November 2011-2012 issue

By: Kevin Post

Rather than traditional, flat water, rectangular pools, stimulating waterparks are becoming the norm for today’s recreational aquatic experience. Once the decision has been made to build a mini, medium or destination waterpark, there are several key items to consider before starting construction that will affect success. What is your budget?  What do you want to include in the waterpark?  How much land do you need?  What will it cost to operate?  Will it make money?

Defining Success

For private developers, the definition of success is simple … to make money! For municipal waterparks, however, the definition of success can be:

• Earn revenues that cover its costs and any future expansions.
• Earn revenues that help pay for other subsidized facilities within the park system.
• A reduction in the subsidy of the existing obsolete pool. It doesn’t have to make money as long as it’s losing less money.

All of these are appropriate definitions of success, but each one affects the outcome of the waterpark design. Determining your definition of success will help make sure your goals are in-line with realities.

Studying Your Opportunities

If you don’t have the market draw in your location, building a waterpark too big will increase your expenses, but not your revenues. If you build it too small, you may not have the amenities to attract a large segment of the population. Paying for a feasibility study at this early stage may be the best money you could spend in helping to define your market while determining realistic outcomes. It’s a small fraction of what your waterpark will cost that will save you from making expensive mistakes later.

One of the biggest mistakes people make is underestimating the cost of operating a waterpark.  Labor alone can make up 50-60 percent of your operating budget. With all the turns and blind spots in a waterpark, the lifeguard requirement is significantly higher than a traditional style pool.  Also, it’s not just one recirculation pump running now.  You may have a dozen or more pumps running aquatic activities and features, which demand a lot of energy.  And don’t forget all those patrons coming to your waterpark bring dirt, organic matter, bacteria, hair, makeup, suntan / body oils and other debris into your pools, which significantly increase your chemical demand.

The other mistake is getting too excited about all the money that can be made. People often go to a waterpark on a Saturday and think, “Wow look at all these people … this place must be making a fortune.” But during the week there might be a fraction of this attendance. You may hit your capacity every Saturday, but during the work week attendance drops off. Not to mention the weather factor that could cause closures and school calendars that recess for the summer in mid-June, while others start back in mid-August.

The Proper Blend

Once you’ve established some parameters for your project, it’s time to start thinking about the design and layout, at least conceptually.  Having the proper amenity mix will impact the feel of your waterpark and its viability within your market. In general, a waterpark needs three aquatic elements:  a capacity holder, a children’s area and rides.

Capacity Holders: A wave pool can hold a lot of people and is one of the areas most commonly expected to see at a waterpark.  These capacity spaces don’t necessarily make money, but are a crucial part of the overall success of your park.  In addition to wave pools, another popular capacity holder is the leisure river. These capacity holders serve as the hub of the waterpark and keep families entertained without having to wait in line.

Children’s Area: Sensitively designed environments for children and tweeners can be vital to attendance.  Families with toddlers and tweens need to be accommodated in order for them to come to your park and spend the day together. Large water play structures provide water play gyms for the entire family. They can be themed as water jungles, pirate coves and rainforest temples to name a few. With slides, waterfalls and water features, families are entertained for hours while experiencing physical fitness and family togetherness.

Spraygrounds, tot pools and children’s pools with participatory play features with all sorts of pulleys, rope ladders, water buckets, geysers, dumping buckets and slides need to be located near the bathhouse for convenience purposes.

Rides: Everyone wants to go down waterslides at a waterpark, but not everyone likes the same thing.  Teens like thrill rides, while families like modest rides that most anyone can enjoy.  These can be a mix of body slides or tube slides and should be both open and closed flumes to offer diversity. Having a ride that allows multiple riders is another way to keep the entire family happy. Big tube slides that have three to four people per ride add to the social aspect. Having a head first mat slide where riders can race their friends can provide a competitive experience for young teens.

Artificial surfing is another “thrill” ride. These environments use high-output pumps to produce a flow of water just a couple inches thick over a fixed padded surface. Competitions are formed and spectators enjoy watching as much as “inland surfers” enjoy the challenge.  The thrill ride can be your signature attraction that differentiates your park from the competition.

Support Spaces

Everyone likes to plan the rides and fun features of a waterpark, but one of the crucial areas that will affect the long term operational success for your park is the support spaces.  Proper placement of your restrooms, concessions and mechanical spaces can greatly improve the overall experience.  Giving proper consideration for how people will use these spaces and how they will affect the traffic flow within your park is a fundamental part of the planning effort.  You also need these spaces to be easily cleaned and maintained for years to come.  While nobody will come to your waterpark to visit the restrooms, they will certainly not come back if they are appalled by them.

Setting Your Fees

Waterparks face fierce competitors vying for discretionary leisure spending. You’re not just competing with other waterparks, you’re competing with any activity where people spend discretionary income, including movies, sporting events and dining out. The entry fee will have the biggest impact on your revenue.  This fee not only provides initial revenue as people walk through the turnstile, but also impacts how many people come to your waterpark and spend money in other areas.  As a general rule of thumb, keep pricing simple. Too many parks offer a special price for every situation.  You’ll see a standard fee, followed by a children’s fee, a family fee, a senior fee, then a resident rate, followed by a non-resident rate, then a daily rate vs. season pass rate, then … well you get the point. If the person at the front desk can’t say it from memory, you have too many options.  The other part of setting your fee is establishing what you feel is your park’s value. Everyone loves discounts; set your price higher and offer discounts. This way you can adjust how much money you bring in without changing your fees each year.

Planning for Expansion

Attractions can be added to the waterpark in increments as more capacity is required. No matter what size of waterpark or how many rides you have, over time people enjoy seeing something new. To generate additional excitement, add a new ride or amenity every two to three years.  When initially planning your park, consider where your first expansion will go. This keeps you from having to place the newest thrill ride right next to the quiet waters you’ve established as an “adult area.”

As the time comes for your expansion, make sure it’s the right choice. Go back to step one. Review your market and see what area you need to address.  Look at how your park operates and consider what would make it better. Adding a new attraction isn’t always the right answer. You may need to add more capacity, or you may need to meet the needs of an underserved age group. Once the decision has been made to expand, there are several key items to consider that will affect its success. What is your budget?  What do you want to include in the expansion?  How much land do you need?  What will it cost to operate?  Will it make money?  Essentially, you need to revisit previous planning efforts.

With aquatic recreation being one of the most popular activities in theUnited States, a properly planned waterpark can be a magnificent asset for your community.  Opening a new facility can seem overwhelming, but taking the proper steps during the planning process can ensure success for you and the waterpark.

By Scot Hunsaker

An engineer, an architect and a lawyer set about discussing the origins of the earth one evening, pondering what professional qualifications the Creator might first have applied toward the task. The engineer, speaking first, said “engineering was definitely involved. Just look at how all the different systems–hydraulics, air movement, structural elements of the land–obviously the work of an engineer.”

“Perhaps,” said the architect, “but look at how aesthetically pleasing everything was put together. The trees, the prairies, the great, beautiful oceans. It would have taken the designing eye of the architect to create such beauty out of chaos.”

“Ah, most certainly,” agreed the lawyer. “But who do you think created the chaos?”

There have been many occasions when I’ve walked with facility operators through the mechanical areas of a brand new state-of-the-art aquatics center and gotten the distinct impression that, had they heard that joke, the systems operators would have given the designer enough credit for having created the chaos without any need for the lawyers’ input.

“Why did they use this kind of system?” the operator might sneer. “What were they thinking of when they put this here?” I’ll hear them mutter. “Whose bright idea was this configuration?” they snicker.

I don’t take offense because I understand and appreciate their perspective. Often, the operator is introduced to a brand new state-of-the-art aquatic facility at poolside, with all the modern amenities the industry has to offer, only to discover maintenance and operational systems that are not what he might hope for. If the operator’s response to that is merely adversarial, then no one wins–not the owner and certainly not the operator.

If, on the other hand, the operator takes a higher, professional approach by doing the best with what is available while preparing solid, positive arguments for more sophisticated systems in the future, he or she will reveal the qualities of a true operations professional.

The Design Process–Sizzle Sells!

Getting a contemporary aquatic facility from dream to construction is a long trip during which many alternate routes are considered. The trip usually begins when a group of planners or a private ownership team proposes a concept for the new facility. There is a very rough idea of what they want and some estimates of the money available to finance the project. It is the designer’s job to mold that rough information into a very specific facility design.

Beginning as much as a year or two in advance of construction, the design consultant begins accumulating information that will help form the design. Beginning with what the owners think they want, the designer also investigates the needs of the community or other potential users of the facility.

Through detailed study, information including potential revenue, operating expenses, site selection and construction costs is compiled to give the owners a better understanding of the economic viability of the intended project.

With that information in hand, several schemes are usually presented to the owners, each representing different possible solutions to their requirements. Inevitably, this process leads to a finished product that represents a series of compromises, some affecting the patron-oriented amenities and some affecting the systems operational side.

It is said, though, that the “sizzle sells the steak,” and that is certainly true in the case of aquatics facilities. Though a pie-in-the-sky proposal might include all the latest high-tech pumping and filtering systems one could imagine, when it comes time to shaving dollars off construction costs, the current rivers, spiral slides, wet-playground amenities or the 50 meter pool configuration are going to remain in the plans long after the Super XYZ automation system has been downgraded.

Indeed, the sizzle sells, and that is true, not only in the eyes of the potential users, but in those of the owners and financiers as well. No one is going to decide to build or finance a project because of its elaborate mechanical systems. They will decide based on the services and programs the facility provides the public, and the capital investment budget available to provide those services.

As a result, a design that originally calls for an automated fill funnel for the pool might get downgraded to a manual unit, with retrofit potential built in for later consideration. Similarly, a manual backwash system might be substituted for an automatic system. The world’s premier filter room is of particular interest to you; but when it comes to selling the facility, it’s going to be the fun, not the filtering, that draws the crowd.

Operator Assistance 

Is there no place in the design process, then, for the operator’s input? Absolutely. In fact, designers who fail to explore the past experiences and observations of professional pool operators are not taking advantage of an extremely valuable information source.

There are many critical issues involved in pool design where operators can have valuable knowledge. For example, they might have specific knowledge about the source water chemistry. If it has a lot of mineral content or has an extremely high or low pH level, these are issues that will effect the appropriateness of certain kinds of chemical balancing systems. In many areas, water chemistry dictates that CO2, for example, may not be appropriate.

Operators can also be helpful in evaluating the capabilities and limitations of the maintenance staff, which will also affect the kinds of systems selected for the facility. Are staff members intuitive and knowledgeable about the procedures they conduct? Do they understand how changes in chemistry will affect the water quality? Or do they perform better under conditions that call for clear-cut step-by-step procedures?

Operators need to be honest about their own experience as well. Just as there are different types of cars for different driver demands, so too are there different designing and engineering solutions for various skill levels and performance expectations for aquatic facility operators. A knowledgeable and dedicated pool operator can tweak any system to operate at the most efficient levels possible. He/she can make anything work. If that level of experience and dedication is lacking, however, a different, more autonomous kind of system might be indicated. Conversely, if the operator is extremely control oriented, if he/she prefers hands-on manual control and tends to constantly override automated procedures, then designing a costly high-tech automated system is a waste of money.

Operator availability is another factor that will affect design decisions. How much time will the operations staff have to accommodate the needs of the facility? Will the operator be stopping by once a week to backwash the pool and check the chemistry levels, or will there be on-site personnel, constantly evaluating water quality and systems performance?

Operators will also likely have site-specific knowledge concerning attendance patterns and weather conditions that designers should take into account. What demand levels will be placed on the facility? Will there be a heavy bather load, or light? Will weather changes affect the water quality?

All these issues will determine what level of automation, what level of technology and sophistication will be required to maintain clean, clear water. And all are issues that operators with past experience will have valuable insights and judgments to assist the designer in making the appropriate recommendations.

Personal preference aren’t insignificant issues, either. If an operator has had prior experience with certain systems, and managed them successfully, it is reasonable to suggest continuing with similar systems, if appropriate.

There are all kinds of facility requirements and all kinds of operators maintaining the facilities. The design team’s strategy is to develop the mechanical system most efficiently tailored to the needs of the facility and the qualifications of the operator. And the operator can certainly provide valuable insights to help achieve that goal.

Pick Your Battles

No matter how convincingly you argue your case, though, you aren’t going to win every battle. As stated previously, design is influenced primarily by programming and service features, and the capital investment budget. The owner wants to get the most patron-oriented options for the dollar. Naturally, the operator wants to get a facility that is easy to operate. In the tug of war for dollars between those two, patron-oriented features are going to win more often than not.

So pick your battles. In the compromises that characterize the design process, decisions are usually categorized according to their level of requirement. Some things are absolutely required. Others are of obvious benefit, though not critical to the facility, while still other amenities fall into a “bonus” category: If the money’s still there after fulfilling other needs, these things would be nice to have.

Operators should apply those same critical judgments when determining what is important to them. Is the type of filtration system of tantamount importance? Some people swear by diatomaceous earth because of water quality, others by sand because of ease of operation. What is a priority to you?

Others have strong opinions about pool coatings. Should the tank be surfaced with paint, plaster, colored concrete, or tile? This is an issue that operators frequently second guess, and one for which many issues enter into choosing one over the other. But if you feel strongly about the benefits of one, place it on your critical list and let your opinions be known.

Be heard, not hard

The important thing is to voice your opinions in a meaningful, productive way. The biggest challenge operators face in the design process is simply being heard and getting involved. In many cases–especially with new facilities–operators are not brought into the organization until a month or two prior to opening. Obviously, most of the system design decisions have already been made at this point. The professional operator benefits from the understanding that the priorities do focus on the patron-oriented, revenue-producing amenities, and compromises undoubtedly had to be made in the operating systems. Negative comments and asides at this point are non-productive and will only create an adversarial role between operator and owner.

It has been my experience, however, than when the opportunity exists–and frequently this opportunity occurs in remodeling and updating projects-ownership and design teams have welcomed the opinions of operators with open arms. That is the way it should be. Facility design undoubtedly benefits when it is achieved with the valuable input of operations professionals. After all, you can have the most wonderfully designed and engineered facility in the world; but if the operators don’t or won’t take advantage of the systems in the way in which they were designed to be used, it is a frustration and a failure for everyone involved.

By participating in the design process in a meaningful, constructive way, operators can contribute to a facility design that is truly designed from the pits up, and will consequently make everyone happy: owners, users, and operators.

SOME BASIC KNOWLEDGE OF MATERIALS AND INSTALLATION TECHNIQUES, PLUS A LITTLE LUCK WITH THE WEATHER, WILL LET YOU REST EASY DURING A WINTERTIME POOL CONSTRUCTION PROJECT.

The dog days of August mean different things to different people — family vacations, football practices, back-to-school sales. For many facility operators, it’s the winding down of the outdoor pool season and, soon after, the beginning of the pool construction season.

Shovels often go into the ground immediately after Labor Day, because this gives the owner the best chance of having a new pool ready to greet swimmers on Memorial Day. Whether the timetable will be maintained depends on a host of factors, the most variable of which is weather. Yet, there is nothing strange about pool construction commencing at a time when (to cite a prominent example) road construction crews are working overtime to finish up before the first freeze. The fact is that, except in extreme conditions, pool construction can proceed as long as precautionary measures are taken by the owner, aquatics consultant and pool contractor.

Scheduling pool construction, whether indoors or out, will nearly always be affected by seasonal changes in weather. An average outdoor aquatic facility with a lap pool and a small leisure pool typically takes six to nine months to construct, with those located in colder climates on the longer end of the spectrum because of weather delays. For indoor pools, the pool basins can be constructed before or after the construction of the natatorium structure around it, but it is more typical for the basins to be prepared first, with building contractors taking care not to damage the pool shell during construction. (When pools are constructed after the natatorium is built, the pool contractor needs to make sure the pool shell construction does not undermine the building foundations.)

Aside from weather and the desired timing of project completion, scheduling is also affected by the scope and location of the project, construction funding and project permitting. Although demolition or excavation can be done at any time of year, it is certainly easier prior to the arrival of winter, so a great deal of preparation is necessary to achieve even the day-after-Labor-Day groundbreaking. Assuming construction begins as planned, excavation and pool shell construction take place in the fall, along with the shell of the bathhouse. The pool’s mechanical equipment and other bathhouse fixtures are then installed during the winter and, when spring arrives, pool finishes, the pool deck and landscaping are completed so that the pool can open on time for the summer swim season.

In cases where a later, less favorable start date is selected (or where the schedule has been pushed back significantly), facility owners should become familiar with the following aspects of cold-weather pool construction:

Concrete Placement. The two most common methods of concrete placement for pools are cast-in-place concrete or pneumatically applied concrete (shotcrete). In cold weather (which American Concrete Institute Section 306 specifications define as “a period when for more than three consecutive days the mean daily temperature drops below 40°F”), keep an eye on the pool contractor and make sure measures are taken to shield the concrete for the duration of the placement and curing stages. Things to look for are blankets, portable heaters, windbreaks, enclosures and insulated forms. These precautionary measures are not needed once the ambient temperature climbs above 50°F for at least 12 hours.

Typically, concrete gains compressive strength at a slower rate at lower temperatures than it does at higher temperatures. The temperature effect on concrete’s compressive strength gain can be partially offset by using high early strength cement as opposed to normal type cement (that is, Type III instead of Type I). Another cold-weather concrete placement option to discuss with your pool contractor involves air-entrainment (in which tiny air bubbles are intentionally created in the concrete). Entrained air is beneficial for concrete placed during freezing weather because air entrainment supplies capacity within the concrete to absorb stress forces resulting from ice accumulation.

Water Tightness Test. Even during cold weather, the new concrete pool shell should be tested for water tightness prior to the application of the pool finish. The concrete structure should set for 28 days for curing purposes and to gain sufficient strength to withstand the water loading. After all the inlets and main drains have been securely sealed, and the forecasted temperatures are above 40°F for the next three days, the pool shell can be filled with water, allowing the concrete shell to absorb water. The water used for this test must be within 10°F of the concrete pool shell temperature to avoid concrete cracking. After three days, the concrete will have absorbed as much water as it can, and the water tightness test can begin.

Pool Finishes. Each of the four most common types of pool finishes has different temperature requirements:

• Epoxy Paint — The surface to which the paint is applied should have a minimum temperature of 35°F and be at least 5°F above the dew-point temperature, as it will not cure if the temperature is lower.
• Marcite Plaster — All materials and affected areas should remain above 50°F for 24 hours prior to and 72 hours after placement of the pool plaster. If applied in cold weather, the plaster coat may separate and create a hollow space between the plaster coat and the concrete pool wall. This development usually occurs after a few years and is likely accelerated by freeze/thaw cycles.
• Quartz Aggregate Plaster — As with marcite plaster, all materials and affected areas should remain above 50°F for 24 hours prior to and 72 hours after placement.
• Tile — Normal tile installation conditions are considered to be 73°F and 50 percent relative humidity. Typically, colder temperatures and higher humidity will require longer cure times. There are special tile bonding products that can be used in temperatures as low as 40°F; these products come at a premium cost, but they reduce the cure time and limit the time required to protect the installation from submersion and freezing.

Familiarizing yourself with some basic information about cold-weather pool construction will allow you to intelligently discuss the project with all parties through the construction process, helping above all to ensure that your contractor is taking the proper precautions. Ultimately, though, facility owners need to be aware that the project’s successful completion on schedule during cold weather will depend to a large extent on weather severity through the fall and winter.

Here’s the simple truth: If your facility relies on subsidies, it’s at risk. Follow these five steps to get off the dole and get on the road to recovery.

Nationwide we continue to hear the latest news: Public facilities closed due to city, county and state financial challenges. It’s clear we are in changing times with a new mind-set. Gone are the days when public facilities relying on heavy subsidies will be allowed or even accepted. The public sector community must change its operational mode to survive in today’s economic climate.

The simple reality is this: The more your facility relies on subsidies, the more likely it is to get the budgetary ax. Consider using the following five operational changes to break your dependence on subsidies.

1. Accept that subsidies are not a given. Rather than assume that subsidizing operational costs is a foregone conclusion, the public sector should focus on becoming sustainable and fiscally responsible. That said, I’m not arguing that each and every aquatics facility become a for-profit entity. It’s unrealistic to ask everyone, regardless of location, offerings and age, to drop subsidized funding.

Instead, I’m urging all public aquatics facilities to maximize revenue opportunities and minimize costs. That requires a committed and serious approach to operational efficiency combined with a balance of appropriate user rate structure, program offerings and facility marketing.

2. Review user fees. When looking at revenue potential, it’s all too common for a public facility to have user fees that are not in line with other recreational offerings, and almost certainly not parallel with their counterparts in the private and commercial environment.

For the sake of comparison, let’s look at the price structure of public recreation offerings of an unnamed Midwestern community. The cost for a summer youth baseball program with a season of 12 games, is $95. The cost to visit the outdoor city-owned aquatics facility is $4 per visit, or $60 for a seasonal pass. If the average baseball game is two hours, the current cost structure equates to approximately $3.95 per recreation hour. If the average length of stay at the aquatics facility is the same two hours, the cost per recreation hour becomes $2.

When extending the average length of stay at the aquatics facility, or utilizing the cost of a seasonal pass, the cost per recreational hour is reduced to pennies. Again, this should not suggest that every single public facility should raise its user rates. Rather, I encourage you to review your current price structure for determination of consistency with other publicly provided recreation opportunities as appropriate within the community.

3. Diversify programming. Staying current with program trends is important. Facilities must continue to be willing to modify or update the programs that are provided, as well as the times and frequency with which they are offered. Expanding aquatics programs by reaching out to groups such as adults and seniors through fitness and wellness programs is just one way to expand your services.

Take advantage of times when there might be overlap in your aquatics programs, such as children’s swim lessons and adult aerobics. This can be an opportunity to increase participation. After all, why should a child’s mom, dad, grandma or grandpa sit in the shade reading their book while their child participates in swim lessons when they could be exercising, too?

Even in situations where a public facility has established a diversified activity schedule, it’s often fear of the unknown that keeps some people away. Consider reducing program fees, or possibly offering a program for free for a limited time. Fees are the ultimate excuse for a nonuser, so once you remove them, you also often remove a major hurdle. Typically, once a potential user has participated in aqua-aerobics, fitness, therapy or other aquatic programs, retention of these users can be high. Now they’re engaged and interested, and are more likely to return.

4. Get self-promotional. Why is it that in the public sector, facility programs and services frequently are not perceived to have a strong need for self-promotion? A committed effort to advertise and market your facility and its programs can result in significant changes in attendance numbers. Far too

often a public facility has limited, if any, advertising in local newspapers, radio and TV. Ads for special user rate days and times, programmed special events, rental opportunities and the like have become a necessity in maximizing revenue.

As new and innovative recreational opportunities come into the marketplace, competition for discretionary dollars is fierce. In your next budget, I strongly suggest putting in costs for advertising and marketing. Attendance directly tied to such campaigns often  can be tracked, and experience has shown that the cost associated with advertising traditionally will be covered through increased attendance or program use.

Social media outlets have become a great tool for immediately getting your message out, and can become a cost-effective tool for communication and promotion. Utilizing these resources can be an effective, inexpensive way to not only market your facility to the everyday user, but also a great tool for updating the public on your current programs and activities.

5. Look for new cost cuts. I’ve visited far too many aquatics facilities and witnessed numerous lifeguards not actively on duty, gathering or socializing. If you find yourself dealing with ongoing discipline or horseplay issues, chances are, you may be overstaffed. A guard rotation that will limit staffers in a non-guarding situation may be necessary to reduce your labor costs. Nor does the staff monitoring slide towers, concessions and ticket areas typically require a certified guard.

When it comes to costs associated with utilities, the implementation of maintenance and energy savings practices have gone from being a green approach to everyday practice. Capital cost investments on things such as variable frequency drives for pool pumps; use of pool covers; high-efficiency pool heaters; and installation of regenerative media filtration are just a few of the steps you can consider to reduce operational expenses.

Plus, repairs of leaking pool tanks and piping can save significantly on water, energy and chemical costs. Lastly, yearly negotiations with multiple providers of your pool chemicals, food services, insurance, and other commodities and contractual services will promote a competitive environment, ensuring you’re getting the most for your money.

By Scott W. Hester and Michelle Schwartz | October 2009
Aquatics International

We can always tell when an aquatics operator was not involved in the materials we get requesting our services.

Typically, there’s barely a page describing the project, and about 10 pages on legal and fee requirements. When that happens, there are two problems: First, focusing too much on fees instead of qualifications makes it difficult to compare apples to apples. Second, without a good understanding of the project on the design/architectural end, you’re likely to lose control of the overall process and the final facility is likely to suffer.

To make matters worse, such projects often cost more than expected because the two parties didn’t have a clear understanding of the scope of the work. The result is a renovation or new facility that does not match the original vision and is less likely to meet the needs of patrons. In this economic climate, those kinds of mistakes threaten the long-term viability of the facility — and the aquatic operator’s job.

That’s why it’s crucial for operators to insert themselves into renovations or new construction — and understand how to use those tools to get the best team. Tools include letters of interest, requests for qualifications (RFQ), requests for proposals (RFP), and the interview process.

Maximizing interest can start with a letter of interest to selected organizations. This letter will help in determining their level of interest; you can also request a statement of interest from them that will further that determination. The letter’s aim is to stimulate interest in the project.

Next, it’s time to move forward with a RFQ or RFP. One of the primary purposes of both is to accurately describe the project and identify what information is needed to select the appropriate designers and builders.

Interested parties need to fully understand the breadth and depth of the project, which allows them to determine the skill sets needed by their teams. Items traditionally provided in the RFQ and RFP include the project description, location, pre-determined budgets, schedules and owner representative contact information. Items that owners request typically include description of the interested parties, experience on similar projects, approach to this project and key team members.

While the RFQ and RFP typically yield submittal packages of information from interested organizations, the RFQ does not seek the projection of professional design or construction fees. Rather, the intent is to identify the best qualified teams.

Under the RFP scenario, a written fee proposal is requested. This proposal can be part of the owner’s grading and selection criteria. Many times fees for the proposed services are enclosed within a sealed envelope. This can help ensure that fees do not become the primary focus for ranking and selecting your project team. The owner should confirm with local and state legislation regarding the legal restrictions to selecting professional design services utilizing fee-based parameters.

Collected information from the RFQ and RFP submittals allow the owner to select teams based on the best match of the project needs compared with the cumulative qualifications of each team. These teams comprise the pool of candidates that will be requested to submit further information.

After receiving and reviewing the RFQ and RFP, the owner can shortlist the highest-ranked qualified firms for participation in a face-to-face interview. If possible, it is recommended that shortlisted teams be interviewed on the same day, allowing the owner to listen to all responses within a condensed time period. This can provide the owner with the best opportunity to accurately compare and contrast each team’s strengths and weaknesses.

This interview process will allow the shortlisted firms to present, in detail, their teams’ makeup, experience, projects that are similar to the one proposed, approach to completion of the project and their ability to synergize with the owner. As part of the interview process, the owner should allow time for a Q&A period. Ranking of each team may include the following score sheet.

Often, an initial proposal may include services that are not needed for your project. Be ready to negotiate any modifications to the contract that may be necessary.

Remember that an aquatics-related project is unique from a traditional building or other park-related projects. Fees associated with architectural and engineering should be developed based upon the agreed scope and work, and the associated man-hours to complete the project.

Remember, too, that costs attributed to the design of your facility are traditionally a very small percentage of the overall project cost. This makes selection of a team based heavily on qualifications important because it can save you money on the overall project.

If your decision-making for the team selection becomes strongly fee-based, ensure that all score approaches are similar, and be aware of any items that are not included as part of the base project. One example is excluding construction administration as part of the consultant’s base fee (under the design-build scenario) and including it as an additional service. This may lower the consultant’s incentive to keep the design within budget and removes accountability when project bids are overbudget. Also be aware that utilizing a pool equipment provider or builder for design services may result in a nonproprietary approach to materials and equipment, jeopardizing the competitive bidding environment.

By Scott W. Hester and Michelle Schwartz | October 2009
Athletic Business

Certain that exercise enhances their thinking, reduces stress and improves their energy level, many college students consider it their most effective study break. (It’s also a prime social outlet.) But lap swimming aside, most college pools don’t offer much to students looking to work out rather than wade.

The trend in college pool design has for some years been toward campus aquatic facilities that can either host swimming competitions or accommodate recreational swimming opportunities, but have little in between to draw what you might call the active-recreation swimmer. For students who like to challenge themselves in the pool, typical leisure pool features — the zero-depth entry, vortex, bubble benches, waterslides and whirlpool spa — really do nothing for them in terms of strength, coordination and fitness. These are largely passive aquatic components that have brought college aquatic centers more in line with municipal aquatic centers. But that, it appears, is changing.

When designing a campus leisure aquatic facility, both passive users and active swimmers ought to be able to partake in recreational activities. The challenge is that in the college recreation market, these two types of swimmers are very different. Passive users look for soothing experiences without exerting significant amounts of physical energy; thus their needs are being met with the status-quo leisure pool. Passive swimming encompasses casual fitness experiences; the passive swimmer is primarily a pleasure seeker.

The active swimmer, by contrast, is a thrill seeker. Active swimmers crave excitement, the unusual — and bragging rights are a significant part of the experience, particularly for those who prior to their college experience were sports team participants.

A generation ago, the diving board — which requires of serious users a number of progressively more difficult skills and offers a social hub for “top this!” recreation — was ground zero for aquatics thrill-seekers. As forward-thinking schools are beginning to demonstrate, aquatic centers can be socially fun as well as soothing sanctuaries, and a small number of aquatics administrators are starting to incorporate innovative components that require skill and inspire competition.

CLIFF NOTES

The active pool at the Southeast Missouri State University Aquatic Center features water volleyball, a bouldering wall and a zip line that offers the thrill of whizzing through the air to a splash landing.

For example, artificial surfing environments provide a challenging activity for which active swimmers have shown tremendous enthusiasm. A huge hit in the resort, cruise ship and water-park industry, surfing units may have begun to find a toehold in the college market. Pensacola Christian College, which is the first (and still only) college in North America that offers one, notes on its web site that, for the school’s students, the attraction is “as much fun to watch as it is to ride.”

Another component making its way into the college aquatic recreation scene is an aquatic climbing structure, a relatively affordable way to upgrade an existing pool with a new and physically challenging activity. Made of fiberglass finished with a gently textured, non-slip surface that can easily be deck-mounted, these units take up little space and have the advantage of being removable if necessary. Since many aging college facilities have removed their diving boards, adding a climbing structure can bring new life to an old pool.

The new Southeast Missouri State University Aquatic Center has incorporated several examples of the latest in active aquatic design, including a more expansive take on aquatic climbing. To supplement the hugely successful outdoor recreation programs at the university, the active pool showcases a dramatic, 40-foot-wide-by-14-foot-high bouldering wall. The wall leans out over the water, allowing climbers to traverse it through numerous waterfalls without the need for ropes or harnesses. The infinity-edge pool also features a rope swing and a zip line that offers the thrill of whizzing through the air to a splash landing. While supervision of these activities requires extra care (in particular, ensuring that swimmers keep their distance from the splash zones), the water underneath them provides the ultimate cushion.

The SEMO pool also features a water volleyball court that satisfies facility users who prefer a team activity. The floating net and boundary lines make for a more competitive game environment; water volleyball courts are offered by a number of suppliers of inflatable recreational products.

Water basketball, an old favorite for a one-on-one game of horse or a more competitive team game, can also be given more oomph by adding free-throw or three-point lines. With the water court taking on the dimensions of a real court, the intensity can be pushed to a higher level.

ZIP DRIVE

Active swimmers crave excitement, the unusual — and bragging rights are a significant part of the experience.

Other aquatic recreational sports, such as underwater hockey, a relatively new no-contact sport played on pool bottoms, are gaining in popularity. According to USOA Underwater Hockey, “The pool should be 25 meters by 15 meters and two meters deep all the way across, but anything will do, even slopes (just change ends at half-time). Lead weights and three meters of rope can be used as goals, though the sound of the puck thunking into the back of a metal goal is very satisfying and should be experienced.”

Another aquatic sport gaining in status is water polo — not just the Olympic variety, but also variations that feature inner tubes and even kayaks. Inner-tube water polo has been a popular intramural sport for years and does not require exceptional swimming ability. Because the water minimizes size and strength differences between the sexes, staging separate men’s and women’s events isn’t necessary. About kayak polo, the web site of the Carolina Kayak Polo Club notes, “It is difficult to describe the passion and excitement that is created when a kayak water polo game is in progress. The participants — speeding the length of the pool, weaving through the opponent’s lines of defense and spinning in their kayaks to receive a pass — create a fast and thrilling event.”

Certain leisure pool staples can be utilized for active recreation. The University of Tennessee at Chattanooga’s Aquatic and Recreation Center (construction of the aquatics phase began this month) will take the idea of a lazy river and kick it up a notch to create an indoor kayak course. With boulders that can be relocated for varying flow characteristics, the course will be anything but lazy. Being located in the heart of the eastern United States’ best area for whitewater, the new facility will offer a comfortable wintertime training ground for kayakers. The current will be adjustable so that the less-daring student can enjoy the river in slower motion.

Another outdoor leisure pool standard, the rolling log, comes in floating versions for adult pool users who might relish a one-on-one challenge. Comprised of a buoyant log with stability rafts at either end, this amenity puts users’ balance, skills and coordination to the test as they vie to be the last person standing.

Inflatables have become much more sophisticated in recent years. One targeting the youth market that could have college recreation potential is an off-the-shelf aquatic obstacle course (an example can be viewed at www.wibitsports.com) that offers individuals a challenge and aids in team building. This line of modular components — including a base, balance beam, bridge, slide, large oval platform, long jump and high jump — can in 20 to 30 minutes be configured into a variety of challenge courses or individual events, such as head-to-head races, time trials and team relays. Competitions and contests can engage fraternities and sororities, intramurals participants and summer campers — and even allow for national and international intercollegiate competition. Since the obstacle courses are standardized, event results can be entered into a web database where students can see how they rank with other competitors around the globe. This type of cutting-edge, measured, outcome-based competition is what makes participants want to come back for more so they can improve their scores.

OUTSIDE SHOTS

Activities at Truman’s Pond at the University of Missouri-Columbia Student Rec Complex include water basketball and, of course, socializing.

Numerous fitness activities serving the active aquatic enthusiast can be integrated into the college physical education program. Ever-popular water walking can be accommodated through the inclusion of a current channel for resistive movement. A current channel, built as part of a leisure pool, provides water that travels at approximately three miles per hour, creating a passive adventure for inner-tube users or an opportunity for against-the-current walking or jogging as a non-programmed or programmed fitness activity. Deep-water aerobics likewise offers a muscular endurance workout. Simulated running in the deep end of a pool is aided by a flotation device (vest or belt), where the participant is tethered in one location. Aquatic fitness professionals estimate that 30 minutes of walking or jogging in shallow or deep water is equal to 80 minutes on land.

Finning, another aquatic fitness program, requires training fins or flippers, and takes place within a pool’s lap lanes. A Navy SEALs aquatics class consists of finning, water jogging, deep-water aerobics and scuba instruction. Amphibious boot-camp programs incorporate land and water fitness in a fast-paced, military-style interval-training course with running in the pool, calisthenics, jumping jacks, pushups and football-style drills. Aqua-training workouts, usually performed with the supervision of a personal trainer for the purpose of improved athletic performance, can be as intense as desired.

Perhaps it is only a matter of time before the overflow crowds seen at most new college fitness centers discover the benefits of aquatic-based fitness. When they do, a number of pieces of fitness equipment, currently utilized mainly by athletes rehabilitating injuries, are available to offer students a high-resistance workout in a fun, refreshing and dynamic environment. The underwater treadmill, for example, replicates land-based movements — walking, jogging, sprinting — using the low-impact buoyancy of water. Same for the aquatic bike: Based on the classic land-based recumbent or stationary cycle, aquatic bikes offer cycling that can be enjoyed in a low-impact aquatic environment. The aerobic stepper has similarly been morphed into an aquatic aerobic stepper, providing all the benefits of the land-based activity (cardiovascular fitness, flexibility, muscle strength), but without the impact that can stress knees, calves, Achilles’ tendons, hips and the spine.

With a little ingenuity, new and existing campus facilities can accommodate a wide range of users through aquatic fitness and active-recreation programs. The basic goal in the college setting should be to promote social interaction, friendly competition or personal accomplishment for participants of all skill levels and abilities. The types of activities that will draw the biggest crowds are participatory, measurable, exciting and often challenging — but not so challenging that only elite athletes can participate or excel in them.

The more these campus showpieces and recruiting tools can be utilized for group activities, the more likely the aquatic facility will be “alive” day in and day out, throughout the year.

By Kevin Post and Michelle Schwartz | 2009
Recreation Management

While community swimming facilities continue to evolve and emulate the waterpark and hospitality industries, municipalities must determine if they can compete for the sought-after aquatic professional who can manage these types of facilities or risk contract management to a third party.

Rising Expectations

Residents are responding to a growing travel culture, vacationing in destinations with imaginative pools and spa-like amenities. Thus, when their community echoes these experiences at the new community aquatic center, they show up in droves and expect the same standards and pampering they experienced abroad where the foundation was impeccable service.

The American Academy of Hospitality Sciences is renowned worldwide for awarding excellence in the travel and luxury services sector. The academy, which started as a restaurant rating bureau, now reviews restaurants, chefs, airlines, cruise lines, spas, hotels and resorts. One of the main categories for the coveted award is staff, including pool staff. Standards that the academy uses for this award include:

• Telephone answered promptly and with a proper greeting
• Overall maintenance
• Service overall
• Tremendous attention to detail in every aspect of the operation
• Staff: polished, suave, grace, tact, dignity

This is not to say that the municipal staff must spritz sunbathers with mist and offer towels, fresh fruit and chilled sorbet throughout the day, but after the aquatic attractions, a professional staff becomes the focus when vying for discretionary leisure spending.

Cutting-Edge Pool Staff

Whether it’s a $3 million dollar facility where a few people perform all the functions or a $30 million dollar facility where numerous teams depend upon one another, today’s public aquatic center will likely incorporate an aquatic director. The aquatic director (no matter how large or small the aquatic center) is accountable for the overall operation and management of the facility. Qualifications include a four-year college degree in the field of aquatic management and experience in park and recreation administration, physical education, marketing, management or a related field. The aquatic director develops the training of all staff and develops and implements all operational procedures and detailed emergency action plans while overseeing operating policies and procedures.

He or she develops annual budgets and an effectively communicated measuring program for the coordination/monitoring of revenue collection that includes daily activity records of all participants, events, cost-control disciplines and attendance reports.

The customer relations team includes customer service, sales functions, program development, promotion/marketing and branding—vital to the financial success of the facility. Staff qualifications include creativity, initiative and education necessary to expand the customer base through customer outreach to ensure that the aquatic center is seen and used as an asset in the community. Encouraging residents to use public facilities requires helpfulness of the promotional materials, perceived value against other providers, and public awareness that the facility addresses the prevailing needs of the aquatic community. Further, the community must be educated that the aquatic center is stimulating business attraction and retention, the creative economy, and tourism.

The deck management team supervises lessons, recreation and competition programming activities with a staff of aquatic instructors, coaching and sports staff, and lifeguards. Staff qualifications include Certified Water Safety Instructor, Certified Cardiopulmonary Resuscitation (CPR), Certified Aquatic Fitness Professional, and first aid. Highly trained lifeguards must possess a lifeguard, CPR and first aid certificate by the American Red Cross, YMCA/YWCA or Ellis and Associates. Lifeguards must be screened, and it is recommended that they be at least 18 years old to possess a desired maturity level for potentially saving lives.

The pool operations team includes the overall maintenance of the pool system and waterpark features for risk reduction to the users, employees and facility. Pump room technicians include a unique skill set, including Certified Pool Operator (CPO) or Aquatic Facility Operator (AFO) for day-to-day chemical knowledge in order to operate the facility in compliance with the local health department requirements. Operations include industry knowledge for pre-season inspection to identify and fix necessary parts and repairs prior to opening. The team must meet critical needs during the season, complete the closing of the facility in the fall, perform post-season inspections to help identify and fix necessary repairs and major renovations during the off-season, and perform winter maintenance during the winter months.

Aquatic Consultant Assistance

Hiring an experienced aquatic consultant can be a plus when deciding how to find experienced professionals to manage a new aquatic center. A consultant can offer professional placement, whereby they conduct a local and national search as directed by the owner to fill key positions. Through nationwide networking capabilities, they may be in contact with soon-to-be-graduates in the aquatic field looking for professional placement. As the market demands more aquatic professionals, colleges and universities are responding by providing additional curriculum for aquatic professional career choices. Additionally, the rise of campus conjugal recreation and competitive aquatic facilities provides “on the job” training.

The U.S. leisure market is fueled predominantly by baby boomer spending and young professionals with an interest in travel, attractions and activities. While not competing for the American Academy of Hospitality Sciences award (at least not yet), municipal aquatic centers must strive for excellence in impeccable service due to the increased importance of leisure goals. Managing a cutting-edge aquatic center is contingent on a professional staff with enormous responsibility and a growing skill set.

By D. Scot Hunsaker and Michelle Schwartz | October 2008
Aquatics International

Modern businesses typically choose communities with cultural and recreational amenities that allows them to attract and retain a well-educated workforce. This enlarges the tax base and stimulates the economy, which then provides more tax revenue that parks and recreation agencies can use to enhance or expand infrastructure, facilities, and programs. This is why it’s so important for public aquatic facilities to keep up with the times and provide the amenities and services that future generations will expect and demand.

A big part of those expectations are the result of tourism, now a multi-billion dollar industry. U.S. tourism was estimated at $518 billion annually, according to a 2007 report on CNN.Money.com. And global tourism was estimated at $880 billion annually, said a 2007 report on TerraDaily.com. These travelers have seen what European aquatic facilities offer and are bringing their desire for these experiences back home.

For instance, Schwaben Quellen, a large spa/waterpark complex located in Stuttgart, Germany, offers multiple steam rooms, saunas, and adventure showers (themed shower experiences complete with special lighting, sounds, and aromatherapy). Guests can even roll in the snow following use of a sauna or other type of steam room. At Wave-die Worgler Wasserwelten in Austria, concentrated body-warm (98.6 degrees Fahrenheit) saline baths enriched with salt from the Dead Sea create a seemingly weightless floating experience with a play of colors and atmospheric underwater music.

With lifetime expectancy up 30 years since 1900, according to the U.S. Census Bureau, adults are strong advocates of well-being amenities—that is, therapy pools, leisure pools, and lap swimming at U.S. aquatic centers. Thus, the addition of European spa amenities will be embraced.

Other adult amenities include exquisite poolside dining, a combination of tranquil and exhilarating pools, infinity edge, cascading waterfalls, hydrotherapy bubbling caves, and waterart fountains.

The addition of more adult amenities will influence childcare activities so that mom and dad can partake in revitalization, purification, and other well-being experiences. Childcare activities will foster more supervised events inspired by kids’ clubs on cruise ships, hotels, and resorts.

Environmental intelligence is the next area of change. With many municipalities already requiring LEED standards and other advancements, the aquatic design industry will include more green building methods. Although they have higher initial costs, green pools will “LEED” the way to a healthier atmosphere for swimmers as well as the environment, while substantially lowering operating costs through water conservation and energy efficiency. Strategies also will include a comprehensive design analysis related to biodiversity (site preservation and encroachment issues), nearby urban transit and innovative practices.

Innovative examples include the reuse of pool wastewater from backwashing and deck drains for flushing toilets in the bathhouse; the use of a regenerative filtration system for a 200-gallon backwash rather than a 5,000-gallon backwash; and the inclusion of ultraviolet light systems for water purification that will routinely monitor and treat pool water by sterilizing bacteria, viruses, and molds and their spores, as well as help continuously remove chloramines from natatoriums.

Additionally, each municipality must determine whether mutually exclusive facilities (separate competition venues and separate recreation venues) or multi-generational facilities (combined venues) would be more appropriate. Competition pools, particularly championship venues, bring tourism revenue to local hotels, restaurants, and businesses. But tomorrow’s competition pools will offer movable floors and bulkheads to accommodate classes, lap swimming, and competition training simultaneously.

Municipalities will continually be challenged in the next 10 years when replacing old neighborhood swimming pools as waterpark-type amenities—lazy rivers, play features, waterslides and catch pools—require additional lifeguards. Because many universities, colleges, and high schools currently start classes in early to mid-August, this creates staffing challenges. Already, many aquatic centers must close early in the summer season due to lack of lifeguards.

Thus, leaders will be forced to decide whether to compete for aquatic professionals, who can manage a cutting edge facility or dilute control by opting for contract management to a third party in a public/private partnership. While many third-party entities can provide management skills, they may not be aligned with city goals of balanced programming. A competitive swimming club would have a competitive swimming emphasis; a developer would have a recreation swimming emphasis; and a local aquatic management group may not comply with equal opportunity practices.

Ultimately, the aquatic experience must be nurtured as a commodity. Water is a natural resource that must be treated with respect and innovative technology. Leisure is a commodity that evolves in conjunction with tourism. And tourism can boost the membership at cutting edge aquatic centers.

Municipalities must take a leadership role in managing evolving customer expectations as well as the environment. It is then up to communities to see the enhancement of the aquatic center as a way to improve the area and retain free enterprise.

By Carol Anderson and Michelle Schwartz | 2008
Resort and Recreation

When it comes to swimming pools, design has been revolutionized over the last 30 years. Even the term swimming pool has become passé, with resorts adopting new monikers such as water amenity and aquatic centers.  As fierce competitors vie for discretionary leisure spending, stimulating waterscapes have become the norm not only for four- and five-star resorts, but increasingly for hotels, country clubs and municipalities, too.

New designs, supported by a greater range of products, have made it achievable to build ever more engaging facilities. These liquid escapes create inspiring environments for guests to dive into, splash around in, or relax by.

Blending In or Standing Out

Destination resorts often have pools that blend with their exquisite architecture and landscapes. Rancho Las Palmas Resort & Spa in Palm Springs, Calif., is a good example of referencing imaginative features with the rustic beauty of nature. The waterscape is in tune with its desert appeal of breathtaking mountain views, botanical cactus gardens, and warm Mediterranean Colonial architecture.  Tranquil and adventurous aquatic amenities amidst waterslides and waterfalls are set in a palm tree rockscape. A freeform leisure pool refreshes travelers while unpredictable fountains and sprays cool the youngest guests.

The term boutique hotel is used to describe intimate, luxurious hotel environments that differentiate themselves from the norm. The Joule Urban Resort, a 1927 art deco building in downtown Dallas, has a pool cantilevered off the 10th level outdoor terrace. Guests plunge into the glass-ended pool for a stunning underwater view of the cityscape below.

Location, although important, isn’t necessarily everything, as themed waterscapes define new environments. They can include geographical features specific to a region or imported elements as an escape that embraces culture, wildlife or unique geological formations.  Color themes can lend an impression, such as blue and yellow for a French Riviera theme. In addition, murals, trompe l’oeil, tile mosaics and other rich finishes can further enhance guest experiences.

Be Considerate

Even the most creative design is successful only when the end user is the focus of planning. The organization and interrelation of water is critical; i.e, pools designed for romping and splashing should not interfere with adults using hydrotherapy and spa amenities. Depending on the site, changes in vertical elevation may enhance multi-water use and provide convenient and visually appealing functional separation.

The hot mineral pools at Old Town Hot Springs in the heart of Steamboat Springs, Colo., have a waterscape in symphony with its quiet snow-covered hillsides, creeks and streams.  The renovation of the 100-year-old spring-fed pools included the addition of a redesigned hot water spring, sensitively designed waterslides, an activity pool, and two hydrotherapy spas set in a naturalistic rocky setting to reflect the three-dimensional beauty of the magnificent natural topography.

Across the Pond

If you’re looking for the latest in aquatic innovation, look to Europe, where these trends are emerging.

• Adventure showers entice guests to unwind in lush tropical vegetation with soft waterfalls and fog jets.  Other unique showers provide warm downpours during a meadow thunderstorm complete with artificial thunder and lightening.
• Salt-water grottos offer concentrated saline baths enriched with salt from the Dead Sea. The waterscape offers a soft play of atmospheric underwater lights and music where guests can weightlessly float in a unique state of balance; a real elixir for the stressed body and soul.
• Sauna gardens with aromatic scents of eucalyptus, spruce and mint extracts evoke a sense of fascination, stimulation, beauty, and contemplation with ergonomically shaped loungers and meditative music.
• Snow rooms offer guests a place to roll in man-made snow following the use of a hot sauna or other type of steam room for a unique revitalization.

Kids Count

As more adult-oriented amenities are incorporated into waterscapes, children aren’t being left out. Large play structures themed as water jungles, pirate coves, and Mayan temples offer physical fitness and imaginative games.

The new Lions Spray Park in Cheyenne, Wyo., welcomed inaugural guests with jumping jets of shooting streams of water, directional jets sending water arches outward 10 to 20 feet, and ground aerator sprays producing large eruptions of foamy water while the Deck Pop Jet discharged a ball of water directly into the air. Pine trees lend a dramatic backdrop while rockscaping creates an adventurous setting where youngsters zip around the 17 play structures.

Waterslides can be outrageously fun, but older kids are looking for excitement that transcends these industry staples. True wave pools, those that can develop surfable waves, consume vast tracks of land and considerable resources. The advent of static wave generators, such as FlowRider, can provide challenging, even cult-status entertainment that users will come back to again and again.

Waterscape wonderlands, whether adventurous for the young or rejuvenating for the not so young, provide hours of entertainment, relaxation, and the experience of togetherness for indelible memories in a world beyond our everyday lives.

By Patricia Soto and Michelle Schwartz | 2008
California Park and Recreation

Irresistible high-end hotel pools, tantalizing movie star and celebrity pools, and cutting-edge contemporary pools come to mind when speaking of west coast pool design. But what happens when we avert our eyes from these lavish creations and look at their wet cousins – the public pools? Satisfying community desire quickly tumbles over the vanishing edge when traditional rectangular pools of the 50s and 60s “get the job done.”

Looking east of the divide, interactive recreation-driven aquatic centers have become the norm since the 80s and 90s. Even with a shorter outdoor swimming season, many of these municipal pools are bundled with indoor aquatic centers for year-round fitness and amusement. Facility designs are innovative, morphing into water wonderlands, taking their cues from indoor European public pools and outdoor Caribbean resort pools. Large free form bodies of water sweep across the American landscape, and most without a spectacular view, creating art forms in themselves.

East and west alike have passionate aquatic enthusiasts from the pump pit operator to the Diving Gold Medalist, but why did it take so long for municipal aquatic trends to head west? When you “dive” into the detail, various intricacies play a major role.

Taxes

Many western municipalities are reluctant to look towards constructing a new pool facility as the old one costs “soooo much to operate.” With a high tax base, many residents feel that $1.50 for a day at the old pool is fair. But these older pools, and there are many of them, no longer are bringing in the swimmers. They’re often empty while families drive an hour or more to the regional new water park to find recreation value; and they don’t mind paying for it when they find it. The empty, old, leaking pools do cost a lot to operate with their outdated pumps, cracked pool shells and lack of amenities. Repair is often a band aid fix, resulting in the return of a handful of swimmers with their buck fifty.

Many park and recreation departments east of the divide create community pride by merging the best features of public pools and commercial water parks to offset escalating taxes coupled with a reduction in tax bases. They succeed in creating an adventurous ambience while segregating creative water play areas for various age groups. The safe and friendly municipal pools with plentiful shade areas invite residents to partake in zero-beach entry pools, waterslides and lazy rivers with island-style comfort and hospitality on a daily basis. Residents eagerly return year after year to slide down the thrilling new waterslide, climb the mammoth new water play structure or try the challenge of “inland surfing” on the exciting new Flow Rider, right in their community. The recreation value is huge and the revenue income ($3-$6 per person) equally as large. These facilities are designed to accommodate today’s family desire of “staying together and playing together” ideal.

Swimmers

In many areas in the west, newer facilities tend to be driven by competitive user groups. No shame in that, the west prides itself in large numbers of competitive swimmers, water polo players, master swimmers and even synchronized swimmers and divers. It only stands to reason that these organizations are the voice identifying the need for more and/or improved pools. However, 50 meter water typically costs far more than many organizations are able to contribute, thus creating a challenge to adhere to the operating budget with a solely competitive base. With the maximum density for deep water at approximately 100 square feet per person, this equals plenty of water space per user—120 swimmers per 50 meter pool for a workout session (and even less for water polo). This same 12,000 square foot body of water could easily handle four times that amount of paying recreational users, as they need 25 square feet per person. This is why recreation is complementary to competitive needs. One supports the other, not only in revenue opportunity but in developing the educational aspect for early competitive interest.

In the east and west alike, operations have been impacted by rising costs of staffing, utilities, chemicals, and maintenance. Not to be compromised, the industry is adjusting with “green” building methods that promote water conservation and energy efficiency while progressive managers are looking to regain the share of burdened operating spending with recreational value through multi-generational environments.

Many multi-generational facilities with recreation and competitive bodies of water provide educational lessons, fitness lap lanes (popular with adults and seniors), competitive needs and leisure amenities. An aquatic center with only a competitive pool is limited, just as an aquatic center with only recreational water is limited. One without the other lacks a large component of the community. With issues of obesity and other health problems associated with sedentary lifestyles, municipal aquatic centers have evolved to include programming for various age groups. Water exercise provides numerous low impact opportunities that need not be strenuous to be beneficial. The elderly also benefit from regular swimming activity to maintain joint strength, consequently postponing the loss of mobility. These are the municipal facilities where demand from the funding source is to get closer to operating costs through revenue of all users. These are Multi Generational Facilities.

Codes & Construction

Since codes were written to protect public health and safety prior to the evolving industry, they can be obstacles to innovative design of public pools. Codes in the east have embraced recreation components more readily. In many cases, western codes do not address many areas of change that the aquatic industry has experienced such as zero-beach entries and play structures. When pools are properly designed, they address water quality issues, hazards, and risk management training programs. Thus, many municipal facilities east of the divide have been operating large areas of recreation waters for many years with equally high health and safety standards seen in the more conservative facilities in the west.

Major pool equipment suppliers for the west coast supply the vast majority of all new commercial facilities with fully automated equipment rooms from the controller to the filtration system. Because each pool is unique in design and materials, geographical construction methods are somewhat different regarding the structure’s skeletal design and strength. Out west (where the earth is known to quake), commercial pool contractors’ method of choice is shotcrete; pools are designed for this construction method by structural engineers. Shotcrete is a wet mix concrete pneumatically applied by professional nozzle operators, creating a strong and durable monolithic pool shell. In contrast, this is not as prevalent east of the divide where many pools are constructed with poured-in-place concrete floors and formed and poured concrete walls. Shotcrete has less formwork; however, costs are impacted by labor and equipment. Neither is more right, just different.

Hot Trends

Before embarking on replacing the old rectangular, leaking pool, most eastern (and now western) municipalities acquire a detailed feasibility study that supports programming for more than one pool to be inclusive of the entire community of swimmers. When planning such an endeavor, it is necessary to analyze demographics, expenses and revenue pro forma. Feasibility studies not only develop preliminary concepts and programs in concert with the community’s assessed needs but also evaluate how recreational water supports the high operating costs of traditional competitive aquatics. Larger cities acquire an aquatic master plan, which provides aquatic planning and sometimes phasing of future amenities for several locations throughout a metropolitan area. Participation levels of children, adults, families and senior citizens are important to a community as it plans a future aquatic center to meet the needs of its residents.

Wanting to support competitive, recreational and fitness needs, the City of La Mirada, California, obtained a feasibility study for the operation of an outdoor aquatic center for approximately 50,000 residents. Pleased by the results of the study, Splash, the soon to be completed municipal aquatic center, has received more than $3.6 million in donations, pledges and grants from La Mirada residents and local businesses. The multi-generational destination located on 18 acres in La Mirada Regional Park will feature a Spanish seafaring theme with a marooned ship, wharf plank benches, skull rock and sailing canopy shade structures amidst a zero-beach entry pool, waterslides, spray features, play structures and lazy river. Year-round competitive waters will include a 50 meter pool, a 25 yard pool and the prospect of a second 50-meter pool already in the planning process. These waters are complemented with a large family sized warm-water spa.

As the west begins redefining the aquatic experience for the next 50 years, they can build on the success of their eastern neighbors to create the irresistible aquatic experience for tomorrow in their communities.

Patricia Soto has ten years of experience designing pool facilities on the west coast and is a former USA Age Group Swim Coach. Trish is currently director of the west coast operations for