1.4% 65 398

Dance Ballet 0.3% 14 85 Other Dance 4.2% 196 1,194

Visual Arts Drawing/Painting 8.6% 401 2,444 Photography 11.5% 536 3,268 Pottery/Jewelry 6.9% 321 1,961 Weaving/Sewing 16.0% 745 4,547

Literature Writing 7.0% 326 1,989

2008 Primary Service Area Population: 4,657 2008 Secondary Service Area Population: 28,420 Percent of Adults: The percentage of adults (18 years and older) in the U.S. who participated in the activity at least

once during 2002. Primary Service Area: The number of individuals in the service area who may participate in these activities. Secondary Service Area: The number of individuals in the service area who may participate in these activities. These statistics indicate the number of individuals who participate in certain cultural arts activities. The different activity classifications are very broad and include a variety of specific events.



General Attendance for Arts Activities U.S. Adults (over age 18) who attended a cultural arts activity in 2002 (at least once). Table S – Attendance for Arts Activities

Activity

Percent of Adults

Number of Adults (in millions)

Music Jazz 10.8% 22.2 Classical Music 11.6% 23.8 Opera 3.2% 6.6

Plays Musical Plays 17.1% 35.1 Non-Musical Plays 12.3% 25.2

Dance Ballet 3.9% 8.0 Other Dance 6.3% 12.1

Visual Arts Art Museums/Galleries 26.5% 54.3 Art/Craft Fairs & Festivals 33.4% 68.4

Historic Sites Parks/Historic Buildings 31.6% 64.7

Literature Plays/Poetry/Etc. 46.7% 95.3

% of Adults: The percentage of adults (18 years and older) in the U.S. who attended an activity at least once during

2002. # of Adults: The number of adults in the U.S. who attended an activity at least once during 2002. This table indicates an even stronger number of individuals who attend certain cultural arts activities. Much like sports participation, adult individual attendance and participation in cultural arts activities rises along with education and higher income. However, participation is generally higher in the middle age (35-64) groups while sports participation is higher in the youth and younger adult age groups.



In addition to sports participation trends, the following chart shows how cultural arts participation has changed from 1992 to 2002. Table T – Personal Participation in the Arts 1992-2002 Activity 1992

Participation 2002 Participation Percent Change

Music Jazz 3.2% 2.7% -16.0% Classical Music 7.8% 3.7% -53.0% Opera 2.0% 1.4% -30.0% Choir/Choral 11.7% 9.8% -16.0% Composing Music 3.9% 4.7% +21.0%

Plays Musical Plays 7.1% 4.9% -31.0% Non-Musical Plays 3.0% 2.9% -3.0%

Dance Ballet 0.4% 0.6% +50.0% Other Dance 15.0% 8.6% -43.0%

Visual Arts Drawing/Painting 17.8% 17.6% -1.0% Photography 21.6% 23.5% +9.0% Pottery/Jewelry 15.6% 14.1% -10.0% Weaving/Sewing 46.1% 32.7% -29.0%

Literature Writing 13.7% 14.4% +5.0%

1992 Participation: The number of participants per year in the activity (as a percent of population) in the United States. 2002 Participation: The number of participants per year in the activity (as a percent of population) in the United States. Percent Change: The percent change in the level of participation from 1992 to 2002.



In an attempt to develop a more direct comparison between the rates of participation in various leisure activities, the NEA survey ranked the following activities Table U – Rate of Participation in Leisure Activities in 2002

Chart I Correlation Activity Percentage A Went to Movies 60.0% B Exercised 55.1% C Gardening 47.3% D Arts Activity 39.0% E Home Improvements 42.4% F Theme Park 41.7% G Attended Sports Events 35.0% H Played Sports 30.4% I Camped/Hiked/Canoed 30.9%

Percentage: The rate of participation in the activity (at least once) nationally in 2002. Chart I – Graphic Illustration of Activities in Table R

Relative to sports participation and other leisure activities, participation in cultural arts is very high. One element not included in this table that impacts leisure activities is watching television. The Survey of Public Participation in the Arts conducted in 2002 reports that adults spend an average of 2.9 hours per day watching television.

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COMMUNITY INPUT


© 2009 Ohlson Lavoie Collaborative P a g e | 1

COMMUNITY INPUT

One of the key aspects within any feasibility study is gathering community input to assess the level of

public interest and support for the proposed facility. On January 26, 2009, BKA and OLC conducted a

series of interviews which intended to:

Gather information about desired recreation actives and amenities from potential users

Receive input from the community of Thermopolis

Gauge interest and support levels from all interested parties

Utilize data and subsequent feedback from the community

Develop programming and concept design ideas that mesh with citizen input

The function of each interview was designed to encourage the discussion of the following subjects:

Recreation Needs Available at the New Facility

- What do we need?

- Who is it for?

- How will we use the facility?

- How large of a facility do we need to meet our requirements?

Wish list

- What would my ideal program be?

Interaction

- What areas of the facility might you use?

- How often would you use the facility?

Multi use

- Are there any opportunities for multiple uses within a single program area?

- What activities and/or events do we intend to host at the new facility?

Fitness and Athletics

- Opportunities for indoor use

- Preferred equipment uses

- Special needs and preferences

- Type of sports utilizing facility



A series of six interviews were conducted on January 26, 2009. The interviews involved Stakeholders,

Business Entities, Representatives from the School Board, and various user groups. The following

sections reflect the information gathered from these interviews.

The first few interviews involved the groups of Stakeholders and County Commissioners. Both groups

concentrated on the idea of incorporating a Convention Center into the program of the facility. Below is a

list of their thoughts and interpretation of the facility program:

Expressed need for a facility to host events. Thermopolis does not currently have a large enough

facility.

Incorporation of a Convention Center

o Capacity of 300+ people to host State Conferences

o Banquet space for events

o Catering kitchen

o Break-out facilities (ie: classrooms, etc.)

Expressed the need for Trade Show Space

In addition to these two interviews, interviews with local Business Entities were also conducted. These

individuals concentrated not only on programmatic wants and needs but also community impact and

facility cost. The following list reflects their input:

Also expressed the need for a large facility to host events

Multi-purpose space is needed

Expressed a need for a facility that could expand as the community grows

Funding for facility could be provided through sales taxes

Programs for Seniors are desirable

o Shuffle board

o Tennis

Desire to host local tournaments for both seniors and youth

Expansion of current fitness and recreation programs

Golf simulators would be a nice amenity

This group also expressed some concerns about the facilities program.

Expressed a want and need for a pool but noted the fact that pools can be very expensive to run

Funding through tax hikes would be very though on the community



Prior to the interview process, it was brought to our attention that there was a need for additional gym and

recreation space in addition to that offered by the surrounding schools. With this in mind, we felt that it

was important to interview a few representatives of the school district to assess the needs of the schools.

Gym space is limited and a population growth is anticipated

Need to have space for multiple activities at once

League numbers have doubled and they need a place to house and host events

A multi-purpose use of the gym is desired. (ie: walk-jog track around the gym floor)

Finally, interviews with potential user groups were conducted. Members from various sports groups were

interviewed to see what they wanted in the new facility. The following is a list of desired amenities:

Dividable Gymnasium court space

Senior Center that has the space to host programs

Meeting and conference space

Small rooms for athletic training

Community pool.

Having a combined Convention/Community Center (400-600 people)

Indoor sports and activities

o Volleyball

o Soccer

Facility should try to attract businesses and families into the area

These interviews proved to be very helpful in the analysis of what the community wants in this proposed

facility. Each group provided a unique point of view that allowed us to further asses the program and

function of the facility. The information has been evaluated and incorporated into the design and layout of

the facility.

PROGRAMMING



PROGRAMMING RECOMMENDATIONS

The purpose of the Programming exercise is to establish the quality and types of facilities that are needed

to satisfy the requirements identified by the needs assessment. In this case, we have taken this

document one step further to also aid in developing a target budget to cover the estimated project costs

of the new Center. The name of each space is listed in the left hand column, followed by the number of

spaces required, its respective size allocation, the estimated cost (either per-square-foot or lump sum),

and a total cost for the line item.

It should be noted that an attempt has been made to account for inflation of construction related costs

over the next year, assuming that construction begins in the fall of 2009. Of course, no entity can actually

predict what the rate of inflation will be, however these figures are based upon guidelines recently

published by the American Institute of Architects (AIA), Building and Construction News publications, and

other construction cost related data. The effects of the recent economic downturn will also have an

influence on the construction market, with construction trades becoming more and more competitive as

the number of projects contracts. Building owners are finding that now is an excellent time to bid

construction projects; however any delays in procuring funding and starting the project immediately may

serve to increase the overall cost as the economy begins to recover.

In an attempt to keep construction costs down, the cost opinion assumes that a pre-engineered steel

structure will be utilized for the major areas of the building. The fact that the longevity of this type of

construction is typically less than conventional construction was discussed, however the Committee felt

that the need to keep initial costs down outweighs the long-term benefits of conventional construction.

This document is also used, among other things, to estimate the costs of operating the facility and project

the anticipated revenues that can be generated by it. The sizes of the spaces are based upon required

dimensions of a certain activity (basketball, for example), or an optimal number of participants to serve

the need (the various sizes of Group Exercise rooms, for example). For the Youth Fitness and other

Fitness areas, a certain amount of future growth is built into the program. Notice that the space is

allocated for a certain total build-out, but a lesser amount of actual pieces of workout equipment have

been included in this summary. This is to both minimize the initial impact that the Center will have on the

other service providers in the area, and to allow for future expansion and accommodation of fitness

industry trends.

The total size of the proposed facility is 45,000 square feet, for a total estimated project cost of $10.3

million.

Project: Hot Springs County Community Center7/21/2009

FACILITY PROGRAM AND OPINION OF PROBABLE COST Page 1

Program Area Area PE BLDG COMMENTSQty. Size Subtotal New Total 2009 $/SF Net Cost

Public AmenitiesEntry Vestibule 1 9' X 18' 162 s.f. 128.76$ 20,859.12$ Lobby, Lounge, 1 20' X 40' 800 s.f. 140.36$ 112,288.00$ Reception Control Desk 1 10' X 25' 250 s.f. 128.76$ 32,190.00$ Food & Beverage

Vending 1 10' X 10' 100 s.f. 97.44$ 9,744.00$ Toilets 1 20' X 20' 400 s.f. 213.44$ 85,376.00$ TOTAL 1712 s.f. 260,457.12$

Conference CenterMulti-Purpose Activity Space

Medium Multi-purpose 1 40 occ. @ 20 s.f. 800 s.f. 155.44$ 124,352.00$ One Divider CurtainStorage 1 ea. @ 150 s.f. 150 s.f. 133.40$ 20,010.00$ Small MP Room / Stage 1 ea. @ 600 s.f. 600 s.f. 167.04$ 100,224.00$ Storage 1 ea. @ 120 s.f. 120 s.f. 133.40$ 16,008.00$ Kitchen 1 ea. @ 650 s.f. 650 s.f. 213.44$ 138,736.00$

TOTAL 2320 s.f. 399,330.00$

Youth FacilitiesBabysitting 345 s.f. Before Control Point

Security Vestibule 1 8' X 10' 80 s.f. 140.36$ 11,228.80$ Storage 1 8' X 12' 96 s.f. 133.40$ 12,806.40$ Infant/Cribs area 1 8 occ. @ 15 s.f. 120 s.f. 163.56$ 19,627.20$ Toilet 1 7' X 7' 49 s.f. 213.44$ 10,458.56$

Indoor Playground 1 ea. @ 1000' 1000 s.f. 1000 s.f. 155.44$ 155,440.00$ Before Control PointClimbing Apparatus 1 46,400.00$ 46,400.00$

Teen Center 1105 s.f.Youth Workout Area 1 24 occ. 44 s.f. 1056 s.f. 185.60$ 195,993.60$ Exer-gaming ExperienceYouth Workout Equipment 1 12 pc -$ -$ Toilet 1 7' X 7' 49 s.f. 213.44$ 10,458.56$

TOTAL 2450 s.f. 462,413.12$

Recreation Department Admin FacilitiesOffices

Director's Office 1 ea. @ 150 s.f. 150 s.f. 140.36$ 21,054.00$ Coordinator Office 2 ea. @ 120 s.f. 240 s.f. 140.36$ 33,686.40$ Program Staff Cubicles 1 ea. @ 80 s.f. 80 s.f. 140.36$ 11,228.80$ Kid's Coord. Office 1 ea. @ 120 s.f. 120 s.f. 140.36$ 16,843.20$ Toilet 1 7' X 7' 49 s.f. 162.00$ 7,938.00$

Office Machine/Work Area 1 ea. @ 200 s.f. 200 s.f. 140.36$ 28,072.00$ Conference/Board Room 1 ea. @ 300 s.f. 300 s.f. 140.36$ 42,108.00$ Storage 1 ea. 200 s.f. 200 s.f. 117.16$ 23,432.00$ TOTAL 1339 s.f. 184,362.40$

Athletic Activity Spaces22672 s.f.

HS Gymnasium (BB Courts @84' x 50') 3 94' X 60' 16920 s.f. 140.36$ 2,374,891.20$ Divider Curtains, Conference FacilityGym Storage 2 ea. 500 s.f. 1000 s.f. 133.40$ 133,400.00$ Jogging / Walking Track 1 10 laps 4752 s.f. 4752 s.f. 140.36$ 666,990.72$ TOTAL 22672 s.f. 3,175,281.92$

Changing AreasTotal Locker Rooms 1188 s.f.

Women's Locker RoomsDay Lockers 50 Lockers @ 6. s.f. 300 s.f. 179.80$ 53,940.00$ Wet Vanities 3 ea. @ 10 s.f. 30 s.f. 235.48$ 7,064.40$ Dry Vanities 3 ea. @ 10 s.f. 30 s.f. 209.96$ 6,298.80$ Showers 6 ea. @ 40 s.f. 240 s.f. 235.48$ 56,515.20$ Toilets 4 ea. @ 16 s.f. 64 s.f. 235.48$ 15,070.72$

Men's Locker RoomsDay Lockers 50 Lockers @ 6. s.f. 300 s.f. 179.80$ 53,940.00$ Wet Vanities 4 ea. @ 10 s.f. 40 s.f. 235.48$ 9,419.20$ Dry Vanities 2 ea. @ 10 s.f. 20 s.f. 209.96$ 4,199.20$ Showers 6 ea. @ 20 s.f. 120 s.f. 235.48$ 28,257.60$

© 2009 Ohlson Lavoie Collaborative C:\Users\bob.OLC\Documents\08072\ProjMgmt\Program\08072 Facility Program - Final




Toilets 2 ea. @ 16 s.f. 32 s.f. 235.48$ 7,535.36$ Urinals 2 ea. @ 6 s.f. 12 s.f. 235.48$ 2,825.76$

TOTAL 1188 s.f. 245,066.24$

Fitness, Conditioning and RecreationMulti-purpose Group Exercise 2785 s.f.

Pre Assembly 1 20 occ. @ 6 s.f. 120 s.f. 140.36$ 16,843.20$ Yoga/Spinning Studio 1 15 occ. @ 36 s.f. 540 s.f. 163.56$ 88,322.40$ Yoga, SpinningSpinning Bikes 1 15 pc -$ -$ 20 Bikes TotalStorage 1 ea. 250 s.f. 250 s.f. 133.40$ 33,350.00$ Large Multi-purpose 1 45 occ. @ 35 s.f. 1575 s.f. 163.56$ 257,607.00$ Storage 1 ea. 300 s.f. 300 s.f. 133.40$ 40,020.00$

Fitness Facilities 3350 s.f.LL Cardiovascular Area 1 15 occ. @ 40 s.f. 600 s.f. 140.36$ 84,216.00$ Cardio Equipment 1 10 pc -$ -$ UL Cardiovascular Area 1 15 occ. @ 40 s.f. 600 s.f. 140.36$ 84,216.00$ Cardio Equipment 1 10 pc -$ -$ UL Circuit Weight Area 1 15 occ. @ 50 s.f. 750 s.f. 140.36$ 105,270.00$ Circuit Weight Equipment 1 6 pc -$ -$ LL Free Weight Area 1 15 occ. @ 60 s.f. 900 s.f. 140.36$ 126,324.00$ Free Weight Equipment 1 10 pc -$ -$ UL Stretching and Floor Exercise 1 ea. @ 250 s.f. 250 s.f. 140.36$ 35,090.00$ Fitness Desk 1 ea. @ 150 s.f. 150 s.f. 145.00$ 21,750.00$ Unisex Toilet 2 ea. @ 50 s.f. 100 s.f. 213.44$ 21,344.00$

TOTAL 6135 s.f. 914,352.60$

Support Facilities (if not included in Other/Gross below)General Support 1460 s.f.

Maintenance Office/Storage 1 ea. @ 360 s.f. 360 s.f. 133.40$ 48,024.00$ Mechanical Rooms 1 ea. @ 400 s.f. 400 s.f. 133.40$ 53,360.00$ Electrical Rooms 2 ea. @ 150 s.f. 300 s.f. 133.40$ 40,020.00$ Receiving/General Storage 1 ea. @ 400 s.f. 400 s.f. 133.40$ 53,360.00$ Special Programs Storage

TOTAL 1460 s.f. 146,740.00$

SiteworkSite Preparation

Grading/Retention 1 6 ac. 52,200.00$ 313,200.00$ Utilities 1 6 ac. 29,000.00$ 174,000.00$ New Parking & Lighting 204 9' X 36' 66096 s.f. 11.60$ 766,713.60$ Based on Realistic Occupancy

LandscapingLandscaping & Paths 1 6 ac. 58,000.00$ 348,000.00$ Site Furnishings 1 s.f. 20,000.00$ 20,000.00$ Site Signage 1 s.f. 10,000.00$ 10,000.00$

TOTAL 1,631,913.60$

REMODELED FLOOR AREA s.f.NET NEW FLOOR AREA 39276 s.f. 5,836,027$ Other/Gross Area 15.00% of Net New Floor Area (approx.) 5891 s.f. 133.40$ 785,912.76$ 785,913$ PROJECT FLOOR AREA 45167 s.f. 6,621,940$

Budget NumbersTOTAL SITE COSTS -$ 1,631,914$ TOTAL CONSTRUCTION COSTS -$ 6,621,940$ BUILDING FF&E COSTS -$ 124,210$ FITNESS EQUIPMENT COSTS -$ 158,500$ MUNICIPAL FEES -$ SUB-TOTAL -$ 8,536,564.11$ PROJECT CONTINGENCY





Owner Contingency 6% -$ 512,193.85$ Contractor Contingency 4% -$ 330,154.15$

TOTAL CONSTRUCTION BUDGET -$ 9,378,912.11$

DESIGN, CONSTRUCTION and REIM. FEES -$ 937,891$ TOTAL PROJECT COST -$ 10,316,803.32$

TOTAL BUILDING COST PER S.F. -$ 146.61$


SITE EVALUATION



SITE EVALUATION

Several potential sites within and surrounding the Town of Thermopolis were identified by the team and

evaluated for the new Recreation Center. Evaluation was formed using a weighted matrix that considers

factors such as size, infrastructure costs, access, proximity to users and other recreation facilities,

existing environmental issues and microclimate. Each site was ranked according to the criteria - ten

being the best possible rating and meeting all of the desired criteria, and zero being the worst rating

possible. The rating was then multiplied by a weight factor that places a greater emphasis on criteria of

greater importance. The higher the score, the more desirable the site.

Site Summary

Empire Refinery - A vacant parcel of land along the Big Horn River, close to downtown Thermopolis. It

is an excellent location, near existing parks and recreation amenities and trails, neighborhoods and

schools, and is certainly large enough to allow for future expansion that is critical in a facility such as this.

This site was and remains the preferred site by the Committee, however due to the questionable effects

that the previous industrial activities may have had on the conditions of the soil and groundwater, and the

time it will take to prepare the site for ownership transfer, it was necessary to look elsewhere for the

purposes of completing this study. Should the site be transferred to public ownership for the purposes of

a recreation center or other community use, we feel it would be a win-win opportunity for both the private

ownership entity and Hot Springs County.

North 12th Street – A vacant area on the north edge of the existing neighborhood along North 12th Street.

This is also a good location, however the acquisition of the site from the private ownership group was

found to be cost-prohibitive compared to other sites.

Lane 3 – A privately-owned parcel outside of the Town of Thermopolis boundaries to the south.

Acquisition of this site was also determined to be cost-prohibitive compared to other sites, and it’s location

is not as central to existing neighborhoods, schools and senior populations.

Armory - The current location of the Hot Springs County Recreation District offices. This existing

building would have to undergo extensive remodeling and expansion, and the process of approval for this

via the Wyoming State Parks was found to be cumbersome compared to other sites.

East of the Dinosaur Center - Located on the east edge of town, the existing topography makes it

difficult to create a parcel of adequate size for a facility such as that purposed.

South of Super 8 Motel – Located on the south side of Thermopolis. In order to create a site large

enough for a facility such as that purposed, multiple parcels would have to be acquired, making

acquisition of this site less desirable than others.



North of the State Park - Located outside the town limits, this parcel is undeveloped without utilities, has

access issues, and is further from the population than other sites.

West of the Middle School - Located just west of the Middle School, this site is large enough for the

purposed facility, is readily acquirable by the County, and close in proximity to existing neighborhoods,

schools, seniors and utilities. Due to these factors, it was selected as the preferred site for the new Hot

Springs County Recreation Center.

Site Design

Out of the eight (8) potential sites reviewed, the site west of the Middle School was chosen for the

proposed new recreation center based on the Site Evaluation matrix results.

The slight slope of the existing grade to the north is ideal for an upper level entry, with the two-story

volume spaces displayed dramatically below. Parking will be accomplished by two parking areas – one

on the upper part of the lot serving the Main Entry of the Center, and the other on the lower part of the lot

serving the Event Entry.

Exterior, on-grade access is provided for the Babysitting/Indoor Playground areas should the need arise

in the future for an outdoor play area. The Kitchen and Conference area also has access to the exterior

for catering service to the Kitchen, and outdoor patios for two of the three Multi-purpose Rooms. The

Youth Workout area on the lower level would also have access to the exterior, and there is room for

expansion of the building to the west should the need arise for fitness or aquatics in the future. The

Gymnasium/Event Center would be accessed via both over-head garage doors and pedestrian doors to

accommodate loading and unloading of equipment and attendees.

Hot Springs County Recreation DistrictRecreation Center Site Evaluation

7/22/2009

Criteria Average Weight Factor

Empire RefineryRating

Empire RefineryScore

Lane ThreeRating

Lane Three Score

Wychgram PropertyRating

Wychgram PropertyScore

School Distric PropertyRating

School District Property

Score1) Adequate Size (12-15 ac) Approx. 30 ac Approx. 10 ac Approx. 10 ac Approx. 8 ac

a) Outdoor Component compatibility 6.3 10 63 5 31.5 5 31.5 4 25.2Comments

b) Future expansion capability 6.75 10 67.5 5 33.75 5 33.75 4 27Comments

2) Ownership/Acquisition Privately Owned Privately Owned Privately Owned School District Controlleda) Acquisition Time 8.88 0 0 5 44.4 5 44.4 9 79.92

Comments

3) Proximity to existing Parks and Recreation facilities

3.63 9 32.67 3 10.89 7 25.41 7 25.41

Comments

a) Operation and Maintenance 4.13 8 33.04 3 12.39 8 33.04 8 33.04Comments

4) Proximity to User Groupsa) Neighborhoods 2.88 10 28.8 5 14.4 10 28.8 10 28.8

Comments

b) Seniors 1.88 10 18.8 5 9.4 10 18.8 10 18.8Comments

c) Public Schools 5 9 45 0 0 8 40 10 50d) Private Schools 1.38 5 6.9 0 0 5 6.9 5 6.9e) Business Partners (hospitals, day care providers, etc.)

1.5 9 13.5 0 0 7 10.5 7 10.5

5) Land Use Compatibility Open Space/Parks Open Space/Parks Open Space/Parks Open Space/Parksa) Consideration of Town Master Plan TBD TBD TBD TBD

b) Consistency with Zoning Ordinance TBD TBD TBD TBDc) Compatibility with Adjacent Uses 2.5 10 25 5 12.5 10 25 10 25

Comments

d) Business Development Potential 1.5 10 15 10 15 5 7.5 5 7.5Comments

e) Urban Renewal Potential 1.5 10 15 0 0 0 0 0 0Comments

f) Traffic issues 4 10 40 3 12 1 4 5 20Comments

g) Lighting issues 2.13 10 21.3 7 14.91 2 4.26 6 12.78h) Noise issues 1.75 10 17.5 5 8.75 1 1.75 5 8.75

6) Existing Constructions 2.5 10 25 10 25 10 25 10 25Comments

7) Soil Conditionsa) Foundation systems 1.63 8 13.04 8 13.04 8 13.04 6 9.78

Comments

b) Excavation 1.25 9 11.25 9 11.25 8 10 5 6.25Comments

c) Groundwater 2.5 2 5 10 25 10 25 10 25Comments

Large enough with expansion capability Size is limiting Size is limiting Size is limiting

Requires significant future development

Plenty of room for future expansion Size is limiting Size is limiting Size is limiting

Near baseball complex, greenway, and parks Near baseball complex, potential greenway, and parks

Close to other facilities, reducing travel time Not as close to other facilties Close to other facilities, reducing travel time Close to other facilities, reducing travel time

Near established neighborhoods, Senior's Center Near established neighborhoods Near established neighborhoods

Acquisition would be time consuming Acquisition is possible Aquisistion is possible Acquisition is relatively easy

Close to river and trail/greenway, softball & baseball parks No adjacent Parks and Rec facilities, but potential exists for future greenway

Would not adversly effect the surrounding commercial development High volume traffic could cause concerns with along Lane 3 and at intersection with Highway

High volume and ingress/egress concerns on Twelfth Some impact on nearby residential streets, potential conflicts with Middle School events

Light to heavy industrial surrounding, major highway to access

Blighted, vacant area near downtown center that has much untapped potential

Assume any would be removed prior to ownership Vacant Vacant Vacant

Relatively flat Relatively flat Slight slope downward towards the east Slope to north makes excavation necessary

Relatively flat, simple foundations anticipated Relatively flat, simple foundations anticipated Slight slope downward towards the east, simple foundations anticipated Slopes downward to the north, simple foundations/walls anticipated

Portions may be in flood plain Fairly high, out of flood plain

Page 1 of 2

Hot Springs County Recreation DistrictRecreation Center Site Evaluation

7/22/2009

Criteria Average Weight Factor

Empire RefineryRating

Empire RefineryScore

Lane ThreeRating

Lane Three Score

Wychgram PropertyRating

Wychgram PropertyScore

School Distric PropertyRating

School District Property

Score8) User Access

a) Vehicular 3.38 5 16.9 5 16.9 10 33.8 10 33.8Comments

Approximately 10 min. driving time is optimal

b) Pedestrian 2.63 7 18.41 2 5.26 8 21.04 8 21.04Comments

Approximately one-half mile is optimal

c) Bicycle 3.63 7 25.41 5 18.15 8 29.04 9 32.67Comments

Approximately 15-18 min. cycling time is optimal

d) Public School Buses 2.13 10 21.3 5 10.65 5 10.65 4 8.52Comments: On-site bus drop-off, parking and turn-

around desired

e) Public Transit System 2.13 10 21.3 10 21.3 10 21.3 9 19.17Comments: Easy access for pedestrians to and from bus stop,

few improvements needed on site to accommodate

9) Consistency with Greenway and Bicycle Master Plans

3.38 10 33.8 8 27.04 8 27.04 8 27.04

Comments

10) Landscapinga) Existing Features 1.38 7 9.66 1 1.38 1 1.38 1 1.38

Comments

b) Potential Features 1.88 10 18.8 8 15.04 5 9.4 8 15.04Comments

c) Distinctive views 2 10 20 7 14 9 18 9 18Comments

11) Environmental Issuesa) Wetlands 0.63 10 6.3 10 6.3 10 6.3 10 6.3b) Endangered species 0.5 10 5 10 5 10 5 10 5c) Floodplains 2.5 5 12.5 10 25 10 25 10 25

12) Microclimatea) Solar Exposure 2.03 10 20.3 10 20.3 10 20.3 10 20.3b) Wind Exposure 1.41 10 14.1 5 7.05 5 7.05 5 7.05c) Natural Ventilation 1.78 10 17.8 10 17.8 10 17.8 10 17.8d) Daylighting 1.91 10 19.1 10 19.1 10 19.1 10 19.1

Total 96.89 777.98 524.45 660.85 722.84Ranking 1 4 3 2

Issues crossing railroad tracks Outside of Town Limits Easy access, much of population within travel time Easy access, much of population within travel time

Easy access, large population within travel time, but surface crossing at railroad tracks a concern

Outside of Town Limits Easy access, moderate population within travel time Easy access, moderate to large population within travel time

Much of population within travel distance, but busy streets and railroad tracks may be dangerous for children

Out of reach for most of population Large population within travel distance

Future stop on Pershing or Windmill Future stop on Pershing or Converse Future stop on Converse Future stop on Windmill, or turn into site

Large enough to accommodate bus drop-off and turn-around Site is rather tight to accommodate bus drop-off and turn-around Site is rather tight to accommodate bus drop-off and turn-around Site is rather tight to accommodate bus drop-off and turn-around

Established trees in area Existing prarie land Existing prarie land Existing prarie land

Potential for Greenway & trails nearby Potential Greenway nearby Potential Greeway nearby Potential Greenway nearby

River and cliff views Some distant views, but largely down in the drainage Potential views of town, river and cliffs Potential views of north hills and town

River/ponds could really enhance experience Drainage to north could be a nice feature Drainage to north could be nice feature

Page 2 of 2

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CONCEPT DESIGN



CONCEPT DESIGN

New Recreation & Event Center - The proposed new recreation facility is designed to take full

advantage of the natural contours and park-like setting of the site, while maintaining full functionality of

the multi-use purposes of the facility.

The primary components of the facility include the Conference area, the Administrative area, the

Recreation areas and the Gymnasium/Event area. The sloped nature of the site allows for vehicular

parking and access in close proximity to both the upper and lower entries to the Center. The north side,

also the lowest portion of the site is where the special events parking and access are located. The south

side is the highest ground of the site and contains the conference, administrative and recreation center

parking.

For the most part, all users will enter the main lobby from the upper level entry on the south, which offers

dynamic views of the fitness floor and gymnasiums from the second level. Upon passing through the

control point, recreation users will have a wide variety of fitness amenities available, including a two-story

fitness space, running track with an exciting view, basketball courts and a wide range of multiple group

exercise programs.

The ability to host conferences with classroom venues being a high priority, the Conference area will

provide much needed kitchen and flexible space for to meet a myriad of needs, while doubling as flexible,

multi-use and meeting space for the community as a whole.

Kids programming includes fee-based drop-in Babysitting for a 2-hour maximum stay. A free-use indoor

playground is also envisioned with the condition of parental supervision, and this can also serve as over-

flow fee-based kid care should the need arise during particular programs. Activities in these areas will

include active play on climbable sculptures or similar equipment and/or traditional play oriented activities

to provide physical conditioning for the children as well. The Recreation District administrative offices are

located on this upper level entry, in close proximity to the Control Desk and with views to the running

track and gymnasiums. The Control Desk is situated to form a “pinch point” in the circulation between the

public areas of the second floor and fee only amenities accessed from the lower level.

Upon crossing over the upper level track, a user has the option of continuing down to the locker rooms,

recreation and gymnasium areas, or proceeding directly to the upper level Cardio Balcony and Walk/Jog

Track. The cardio balcony is envisioned with carpeted flooring and multiple electrical outlets to

accommodate treadmills, exercise bicycles, rowing machines and the like. The Walk/Jog Track is

approximately 8¼ laps/mile, and would need a cushioned rubberized surface. The changing and locker

facilities include the traditional Men’s and Women’s Locker Rooms.



The Youth Workout area is designed for pre- and teenagers, to get them hooked on fitness as a lifestyle.

This area would be themed to attract these users, and provide highly stimulating activities and brightly

colored workout equipment that will entice youngsters to get fit. This area is easily supervised by the

fitness staff, and would have a check-in desk that would also serve as an equipment checkout area.

These rooms would have a durable, easy to clean floor surface designed to accommodate birthday and

other parties, as well as safety and lifeguard training classes for example, and could be equipped with an

operable partition to accommodate different sized groups.

Group Exercise continues to be a popular attraction to users, and this facility has two (2) different sized

rooms to accommodate the different classes that are currently offered by the industry, as well as any

trend that may come in the future. The largest room would have a cushioned wood floor, mirrored walls

and ballet bars on the perimeter. Ample storage is provided to house necessary equipment for step

aerobics, kickboxing and other classes. The other room is designed to be more private, adult user-

oriented. This space would be used for yoga, Pilates and other small group exercise classes, spinning

(an intense cycling class led by an instructor), and senior’s aerobic classes. It is envisioned that this room

would have a cushioned rubberized surface for better durability under stationary bicycles.

The Gymnasiums are enclosed by hockey-rink-like dasher boards to create a separation from the

adjacent fitness areas. There will be benches and gym bag storage space around the perimeter of each

gym, and each will have a divider curtain that can be drawn to provide more flexibility. There are three (3)

gymnasiums total, each large enough to hold a high school basketball court, with one court being

designated mainly for drop-in use, and the remaining two courts available for programming and league

play in both basketball and volleyball. Drop-down batting and pitching cages could be provided for

baseball and softball practices in these areas.

These Gymnasiums will double as the Event area, being able to host a trade show, large speaker events

and catered banquets of up to 1000 attendees. The flooring would be a cushioned rubber flooring that is

adequate for basketball, volleyball and other sporting events but also durable enough to handle the wear

and tear of large conference-type events.

Ample storage space is provided complete with truck access for Recreation District activities as well as

the conference functions. It is envisioned that this area can double as the service/prep area for a catered

event, coat check, and other functions during a conference or banquet.



The Cardio, Free and Circuit Weight areas round out the recreation amenities provided on the lower level.

The cardio and circuit weight areas would be carpeted, while the free area will be better served with a

cushioned rubber flooring to protect against damage from the weights. The spaces will have freestanding

mirrored walls and “power walls” (short walls that serve as flexible electrical conduits) to help define the

different areas.

Another consideration to keep in mind as the project progresses is taking advantage of the local

environment planned for the Center. The abundant solar radiation available and the southern exposure

lend themselves to employ passive and active solar collection systems to reduce the long term operating

costs of the Center. Natural ventilation methods can also be used to provide low cost fresh air to the

inhabitants. There is a strong movement taking place within the industry to reduce the impact that

building projects have on the environment, and the “LEEDTM” rating system has been developed to certify

building projects that are designed to be sustainable. A detailed cost/benefit analysis, including lifecycle

costing should be performed by the design team to provide accurate information to the District so that an

informed decision regarding energy collection systems and LEED® certification can be made.

SERVICE DRIVE

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GROUP EX.EQUIPMENT

468 SF

GROUP EX.STUDIO 1

46 SF

TLT

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3047 SF

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RedundantRoom

INDOORPLAYGROUND

306 SF

BABYSITTING

1178 SF

ADMIN.

1456 SF

LOBBY

Department Legend

Admin

Circulation

Conference

Fitness

Kids

Kitchen

Lounge

Support

Track

572 SF

CIRCULATION

268 SF

STAIR

414 SF

KITCHEN

62 SF

STORAGE

150 SF

VEST.

45 SF

STORAGE

47 SF

STORAGE

7209 SF

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First Floor 27,117 SFSecond Floor 17,795 SFTotal 44,912 SF

UP

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WOMEN'SLOCKERROOM

798 SF

MEN'SLOCKERROOM

1423 SF

TEENEXERCISE

1089 SF

MECHANICAL/MAINTENANCE

966 SF

FREEWEIGHTS

1838 SF

LOBBY

508 SF

CARDIO

349 SF

CARDIO

5698 SF

GYM 2

5628 SF

GYM 1

5609 SF

GYM 3

626 SF

GYM EQUIP.

901 SF

EQUIP.

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68 SF

STORAGE

256 SF

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First Floor Total Area27,117 SF

FIRST FLOOR100' - 0"

SECOND FLOOR115' - 0"

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T.O. FOOTING96' - 0"

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OPERATIONAL ANALYSIS



OPERATIONS ANALYSIS

The operations analysis represents a conservative approach to estimating expenses and revenues and

was completed based on the best information available and a basic understanding of the project. Fees

and charges utilized for this study reflect a philosophy designed to meet a reasonable cost recovery rate

and future operations cost and are subject to review, change, and approval by the Hot Spring Recreation

District. There is no guarantee that the expense and revenue projections outlined in the operations

analysis will be met as there are many variables that affect such estimates that either cannot be

accurately measured or are subject to change during the actual budgetary process. Expenditures

Expenditures have been formulated on estimated costs that were designated by Ballard*King and

Associates to be included in the operating budget for the facility. The pro-forma below does not reflect a

partnership agreement between any of the potential partners. The figures are based on the size of the

center, the specific components of the facility, and the hours of operation. All expenses were calculated

to the high side and the actual cost may be less based on the final design, operational philosophy, and

programming considerations adopted by staff.

Hot Springs Recreation District Community Center – A multi-purpose field house/gymnasium facility that

can accommodate sports programs and convention/exhibition space, multi-purpose conference room with

a catering kitchen, fitness/exercise area, group exercise area, indoor play area, locker rooms and

administrative staff support space. Approximately 45,000 square feet.

Operation Cost Model:

Category Facility Budget Personnel

Full-Time1 $ 224,900

Part-time2 $ 131,967

_________

Total $ 356,867

1 Line item detail of full-time positions can be found on page 4. 2 Line item detail and listing of part-time positions can be found on page 5.



Operation Cost Model cont. Category Facility Budget Contractual

Utilities3 $ 95,625

(gas & elect)

Water/sewer4 $ 2,500

Communications5 $ 6,000

Contract services6 $ 6,000

Training/Conference7 $ 2,500

Bank charges8 $ 750

Trash $ 600

Postage $ 2,000

Insurance9 $ 8,500

Others $ 1,500

_________

Total $125,975

3 Rate factored at $2.50 per square foot less circulation space (15% of 45,000 SF.) 4 Water/sewer estimates based on the water volume. 5 Includes telephone, cell phone charges and cable (internet). 6 Contract services includes HVAC, fire alarm system and gym floor. 7 Training/conference expenses for administrative staff for NRPA/Athletic Business/maintenance etc. 8 Includes bank fees for processing credit card and electronic fund transfers (FTE) 9 Insurance for property and general liability.



Operation Cost Model cont.

Category Facility Budget Commodities

Office Supplies $ 2,500

Food Supplies10 $ 750

Pro-Shop11 $ 2,000

Janitorial Supplies $ 3,500

Rec. Program Supplies12 $ 7,500

First Aid Supplies $ 750

Uniforms $ 1,000

Printing $ 2,500

Maint/Repair Materials $ 3,000

Subscriptions/Publications $ 250

Misc. $ 1,000

_______

Total $24,750

Capital Replacement Fund

Capital $15,000

Grand Total $522,592

10 Includes food and coffee supplies for staff functions. 11 Includes necessity items (shampoo, locks, etc.) and logo merchandise (t-shirts, sweatshirts, hats, etc.) for resale at the front desk. 12 Program supplies for facility and classes.



Staffing levels:

Positions Facility Budget Full-Time

Recreation Director $ 50,000

Administration Assistant $ 27,500

Youth Sport/Recreation Programmer $ 27,500

Adult Sports/Recreation Programmer $ 27,500

Front Desk/Guest Services $ 18,000

Building Maintenance $ 22,500

Total Full-Time Personnel $173,000

Benefits (30% of Salaries) $ 51,900

Total Full-Time Personnel $224,900

Note: Pay rates were determined based on the estimated market conditions in Thermopolis. The positions listed are

necessary to ensure adequate staffing and provide for a full-time staff member presence during all open hours of the

facility. Maintenance and custodial staffing numbers are for personnel associated with the upkeep and operation of

the indoor center. The wage scales for both the full-time and part-time staff positions reflect estimated wages for

2011. An inflationary factor needs to be added to all the full-time staff positions identified beyond 2011.



Positions Hours/Wk Facility Budget Part-Time13

Front Desk (37 weeks) 23 hrs/wk $ 7,872

($9.25/hr)

Front Desk (15 weeks) 4 hrs/wk $ 555

($9.25/hr)

Fitness Attendant (37 wks) 43 hrs/wk $ 13,523

($8.50/hr)

Fitness Attendant (15 wks) 28 hrs/wk $ 3,570

($8.50/hr)

Gym Attend.(37 wks) 22 hrs/wk $ 6,919

($8.50/hr)

Building Attend.(37 wks) 16 hrs/wk $ 5,328

($9.00/hr)

Babysitter/Playgrnd Attend 88 hrs/wk $ 38,896

($8.50/hr)

Salaries $ 76,662

Benefits (FICA) $ 5,864

Program

Sports Program $ 25,440

General $ 12,480

Fitness $ 11,520

Total Part-Time Salaries $ 131,967

13 A detailed schedule by position begins on page 13.



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 priority of use. All revenues were calculated conservatively as a result.

Revenue Projection Model: Category Facility Budget Admission and Fees14

Daily Admissions $ 11,470

Multiple Punch Card $ 5,300

Annuals $131,400

Rentals $ 18,300

Sports Programs $ 54,000

General $ 31,840

Fitness $ 23,040

_________

Total $275,350

Other

Pro-shop $ 3,000

Vending/Concession $ 2,500

Spectator Fee15 $ 7,500

Birthday Parties $ 6,120

Babysitting $ 12,000

Advertising $ 10,000

________

Total $ 41,120

Grand Total $316,470

14 Detailed breakdown on fees can be found on page 10. 15 Spectator fees from special events/conventions and tournaments



Expenditure – Revenue Comparison

Category Facility Budget

Expenditures $522,592

Revenue $316,470

Difference ($206,122)

Recovery percentage 61%

This operational proforma 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 can not be

accurately measured or are not consistent in their influence on the budgetary process.

Future years: Expenditures – Revenue Comparison: Operation expenditures are expected to increase

by approximately 4% a year through the first 3 to 5 years of operation. Revenue growth is expected to

increase by 5% to 10% a year through the first three years and then level off with only a slight growth (3%

or less) the next two years. Expenses for the first year of operation 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.

Hours of Operation: The projected hours of operation of the community center are as follows:

Monday – Saturday 8:00am to 10:00pm.

Sunday Noon to 9:00pm.

Hours per week: 93. Hours usually vary some with the season (longer hours in the winter, shorter during

the summer), by programming needs, use patterns and special events.



Fees and Attendance Projected Fee Schedule: Revenue projections will be calculated from this fee model. The monthly rate

listed is the cost of an annual pass broken down into twelve equal payments and does not include any

handling fees. It should be noted that monthly bank draft convenience for customers would encourage

more annual pass sales. However, there are bank fees and a substantial amount of staff time spent

managing the bank draft membership base and consideration should be given to pass on some form of a

handling fee for bank draft customers.

Category Daily Punch Card Monthly

Adult $ 2.50 $ 20 $25.00

Youth $ 1.50 $ 12 $15.00

Senior $ 2.00 $ 16 $20.00

Family N/A N/A $40.00

The fee schedule above was developed as the criteria for estimating revenues. Actual fees are subject to

review and approval by the Hot Springs Recreation District.



Appendix

Part-Time Staff Hours

Time Hours Staff Days Total Hours/Wk

Front Desk (37 weeks) Saturday

8am – 10pm 14 1 1 14

Sunday

Noon – 9pm 9 1 1 9

Total 23 hours

Front Desk (15 weeks) Saturday

8am – noon 4 1 1 4

Total 4 hours

Sport/Gym Attendant (37 wks) Saturday

8:00am-10pm 14 1 1 14

Sunday

Noon-8pm 8 1 1 8

Total 22 hours

Babysitting/Playground Attendant Mon-Fri

9am-1pm 4 2 5 40

4pm-8pm 4 2 5 40

Saturday

9pm-1pm 4 2 1 8

Total 88 hours



Building Attendant (37 weeks) Sat/Sun

2pm-10pm 8 1 2 16

Total 16 hours

Fitness Attendant (37 weeks) Mon-Fri

9am-1pm 4 1 5 20

4pm-7pm 3 1 5 15

Sat-Sun

1pm-5pm 4 1 2 8

Total 43 hours

Fitness Attendant (15 weeks) Mon-Fri

Noon-5pm 4 1 5 20

Sat-Sun

1pm-5pm 4 1 2 8

Total 28 hours

Program Staff Sports Type Games/hrs Weeks Rate Cost

Adult Volleyball 8 24 wks $20.00 $ 3,840

Youth Volleyball 4 24 wks $15.00 $ 1,440

Youth Basketball 8 24 wks $50.00 $ 9,600

Adult Basketball 4 24 wks $60.00 $ 5,760

Soccer 8 24 wks $25.00 $ 4,800

______

Total $25,440



General Type Hrs/wk Weeks Rate Cost

Dance/Tumbling 4 48 $15.00/hr $ 2,880

Martial Arts 4 48 $15.00/hr $ 2,880

Arts/Crafts 8 48 $10.00/hr $ 3,840

Senior Classes 6 48 $10.00/hr $ 2,880

______

Total $12,480

Fitness Type Hrs/wk Weeks Rate Cost

Aerobics/Fitness 12 48 $20.00/hr $11,520

______

Total $11,520



Program Fees and Revenue Worksheet

Daily Admissions (37 wks) Category Number Fee Daily Revenue

Adult 40 $3.00 $120.00

Youth 20 $2.00 $ 40.00

Senior 15 $2.50 $ 37.50

_______

Weekly Total 75 $197.50 x 37 weeks = $7,307.50

(per week average)

Daily Admissions (15 wks) Category Number Fee Daily Revenue

Adult 40 $3.00 $120.00

Youth 60 $2.00 $120.00

Senior 15 $2.50 $ 37.50

_______

Total Daily 115 $277.50 x 15 weeks = $4,162.50

(per week average)

Multiple Admission Cards (10 punch card) Category Number Fee Revenue

Youth 75 $16.00 $ 1,200

Adult 150 $24.00 $ 3,600

Seniors 25 $20.00 $ 500

_____ _______

Total 250 $ 5,300

Annual Passes Category Number Fee Revenue

Youth 15 $180.00 $ 2,700

Adult 45 $300.00 $ 13,500

Seniors 60 $240.00 $ 14,400

Family 210 $480.00 $100,800

_____ _______

Total 330 $131,400



Rentals Category Number/Days Fee Session Revenue

Gymnasium 2 $50/hr 37 $ 3,700

Convention Space 8 $400 annual $ 5,000

Meeting Room 8 $25/mtg monthly $ 2,400

Craft Show 4 $400 2 $ 3,200

Gym Tournaments 10 $400/day annual $ 4,000

Total $18,300

Program Revenue Sports Category Players Player Fee Session Revenue

Adult Volleyball 160 $27.50 3 $13,200

Youth Volleyball 80 $25 2 $ 4,000

Youth Basketball 160 $45 2 $14,400

Adult Basketball 80 $50 2 $ 8,000

Soccer 160 $30 3 $14,400

_______

Total $54,000

General Category Number Fee Session Revenue

Dance/Tumbling 24 $ 35.00 8 $ 6,720

Arts/Crafts 40 $ 35.00 8 $11,200

Martial Arts 24 $ 35.00 8 $ 6,720

Senior Classes 30 $ 30.00 8 $ 7,200

_______

Total $31,840

Fitness Type Numbers Fees Session Revenue

Aerobics/Fitness 72 $ 40.00 8 $23,040

_______

Total $23,040



Babysitting Category Number Fee Days Revenue

Members 20 1.50 300 $ 9,000

Non-Members 5 2.00 300 $ 3,000

_______

Total $ 12,000

Other Revenue Category Number Fee Sessions Revenue

Pro-Shop16 $ 3,000

Birthday Parties 6 $85.00 monthly $ 6,120

_______

Total $ 9,120

16 150% of cost



Secondary impact is defined as spin off impacts, which include taxes paid by employees, school district

benefits, sales tax generated, employee purchases of goods and services and tourism roll-over impact

within the community. Disposable income is the salary and wages paid to employees, who in turn,

purchase local goods and services. The concept of using secondary impacts as a means as a key

element in assessing the overall economic impact is supported by an article published by Daniel J

Stynes, Professor Emeritus, Department of Community, Agriculture, Recreation and Resource Studies at

Michigan State University that discusses the concept of secondary impact and roll-over of tourism dollars.

Professor Stynes illustrates,

“Tourism has a variety of economic impacts. Tourists contribute to sales, profits, jobs, tax

revenues, and income in an area. The most direct effects occur within the primary tourism sectors --

lodging, restaurants transportation, amusements, and retail trade. Through secondary effects, tourism

affects most sectors of the economy. An economic impact analysis of tourism activity normally focuses on

changes in sales, income, and employment in a region resulting from tourism activity.

A simple tourism impact scenario illustrates. Let’s say a region attracts an additional 100 tourists,

each spending $100 per day. That’s $10,000 in new spending per day in the area. If sustained over a 100

day season, the region would accumulate a million dollars in new sales. The million dollars in spending

would be distributed to lodging, restaurant, amusement and retail trade sectors in proportion to how the

visitor spends the $100. Perhaps 30% of the million dollars would leak out of the region immediately to

cover the costs of goods purchased by tourists that are not made in the local area (only the retail margins

for such items should normally be included as direct sales effects). The remaining $700,000 in direct

sales might yield $350,000 in income within tourism industries and support 20 direct tourism jobs.

Tourism industries are labor and income intensive, translating a high proportion of sales into income and

corresponding jobs.

The tourism industry, in turn, buys goods and services from other businesses in the area, and

pays out most of the $350,000 in income as wages and salaries to its employees. This creates secondary

economic effects in the region. The study might use a sales multiplier of 2.0 to indicate that each dollar of

direct sales generates another dollar in secondary sales in this region. Through multiplier effects, the

$700,000 in direct sales produces $1.4 million in total sales. These secondary sales create additional

income and employment, resulting in a total impact on the region of $1.4 million in sales, $650,000 in

income and 35 jobs. While hypothetical, the numbers used here are fairly typical of what one might find in

a tourism economic impact study. A more complete study might identify which sectors receive the direct

and secondary effects and possibly identify differences in spending and impacts of distinct subgroups of

tourists (market segments). One can also estimate the tax effects of this spending by applying local tax

rates to the appropriate changes in sales or income. Instead of focusing on visitor spending, one could

also estimate impacts of construction or government activity associated with tourism.”

ECONOMIC IMPACT ASSESSMENT



Economic Impact Assessment The economic portion of the study was developed to identify the Thermopolis Community Center’s role in

contributing to the economic health of the Thermopolis. A major goal of the recreation district is to provide

quality leisure opportunities and to promote healthy lifestyles for the people in Thermopolis. Beyond this ,

the recreation district plays an important role in impacting the local economy by managing facilities that

enhance the quality of life, by purchasing local goods and services, by providing many job opportunities,

and by supplement and enhance the tourism efforts to attract visitors to Thermopolis.

This report represents a conservative approach to projecting economic impact. Only activity participants

are included in the tourism equation. These projections do not include estimating parents and spectators

during special events.

Primary economic impact is defined in two ways: facility impacts include salary and wages paid to

employees, goods and services purchased by the community center. Also, special events generate raw

tourism dollars as a result of activities the community center could host (estimated). These tourism dollars

are generated through lodging, meals, entertainment, transportation and gifts.

Summary of Primary Impacts Facility Personnel Services $ 356,867

Contractual Services $ 125,975

Supplies and Materials $ 24,750

Special Events Basketball $ 254,546

Soccer $ 84,470

Conventions/Trade Shows $ 381,040

Total Primary Impacts $ 1,227,648



Summary of Secondary Impacts Revenue paid to the School District17 $ 6,160

Property taxes paid to the School District18 $ 1,606

City/County Taxes19 $ 726

Sales tax generated from disposable income of employees20 $ 10,978

Sales tax generated from tourism (special events) $ 61,382

Employee disposable income21 $ 219,576

Special event roll-over22 $ 1,841,472

Total Secondary Impact $ 2,141,900

Tourism Summary Primary Impact $1,227,648

Secondary Impact $2,141,900

Total Economic Impact $3,369,548

17 State and Federal revenue received per student ($1,540) listed on Lucerne Intermediate School District web site. Assumes 4 new students from employees (new residents) hired by the HSRD. 18 Assumes taxes paid to the school district for new students (assumes 2 new employee families) based on a mill rate of 54.8 for a median priced home in Thermopolis ($154,269) 19 Assumes taxes paid by 2 new employees (new residents) purchasing a median priced home in Thermopolis for City, County and Special District taxes. 20 Based on sales tax rate for disposable income ($219,576). 21 Based on salaries paid to employees ($304,967) less 28% for housing/shelter costs identified in the market analysis section of the report 22 Based on a roll-over rate of 1.5. It should be noted the roll-over rate varies drastically within the tourism industry. Roll-over rates range from 1 to 7 times within the tourism industry and a conservative 1.5 rate was used to calculate the roll-over impact.



Projected Events

Event Number of Events

Number of Participants

Overnight/Day Visits23

Days Tourism Generated

Youth Basketball 2 192 150 @ $196.50

42 @ $ 98.00

4

4

$170,900

$16,464

Adult Basketball 1 192 150 @ $196.50

42 @ $ 98.00

2

2

$58,950

$8,232

Youth Soccer 1 240 190 @ $196.50

50 @ $ 98.00

2

2

$74,670

$9,800

Conventions/ Trade Shows

4 300 180 @ $196.50

120 @ $ 98.00

8

8

$282,960

$98,080

Total

$720,056

Notes:

Youth Basketball: Assumes two tournaments attracting 24 teams.

Adult Basketball: Assumes one tournament with 24 teams

Youth Soccer: Assumes one tournament with 16 teams

Convention/Trade Show: Assumes 4 events annually that attract 300 visitors

23 Overnight and daily rates were obtained from the Wyoming Business Council. These rates include the expenditures a visitor will have for transportation, lodging, meals, entertainment and gifts