Community Indoor Recreation Facilities
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Final Report
FEASmILITY STUDY
for
COMMUNITY INDOOR RECREATION FACILITIES
City of Salina, Kansas
Board of City Commissioners
Stephen C. Ryan, Mayor
Sydney Soderberg, Vice Mayor
Robert E. Frank
Vi Justus
Joseph A. Warner
Recreation Facilities Task Force
Roy Dudark, Chairman
T om Dunn
Scott Haviland
Don Hoff
Deena Horst
Dorothy Kennedy
Craig Kern
Jerry Lundgrin
Gus Wilgus
City Staff
Roy Dudark, Director of Planning and Community Development
Don M. Jolley, Director of Community Services
Steve Snyder, Recreation Superintendent
Peter Brown, Public Information Officer
Consultant
Key & Company
November, 1987
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TABLE OF CONTENTS
EXECUTIVE SUMMARY /ii
Chapter 1 GENERAL CONCEPT AND SERVICE GOALS OF A COMMUNITY
RECREATION CENTER/l
Background/l
Responsibility of Local Government in Providing Leisure Services/l
Recreation Center Concept and Service Goals/2
Potential Functions and Activities of a Community Recreation Center/3
Additional Benefits to the Community Resulting from a Recreation Center/4
Chapter 2 ASSESSMENT OF COMMUNITY RECREATION NEEDS/5
Introduction/5
Study of Recreation Service Providers/5
Trends in Leisure Participation/l0
Characteristics of Salina's Population/12
Illustration: Salina, Kansas Census Tract Map/13
Indoor Space and Facility Needs for Community Recreation/14
Facility Needs/14
Table 1: Growth in Sports Leagues (No. of Teams)/14
Table 2: Racquetball-Handball-Squash Participation at KTI Courts/16
Table 3: 1986 Participation at Neighborhood Centers/18
Chapter 3 COMPARISON OF FACILITY ALTERNATIVES/19
Introduction/19
Alternatives/19
1. Improve coordination and cooperation among recreation providers/19
2. Renovate and/or expand existing facilities/20
3. Construct a new recreation facility/25
Recom mendations/26
Table 4: Demographic & Physical Analysis of Potential Sites/28
Illustration: Site Location Key /31
Chapter 4 PRELIMINARY DESIGN CONCEPT AND IMPLEMENTATION/32
Introduction/32
Site Location/32
Building Layout/32
Construction Cost Estimates/34
Project Development Schedule/34
Project Financing/34
Estimated Operating Costs/35
Estimated Revenue/36
Illustrations: Preliminary Design/39, 40, 41, 42
Estimated Construction Costs (detailed)/43
APPENDIX/46
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EXECUTIVE SUMMARY
Feasibility Study - Community Indoor Recreation Facilities
City of Salina, Kansas
The purpose of this study is to examine the current status of community
recreation services in Salina and to develop recommendations for meeting any
perceived needs for indoor facilities.
The consultants wish to thank the members of the Recreation Facilities Task
Force, a group of citizens appointed by the City Commission to oversee this
study, for their dedication and invaluable assistance in completing the project;
and staff members of the Planning and Community Development Department and
Community Services Department for their technical support and advice during the
study.
Background
Public indoor recreation programs in Salina have historically been housed in various
facilities throughout the city, typically owned by others and not designed for
community recreation purposes. Access to these facilities has not been
dependable, creating an undesirable situation for recreation participants and
providers alike.
"
The Kansas Technical Institute (KTI) Gymnasium is presently the principal facility
in which sports program m ing is conducted by the Salina Recreation Com mission.
This facility has provided space for adult basketball and volleyball leagues, drop-in
basketball, handball/racquetball, squash, and aerobics. KTI administration has given
notice to the Recreation Commission that as of July, 1988, this facility cannot
be leased for these activities as it has in the past. KTI plans to expand its
on-campus student recreation and sports programs and needs the facility for this
purpose.
These were the primary factors giving rise to the need for this study.
Assessment of Community Recreation Needs
A comprehensive review of existing agencies and programs in Salina was
performed. It was found that Salina citizens are served by a variety of
organizations which are well established and supported by their respective
clienteles. Generally, the city has an abundance of leisure and cultural outlets.
A number of agencies, both public and private, were visited and interviewed to
determine the extent and quality of programs offered, populations served, future
plans, and adequacy of facilities. Entities examined included private gyms and
health clubs, dance studios, commercial amusement centers, the Salvation Army,
Leisure Years Center, Salina Community Theater and Art Center, Smoky Hill
Museum, YWCA and YMCA. Almost all of these appear to be utilized to the
capacity permitted by available space. In general, they enjoy high levels of
participation and most, in fact, are experiencing increasing participation.
An examination of Salina's public recreation programs revealed that the adult
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sports programs are experiencing substantial increases in participation and are
expected to continue expanding if adequate facilities are made available. During
the past ten years, the number of adult basketball teams has increased by a
factor of two and one half, while the number of volleyball teams has quadrupled.
The loss of KTI Gym will place these programs under severe strain if adequate
replacement space is not found.
Handball/racquetball participation has stabili zed and declined somewhat in recent
years; however, those who use the KTI facilities for these sports will be displaced.
Swimming remains the most popular recreational activity among all Americans,
most of whom prefer facilities offering opportunities for leisure and fitness,
rather that competition.
It was found that most recreation provider agencies in Salina do not emphasize
passive activities to a large extent. This, together with expected increases in
the senior citizen population, leads to a belief that multi-purpose space will be
needed to accommodate a variety of worthwhile activities.
To meet the needs identified above, the following facilities were recom mended:
OThree full sized basketball floors overstriped with four volleyball courts,
or two full sized basketball floors plus a large multi-purpose gymnasium space
suitable for gymnastics, volleyball, and aerobics.
OHandball/racquetball courts to replace those being lost at KTI Gym.
OIndoor /outdoor aquatics facility for leisure and fitness swimming, instruction,
and therapeutic swimming.
OSupport facilities including restrooms, shower/locker rooms, storage space,
and child care facilities.
oPassive activity space for arts and crafts, meetings, and cultural activities.
Passive space is very flexible and capable of accommodating new and innovative
programs as they are implemented.
These facilities will meet the expected shortfall in 1988 and predicted facility
shortfalls by 1995.
Facility Alternatives
These alternatives for meeting Salina's recreation facility needs have been
identified:
1. Improve coordination and cooperation among recreation providers, making
the usage of existing facilities more efficient.
2. Renovate and/or expand existing facilities, including several privately
owned buildings.
3. Construct a new community recreation building(s).
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The advantages and disadvantages of each of the foregoing were assessed in detail
with the conclusion that construction of a new recreation center is the only
realistic way of providing needed facilities. A number of existing buildings
including Memorial Hall were evaluated and found to be impractical for
renovation, primarily because of low ceiling heights and the presence of interior
columns which would make sports activities impossible.
Location - Four possible sites were analyzed for locating the proposed recreation
center. These were: Airport Park (East Crawford), Kenwood Park, Ivey Memorial
Park (adjacent to South High Schoo!), and a privately owned downtown site at
the northeast corner of Santa Fe and Ash Street. Each of these sites were tested
against a set of site selection criteria containing the following factors.
OShould be centrally located or convenient to most of the community.
oShould be convenient to concentrations of school children, the elderly, low
income and minority persons.
oShould contain at least four acres.
oShould be reasonably visible and accessible from a major street.
oShould have few, if any, physical impediments to development.
oShould be in close proximity to other recreation facilities and programs.
The Recreation Facilities Task Force found that Kenwood Park most effectively
met these criteria.
Preliminary Design Concept and Implementation
The preferred location in Kenwood Park is the site now occupied by the Rodeo
Arena near the municipal swimming pool. This site provides adequate area for
the building, additional parking, expansion and buffer space. Moreover, an
excellent visual relationship with the Bicentennial Center can be accomplished
which would express something of the quality of Salina as a community to out-
of -town visitors.
A preliminary design for the building was developed to contain these spaces:
Phase One
Gymnasium
Multi-purpose room
Lockers
Restrooms
Offices
Reception/Lobby
Mechanical/Main tenance
Circulation
SUB-TOT AL
Square Feet
20,900
3,200
2,400
320
500
2,160
1,600
2,000
33,080
Phase Two
Aquatics facility
Racquetball courts
Exercise/weight room
SUB-TOTAL
12,000
1,600
1,620
15,220
TOTAL
48,300 square feet
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The building is estimated to cost $54.26 per square foot for a total of
approximately $1.8 million for the first phase, or $2.7 million for both phases.
Project Schedule - If a timely decision is made by the City to go forward with
the project, the building could be ready for occupancy by December, 1989.
Financing - The project's construction and operation can be financed from current
sources of revenue without an increase in the sales tax or mill levy.
Additional information concerning all aspects of the feasibility study and the
proposed recreation center may be found in the following four reports, each of
which was generated in sequence as the study progressed.
Key & Company
November, 1987
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Chapter 1
GENERAL CONCEPT AND SERVICE GOALS OF A COMMUNITY RECREATION
CENTER
Background
Throughout recorded history people have congregated in commUnitIes for mutual
protection and sustenance. Anthropologists refer to us as a gregarious species.
We are not loners; we have a strong tendency to seek and enjoy the company
of others. Even those who live a remote lifestyle for economic reasons such as
farmers and ranchers occasionally find it necessary to visit friends or relatives,
attend church, go shopping, transact business in town, or otherwise seek human
contact.
As civilization has become more complicated and sophisticated, various physical
means of accommodating human interaction have arisen including schools, work
places, churches, shopping centers, residential developments (ranging from sparse
to quite dense), and community centers. The latter of these have taken many
forms, more recently incorporating a major leisure component. In fact, most
communities nowadays refer to such facilities as 'Recreation Centers', or
'Community Recreation Centers' - places where many forms of leisure activity
are available to visitors.
In Salina, indoor recreation programs available from the public sector have
historically been housed in various scattered facilities, to which some or all of
the following descriptive terms might apply:
oOwned by others
oRecreation use subordinate to owner's schedule
oRecreation use terminated by owner
oSpace too small
oNo longer needed for original purpose; therefore available for recreation
olll-adapted for recreation activities
This is not to suggest that Salina's indoor recreation program has been
unsuccessful; on the contrary, it has succeeded admirably despite a lack of quality
space. It does seem apparent, however, that public recreation has been assigned
a lower priority among public facility needs, perhaps for the very reason that the
program has made such effective use of unneeded and inadequate facilities.
Responsibility of Local Government in Providing Leisure Services
Why should a city provide park and recreation services? Where does a
com munity's obligation in this regard begin and end? There can be no one general
answer applicable to all communities since there is little argument that city
government's primary duty is to provide 'general government' services such as
fire and police protection, street maintenance, water and sewer services, land use
regulation, etc. Parks and recreation falls under the 'proprietary services'
heading; that is, it is non-essential in the legal sense, and is established only when
general government services are already functioning.
The following precepts apply to all communities in varying degrees and should
serve as a basis for understanding the justifications available to a public agency
for providing leisure services to its constituents.
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o Leisure, used in a constructive manner, is basic to the self-fulfillment
and life enrichment of the individual and therefore helps to strengthen the
stability of the family, the community, and the nation.
o How people use their leisure time is an important social question. By
providing recreation resources, a community is contributing to the physical,
mental, and social health of its residents.
o Leisure is important to the economic health of the community. Its
benefits of refreshment of mind and body result in greater alertness and
productivity at the workplace. And, prospective employers, when considering
locating plant and/or office facilities, always evaluate the quantity and quality
of leisure and cultural resources in the candidate community, together with
schools, labor pool, and other factors. Also, well designed and maintained parks
and recreation facilities enhance adjoining property values.
o Constructive leisure is recognized as an
community life by developing leadership skills
participation in community betterment.
effective way to
and stimulating
enhance
popular
o Leisure resources, particularly beautiful parks, contribute importantly to
the community's lifestyle and physical environment.
o It is only through public recreation that a large portion of the population
will have access to a quality recreation experience, such as swimming, tennis,
golf, picnicking, and many indoor activities.
o Community sponsorship of recreation
participation by all ages, races, and creeds, the
during all seasons of the year. It is democratic and
(Source: Peterson and Schroth, Purdue University)
services encourages equal
disabled and disadvantaged -
inclusive.
Recreation Center Concept and Service Goals
The recreation center normally is regarded as one component of the total
community recreation program. In many communities, it plays a key role by
providing critical indoor space for most of the organized, class-oriented activities
offered by the local public recreation jurisdiction.
The general concept of a recreation center is to provide, under one roof, space
for a multitude of community activities, most of which are recreation related.
This allows a concentration of activity at one location so that users have a
dependable outlet in space and time. Programs are centralized and have the
effect of supporting one another. A synergistic climate is created where persons
of all ages and interests come together for greater enjoyment and opportunity.
Individual family members can be involved simultaneously in different activities
and be exposed to other interests and people. Single persons have a chance to
meet and mingle in a wholesome environment.
The community recreation center is deeply involved with stimulating, maintaInIng,
and increasing the 'quality of life,' the loss of which is so universally lamented
in many com munities. It is also characterized by its unique role in the creative
use of leisure time and for a variety of different user opportunities.
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As a society, we are still searching for a modern-day equivalent to the Greek
agora, the village green, the town 'square,' or the Cathedral dominating a plaza.
We have been more successful at building professional sports stadiums than local
community centers. Yet, a reaction to purely passive, spectator forms of leisure
is being observed all over the country. People are becoming more actively
involved in shaping their own lives, with the use of leisure time no exception.
A hypothesis may be offered that the community recreation center involves these
factors:
-a gathering place of many types of leisure activities and related social
services that draw people out of their homes
-easy transition from passive to many kinds of active involvement, with
abundant chances for people to meet informally
-mixing of divergent people
-stimulating architectural expression
-relationship with nearby outdoor recreation opportunities
With the necessary prerequisite of excellent leadership, a community recreation
center can only work to improve the quality of life and enrich personal lives if
it is part of a total program dedicated to the needs of the entire community.
Flexibility to respond to the changing requirements of user groups and to the
necessity of an effective marketing effort for programs offered must be
acknowledged. If the facility is skillfully designed and expertly managed, it can
provide a positive sense of com munity pride for many years.
The broad service goals of a community recreation center may be enumerated
as follows:
1. Provide leisure opportunities for a wide range of interests, age groups,
and those who do not have access to private sector services.
2. Teach lifetime skills and values in leisure pursuits, social interaction,
leadership, cooperation, team work, community spirit and involvement,
organization, and respect for others.
3. Serve as a community focus for a certain level of activity and
involvement.
4. Play a role in extended education and skills training.
5. Provide a means of partially bridging the social gap between ages, races,
classes, and religions.
6. Provide support for certain social service functions.
Potential Functions and Activities of a Community Recreation Center
The recreation center has the potential for becoming the 'headquarters.' for
community recreation. Though many activities may actually be located elsewhere,
the center may provide various support functions such as registration, information,
staff offices, storage, orientation of participants and instructors, and others.
Therefore, over a period of time, the community begins to identify the center
as the hub of community leisure resources.
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Programs offered at the center may accomplish the following:
oTeach a skill(s)
oProvide physical exercise
olmprove fitness/wellness
olncrease intellectual understanding
oCombination of these
The catalog of specific activities which may be offered is almost endless - in
view of the enormous range of personal tastes and individual needs. A detailed
list of activities which might be programmed at a community recreation center
is presented in the Appendix.
Additional Benefits to the Community Resulting from a Recreation Center
l. Contributes to a 'sense of community' and community identity.
2. Improves levels of health - physical and mental.
-reduction of stress
-diversion, escape from day to day routine
3. Deters crime and drug use.
By providing activities and opportunities which are interesting, challenging,
wholesome, and fun, the center can serve as an acceptable social alternative to
young people.
4. Expands and enriches community lifestyle.
5. Strengthens local economy.
6. Strengthens the family unit by offering activities for all ages, interests; active
and passive. Supports the building of mutual interests by all family members.
7. Helps to bring disabled persons into the mainstream of the community.
8. Helps stabilize the population by providing incentives for young people to stay
and prospective employers to expand and come in.
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Chapter 2
ASSESSMENT OF COMMUNITY RECREATION NEEDS
Introduction
This section will examine the status of existing community recreation opportunities
in Salina including a review of service providers in both the public and private
sectors. It will also provide an overview of trends in leisure participation at the
national and local levels, and will look at the socioeconomic characteristics of
the Salina com munity. Finally, recom mendations will be presented for spaces and
facilities needed to accommodate community recreation programs now and in the
foreseeable future.
Study of Recreation Service Providers
The consulting firm performed a thorough review and study of existing
organizations in Salina (both public and private) which provide some form of
leisure or cultural service.
It was found that Salina citizens are served by a large variety of organizations
which are well established and enthusiastically supported by their respective
clienteles. There is no dearth of facilities or programs by which people may be
creatively occupied and entertained. Among the facilities and programs available
are: The Bicentennial Center, rodeo arena and county fair grounds, a
well developed and lovely park system containing both active and passive
recreational amenities, two private country clubs with golf courses, one municipal
golf course, the recently established Smoky Hill Museum, Salina Community
Theater, Salina Art Center, a large and successful YMCA and YWCA, Leisure
Years Center, Salvation Army, and two four-year colleges, one of which provides
a good sized auditorium for musical and dramatic performances. In addition, there
are numerous commercially operated facilities catering to various recreational
interests including movie theaters, bowling alleys, a skating rink, exercise and
physical fitness salons, dance studios, and game arcades.
Overall, Salina is a community with an abundance of 'things to do' and outlets
for creative energy. This does not mean, however, that there are no obvious
needs in the area of leisure services - as this report will discuss later on.
The agencies and organizations described below were visited and persons in charge
were interviewed to determine the extent and quality of their programs,
populations served, levels of participation, future program plans, locations, and
adequacy of existing facilities. The following is a summary of findings.
Benson's Gym - Located in north Salina, this privately operated business caters
primarily to persons with an interest in body building. There is one large space
(approx. 3,000 sq. ft.) filled- with workout machines. Between 70 and 100
customers, 70% of whom are men, pay a monthly fee for the privilege of
unlimited workouts. Although ages range from 12 to 55, most participants are
young men who use the facility an average of four times per week. The business
has been in existence for 8! years during which time the program has held steady.
The owner doesn't do much promotion; however, he stated a desire to expand into
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another location offering the same services.
The Gym - Located at Broadway and West Cloud, this facility is similar to the
one described above, but smaller. It offers physical conditioning and body
building.
Sun Yi's Academy - This commercial business is located at 1805 S. Ohio and
has operated in Salina for 12 years. Its main thrust is training in the martial
arts. Serving men and women, this facility also offers aerobics, floor exercise,
nautilus machines, sun tan beds, sauna, steam room, whirl pool, and locker/shower
facilities. It comes closest to providing a true 'health club' environment of any
private outlet in Salina. Memberships total 500 to 750 at any given time with
families and all age groups represented. Because of problems with the existing
building, the owner has decided to lease space and move into the Mid-State Mall
in southwest Salina. The program has grown in numbers of participants during
the last two years. A perceived need is for a lap pool serving senior citizens.
Slender You - This is a body conditioning salon located next door to Sun Yi's
Academy. Six mechanical tables are available providing the user with a
progressive series of exercises designed to give a complete workout without
extreme physical effort. The program is good for heart patients, elderly persons,
or anyone who desires low-stress physical exercise. The end-result is primarily
body toning rather than weight loss. The facilities are roomy and attractive.
Customers appear to be satisfied. There is no long term contract required, only
a fee per use.
Della's Dance Studio - This private dance studio is located in downtown Salina
and serves approximately 200 school-age children during the school year and 40
during the summer. Most students are girls. Programs include ballet, pointe,
tap, jazz, acrobatics, and aerobics. Progressive skill levels are emphasized and
students attend out of town dance competitions. As with any entreprenurial
activity, the quality of the service must be good to attract and hold a client
base. The business has been in existence for 7 years; the last 3 years at the
present location containing 10,000 sq. ft. The owner sees interest in dance
increasing as a result of movies and television shows such as 'Solid Gold' which
feature dancing. Many students at this studio also belong to the YMCA or
YWCA. The owner would like more students, but thinks there is room in Salina
for other good studios.
Vivette's Dance Studio - Another private dance studio, operated in the basement
of a home, this facility accommodates 75 to 100 students per month - mostly
girls aged three through eighteen. Programs are essentially like those described
above. The studio has been in operation for 12 years and apparently enjoys a
good following. In the opinion of the owner, a population of 15,000 is required
to support one studio; therefore, no new dance studios are needed in Salina.
Marion Klotzbach's School of Dance - Not interviewed. It is assumed that this
studio is similar in most respects to the two described above.
Bowling and Roller Skating - There are two com mercial bowling alleys and one
roller skating rink in Salina. They have been in business for some time and are
reasonably successful. Facilities of this type typically attract those in the
community who have an ongoing interest in the particular activity. The customer
base is usually consistent in their patronage from year to year. The presence
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or absence of commercial establishments such as these, together with movie
theaters, arcades, etc. do not materially affect the need for community recreation
programs.
Salvation Army - Located on North Santa Fe in north Salina, the Salvation Army
exists to address the spiritual and recreational needs of low income people who
reside in the area. Charitable assistance is offered to needy persons in the form
of meals, temporary lodging, and help with groceries and utility bills.
Recreational programs include football and basketball leagues for kids through high
school age. The basketball program is scheduled from late November through the
first of March after school, evenings, and on Saturday. They plan to start a
'Bitty' volleyball program for kids four through nine years old. The
Captain-in-Charge indicated a willingness to rent the gymnasium to the Recreation
Com mission for certain uses. This may be a possibility for partial interim
replacement of KTI gym facilities to be lost in 1988.
Leisure Years Center - This facility is operated by the Salina County Commission
on Aging, and therefore is publicly funded and operated. It is located in
downtown Salina in the former County Court House building. The broad goal
of the agency is to provide a wholesome environment in which senior citizens may
gather, and to assist clients in independent living. Seventy five percent of the
participants are low income and eighty percent are single women. Programs
include daily meals served at the center, dances, fitness activities, arts and crafts
of various types, social events, movies, trips, and transportation to and from the
center and for scheduled shopping. The Salina Recreation Com mission provides
recreation programming and personnel to supervise certain activities.
The center director sees a greater recognition among older people of the value
of good nutrition and exercise; hence, there is a definite need for facilities such
as this to accommodate these needs. Seniors are more physically active and
interested in life, and therefore more demanding of programs and facilities which
meet their specific requirements.
Salina Community Theater - The Salina Community Theater was originally founded
in 1960 and has occupied its present facility on East Iron since 1973. The facility
contains approximately 9,000 sq. ft. and 290 permanent seats in the theater. In
addition to a schedule of community theater productions and touring children's
theater during the regular season, the facility also accommodates outside bookings
for dance and music recitals, speakers, and meetings of the City Com mission when
large attendance is expected. Total attendance has grown from 6,300 in the first
year to 13,200 last year. Future plans include expanding the facility with a new
scene shop, rehearsal room, costume shop, offices, and larger restrooms.
This appears to be a valuable cultural asset to the community, heavily used and
popular among performers and spectators. Other halls in the city providing
auditorium capability include a 1,100 seat and a 150 seat theater at Marymount
College, a 1,400 auditorium at Central High School, other school auditoriums, and
facilities at the Bicentennial Center and Memorial Hall (no longer in use).
Salina Art Center - Currently housed at Kansas Wesleyan, this organi zation will
soon move downtown to 242 S. Santa Fe. The new facility will contain 7,000 sq.
ft. compared to 2,500 sq. ft. at the present facility. The Art Center's primary
function is to arrange exhibits and to provide education in the visual arts for the
Salina public. It is a private, non-profit organization providing art-related
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services to the public. Three fourths of the center's participants are children
and one fourth are adults.
The center director has observed a trend of the visual arts becoming more
appreciated in Salina and a recognition of people wanting to enrich their lives
through the arts. The center has sponsored programs in cooperation with the
Recreation Commission and is anxious to continue that relationship.
Smoky Hill Museum - According to its brochure - "The mission of the Smoky Hill
Museum is to create a dynamic, inviting, educational museum that collects,
preserves, researches and interprets the artifacts of Saline County." Located in
a building which originally served as the U.S. Post Office, the museum opened
to the public in October, 1986 and is operated as a division of the Salina Arts
and Humanities Commission. Admission is free.
YWCA - Catering primarily to the needs of women and their families, the YWCA
is a long standing agency in Salina located at 651 E. Prescott. The building
contains a full sized gym, indoor swimming pool, fitness and exercise room, dance
studio, whirlpool, and rooms for pre-school programs. Among the programs offered
are youth basketball leagues for boys and girls, women's and coed volleyball
leagues, pre-school activities, women's aquacise and therapeutic activities, arts
and crafts, youth gymnastics and tumbling, youth and adult dance, ski trips, and
others as scheduled. Membership in 1986 totaled 4,400, a large majority of
which were women with two or more children who typically visit the facility with
frequent regularity (twice per week or more). Annual membership fees are
assessed together with certain one time registration fees for specific programs.
Trends observed by the staff include an increasing interest in health related
activities (exercise, physical checks, etc.) The YWCA would like to expand with
facilities which accommodate more men than now attend.
YMCA - This organization is housed in a large facility in central Salina and is
the most substantial provider of recreation services among those interviewed in
connection with this study. The YMCA has been established in Salina since 1886
and has occupied its current 72,000 sq. ft. facility on twenty acres since 1978.
The building contains a 22,000 sq. ft. gymnasium with three full sized (college)
basketball courts, a 25 meter indoor swimming pool, five handball/racquetball
courts with glass backwalls, a large multi-purpose fitness space, health center
facilities for men and women, meeting rooms, offices, shower/locker rooms, and
chapel. Programs include basketball and volleyball leagues for youth from second
grade through high school, handball/racquetball court reservations and tournaments,
lap swimming available all day, aerobics for men and women, soccer for
elementary and junior high boys and girls, adult pick-up basketball, softball for
girls through sixth grade, flag football for second through sixth graders, swimming
lessons during the summer months, and other miscellaneous activities. The
program is heavily sports and fitness oriented. No adult leagues are provided
since this is the emphasis of the Salina Recreation Commission, nor is there any
significant passive activity offered.
The YMCA currently has 9,715 members (about 22% of Salina's population)
consisting primarily of families from all segments of the community and youths
who have registered separately for a particular activity. Annual membership fees
provide an incentive for the user to visit the facility and participate in programs
often. Scholarship programs (no fee) are offered for a limited number of kids
who cannot afford regular memberships.
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The 'Y' is obviously a strong and well respected insitution in Salina with a large
and loyal clientele. There has been an effort between the YMCA and Recreation
Com mission to cooperate by avoiding duplicate program ming. The 'Y' does not
anticipate any physical expansion in the near future nor any aggressive new
program ming with the possible exception of bicycling events and juvenile justice
outreach programs.
Salina Recreation Commission - Through an interlocal agreement with the School
Board and the City of Salina, the Recreation Com mission has the responsibility
of providing a broad range of recreation services to the public. Historically, this
effort has had no one base of operations; instead, during the past 13 years it has
made use of some seventeen facilities (mostly small, inconveniently located, and
not designed for the purpose) wherever they could be found in Salina. As pointed
out in Report 1, this situation is inconvenient at best and has had the effect
of subordinating the public recreation program to the priorities of the borrowed
facilities' owners. The size of borrowed spaces is acceptable, but the locations
and general adequacy are not.
The Kansas Technical Institute Gymnasium is currently the principal facility in
which public recreation programs are conducted. This facility provides space for
basketball and volleyball leagues, drop-in basketball, handball/racquetball, squash,
aerobics, and table tennis.
Many programs serving various elements of the population are well established
and successful in terms of popularity among users and rate of participation
growth. Typical participants in Salina's public recreation programs are young
married couples with small children who have limited funds for personal
recreation.
The Recreation Commission's role in sponsoring indoor recreation programs has
reached a crossroads and should be more sharply defined at this point to ensure
that the entire spectrum of recreation offerings in the community is planned and
executed in the most effective way possible.
CONCLUSION - The foregoing data support a conclusion that Salina is a well
balanced community with a large and diversified array of leisure and cultural
opportunities for its citizens. Multiple organizations have arisen consisting of
persons committed to some worthwhile activity or program who have had the
energy and dedication to com municate their idea to others and raise the necessary
resources to accomplish their objective; e.g., Salina Community Theater and Salina
Art Center. One cannot help being very impressed with the number and degree
of success of these organizations, not to mention the positive impact they have
on the quality of life in Salina.
Of the organizations listed above, almost all appear to be utilized to the capacity
perm itted by available space, or beyond. In general, they enjoy excellent levels
of participation and are, in fact, experiencing increasing levels of participation.
Those organizations whose facilities seem to be somewhat under-utilized are
Benson's Gym (private), Salina Community Theater, the Salvation Army, and Smoky
Hill Museum. Given the circumstances of their individual missions, an absence
of large numbers of users at any given time (compared, for example to the
YMCA) is understandable and should not be interpreted as a problem. However,
there may be an opportunity, especially in the case of the Salvation Army, for
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more efficient utilization of indoor space.
Trends in Leisure Participation
A knowledge of leisure activity participation trends is helpful in planning a logical
service program for community recreation agencies. An overall awareness of
changes in people's habits and preferences can be useful in anticipating future
programming policies and in predicting physical space needs. Any community
leisure service which responds to changing interests and leads the way in
generating interest in new activities will be successful and a source of pride to
its patrons. To remain viable as a public service function, the community
recreation program must continually assess the dynamics of leisure behavior at
the national and local levels and apply the insights gained in a practical way.
The following trends and forecasts have been observed in recent years by
professionals engaged in recreation research and general opinion polling.
OAmericans continue to spend a significant percentage of their income on
personal consumption of leisure (recently, 12%) - more than they now spend for
either transportation or medical care.
OThere is increasing diversity in individual leisure patterns.
ORecent fitness studies found almost half of the adult population practicing
some form of exercise on a regular basis - twice as many as twenty years ago.
logging, swim ming, bicycling, aerobic exercising, rhythmic movement, and vigorous
sports are ways in which people fulfill their desire for fitness as a contribution
to health. Of these, bicycling is the fastest growing sport in America. An
interesting paradox to this however, is that these activities have not resulted in
significant increases in the average levels of personal fitness.
OThe primary group for active sports and those who purchase sports
equipment, those in the 24 - 35 year old category, will increase by 35% between
1983 amd 1993.
OSharp increases in female sports participation is expected to continue
because of the changing role of women and federal rulings requiring schools to
provide equal opportunity for women and girls in athletics.
OLeisure has emerged as a separate social insitution which is a vehicle for
self improvement and expression equal to, and in some ways greater than work.
OSince World War II, participation in all types of recreation has increased
because of: increased mobility and disposable income, changes in cultural and
religious attitudes towards leisure, increasing levels of education, and changes in
the status of women.
OSpecific activity trends: 1) Racquetball has become very popular in recent
times as a sport which can be learned quickly and played year round with persons
of similar skill levels; however, participation levels have declined somewhat during
the last two years; 2) Swimming remains the number one participant sport in
the nation with interest in fitness (lap) swimming and action/fun aquatic
experiences increasing dramatically; 3) Tennis, after a big surge in popularity
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in the 70's, has declined in overall participation after people discovered it is
relatively difficult to learn; 4) Physical fitness activities such as aerobic
exercising, body building, running, and bicycling are still increasing in popularity
as a result of widespread publicity about their contribution to health; 5) Team
sports, including basketball and volleyball are increasing in participation; 6)
Cultural programs including dance, theater, visual and performing arts have gained
steadily in popularity; 7) Activities for senior citizens and special populations
have increased, due largely to the increased ability of persons in these groups
to advocate their needs.
ODemographic and socioeconomic trends indicate that: 1) Two out of three
households will have no children by 2000; 2) More than half of U.S. population
growth during the next two decades will come from minority groups; 3) The most
dramatic shifts in age groups will result in sharp declines in the number of young
adults aged 15 - 24 and a big increase in the number of persons 65 and over;
the median age of the population will continue to move upward; average life
expectancy reached a new high of 74.9 years in 1986 which also recorded the
lowest birth rate ever: 64.9 per 1,000 women of child bearing age; 4) Middle
class disposable income will decline during the nineties; 5) Family structures are
changing - more unrelated persons living in the same household, smaller family
and household size, more single heads of households, couples deferring having
children; more women in the workplace.
Many local trends mirror those at the national level. The following conditions
are apparent in Salina:
OThere is increasing participation in fitness activities of all types.
ODuring the last ten years, the number of basketball teams playing in leagues
operated by the Recreation Com mission has increased by a factor of 2.5; the
number of volleyball teams has almost quadrupled. Handball/racquetball seems
to be declining.
OAttendance at community theater productions has more than doubled since
the present facility opened in 1973.
OInterest in the visual arts is increasing as evidenced by increasing numbers
of participants in arts programs.
OThe population of senior citizens is increasing along with VISItation to the
Leisure Years Center. The 'graying' of the population will create greater demand
for services to persons in this age category.
The above data may be construed to mean that participation and interest in
leisure and cultural pursuits is increasing at a rate greater than Salina's increase
in population. This implies that there is a dynamic and expanding market for
recreation programs which existing providers should be prepared to serve. With
the number and diversity of providers, Salina citizens should be able to anticipate
improvements in the variety and quality of opportunities available.
More couples and working women will be seeking leisure opportunities during
evening and weekend hours.
More people will be seeking low cost leisure services, but will be willing to pay
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a reasonable fee for quality experiences.
Child care as a service to parents engaged in recreation will be needed as an
effective way to market the program and as a means of reaching more people.
Characteristics of Salina's Population
Salina's 1986 population was 43,794 persons housed in some 18,445 dwelling units.
Based on these figures, the average household size was 2.37 in 1986 - down from
2.54 in 1980 and 2.93 in 1970. The population appears to have stabilized in terms
of both numbers and growth rate since the closing of Schilling Air Force Base.
The population growth rate has averaged just under two percent per year since
1976. Assuming this rate of growth will remain constant into the next decade,
Salina will have a 1995 population in the neighborhood of 50-52,000 persons.
An examination of the latest census tract data reveals that Salina is an average
community in almost all respects. There are no unusual characteristics of the
population which would lead one to believe that the community would have
markedly different requirements for public services, including recreation. Salina,
however, does have an above-average education level, which may explain the
proliferation of intellectually influenced cultural institutions. The presence of
two four year colleges tends to contribute considerably to the intellectual fabric
of the community.
Referring to the Census Tract Map on the following page, the following patterns
concerning socioeconomic distribution may be discerned:
OThe largest concentration of persons occurs in Tract 5, followed by Tracts
3, 1, and 9. The lowest concentration of persons is in Tract 6, followed by
Tracts 2, 8, and 10.
OThe largest number of families with children under 18 reside in Tract 5,
followed by Tracts 9, 3, and I. The fewest number of families with children
under 18 occurs in Tract 6, followed by Tracts 2, 10, and 8.
OThe most number of persons aged 65 and over live in Tract 1, followed
by Tracts 3, 9, and 4. The fewest number of persons of the same age live in
Tract 6, followed by Tracts 7, 5, and 10.
OThe largest number of minority persons live in Tract 2, followed by Tracts
3 and 5.
ODisabled persons appear to be evenly distributed throughout the community.
OThe area with the highest mean family income is Tract 10, followed by
Tracts 7, 8, and 9. The area with the lowest mean family income is Tract 2,
followed by Tracts 3 and 6.
OThe largest number of families living below the poverty level is in Tract
2, followed by Tracts 3 and 1.
(Source: U.S. Census, 1980)
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Indoor Space and Facility Needs for Community Recreation
Based on the foregoing analysis of community conditions and the consultants'
judgment of needs which should be addressed, the facilities described below are
suggested for initial consideration. The available alternatives for meeting these
and other needs will be assessed in subsequent phases of the feasibility study after
review by the Recreation Task Force, staff, and public.
These facilities, in addition to the ones presently available, will accommodate
public programs currently in place and will provide a reasonable amount of space
for increased participation during the next five to seven years - either through
market demand or through normal population growth. To anticipate future needs
as well as current needs is prudent and logical.
Facility Needs
OThree Full Sized Basketball Floors (over-striped with four volleyball courts),
or two basketball floors plus a large multi-purpose space suitable for gymnastics,
volleyball, aerobic exercising, and related activities.
- Justification: KTI Gymnasium containing two basketball courts over-striped
with three volleyball courts, the main facility housing indoor sports, will no longer
be available as of July, 1988. KTI administration needs the building for campus
programs but has indicated a willingness to allow some continuing use of the
facility for public programs on a limited basis. Such use may be worthwhile for
temporary or supplemental needs.
During the past ten years, the number of adult basketball teams playing in leagues
sponsored by the Salina Recreation Commission has increased 2~ times, while the
number of volleyball teams has quadrupled. The following table illustrates past
growth together with predicted future growth.
Table 1
Growth in Sports Leagues (No. of Teams)
League
Women's Fall Volleyball
Men's Fall Volleyball
Coed Fall Volleyball
Women's Spring Volleyball
Men's Spring Volleyball
Coed Spring Volleyball
Women's Winter Volleyball
Men's Basketball
Women's Basketball
Totals
1976
Actual
25
12
o
11
7
12
25
36
o
128
1986
Actual
46
18
70
38
23
63
30
90
o
378
1995
Estd. (I )
55
21
103
50
30
86
33
115
12
505
(I) Projected at ~ the growth rate of the last 10 years.
(2) Projected at a growth rate equal to the last 10 years.
1995
Estd.(2)
65
23
135
62
37
109
35
139
12
617
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As Table 1 makes clear, these programs are increasing greatly in popularity.
Available space is severely strained and further demand is expected to develop;
therefore, additional, dependable space must be found.
In addition to KTI Gym, the Recreation Commission also uses both gymnasiums
at Roosevelt-Lincoln Junior High School for basketball games. Other school gyms
are heavily booked for school events and have been generally unavailable for
community recreation, or available only at awkward times; e.g., after 8:00 p.m.
When KTI Gym was first opened for league play, three games per evening each
lasting about an hour was the rule. Now, five games per evening are necessary
to accommodate all the teams. There is no opportunity for practice or warm-
up under present conditions. A request commonly heard from participants is for
'more floor time.'
Ideally, the sports program should arrange some practice times for teams at
convenient hours, and should provide at least 1 i hours per game to allow for
reasonable warm-ups and time outs.
In 1986, four basketball courts over-striped with three volleyball courts were
serving a total of 378 teams under cramped scheduling conditions (40-45 minutes
per game). With the loss of KTI Gym, two additional basketball courts with
volleyball striping will be needed by September, 1988 just to maintain the present
level of service. At only half the rate of program growth experienced during
the past ten years, over 500 teams by 1995 will need the equivalent of 5~
basketball courts. This wiII result in a deficit of 3.5 courts, assuming the two
courts at Roosevelt-Lincoln Jr. High remain available. At a rate of growth equal
to that of the past ten years, the programs will have over 600 teams by 1995
requiring the equivalent of 6! courts. This will create a deficit of 4.5 courts.
Because of numerous unknowns, future demand cannot be predicted with absolute
accuracy. But based on the strong level of interest shown in the programs during
recent years, it is felt that the more conservative projection put forth above
represents the minimum level of required facilities. This recommendation is
made with the assumption that school gyms and other facilities wiII continue to
be used for these programs. This will ensure that all community facilities are
utilized in the most efficient manner.
As matters stand, the adult sports program cannot accommodate further growth
without additional facilities, further restrictions on game length, or extending
playing time later in the evening - perhaps as late as midnight. Most players
consider the latter two of these unacceptable.
OHandball/Racquetball Courts
In the face of declining participation in these activities nationally and
locally, it would appear unwise to invest in additional courts at this time. The
YMCA has experienced a softening in participation and Table 2 below illustrates
the decline at KTI courts. However, at least one new court for the convenience
of present KTI users may be considered if funding permits. This should be a
lower priority item than the other facilities recommended herein.
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Table 2
Racquetball/Handball/Squash Participation at KTI Courts*
1982-83
1983-84
1984-85
1985-86
1986-87
3,213
3,237
3,011
2,579
2,477
*
KTI Gymnasium has one handball/racquetball court and one squash court.
OIndoor/Outdoor Aquatics Facility
- justification: This facility is needed for leisure aquatics, swim ming
instruction, fitness, and therapeutic swim m ing.
All existing public and institutional pools in Salina (indoor and outdoor) have the
traditional rectilinear design which is primarily intended for racing competition
rather than instructional or recreational swimming. Such pools are lacking in
leisure ambience and are therefore unattractive to large numbers of potential
users. A design approach which creates a modern leisure aquatics environment
will extend the benefits of swimming to many times the number of present users.
As pointed out in the 'Trends' section above, swimming remains the most popular
leisure sport in the nation; consequently, a large potential market for this type
of facility may be inferred locally.
Additionally, the combined recreation agencies should adopt a com mon goal of
teaching every child in Salina to swim with proficiency by the time he/she reaches
the sixth grade. Swimmming skills are not only fun and healthy, they can be life
saving as well. Current facilities and programs are inadequate for this task if
they are to continue functioning as they presently do. More water surface will
be needed.
Success with this program will require cooperation from the school district, year
round pool space, and an ongoing public information campaign designed to acquaint
parents, teachers, and children with the benefits of the program.
OSupport Facilities for Primary Activities
- justification: Gymnasium and aquatics activities require restrooms,
shower/locker rooms, storage space, and child care facilities. Other amenities
which are compatible and highly desirable, contributing to a complete recreation
environment are whirlpool, sauna, and steam rooms.
oPassive Activity Space (Amount undetermined)
- justification: Presently, passive activities program med by the Recreation
Commission together with private group reservations are reasonably accommodated
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at four neighborhood centers: Lakewood Lodge, Friendship Center, Carver Center~
and MemorIal Hall. However, there is likely to be considerable latent demana
for passive activities in Salina because of the following:
1) The agencies surveyed do not appear to emphasize quiet activities to
a great extent; for example, the YMCA is almost totally sports and fitness
oriented, offering little in the way of passive activities.
2) Substantial increases in the senior citizen population (over 65) are
occurring and will continue to occur. This age group will increase by almost
20% in the decade of the 80's and is expected to increase by another 10%
between 1990 and 1995. (Source: Freund, The Wall Street Journal, April
6, 1982) In Salina, persons aged 65 and over numbered 5,090 in 1980 (12%
of the population). By 1995, this age group will total approximately 8,000
(15.8% of Salina's predicted population). This represents a 60% increase
between 1980 and 1995 - double the rate of Salina's overall population
growth during the same period.
Although recent studies have shown that senior CitIzens are no more likely
to be low income than any other segment of the population, it is interesting
to note that 75% of participants at the Leisure Years Center are low income
persons.
These figures suggest the presence of a significant and growing number of
seniors currently unserved by public leisure programs. This represents a
large potential body of users.
3) Special populations (persons who are mentally and/or physically disabled)
are asserting greater advocacy of their special needs, and consequently are
expected to require greater accom modation from public leisure agencies.
Passive recreation has a value separate and distinct from active pursuits. It
appeals to a broader cross section of users and can fulfill the leisure needs of
many at a very economical cost.
Adequate multi-purpose space will enable the programming of many aCtiVIties
suggested in the Appendix, including all class functions, arts and crafts, club
activities, cooking classes, the practical knowledge series, music, and dancing.
Such programming is normally scheduled during evening and weekend hours - times
when the neighborhood centers are heavily booked with private reservations. (See
Table 3 below). Moreover, passive programming works best when it is co-located
with other activities such as sports and fitness events, to obtain the benefits of
greater community interest, operational economies, and increased social interaction
among participants.
Passive space is very flexible - capable of accommodating new and innovative
programs as they are developed and implemented. It will also be needed for
senior citi zen program ming as the size of this population grows and greater
pressure is felt by the Leisure Years Center, which has limited space in which
to expand.
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Table 3
1986 Participation at Neighborhood Centers
Center
No. of Reservations
Participation in SRC Activities
Friendship
Carver
Lakewood Lodge
Memorial Hall
663
419
85
492
3,860
None program med
2,362
7,847
Conclusion - The foregoing discussion deals primarily with objective data. But
in addition, there are a number of subjective considerations. For example, the
recreation staff's position that program ming in miscellaneous scattered facilities
creates serious problems seems to be valid. From the users' point of view,
locations are sometimes inconvenient, games are cancelled on short notice,
shower/locker facilities are lacking, league schedules are condensed, and the future
status of programs is uncertain.
Moreover, current facilities do not provide a high quality user experience or
an atmosphere where leisure activities with a social dimension can be enjoyed.
Achieving this level of service will require centralized facilities designed for the
purpose, with community recreation as the primary tenant. A commonly used
planning standard for multi-purpose recreation centers containing these kinds of
facilities is one building per 25,000 persons, or one per high school enrollment
district. Applying this standard, Salina needs at least one center or the equivalent
in facilities, if the YMCA and YWCA are recognized as serving part of the need
for com muni ty recreation programs.
Facilities recommended above will meet the expected facility shortfall as of
September, 1988 together with predicted shortfalls in 1995. A large cross-section
of Salina citizens will directly benefit from the programs to be offered in these
facilities; the entire community will benefit indirectly. Among those directly
affected will be young married couples with children, those who cannot afford
memberships in non-public outlets, the elderly, special populations, and school
children who will learn lifetime aquatics skills.
The next chapter will assess various alternatives for meeting the facility needs
identified in this study.
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Chapter 3
COMPARISON OF FACILITY ALTERNATIVES
Introduction
This section presents a discussion of the various alternatives available for meeting
the indoor recreation facility needs identified in the foregoing section. Each
alternative is analyzed in terms of its advantages and disadvantages.
An assessment is made of the various sites which are available for construction
of a new recreation center. Finally, recommendations are made for a multiple
approach to solving Salina's need for expanded indoor recreation facilities.
Alternatives
During the course of this study, the following alternatives for meeting Salina's
recreation facility needs have been identified:
l. Improve coordination and cooperation among recreation providers
making the usage of existing facilities more efficient.
2. Renovate and/or expand existing facilities, including several
privately owned buildings.
3. Construct new community recreation building(s).
Each of these alternati ves is assessed below.
1. Improve coordination and cooperation among recreation providers.
There now exists an ongoing level of interaction between the Salina Recreation
Commission and other community agencies. This involves cooperative programming
and reciprocal use of facilities. The Leisure Years Center, Salina Arts
Commission, YMCA, YWCA, and Salina Community Theater are examples of such
agencies. Based on the analysis of programs and facilities currently in place,
it would appear that usage of existing recreation facilities is very close to
maximum capacity. However, the advantages and disadvantages which follow are
seen in connection with expanding the existing level of coordination among
recreation providers. Implicit in this alternative is a continuation of the practice
by the Recreation Commission of using various borrowed facilities when and where
they can be found.
Advantages:
Improved cooperation among recreation providers will result
communication and hence, better coordination of programs in terms
and execution. The following specific benefits have been identified:
in better
of planning
1) Large, initial capital costs can be avoided.
2) Encourages the maximum possible use of available facilities for
community recreation programs.
3) Overlap and unnecessary duplication of programs aimed at the same
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participant groups can be avoided.
4) Costs to participants and taxpayers will be minimized as a result of
improved economies in programming.
5) More variety and innovation in programming can be achieved through
dialogue among those who develop and implement recreation programs.
6) The participating public will be better informed as to what agency offers
specific programs on a continuing basis and where such programs may be found.
This implies consistency in program content, place, cost, and quality.
7) Programs can be 'placed' with the most appropriate agency having the
equipment, personnel, and other resources necessary to do the best job of
conducting the program.
Disadvantages:
1) There is a natural sense of competition among recreation providers;
therefore, it will be difficult to achieve a close working relationship.
2) Potential exists for individual agencies to sacrifice some of their identity
to the interests of the whole spectrum of community recreation.
3) This approach, though having its own merits, has very limited potential
for addressing recommended indoor space needs.
4) Program cannot grow significantly beyond present limits.
5) Current problems and inconveniences to users and staff will continue.
6) The School District anticipates expanded use of middle school gymnasiums
for their own programs making it likely that access for community recreation will
become even more restricted.
2. Renovate and/or expand existing facilities.
Seven existing buildings have been brought to the attention of the City as being
available for acquisition/renovation, and conversion to public recreation uses. These
are:
Memorial Hall, 9th & Ash
Salina Implement Co., S. 9th - south of Schilling Rd.
Montgomery Ward Store (former), Mid-State Mall, S. 9th & Magnolia Rd.
Montgomery Ward Store (former), 131 N. Santa Fe - downtown
Penney's Store (former), 140 S. Santa Fe - downtown
Cisco Building, 601 S. Broadway
J J Import Car Dealership (former), 833 E. Crawford Ave.
With the exception of Memorial Hall, all these buildings are privately owned and
currently vacant. They have been suggested with the general idea that their
conversion to recreation uses might be more economical than building new
facilities. A description of each building, its characteristics, opportunities, and
constraints follows:
Memorial Hall - Built in the 1920's, this building was conceived as a combined
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sports arena and performance hall (both a basketball floor and elevated stage are
present). Through the years, elements of the building have fallen into disrepair
(steam heating system, dressing rooms), and currently the facility has limited use.
The front portion has been committed to office uses for various non-profit
organizations, the main arena floor is used by the Salina Recreation Commission's
gymnastic program, and the perimeter spaces for drop-in activities such as pool
and table tennis. None of the building except the office space is air conditioned,
and consequently is almost unusable during the summer months. The building's
structural design must be considered obsolete in terms of modern recreation space
requirements.
A cursory architect's study has revealed the possibility of providing two full-size
basketball courts, and up to four handball/racquetball courts inside the existing
building shell. Parking for some 100 cars may be created by converting the
existing lawns on three sides of the building to pavement. The economic
feasibility of accomplishing this would require an in-depth architectural/structural
study; however, several factors would work against conversion including the
necessity of additional supporting elements, removal of several partitions - some
of which may be load-bearing, and the opening of stair wells through permanent
floors. The opportunities and constraints from a recreational planning point of view
are as follows.
Opportunities:
oMemorial Hall has a very high level of visibility and name recognition in
the community. Its architectural and historical significance makes it an important
landmark in downtown Salina. The building enjoys a high degree of devotion from
the public; any proposal to demolish it and build something new on the site would
undoubtedly meet with stiff public resistance.
OThe building is committed and available for public recreation uses. There
would be no problem in educating the using public as to its purpose.
Olt is centrally located and accessible from all sectors of Salina.
Olts size is adequate to accommodate some of the space needs for
additional recreation facilities.
Constraints:
oThe architectural feasibility for converting the building to reasonable
recreation uses is unknown, though the costs for doing so are likely to be
substantial. This raises the question of how cost effective conversion would be.
OThe site is small (approximately t7 acres); no other recreation facilities
can be accommodated easily.
OThe building is not large enough to house all of the identified facility needs,
nor can it be conveniently enlarged because of its configuration and the smallness
of the site. Consequently, some the recommended facilities, including the aquatics
facility would have to be located elsewhere. .
oParking is very limited, even if additional off-street parking can be
provided. From a site planning perspective, it would not be desirable to squeeze
in parking lots on both sides of the building. With inadequate parking, the
adjoining neighborhood would be adversely impacted during large events. Parking
at the City/County Building across the street is restricted until 5:00 p.m. on
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weekdays. Visitors would be obliged to cross 9th Street, a major arterial to reach
Memorial Hall from the City/County parking area.
OSince the building was not designed for recreation, problems in supervision
and control would become apparent.
The foregoing factors would appear to weigh against adaptive reuse of Memorial
Hall for recreation purposes. Even if the architectural feasibility of remodeling
the building proved to be positive, the City would still be faced with constructing
additional facilities elsewhere, eliminating the advantages of co-locating indoor
recreation activities.
Salina Implement Company - This building is vacant, having previously served as
a dealership for John Deere agricultural implements until H years ago. Two
detached buildings are available - one containing 16,000 square feet and the other
some 30,000 square feet. The smaller building fronts on 9th Street and houses
approximately 2,500 sq. ft. in offices and showroom, the remainder in maintenance
shops, storage, and parts room. In the shop area (70' x 105'), ceiling height at
the perimeter walls is 14 feet to the bottom of roof joists; slightly higher under
the hip which runs through the center of both buildings. A small amount of paved
parking is available on each side of the building. Asking price for both buildings
is $1,450,000.
Opportuni ties:
oThis building has good access and visibility from 9th Street and would be
reasonably easy to reach by car from other parts of Salina.
OThe size of the site would enable expansion of the building and parking lots.
OThe combined size of the two buildings (46,000 sq. ft.) is adequate for some
of the identified recreation facility needs.
Constraints:
oLocated outside Salina city limits and far south of the urbanized area.
OExpensive to acquire ($31.50 per sq. ft.).
OCeiling height is too low for gymnasium facilities.
OUse of the facility would require substantial remodeling, including modified
partitions and installation of air conditioning in both buildings.
oSupervision of activities in two separate buildings would be problematical.
Montgomery Ward Store (former) - This vacant space is located in the Mid-State
Mall at S. 9th and Magnolia Rd. and contains 59,428 sq. ft. consisting of one large
space and several small offices and storage spaces. It is one anchor space of
a larger shopping mall. The unit is not for sale but is for lease at a negotiable
cost of $3.00 per square foot, or $178,000 annually.
Opportuni ties:
OEasily accessible from 9th Street.
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OPlenty of parking conveniently available on the mall parking lot.
OThe large open space would be suitable for certain types of recreation uses,
including aerobics, machine exercising, and many passive activities.
OBuilding is heated and air conditioned throughout.
ONo initial outlay for acquisition.
Constraints:
OCeiling is too low for gymnasium uses.
OStructural columns spaced 50 feet apart would prohibit most types of
athletic activities.
Opublic recreational uses would be of questionable compatibility in a shopping
m all setting.
OMajor remodeling would be necessary to accommodate most recreation uses.
ORoof problems appear to be present.
OCity would not have an ownership interest in the property - instead would
be obliged to pay long-term lease payments.
Montgomery Ward Store (former) - Located downtown on North Santa fe, this
aging structure contains approximately 23,000 sq. ft. in two floors plus basement.
Ceiling height is less than twenty feet on the main floor and eight feet in the
basement. Asking price is $250,000.
Opportunities:
oThe building can be acquired at a reasonable cost ($11 per sq. ft.).
oCentral downtown location has some advantages including accessibility to
downtown workers during the day and identity with the downtown community.
Opublic parking is located immediately behind the building.
o Accessibility to the community at large is rated as fair.
Constraints:
oSubstantial cleanup and remodeling would be necessary to accommodate
recrea tion uses.
OThe multi-level arrangement would present a difficult situation for control
and supervision of activities.
OCeiling height is too low for gymnasium uses.
OStructural columns and a stair well on the main floor will prohibit most
sports activities.
OBuilding is not expandable; therefore, aquatics and other facilities would
have to be located elsewhere.
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Penney's Store (former) - Also situated downtown at 140 S. Santa Fe, this
structure contains some 36,000 sq. ft. on two floors and a basement. Each floor
measures approximately 100' x 120.' The building is currently on the market for
$400,000 ($11 per sq. ft.)
Opportunities and constraints for this building are almost identical to those
described for the Montgomery Ward store above.
Cisco Building - This vacant building is located at 601 S. Broadway and contains
some 62,800 sq. ft. (gross), of which 5,600 sq. ft. is office space and 8,800 is
loading docks open to the outdoors. The building has a rectangular shape and
a maximum ceiling clearance of 15!.' The size of the site is just over six acres.
The asking price has been recently reduced to $500,000.
Opportuni ties:
OCentrally located, good access from Broadway, and high visibility.
OTotal size appears to be adequate for centralized recreation facilities.
OBuilding is clean and well landscaped; warehouse area is heated and
insulated; the office space is classed as 'A-I' with year-round air conditioning.
OSite size is adequate for building expansion, off-street parking, exterior
recreation facilities, and landscaping.
OProperty can be acquired economically ($8.22 per sq. ft.).
Constraints:
OMajor remodeling effort would be needed to adapt the building to recreation
uses.
ORecreation marketability will be adversely affected if location proves
unattractive to residents in other parts of Salina.
OCeiling height is too low for gymnasium uses; interior spaces are obstructed
with roof support columns.
o Adaptation for an aquatics facility would be questionable unless it could
be added on or built separately on the site.
OStrip commercial zoning and location on a major arterial highway may not
be compatible with public recreation uses.
o A sound com mercial/industrial building would be removed from the tax roll.
J J Import Car Dealership - This 10,232 sq. ft. facility is located at 833 E.
Crawford Ave. on 1.9 acres of land. The building consists of a 7,680 sq. ft.
ground floor and a 2,550 sq. ft. upper floor and is listed at $425,000.
Opportuni ties:
OCentrally located with arterial access off Crawford Avenue.
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Constraints:
oBuilding size is too small to accommodate needed recreation facilities, and
the site size appears to be too small to allow for significant building expansion.
OCeiling height is too low for gymnasium uses.
OMajor remodeling would be needed; numerous existing interior walls preclude
convenient use as is.
OThe asking price is not attractive ($41.50 per sq. ft.).
From the consultant's investigations of existing buildings nominated to house
community recreation activities, it is apparent that none show strong promise for
reasonable conversion. The main problems observed are inadequate ceiling height
and the presence of interior columns which would obstruct sports activities. Also,
with only one or two exceptions, all needed recreation facilities could not be
located on the site.
Because of its large size and economical cost, the Cisco Building seems to
represent the only possible opportunity in this category for further consideration.
But the usual problems are present: low roof, interior columns, and big costs
to remodel. If these problems could be effectively overcome, is this a suitable
location/environment for a community recreation center? The consultant's initial
answer is no; however the Recreation Facilities Task Force may wish to give
further consideration to this option.
3. Construct a new recreation facility.
Chapter 1 described the concept, goals, and functions of a community recreation
center. To summarize the essential reason for a recreation center:
"The general concept of a recreation center is to provide, under one roof,
space for a multitude of community activities . . .. This allows a concentration
of activity at one location so that users have a dependable outlet in space and
time. Programs are centralized and . . . . A synergistic climate is created where
persons of all ages and interests come together for greater enjoyment and
opportunity. Individual family members can be involved simultaneously in different
activities and be exposed to other interests and people . . . . "
The foregoing quote has to do with the social quality of recreation when it is
presented in a positive, planned environment. Therefore, the advantages of
constructing a new facility to house community recreation programs might be
sum marized as follows:
1) Will enable several types of indoor recreation facilities to be co-located
so as to avoid the current problems of scattered programs and facilities.
2) Will give the community recreation program a much needed 'home' with
which users and potential users alike can identify.
3) Program management and supervision will become more effective and
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efficient.
4) High quality, centralized facilities will enhance the program's image in
the community - leading to greater recreation marketability.
5) Staff and participant travel time will be reduced.
6) Economies of operation will be realized.
7) A facility designed specifically for community recreation will result in
enhanced quality-of-experience for the user.
8) As pointed out above, the social aspects of recreation are very important
and can be given maximum support in a well-designed and programmed recreation
center.
9) Recruitment and retention of talented young people in the community,
contributing to economic growth opportunities.
Potential disadvantages include the following:
1) Capital outlay costs will be substantial, creating a major expense to
the city's Capital Improvements Program.
2) Designing, building, equipping, and placing into operation a multi-purpose
recreation center requires enormous effort by many parties. All facets must be
properly managed and coordinated to assure success.
3) In view of many successful private sector agencies and the success of
the Salina Recreation Com mission's programs, a new recreation center proposal
may be viewed as unnecessary or potentially damaging to established programs.
This will require considerable groundwork and careful planning to acquaint the
public with the proposal and its justification.
RECOMMENDA nONS:
Based on the above assessment, the most logical answer to meeting Salina's indoor
recreation needs lies in a combination of approaches outlined as follows:
OImprove coordination and cooperation among recreation providers. The
following steps should be undertaken:
1) Establish regular meetings through the vehicle of a permanent,
coordinating committee for all public and quasi-public agencies engaged
in recreation programming for the purpose of comparing plans, exchanging
information, discussing potential new programs, and generally considering
ways by which delivery of services may be improved.
2) The Salina Recreation Commission staff should maintain the best
possible relations with the School District to ensure that existing school
gyms remain available to the sports program and access to other gyms
is possible if they become available in the future.
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3) Where senior citizen programs are concerned, an agreement should
be worked out whereby only one agency will conduct programs in a given
facility. For example, the Leisure Years Center staff would have total
responsibility for programs at that location, while the SRC would offer
complementary programs in its facilities.
4) The City should consider making an offer to the Salvation Army to
resurface their gymnasium floor with a 'Tartan' surface, or similar
material in return for guaranteed use of the facility on a certain schedule
for a number of years equal to the estimated life of the improvement;
details such as time of SRC usage, maintenance, etc. to be negotiated.
Estimated cost: $25,000.
These recommendations are intended to supplement the primary solution for
meeting indoor recreation needs.
ORenovate and/or expand existing facilities.
For reasons set forth previously, no action toward this alternative is recommended.
OConstruct a new community recreation building.
The only viable means of meeting
is to design and build a new
recom mended in Chapter 2. Only
dependable home.
the identified facility needs at one location
recreation center containing the facilities
then will SRC programs have a permanent,
Functions and services of such a facility will be those defined in Chapter 1.
Approximate space requirements for the facilities outlined in Chapter 2 are as
follows:
-Gymnasium (3 basketball and 4 volleyball courts)
21,000 sq. ft.
-Indoor/outdoor aquatics facility
12,000 sq. ft.
-Support facilities (offices, storage, restrooms,
shower /locker rooms, child care, reception,
lounge, common areas)
7,000 sq. ft.
-Passive space (games, meetings, arts & crafts)
6,000 sq. ft.
2,000 sq. ft.
-Handball/Racquetball courts (2), if funds permit
Total . . . . . .
48,000 sq. ft.
Site selection criteria - The ideal site for construction of a new recreation ~enter
should exhibit these characteristics:
OShould be centrally located or convenient to most of the community.
OShould be convenient to concentrations of school children, the elderly
population, low income and minority persons.
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OShould be large enough to accommodate all identified facility needs, as well
as space for future building expansion, parking, and certain complementary outdoor
facilities such as sand volleyball, shuffleboard courts, tennis courts, etc. Minimum
site size is four (4) acres. This size standard is calculated as follows.
Building envelope
Parking for 150 cars
Future expansion
Exterior facilities
Buffer & landscape
Total . . . . . .
60,000 sq. ft.
45,000 sq. ft.
30,000 sq. ft.
28,000 sq. ft.
11,000 sq. ft.
174,000 sq. ft. - 43,560 sq. ft./ac. = 4 acres
(Larger land area is highly desirable.)
OShould have reasonably good visibility and major street access.
OShould have few, if any, impediments to development such as drainage or
topography problems, absence of utilities, etc.
OShould be in close proximity to other recreation facilities and programs.
Four sites with potential for meeting these criteria have been tentatively
identified.
They are, in no order of preference:
A. Airport Park (East Crawford)
B. Kenwood Park
C. Ivey Memorial Park, adjacent to South High School
D. Downtown site at the northeast corner of Santa Fe and Ash Street
Comparative demographics and physical characteristics of these sites are shown
in the following table, using pertinent data from Chapter 2. Site designations
relate to the list above.
Table 4 Demographic & Physical Analysis of Potential Sites
Census Tract with:
Largest concentration of persons
Most no. families w/ children under 18
Most no. of persons 65 & over
Most no. of minority persons
Most no. families living below poverty level
Site
A.
Designation:
B. C. D.
.
.
.
.
.
Other criteria:
Centrally located/convenient
Large enough - 4 acres minimum
Good visibility/street access
Few impediments to development
Close proximity to other facilities
o - indicates partial
o .
. .
. .
. .
. .
fulfillment
o .
o
. .
. .
o
of cri terion.
The three park sites (A., B., & C.) are already in public ownership. Of these,
Airport Park and Kenwood Park appear to be the strongest candidates.
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The proposed site located downtown at Santa Fe and Ash Street has an acquisition
cost of approximately $750,000, which means that a substantial portion of the
city's project budget would necessarily be devoted to acquiring a property which
does not meet the minimum size standard.
Airport Park (East Crawford)
Advantages:
1) Site has been master planned to include a community recreation center.
A site location of adequate size has been identified and is available.
2) All recommended facilities can be centralized at one location.
3) Other recreation facilities are located nearby, including the golf course,
ball fields, and play apparatus. This is a highly desirable situation for creating
a mutually supportive climate in which public recreation services may be offered.
4) The existing airport tarmac will provide a convenient surface for parking
and tennis courts.
Disadvantages:
1) Located on the eastern edge of the community.
and Markley Road provide access.
East Crawford Avenue
2) Location would mandate vehicular transportation by users. Few, if any,
visitors would arrive by walking or bicycling since Salina is without public
transportation.
3) Salina's rate of growth makes if difficult to foresee a significant number
of users in the immediate neighborhood anytime soon.
4) Could create a perception in the com munity that the recreation center
is located for the benefit of high income neighborhoods.
Kenwood Park - The rodeo facility appears to be somewhat anachronous in its
present location. If Kenwood Park is to receive serious consideration as a
contender for siting a recreation center, contact should be made with the
appropriate County officials to explore the possibility of moving the rodeo to
another site and re-master planning the park to accommodate a recreation center.
Since the County has exclusive rights to the rodeo facilities beyond the year 2000,
the City might cooperate in making the Bicentennial Center available for indoor
rodeos with animal exercise areas designated nearby.
If moving the rodeo proves out of the question, a remaining parcel of three acres
is available just east of the Bicentennial Center parking lot.
A new master plan for Kenwood Park should consider the present status and
future role of the outdoor swimming pool and fairgrounds, as well as the rodeo
facility and recreation center - in context with the Bicentennial Center, the most
dominant presence on the site.
Advantages:
1) Centrally located and easily accessible from four entry points to the
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park.
2) Existing paved parking could be jointly used by the recreation center,
thus avoiding the expense of a separate parking surface.
3) A recreation center near the Bicentennial Center could create a desirable
blend of public functions - mutually supportive and recognized as high quality.
4) The image of Salina as a quality community can be greatly enhanced
by the presence of the recreation center where large numbers of visitors normally
congregate.
Disadvantages:
l) Occasional conflicts with crowds attending events at the Bicentennial
Center, fair, and rodeo will occur.
2) Will require re-negotiating an existing lease with Saline County to allow
using a portion of the site as a recreation center.
3) Would place the recreation center near the YMCA and YWCA - possibly
raising the issue of perceived competition among the agencies.
Other sites were examined and rejected for the following reasons:
Lakewood Park - Situated largely below the lOO-year flood elevation.
Bill Burke Memorial Baseball Complex - No property available unless existing ball
fields are removed; also, poor visibility and access.
Sunset Park - Would require removal and replacement of existing ball fields;
neighborhood incom patibili ty; restricted access.
The Recreation facilities Task force was asked to evaluate these alternatives
and to select a preferred course of action.
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SALINA
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Site L ~\
ocation K
ey
Mem .
S . onal Hall
alma I
Montgo:~;;m;nt Co.
Montgomery ward Store
Penney's S ard Store
C' tore
ISCO Build'
J ~ Import ~~~
AIrport Park Dealership
Kenwood Pa'k E. Crawford
Ive M r
NEY C emorial Park
orner, Santa Fe
& Ash
...
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Chapter 4
PRELIMINARY DESIGN CONCEPT AND IMPLEMENTATION
Introduction
At this point in the feasibility study, the Recreation Facilities Task Force
decided to recommend that a new recreation center be built at Kenwood Park.
A description of the accompanying graphic design concepts for the proposed
recreation center appears in this section, together with estimated construction
costs, projected operating costs and revenues, and a project development schedule.
If the City decides to go forward with the project, it will be necessary to retain
qualified architects to refine and finalize the building's design and site plan.
Site Location
The preferred site for a recreation center is the area at Kenwood Park now
occupied by the Rodeo Arena. As previously pointed out, the rodeo occurs
infrequently and therefore, is not a use which is considered commensurate with
this location and other facilities available at the park. Because of its economic
value and desirable location, the rodeo site will be vulnerable to future pressures
for conversion to more viable uses. Public recreation is a justifiable alternative
use for the site because of the community image-building advantages provided
by a recreation center located near the Bicentennial Center where large numbers
of out-of-town visitors congregate.
The rodeo site will provide adequate space for the recreation center building as
well as a desirable relationship with the existing outdoor swimming pool. Other
advantages include good proximity to the Bicentennial Center, greater building
expansion potential, and a south facing front entry for better orientation during
winter.
Building Layout
As now envisioned, the building can be built in two phases. Phase One will
consist of the gymnasium, multi-purpose rooms, lockers, restrooms, offices,
reception/lobby, mechanical/maintenance, and circulation corridors. Phase Two
will include the aquatics facility, racquetball courts, and weight/exercise room.
Phase One (east wing) of the building is arranged so that it can be conveniently
expanded if the need arises.
The building should be designed with as much glass, clerestory windows, and
skylighting as possible to encourage the greatest amount of natural light inside
the structure. As visitors enter the front lobby, they will be greeted by a two
story atrium where a reception desk, waiting space, and observation area for the
aquatics facility are provided.
It is vi tally important in a public building of this kind that a reception station
be centrally located so that everyone who enters will pass nearby. This provides
a necessary element of control and supervision. The office is located im mediately
behind the receptionist station so that the staff may observe the aquatics area
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and the front lobby sim ultaneously.
Visitors who will be using one of the fee-oriented facilities (aquatics, exercise
room, and racquetball courts) must stop at the reception desk to register, pay
a fee, and proceed to his/her destination.
It will be necessary for swimmers to pass through the locker rooms enroute to
the aquatics facility. This direct relationship will ensure that people in wet
swimming attire will not have direct access to other parts of the building.
The aquatics facility is proposed as a leisure oriented pool with amenities to
attract large numbers of swimmers who otherwise do not use public swimming
facilities. This facility will be characterized by curvilinear edges, varying water
depths, water slides, indoor plants, water falls and jets, and a direct connection
during summer months to an outdoor pool with an expansive sun deck. All of
this will create a true "leisure environment" where fun and relaxation are the
first priorities. The pool's configuration will also be excellent for swimming
instruction and fitness swimming, but will not accommodate racing events.
A room for exercise and weight training will be located off the north end of the
central corridor together with two racquetball courts. Glass back walls can be
provided for observation of the action inside the courts and from the running
track above. As noted above, additional racquetball courts may be added to the
east.
The east wing of the building will contain a multi-purpose passive space and a
gymnasium with three basketball floors overstriped with at least four volleyball
courts. Both these spaces can be expanded to the east if the need arises.
The gymnasium will be surrounded by an elevated running track designed to
overlook the gym and aquatics facility along portions of its route. Accessible
from stairs in the lobby, the track can also accommodate spectators of sports
and aquatics activities.
Tentative size allocations for these spaces are indicated as follows:
Phase One
Gymnasium
Multi-purpose room
Lockers
Restrooms
Offices
Reception/Lobby
Mechanical/Main ten ance
Circulation
SUB-TOT AL
Square feet
20,900
3,200
2,400
320
500
2,160
1,600
2,000
33,080
Phase Two
Aqua tics
Racquetball courts
Exercise/weight room
SUB-TOTAL
12,000
1,600
1,620
15,220
TOTAL
48,300 sq. ft.
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Construction Cost Estimates
The enclosed construction cost estimate was prepared by Architectural Resource
Consultants as a sub-consultant to the architect, Fletemeyer & Lee Associates,
Inc. The estimate was based on a gross square footage takeoff of 52,277. The
cost per square foot including architect's fees and general contractor's profit and
overhead equals $54.26. Using this figure as a multiplier of the actual program
areas shown above results in a Phase One construction cost of approximately $1.8
million and a total construction cost for both phases of $2.7 million including site
development costs and built-in equipment, but not including furnishings and
moveable recreational equipment. A reasonable allowance for these items is
$75,000.
Project Development Schedule
Assuming that a timely decision is made by the City to go forward with the
project and that financing is available, the following schedule for implementation
may be considered reasonable.
Consultant's final report
Architect screening and selection
Building design (design development)
Bid package for first phase construction
Bids received
Construction contract awarded
Building (first phase) ready for occupancy
Completion Date
Dec. 1, 1987
Feb. 1, 1988
May 1, 1988
Oct. 1, 1988
Dec. 1, 1988
Jan. 1, 1989
Dec. 1, 1989
Second phase construction
As determined by City
Project Financing
The City's 1988-1992 Capital Improvement Program provides for the development
of a Community Recreation Center over a three year period. The 1988 Annual
Budget includes $150,000 in the Sales Tax-Capital Improvements Fund for the
design of an indoor recreation center. In 1989, the CIP provides $1 million for
starting construction of the center. Proposed funding is $500,000 in General
Obligation Bonds and $500,000 in Sales Tax receipts. Park Improvement (G.O.)
Bonds may be issued for $500,000 annually by authority of Kansas Statutes
Annotated 13-1023a and amendment to City Charter Ordinance No. 13. An
additional $1 million is included in 1990 with the same funding amounts and
sources. The total amount programmed is thus $2,150,000.
The project could, however, be funded by other means. An increase in general
obligation bonding could be accomplished in two ways. First, $500,000 in bonds
could be issued in each of three years. For example, bonds could be issued in
1988, 1989, and 1990 totaling $1.5 million. Secondly, a larger bond issue could
be taken to public referendum. If properly scheduled, it appears that bonds in
the amount of $2.2 million could be issued for this project without an increase
in the 1987 General Debt and Interest Fund mill levy.
In lieu of general obligation bonds or to reduce the amount of bonds, greater sales
tax revenues could be allocated to the project. The 1988-92 CIP shows a sales
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tax ending balance of $1.7 million. But only $500,000 is available prior to 1990.
Finally, portions of the project could be financed from annual capital outlay funds.
The City of Salina and the Salina Recreation Commission have each appropriated
about $125,000 to park and recreation improvements each year. If two years of
these funds were instead made available for the recreation center, $500,000 could
be contributed to the project. This would, however, necessitate delaying other
planned improvements.
Estimated Operating Costs
Operating costs for a facility of this kind can vary widely depending on a number
of factors including intensity of usage and style of programming. The underlying
policy for operating the facility should be to offer comprehensive programs for
all ages and as many interests as possible using aggressive marketing approaches
to encourage participation at a high rate.
To arrive at a reasonable estimate of annual operating costs, an assumption is
made that the following conditions will prevail.
048,000 sq. ft. of building space, fully heated; air conditioned except for
aquatics and gymnasium where air movement systems will provide a
reasonable level of sum mer com fort.
oYear-round operations.
OSix and one-half days per week.
OHours: 6:30 a.m. - 10:00 p.m. weekdays; modified on weekends.
oOpportunities for drop-in activities as well as organized events.
OActivities will involve payment of daily fees or one-time registration fees,
and in some cases, no fee at all.
On this basis, annual operating expenditures for the completed facility (both
phases) are estimated at $310,000 covering regular personnel, contractual services,
and capital replacement costs. This amounts to a per square foot operating cost
of $6.45 ($310,000 divided by 48,000 sq. ft.). This compares favorably to the
experience of similar facilities located along the front range of Colorado where
costs range from $7.00 to $9.50 per square foot.
Estimated operating costs are itemized as follows:
Personnel
Permanent and/or part time personnel* whose compensation and benefits will
require partial subsidy from public funds:
Position
1 - Recreation Center Supervisor
1 - Program Coordinator (Asst. Center Supv.)
2!- Receptionist/Cashier @ $10,000/Yr.
1 - Aquatics Supervisor
Annual Salary
$ 25,000
18,500
25,000
14,500
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4 - Lifeguards @ $9,000
1!- Custodians 2 $9,000
H- Children's Program Leaders @ $10,000
Sub-Total
Benefits @ 20%
Sub-Total
36,000
13,500
15,000
147,500
29,500
177 ,000
Temporary and/or part time personnel* whose compensation should be 100%
recovered from user fee revenue.
Position
1 - Day Care Attendent
H- Adult Program Leaders @ $10,000
Variable- Sports League Officials
Sub-Total
SUB-TOTAL, personnel
Contractual, utilities, etc.
Maintenance, repair
Capital replacement
SUB-TOTAL, non-personal costs
TOTAL, annual operating costs
Annual Salary
8,000
15,000
20,000
43,000
220,000
55,000
25,000
10,000
90,000
$310,000
* All positions are expressed as Full Time Equivalents (FTE's)
If operating costs are confined to the first phase portion of the building initially,
the following estimates will apply:
Recreation Center Supervisor
Program Coordinator
Receptionist (part time, hourly)
Custodian (part time, hourly)
Benefits for above
Children's Program Leader (part time, hrly.)
Day Care Attendent
Sports League Officials (total)
Adult Program Leaders (part time, hrly.)
Total, personnel
Contractual, utilities, etc.
Maintenance, repair
Capital replacement
Total annual operating costs, Phase One only
Estimated Revenue
$ 22,000
17,500
15,000
16,500
11 ,200
11 ,000
8,000
14,000
15,000
130,200
30,000
18,000
5,000
$183,200
As with expenses, revenues will vary according to the aggressiveness with which
the Salina Recreation Commission pursues user fees and other forms of revenue
as a matter of policy. Presently, the SRC's approach to user fees is to provide
children's activities free of charge and to assess adult activity fees at a rate
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sufficient to defray out-of-pocket costs.
The occasion of opening a new recreation center presents a good opportunity for
rethinking the agency's philosophy of fees and charges in general, and establishing
specific user fees at the new facility which are commensurate with the costs and
quality of experience provided. The policy should reflect community values and
should assess fees at a rate which is fair and equitable for users and taxpayers
alike.
Public recreation in America has generally enjoyed the same status as parks,
public schools, museums, etc. in that such services are regarded as a "public good"
worthy of support from general taxation sources. An approach which has found
favor in numerous communities has resulted in capital construction costs of
recreation facilities being paid by the public, while the operational costs of
specific activities are paid by the users who directly benefit. This approach is
usually modified by a special regard for programs involving children, special
populations, and seniors where partial or full subsidies are provided at public
expense.
Facilities offering a broad range of activities (compared to single purpose facilities
such as outdoor swimming pools) normally are managed by means of a "cost
recovery" policy. This means that a specific revenue target expressed as a
percentage of operating costs is set, and user fees are established to meet the
revenue target within each budget year.
The estimated revenue figures shown below for the entire facility are felt to be
conservative and seem to indicate that an initial cost recovery goal of fifty
percent is quite possible with very little, if any, change in the Recreation
Com mission's current policy.
Racquetball/Handball (2 cts. @ $1/hr. x 38 hrs./wk.)
Aquatics admissions (63,000 admissions @ $1.50 avg.)
Exercise/Wt. room usage (15,000" @l $1 avg.)
Reservations for private functions
Team entry fees (325 teams @ $56 avg.)
Individual activity registration fees
Food & drink concessions (profit)
Equipment concessions (profit)
Day Care fees
$ 8,000
94,500
15,000
4,000
18,200
5,000
6,000
1 ,500
8,000
$ 160,200
Total, estimated revenues
(Approximately 52% of operating costs)
If initial operations are confined to Phase One portions of the facility, the
following revenue estimates will apply:
Reservations for private functions
Team entry fees
Individual activity registration fees
Food & drink concessions (profit)
Day care fees
$ 2,000
18,200
5,000
3,500
8,000
$ 36,700
Total estimated revenues, first phase
(Approximately 20% of operating costs)
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To increase these percentages of cost recovery will require a major shift in
current policy toward more aggressive pricing of services and vigorous
marketing/promotion activities. The aquatics facility can be a good revenue
producer if it is effectively promoted during cold weather months. Admission
charges should be set in the range of 75ct to $1.00 for children and $2.00 to $2.25
for adults. Users will be willing to pay these rates for a quality recreation
experience.
Operating expenses for Phase One aspects of the building can be financed in the
following manner.
Estd. user fee revenue
Operating budget now attributed to KTI Gym
Funds transferred from SRC Capital budget
to operating expenses
$ 37,000
55,000
Total
90,000
$ 182,000
During the last four fiscal years, the Salina Recreation
an amount varying from $175,000 to $225,000 annually
to Salina's park and recreation system. In 1987, the
$179,000. This is a discretionary expenditure by SRC.
Commission has allocated
for capital improvements
figure was approximately
If a portion of these funds were applied to the initial operating expenses of the
new recreation center; e.g., $90,000 as indicated above, funds would still remain
for capi tal items and no tax increase would be necessary to support the new
center.
38
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ESTIMATED CONSfRUCTION COSTS
SALINA RECREATION BUILDING
CITY OF SALINA
MIDWAY DRIVE
SALINA, KS 67402
Date: October 27, 1987
Cost as of: 9/87
Page 1 of 3
Building Description
Occupancy:
Construction:
Number of Stories:
Gross Floor Area (SF):
Construction Quality:
Year Built:
Total Perimeter (Ft):
Average Story Height (Ft):
Climatic Region:
Effective Age (Years):
Condition:
Depreciation Percent:
407
4
1
52,277
2.0
1988
1,710
32
Cold
o
1
o
RECREATION BUILDING
Steel Frame
Excellent
-----------------------------------------------------------------
Ca.ponent (Architect Fees of 8.0% are included)
(Profit and Overhead of 12.0% are included)
Base Cost
Site Preparation
Foundation Wall
Interior Foundations
Slab on Ground
Framing
Exterior Wall
30% Concrete Block
70% Glass or Metal Curtain Wall
Structural Floor
Roof
5,111
88,546
13,265
102,220
208,158
674,093
o
185,163
Material - Single Membrane
Pitch - 100% Flat
Floor Finish
21% Carpeting
27% Concrete Sealer or Topping
43% Hardwood
5% Quarry Tile
4% Synthetic Gym Floor
Ceiling Finish
32% Acoustical Tile
5% Drywall
65% Paint
3% Plaster
60% None (Unfinished)
120,492
35,754
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SALINA RECREATION BUILDING
CITY OF SALINA
MIDWAY DRIVE
SALINA, KS 67402
Date: October 27, 1987
Cost as of: 9/87
Page 2 of 3
Partitions - 1000 Feet
Material - 90% Block
- 10% Studs, Girts
- 20% Ceramic Tile
- 20% Drywall
- 80% Paint
- 15% Plaster
- 48 Total Fixtures
70,266
Finish
Plumbing
Heating
22%
65,310
77,632
Steam or Hot Water with Convectors or
Radiators
100% Rooftop Unit (Heating)
Cooling
100% Rooftop Packaged Unit (Cooling)
Electrical
100% Average Electrical Quality
Built-Ins
Other Building Services
o Passenger Elevators
o Freight Elevators
100% Sprinkler System
100% Manual Fire Alarm System
0% Automatic Fire Detection System
204,663
196,038
28,900
50,181
BASE SUBTOTAL
LOCATION MULTIPLIER
LOCATION REPLACEMENT COST
2,125,792
1.05
2,232,081
Additions
Pools - Allowance
Skylights - Allowance
Equipment - Allowance
w/o weight equipment
Sitework - Allowance
241,481
108,160
54,600
200,000
TOTAL ADDITIONS
604,241
lJ'O'l'AL
2,836,322
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SALINA RECREATION BUILDING
CITY OF SALINA
MIDWAY DRIVE
SALINA, KS 67402
Date: October 27, 1987
Cost as of: 9/87
Page 3 of 3
SUMMARY
407 RBCRBATIOM BOLDING
Replacement Cost
2,836,322
Depreciation Cost
2,836,322
Square Feet Cost
54.26
Above costs include labor and material, normal profit
and overhead as of date of report. Costs represent
general estimates not to be considered a detailed
quantity survey.
Running track add $73,484 to estimate total.
Land value not included.
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APPENDIX
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APPENDIX
The following list presents examples of activities which can be potentially
scheduled at a community recreation center. This list includes many activities
which are now sponsored by the Salina Recreation Commission as well as activities
which could be evaluated and introduced at a future time. Included also, are
some activities which may be more appropriately offered by others, or may be
totally inappropriate within the context of a recreation center in Salina. Whether
to offer certain activities is a policy question to be decided by the Recreation
Com mission.
The seasonal program of activities should be dynamic and flexible - responsive
to citizen desires but also shaped by the professional expertise and innovative
efforts of the staff. In all cases, the program should be skillfully promoted
(marketed) to ensure that adequate information is disseminated and people urged
to participate.
Athletics
Gym nastics, tumbling, tram poline
Basketball
Volleyball
Badminton
Handball/Racquetball
Squash
Aqua tics
-Recreational swimming
-Instruction
-Competitive (team)
-Diving, rec. & competitive
- Therapeutic
-Synchro-swim
-Kayaking
-Water Safety, WSA, WSI
-Snorkling, scuba
Wrestling
Tennis
Ice skating
Figure skating
Ice hockey
Curling
Martial arts - judo, karate, etc.
Skip rope
Fencing
Cheer leading
Baton
Officiating workshops
Fitness/Wellness
Aerobic exercising, conditioning
Weight and circuit training
Aerobic dancing
Walking
Jogging, running
Dancercize
Diet control/nutrition
Fitness testing
Hiking
Health/Wellness workshop
Massage
Swim ming
Yoga
Meditation
Stop smoking workshop
Sauna
Steam room
Whirlpool
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Table Games
Billiards
Pool
Ping Pong
Bridge
Checkers
Chess
Scrabble
Trivial pursuit
Dominoes
Special ~vents
Lectures
Travelogues
Banquets
Exhibits
Art shows
Arts and crafts fairs
Halloween party
Mayor's Christmas Party
Spelling Bee
Club Activities
Chess
Bridge
Scrabble
Photography
Model airplane
Model railroad
Investing
Travel
Coin collecting
Starn p collecting
History
Com puter science
Electronics
Arts and Crafts
Photography
Leather working
Doll making
Pottery
Drawing and sketching
Learning about the arts
Knitting
Puppetry
Modeling
Batik
Ceramics
Painting - all media
Sculpting
Handcrafts, all types
Weaving
Calligraphy
flower arranging
Stained glass
Cartooning
jewelry making
Print making
Carving
Dyeing
Cooking/Culinary Arts
french cuisine
Germ an cuisine
Chinese cuisine
Mexican cuisine
Native american cooking
Cake decorating
Vegetarian cooking
Baking/Pastries
Party planning
Cooking for heal th
Dance
Ballet
Ballroom
Clogging
Country swing
jazz
j it terbug
Modern
Rhythm and motion
Tap
Choreography
Square
Round
Stage show
Club
Senior Programs
Dancing
Physical fitness
Arts and crafts
Swim fitness and lessons
Cooking
Counseling
Clubs
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Practical Knowledge
Computer workshop
Home remodeling
Color analysis
Energy savings
Wallpaper workshop
First aid/CPR
Fly fishing
Fly tying
Cosmetic use
Gardening, indoor gardening
Landscaping
Sign language
Foreign languages - conversational
Auto maintenance
'Topic-of -the-week I discussions
Real esta te
Map reading
Orien tee ring
Bicycle mechanics
Movie making
Video equipment use
Writing
Furniture refinishing
Hunter safety and procedures
Personal finance
Speed reading
Personal and business law
Ecology, conservation
Gemology, minerals
Private Group Reservations
Meetings
Banquets
Pool parties
Wedding receptions
Family reunions
Company parties
Birthday parties
Miscellaneous
Guitar
Banjo
Juggling
Literature, poetry
Dog obedience
Nature study
Community chorus
Barbershop singing
Acting and mime
Movies
Table tennis
Pool, billiards, snooker
Escorted trips
Storytelling
Television lounge
Roller skating
Ancillary Facilities
Reception desk
Registration
Lounge
Staff offices
Restrooms
Storage - equipment, supplies
Custodial
Maintenance
Mechanical equipment - HVAC
Child care
Social Services
Heal th screening
Referral services
Coping with change workshops
Interpersonal relationships
Special Populations
Selected activities
Civic Services
Bulletin board and flyer desk to
Com mission, School Board, Planning
events, library, Bicentennial Center
other recreation providers. Serves as
community.
disseminate information concerning City
Commission, Recreation Commission, CIVIC
events, Community theater, colleges, and
a clearing house of information about the
Meeting location for Recreation Commission, City Commission (perhaps informally),
public hearings, public presentations.
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