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Ridley Township Community Center

Feasibility Study

Final Report

November 1, 2010

Table of Contents

Acknowledgement of Project Partners Introduction Phase One ...........................................................................1 Section I Needs Assessment ..............................................................2 Section II Population, Usage and Market Analysis .........................8 Section III Community Center Program ..........................................19 Section IV Site Analysis ......................................................................22 Introduction Phase Two .........................................................................26 Section I Site Design Plans ..............................................................27 Section II Preliminary Building Floor Plans And Exterior Images .......................................................29 Section III Construction Cost Estimate ............................................34 Section IV Operations Analysis Pro-Forma ....................................35 Section V Safety and Security Analysis ..........................................52 Section VI Sources of Funding .........................................................60 Appendix 1 Library and Administration Analysis ............................69

Project Partners Ridley Township 100 East MacDade Boulevard

Folsom, PA 19033 Consultants

Kimmel Bogrette Architecture + Site 151 E 10th Ave Suite 300

Conshohocken, PA 19428 Recreation and Parks Solutions

87 Hawk Valley Lane Denver, PA 17517

CMX Inc. 412 Creamery Way Suite 100 Exton, PA 19341

Keystone Funding

This Project was financed in part by a grant from the Community Conservation Partnerships Program, Keystone Recreation, Park and Conservation Fund, under the administration of the Pennsylvania Department of Conservation and Natural Resources, Bureau of Recreation and Conservation.

Ridley Township Community Center Feasibility Study – Final Report

Introduction – Phase One Ridley Township has obtained a Pennsylvania DCNR Community Partnerships Program Grant to study the feasibility of a new Ridley Township Community Center. This grant was awarded to assess the current and future recreation needs for a growing and changing population. Kimmel Bogrette Architecture + Site and its team were awarded the consultant contract to study the needs of the community for a new center and the feasibility of this center to be located at the existing Ridley Township Building site located at 100 East MacDade Boulevard, Folsom PA. This report represents Phase One of a feasibility study for a possible Ridley Township Community Center. Phase One examines the need for a new community center in the township through a public process that is based on information gathered through a series of meetings with the following groups: Ridley Township Board of Commissioners

Community Center Study Committee Recreation Board Teen Group at Ridley High School Seniors Group at Ridley Marina Public Meeting at Township Building

It must be remembered that this is only the first step in completing a comprehensive feasibility study. Additional work including development of a preliminary facility floor plan, capital cost estimates; operational cost and revenue projections will be completed as Phase Two of this study. Phase Two of this study was completed by March 2010 in order to take advantage of the annual DCNR grant application schedule in April 2010.

Kimmel Bogrette Architecture + Site with Recreation and Parks Solutions and CMX, Inc. 1


Section I – Needs Assessment An important aspect of determining the need and demand for a new community center in Ridley is through public input regarding the project. With the help of the Parks and Recreation Director several different public input mechanisms were utilized to gather information regarding community concerns and desires for such a project.

Study Committee – A steering committee was formed to help guide the needs assessment study as well as provide specific input regarding the project. User Groups – Meetings were conducted with specific users of the proposed Community Center. Public Input – A public meeting was conducted with Township residents to obtain and gauge public interest, requests, and concerns for a new Community Center Survey – A written survey was distributed at the senior’s user group meeting and the public meeting. Attendees completed the survey on site.

What follows is a summation of the findings from these different public input sources. Study Committee Session: A project kick-off meeting was held with members of the Community Center Study Committee on September 10, 2009. Members in attendance included: Edward Panco – Commissioner and Chairman of Community Center Study Committee Peter O’Keefe – Recreation Director Charles J. Catania, Jr. – Township Engineer Paul Mattus – Member of Business Community Margaret Whelan – Member of Recreation Board Nancy Robert - Member of Library Board Joseph Hackett – Member of Youth Group Committee Chris Wilhelm – Member of Senior Group

Sheri Zuppo – Commissioner and Member of Recreation Board Some of the key information that was gathered from this meeting included the following:

• The borough has very limited access to the existing indoor community center, which is owned and used by the Ridley School District. These facilities are currently leased annually from the school district and are subordinate to the schools schedule of activities.

• There are ongoing complaints from community residents that the youth of the township

have nothing to do. Bored teenagers have a tendency to get into trouble.

• The facility will need to serve as senior center as well as a recreation facility for families and youth.

• Current community center has very limited parking and lacks accessibility for those with physical challenges.



• Basic components of the center should include: o Gymnasium and walking track o Weight/workout area o Aerobics area o Meeting / Multi-purpose rooms o Large Kitchen / Snack area o Teen Center o Senior Center o Support spaces (offices, storage and locker rooms)

User Group Meetings: The following meetings were held with various key personnel and user groups of the proposed community center. Programming Meeting – On October 7, 2009, Kimmel Bogrette Architecture + Site (KBAS) and Recreation and Parks Solutions (RPS) met with key township personnel and commissioners to discuss the types of spaces and programs envisioned for a new community center. Information gathered at this meeting is contained in final program report under Section III. Recreation Board Meeting – On October 19, 2009, KBAS and RPS met with the members of the Recreation Board at the existing Community Center to discuss the types of spaces and programs envisioned for a new community center. Information gathered at this meeting is contained in final program report under Section III. Commissioners Workshop Meeting – Two meetings were held with the Board of Commissioners on October 28 2009 and November 30 2009 to discuss the initial program report and information gathered at the various user group meetings. At the first meeting, commissioners requested the following additional building components and considerations:

o Child Watch Area o Portable Stage for Multipurpose area o Site planning to preserve main lawn along MacDade Boulevard for annual Ridley

Township Festival Teens Meeting - On November 23, 2009, KBAS and RPS met with approximately 25 teens at the Ridley High School to discuss the types of spaces and programs they would like to see in a new community center. The following is a list of specific programs, activities and spaces this group of teens was most interested in:

• Programs and Activities: o Intramural sports leagues o Structured and unstructured programs for “drop-in” feel o Dances o Yoga / Pilates o Holiday Theme activities / parties o Arts and crafts classes o Boxing classes o Movie nights o “Battle of the Bands” events o Teens would like place to “chill” and personalize as their own.



• Spaces and Equipment: o Lounge – Soft Seating o Foosball, Pool Tables, Dart Boards o Indoor Turf field o Indoor running track o Rock Wall o Café / Snack Bar / Vending machines o Board games o Video gaming area – Wii, Xbox, etc. o Computer Center

Seniors Meeting – On December 2, 2009, KBAS and RPS met with approximately 40 seniors at the Ridley Municipal Marina Hall to discuss the types of spaces and programs they would like to see in a new community center. At this meeting attendees were asked to fill out a brief questionnaire. Answers to questions were then written and discussed with the entire group. The following is a list of specific programs, activities and spaces this group of seniors was most interested in:

• Programs and Activities: o Exercise classes o Cooking classes o Language classes o Health / weight loss programs o Arts / crafts and ceramics o Computer classes o Dance classes o Piano Lessons o Bingo / Card games o Yoga o Holiday parties / Shows o Movies

• Spaces and Equipment (not referenced by other groups above): o Nice bathrooms with handicap access o Tables and comfortable chairs for a variety of events o Computers and TVs o Piano o Sound system for events o Coat room

Public Meeting: On December 3, 2009, KBAS and RPS met with approximately 25 residents of Ridley Township at the Ridley Township Building to discuss the types of spaces and programs they would like to see in a new community center. At this meeting, attendees were asked to fill out a survey. Responses to the survey are described in the next section. Additional comments for programs, activities, and spaces which were not included in the survey were discussed as follows:

• Overall Building o Green / sustainable design using solar and wind o Retain Lawn along MacDade Boulevard



• Programs and Activities: o Programming for residents with special needs o Teen programming o Wrestling program / mat room o Make meeting / multipurpose rooms rentable to the public

• Spaces and Equipment: o Outdoor Skate Park o Picnic Area o Children’s playground o Folding / portable stage

Survey: As stated above, a written survey was handed out at the Public meeting. Attendees were asked to voluntarily complete and return the survey before leaving the meeting. 21 surveys were returned. Survey Questions Summary: 1. Are you currently using an Indoor Recreation, Sports, Fitness or Community Center?

Yes 14 No 6 Not answered 1

a. If Yes – What kind of facility are you using? (Check all that apply)

4 YMCA 2 Private Fitness Club 3 School Program 1 Church

0 College / University Facility 8 Township Recreation Programs

b. How well does your facility meet your needs? (Check one)

3 Meets All Needs 11 Meets Some Needs

c. Primary reason you use your current facility (Check all that apply)

7 Close to work and home 4 Reasonable membership fees 1 Good customer Service

4 Only facility in my area 2 Facility has amenities I want 3 No particular reason

2. What Amenities / Programs do you feel are needed in a new Community Center?

a. Aerobics/Fitness 11 Strongly Needed 6 Somewhat needed 3 Not needed b. Weight/Cardio Equip 11 Strongly Needed 6 Somewhat needed 4 Not needed c. Basketball/Volleyball 14 Strongly Needed 4 Somewhat needed 1 Not needed d. Indoor running/

walking track 13 Strongly Needed 5 Somewhat needed 2 Not needed e. Rock Climbing Wall 1 Strongly Needed 5 Somewhat needed 13 Not needed f. Racquetball/squash/handball/

wallyball courts 5 Strongly Needed 7 Somewhat needed 7 Not needed g. ChildWatch Area 9 Strongly Needed 10 Somewhat needed 2 Not needed h. Concession/Snack

Bar 9 Strongly Needed 10 Somewhat needed 2 Not needed i. Space for Teens 18 Strongly Needed 2 Somewhat needed 0 Not needed j. Space for Seniors 18 Strongly Needed 1 Somewhat needed 1 Not needed



k. Space for Preschool Programs 6 Strongly Needed 6 Somewhat needed 8 Not needed

l. Multipurpose Space 16 Strongly Needed 4 Somewhat needed 1 Not needed m. Kitchen 8 Strongly Needed 11 Somewhat needed 2 Not needed n. Arts/Crafts Rooms 9 Strongly Needed 8 Somewhat needed 2 Not needed o. Internet/Computer

Room 7 Strongly Needed 8 Somewhat needed 5 Not needed p. Dance Rooms for tap/ballet

/ballroom classes 7 Strongly Needed 8 Somewhat needed 6 Not needed q. Community Theater 7 Strongly Needed 9 Somewhat needed 6 Not needed

3. Based on the list of Amenities above – which are your top 3 most needed? (list by letter)

Most Needed ________ 2nd Most Needed ________ 3rd Most Needed ________ a 3 1 1 b 2 1 1 c 4 1 1 d 1 2 4 e 0 0 0 f 0 0 0 g 1 0 0 h 0 0 0

i 2 5 4 j 1 3 3 k 0 0 0 l 5 2 1 m 0 0 0 n 0 1 2 o 0 0 0 p 0 1 1 q 0 0 0

4. Based on the following list – in which activities are you likely to participate? (Check all that apply)

15 Fitness and Exercise 9 Instructional Classes in various activities

5 Cultural arts activities 16 Community activities (meetings, parties, etc.)

9 Youth / Teen activities 12 Sports activities (basketball, volleyball, etc.)

0 Would not use Community Center

5. If the Community Center had most of the features you prefer to use, how often would

you and / or members of your household visit the Center? (Check one) 11 Several times per week 2 Once per week 5 Few times per month

1 Monthly 0 Less than once a month 0 Never 1 Don’t know



Survey Summary Conclusions: Based on the survey responses tallied above, the following conclusions can be reached: • A majority of the respondents are currently using the Township Recreation program as their

primary recreation provider. These residents feel that the facilities offered by the Township program only meet some of their recreation needs. Only respondents currently using the YMCA or a private fitness club felt that their facility met all of their recreation needs. The primary reasons for using these recreation facilities are proximity to home or work and reasonable membership fees.

• The amenities / programs list provided in Question 2 included items which could be incorporated into the Community Center. Of this list, most items received a majority vote when looking at the strongly needed and somewhat needed with the exception of the rock wall, racquetball courts, and preschool program. The facilities which were most popular with respondents are (listed in descending order):

o Space for Teens, o Space for Seniors o Multipurpose Space o Gymnasium for Basketball and Volleyball o Indoor running / walking track o Aerobics / Fitness o Weight / Cardio

• When asked to list the top three amenities a new community center must have, the rankings stay very similar to the list above:

o Space for Teens o Multipurpose Space o Space for Seniors o Indoor running / walking track o Gymnasium for Basketball and Volleyball o Aerobics / Fitness o Weight / Cardio

• Respondents were most likely to participate in Community Activities and Fitness and Exercise which reaffirms the types of programs and facilities to be offered in the new community center.

• A majority of the respondents felt they are likely to use a community center several times per week.

Overall response to the proposal of a new community center on the existing township building site has been positive for all groups listed above. Concerns for most residents are for the cost of such a project and the effect it may have on taxes.



Section II – Population, Usage and Market Analysis Community Demographics Demographic characteristics of a community affect the demand for recreation services. While recreation preferences vary according to each individual, recreation interests are associated with population demographics such as age, income and education. Demographic information for Ridley Township is from the 2000 Census of the U. S. Department of Commerce, Bureau of the Census, as prepared by the Delaware County Planning Department. Service Area The basic service area for the community center is a zone within an approximately 3 to 5 mile radius from the facility site. The service area encompasses all of Ridley Township, plus Ridley Park and Eddystone Boroughs, which are also part of the Ridley School District. A service area is defined by the distance people will travel on a regular basis (a minimum of once a week) to utilize the facility or its programs. Because of the sense of community among the people living within the Ridley School District and the fact that the Boroughs are located within or adjacent to the Township, the jurisdictional borders of the three municipalities are blurred for many residents. The Borough residents will no doubt be users of the community center just as they are of the Ridley Township recreation programs. Based upon data from other community centers, it is anticipated that between 10 and 15 percent of the service area residents would use the community center on a regular basis. A 3 to 5 mile service area is common for recreation centers in an urban environment. The exact size of the service area is directly related to the amenities found in the facility. If a swimming pool were included in the planned facilities for the community center, its service area would be expanded beyond 5 miles. The site for the proposed community center is in the center of the Township, with Township boundaries located approximately 2 miles to the west, 2.2 miles to the east, and 1 mile to both the north and south of the site. This places the site almost exactly in the middle of the service area. Ridley Park Borough is located near the center of and is surrounded on three sides by Ridley Township, and Eddystone Borough begins at the Township’s southern border. Table 1 shows the service area population based on the 2000 Census, and its estimated change through the year 2025. The area’s population is expected to decrease by 9.8%.



Table 1 Service Area Population Estimates

Municipality 2000 Census

2010 Estimate

2015 Estimate

2020 Estimate

2025 Estimate

% Change 00-25

Ridley Township 30,791 30,450 29,390 28,620 27,610 -10.3% Eddystone Borough 2,442 2,340 2,280 2,230 2,170 -11.1% Ridley Park Borough

7,196 7,160 6,940 6,800 6,610 -8.1%

Totals

40,429 39,950 38,610 37,650 36,390 -9.8%

In addition to the people who live within this service area, there are thousands of people who work here who would potentially use the community center. Age The number of people in each age group has important implications for recreation programming in the proposed community center. The community center will need to respond to the needs of all ages in all 12 months of the year. Adults ages 25-44 make up 30.2% of the population of the service area which is a higher percentage than in Delaware County and the State. This is the age of adults with young children living at home. These families will be frequent users of a community center. Adults ages 45-64 are also a substantial percentage of the total population (21.2%), as are adults ages 65+ (17.4%). Research shows that older people who are better educated and healthier are less likely to be interested in traditional senior citizen centers that cater to those who are more in need of basic human and social services. A significant segment of the aging population will not use senior citizen centers but will seek their recreation opportunities as part of the mainstream of community recreation services. This points to an increased use of a community center by the adult population in Ridley Township as it ages. Table 2 shows the population distribution by age. Table 3 lists the median age of the service area.

Table 2 Population Distribution by Age

Ages Ridley Township Number %

Eddystone Borough Number %

Ridley Park Borough Number %

Totals Number %

Delaware County

%

State

%

-5 1,865 6.1 154 6.3 351 4.9 2,370 5.9 6.2 5.9 5-14 4,360 14.1 433 17.7 902 12.5 5,695 14.1 14.3 13.7 15-24 3,478 11.3 282 11.6 795 11.0 4,555 11.2 13.2 13.0 25-44 9,325 30.3 725 29.7 2,149 29.9 12,199 30.2 28.7 28.6 45-64 6,473 21.0 494 20.2 1,602 22.3 8,569 21.2 21.8 23.1 65+ 5,290 17.2 354 14.5 1,397 19.4 7,041 17.4 15.5 15.6



Table 3 Median Age

Service Area Ridley Township

Eddystone Borough

Ridley Park Borough

Delaware County

State

Median age 38.1 35.7 40.4 37.4 38.0 Education Studies have shown that as people are better educated, their demand for recreation services increases. Ridley Township has higher than the Delaware County or State average of percentages of people over the age of 25 with high school diplomas and with some college coursework. Table 4 provides statistics on educational attainment of the service area population. Table 4 Educational Attainment Service Area Ridley

Township Eddystone Borough

Ridley Park Borough

Delaware County

State

Persons 25+ and high school graduates

43.9% 44.4% 40.7% 33.1% 38.1%

Person 25+ with some college

24.2% 21.7% 24.6% 23.4% 21.4%

Persons 25+ with Bachelor’s degree or higher

17.2% 9.3% 24.5% 30.0% 22.4%

Persons 25+ with high school diploma or higher

85.2% 75.4% 89.8% 86.5% 81.9%

Income It is important to understand the economic conditions in the community, since to be successful the community center will have to generate revenue to help with its operational cost. Fewer families live below the poverty level in Ridley Township than elsewhere in Pennsylvania. Per capita income is also above the state average. Median household income is slightly below the state average. Table 5 provides these statistics, which point to a service area population that can afford reasonable user fees.



Table 5 Income and Poverty Levels Ridley


Ridley Park Borough

Delaware County

State

Median household income

$45,918 $37,543 $50,065 $61,590 $49,184

Per capita income $21,437 $16,537 $23,806 $25,040 $20,880 % of families below poverty level (1999)

5% 11.6% 2.9% 5.8% 7.8%

Household Types Table 6 presents data about the household types in the community with regard to the presence of persons under the age of 18 and the percentage of family households. Ridley Township has a higher percentage of family households than both Delaware County and the State. This information is relevant since a community center will be of great interest to families. Households with children are projected to be a group who will frequently use the community center and who will be willing to support it financially.

Table 6 Household Types Ridley


Ridley Park Borough

Delaware County

State

Number of persons per family

3.14 3.24 3.06 3.17 3.04

% of households with members under 18 years

30.2% 31.7% 25.7% 31.5% 30.0%

% of family households 67.8% 63.0% 62.7% 67.6% 67.2% Vehicle Availability The number of households with vehicles in the Ridley area outnumbers households without vehicles by 14 to 1. The fact that the majority of households have multiple vehicles is indication of the driving patterns of the community, which is largely dependent on private transportation. The site for the proposed community center is, however, along bus routes. The site is also within walking distance of a large portion of the population, although it is located along very busy roadways. Table 7 shows that Ridley Township has fewer households with no vehicles and more households with one or more vehicles than in Delaware County and the State as a whole.



Table 7 Vehicle Availability

Ridley Township

Eddystone Borough

Ridley Park Borough

Delaware County

State

No vehicles available 8.3% 13.4% 8.7% 11.3% 12.8% One vehicle available 39.2% 46.9% 40.3% 37.7% 34.9% Two or more vehicles available

52.6% 39.7% 51.0% 51.0% 52.3%

Service Area Competition One private non-profit agency provides recreational services to people who live in the Ridley Township area, the Community YMCA of Eastern Delaware County (Ridley Area YMCA). Ridley Area YMCA is located at 900 South Avenue in Secane. It offers a wide variety of programs for preschoolers through older adults including before and after school child care, family special events, summer camps, youth dance, art and cooking classes; youth and adult sports and fitness programs and swimming lessons. Facilities include a full-size gymnasium, swimming pool, fully-equipped wellness center, child watch area, men’s and women’s locker rooms, and a multi-purpose room. The building is 56,000 square feet in size. Full-time staff includes a branch director, aquatics director, child care director, youth and family director, and fitness and wellness director. Administrative staff is shared with the Lansdowne Area YMCA. Hours are Monday through Friday 5:30 a.m. to 10:30 p.m., Saturday 7:30 a.m. to 8 p.m., and Sunday 9 a.m. to 6 p.m. Full privilege family member rates are $672/year. Single adult memberships are $492/year. The YMCA has separate rates for youth, college students, single parent families and senior citizens. It also offers program memberships which allow an individual to register for classes, but not have access to YMCA facilities. Program fees are priced at a lower rate for full privilege members. Program members pay between $5 and $60 more depending on the program. The YMCA operates the Ridley High School Pool for YMCA members and Ridley School District residents interested in recreational or lap swimming. Yearly rates are offered for youth, adults, families and senior citizens. A handful of store-front fitness centers, such as Curves, exist in the community.



Existing Township Community Center and School District Facilities The existing Ridley Township Community Center at the old Ridley High School is no longer available during the day for community recreational use. The gym is now being used by the Ridley School District, as are many of the building’s classrooms. Two senior citizen groups still meet in one of the large classrooms a few times each month. Lack of handicapped access to the building and minimal parking close to the entrance are problems for the senior groups. Youth basketball programs use the gymnasium after school hours, leaving little to no room for adult sports programming. Ridley School District facilities are available on a limited basis for community recreation, due to school uses. Gymnasiums are, for the most part, booked solid by school athletic teams. Conclusions Based on community demographics, Ridley Township can support the operation of a community center. The Township has a higher than the state percentage of family households with school age children, who will be frequent users of a community center. Ridley Township has a significant percentage of adults over the age of 45. This segment of the population is looking to stay physically active as it ages. The Township’s adult population also has a higher than average percentage with their high school diplomas or higher. As people are better educated, they are more likely to demand increased recreation services. Township residents will be able to afford fees to utilize a community center and take part in recreation programs, with per capita income being above the state average and fewer families living below the poverty level than in other areas of Pennsylvania. Ridley Township residents have the ability to drive to a community center, since Ridley Township households with vehicles far outnumber those without. In fact, the number of households without a vehicle is significantly lower than the state average. The number of households with one or more vehicles is higher than the state average. The proposed community center site is well situated in the center of Ridley Township, which makes it easily accessible by vehicle from all neighborhoods. The size of the service area population is more than large enough to support a community center. The comparable community centers below are all successfully serving smaller populations than Ridley Township. In addition, only one comparable facility exists in the Township, the Ridley Area YMCA, which is not available for Township recreation programs and general community use. These will be the primary uses of a new community center. Ridley Township school buildings are not available during the school day, and are available on a limited basis during evenings and weekends. Because the service area population includes Eddystone and Ridley Park Boroughs, Ridley Township may want to approach these municipalities for financial support for the development and operation of a community center. Intergovernmental cooperation such as this will also increase the likelihood of receiving grant funds for community center construction.



Similar Facilities – Community Center Comparisons Existing community centers can provide valuable information concerning development and operation. Information has been gathered and presented on six comparable community centers in Pennsylvania. This information has been compiled merely to present context in terms of amenities, size and operational cost. Each community is unique and cannot be directly compared to Ridley Township. Bethlehem Township Community Center – www.btcenter.org (610-332-1900) Population: 26,000 Size: 50,000 square feet Construction Cost: $11 million, plus $2 million in furnishings; funded by $9 million bond

issue and $4 million in capital reserves Completed: 2006 Operating Budget: $1.5 million Staffing: 4 full-time – executive director, recreation program director, aquatics

director, office manager Programs: Fitness classes, volleyball leagues, basketball leagues, swimming lessons,

youth floor hockey, karate, tennis lessons, teen weight training, cooking classes, line dancing, family special events, playgrounds, day camps, preschool activities

Hours of Operation: M-F 5:30 a.m. to 10 p.m., Sat. 7 a.m. to 7 p.m., Sun. 9 a.m. to 6 p.m.

Facilities: 25-yard indoor pool, spectator seating for 200, whirlpool, steam room, sauna, 13,000 square foot gymnasium with spectator seating, child watch area, snack bar, multi-purpose rooms, indoor track, cardiovascular and fitness center

Fellowship House of Conshohocken – www.thefellowshiphouse.org (610-828-3266) Population: 20,000 Size: 18,000 square feet Construction Cost: $3.5 million renovation Completed: 2004 Operating Budget: $400,000 Staffing: 2 full-time – director and program director Programs: Fitness classes, basketball leagues, guitar lessons, youth soccer, kickball,

gymnastics, and football, preschool activities, bingo, pick-up adult basketball, family special events, teen 3-on-3 basketball league, open gyms, before and after school program, women’s volleyball league; was originally a youth center and is now evolving to serve all ages

Hours of Operation: Mon. 7 a.m. to 7 p.m., Tues.-Thurs. 7 a.m. to 9 p.m., Fri. 7 a.m. to 7 p.m., Sat./Sun. 11 a.m. to 4 p.m.

Facilities: Gymnasium with spectator seating, locker room and shower facilities, fitness center with cardiovascular equipment, multi-purpose room, kitchen, snack bar, computer lab, community activity area with large screen television, ping pong, foosball and bumper pool tables


http://www.btcenter.org/

http://www.thefellowshiphouse.org/


Upper Chichester Township Community Center – www.upperchichester.org (610-485-5881)

Population: 17,378 Size: Information not available Construction Cost: $3 million (field house area) Completed: 2003 Operating Budget: Information not available Staffing: 1 full-time – recreation director Programs: Youth and adult basketball, coed volleyball, aerobics, line dancing,

summer day camp, bingo – approximately 50 programs/year Hours of Operation: M-F 8 a.m. to 9 p.m., Sat./Sun. 9 a.m. to 5 p.m. Facilities: 2 full-size basketball courts with 1 volleyball court in the center, weight

room, full-size kitchen. Community center is located inside the municipal building.

Lititz Recreation Center – www.lititzrec.com (717-626-5096) Population: 28,337 Size: 59,000 square feet Construction Cost: $3.2 million (2007 and 2009 renovations) Completed: 2009 Operating Budget: $1.9 million Staffing: 12 full-time – executive director, fitness director, children’s services

director and assistant director, aquatics director, development director, finance and human resources director, senior program director, program director, facilities maintenance director, membership director, youth dance director

Programs: Swimming lessons, fitness classes, family special events, adult basketball and volleyball leagues, teen pick-up sports, summer day camps, before and after school care, preschool sports, youth basketball, floor hockey and indoor soccer; summer playgrounds, open gyms, preschool activities

Hours of Operation: Mon.-Thurs. 5 a.m. to 10 p.m., Fri. 5 a.m. to 9 p.m., Sat. 6 a.m. to 8 p.m., Sun. 8 a.m. to 8 p.m.

Facilities: 14,000 square foot gymnasium, walking track, 25-yard 8-lane swimming pool, family, men’s and women’s locker rooms; fitness center with weight training and cardiovascular training equipment, game room with pool tables, Wii games, foosball and large-screen TVs, child care room, meeting rooms with kitchen area, large lobby

Kingston Recreation Center – www.kingstonpa.org/recreation (570-288-4576) Population: 2,500 in borough, 50,000+ in Wyoming Valley Size: 60,000+ square feet Construction Cost: Information not available Completed: 1981 Operating Budget: $317,600 Staffing: 4 full-time – parks and recreation director, 3 building attendants Programs: Indoor soccer, youth and adult basketball leagues, summer day camp, golf

lessons, racquetball leagues, fitness classes, birthday parties


http://www.upperchichester.org/

http://www.lititzrec.com/

http://www.kingstonpa.org/recreation


Hours of Operation: M-F 6 a.m. to 10 p.m., Sat. 8 a.m. to 9 p.m., Sun. 9 a.m. to 7 p.m. Facilities: Two gymnasiums, three racquetball courts, one indoor golf driving range,

physical fitness rooms which contain two weight rooms and a cardiovascular room, game area with pool tables, ping pong tables and video games; men’s and women’s locker rooms with steam saunas, meeting room with kitchen area, snack vending area, offices

Northampton Borough Recreation Center – www.northamptonboro.com

(610-502-2990) Population: 9,500 Size: 24,000 square feet Construction Cost: $2 million Completed: 2000 Operating Budget: Information not available Staffing: 1 full-time recreation director, 9 part-time positions Programs: Fitness classes, preschool programs, youth dances, rent facilities to others

for volleyball and basketball Hours of Operation: M-F 5:30 a.m. to 10:45 p.m., Sat. 7 a.m. to 6:30 p.m.,

Sun. 1 to 8 p.m. Facilities: 3 basketball courts able to be divided, spectator areas, walking track

around basketball courts, weight room, cardio equipment, saunas and steam showers, meeting room with kitchen area, arcade game area

Membership rates at each community center vary from no fees (Upper Chichester Township) to $550/year for a family of four (Bethlehem Township). The community centers offer up to 20 different types of membership packages. Most of the community centers have a daily pass rate as well. For those community centers supported by local tax dollars, non-residents are charged a higher amount. Demand Analysis The Pennsylvania Recreation Plan (2004-2008) identifies three major priorities:

• Increase funding for planning, acquisition, development and rehabilitation of natural, cultural, historic and recreation resources, facilities and programs in order to enhance the quality of life of Pennsylvanians;

• Create healthy and livable communities that will more successfully serve the recreation needs of those who live, work and play within them; and

• Build capacity at all levels through partnerships and innovation. The State Recreation Plan states, “It is important to recognize that recreation generates broad benefits that justify continued and expanded public investment in recreation facilities. The physical, mental and social benefits of recreation are well known and documented. Recreation enriches people’s lives and provides outlets for socializing and family activities. Children who have access to recreation facilities are less likely to engage in juvenile crime. And greater access to recreation facilities, particularly those with walking and fitness opportunities, can combat obesity, America’s number one health threat.”


http://www.northamptonboro.com/


Programming priorities in the State Recreation Plan reflect changing employment patterns where both parents are working harder and longer hours. Teen programs, before and after school care and fitness programs were identified as the most needed recreation programs. The proposed community center fits into each of the priorities identified by the State Recreation Plan. Comparison with National Statistics Utilizing sports participation information from the National Sporting Goods Association (NGSA) and comparing it with the demographics from the service area, the following participation projections can be made. The information is taken from the NGSA research study “Sports Participation in 2007.” For this study, a mail panel resource of more than 300,000 pre-recruited households was used. Results are based on persons seven years and older. Table 8 shows participation estimates in a variety of sports activities that will be available at the proposed community center for the Ridley Township service area.

Participation Estimates

Activities Rank National Percentage

Estimated Participation Numbers

Aerobic Exercising 11 12.1% 4,834 Basketball 14 11.3% 4,514 Exercise Walking 1 29.5% 11,785 Exercising with Equipment

3 17.1% 6,831

Running/Jogging 12 10.5% 4,195 Volleyball 24 8.6% 3,436 Weight Lifting 10 13.1% 5,233 Workout at Club 8 13.6% 5,433 Rank – Popularity of sport based on national survey (1=most popular, 49 total sports ranked). See below for national ranking of top 25 sports by popularity. National Percentage – Percent of total population participating based on national statistics. Estimated Participation – Based on 2010 Census estimate for Ridley Township, Eddystone Borough and Ridley Park Borough. Note: The estimated participation numbers indicated above are for each of the sports listed and do not necessary translate into expected attendance figures at the proposed community center since many participants will utilize other facilities for these activities and may participate in more than one activity at a time.



Sport Popularity National Ranking Based on Total Participation:

1. Exercise Walking 2. Swimming 3. Exercising with Equipment 4. Bowling 5. Camping 6. Bicycle Riding 7. Fishing 8. Workout at Club 9. Hiking 10. Weight Lifting 11. Aerobic Exercising 12. Running/Jogging 13. Billiards/Pool 14. Basketball 15. Boating, Motor/Power 16. Golf 17. Target Shooting 18. Hunting with Firearms 19. Yoga 20. Soccer 21. Baseball 22. Backpack/Wilderness Camping 23. Softball 24. Volleyball 25. Tennis

Seven of the top 15 most popular sports activities will be accommodated in the proposed community center: exercise walking, exercising with equipment, workout at club, weight lifting, aerobic exercising, running/jogging and basketball. This points to increased usage of the proposed community center.



Section III – Community Center Program Summary: The following program shows spaces as required to meet the program activity needs as developed by the information gathering described above. Areas are broken down into type, quantity and approximate size needed to perform the functions as described in the remarks column. The new Community Center, as proposed, would be approximately 31,200 square feet broken down as follows: Building Public Service space: 1,610 square feet Community Space: 4,275 square feet Recreation Space: 16,750 square feet Administration Space: 700 square feet Service Areas: 900 square feet Mechanical and Circulation Space: 6,955 square feet TOTAL 31,190 square feet


Township of Ridley PRELIMINARY Program Report

Kimmel Bogrette Architecture + Site 10.19.2009 Revised 12.09.2009

Reductions 2.19.2010Kimmel Bogrette Architecture + Site 10.19.2009 Revised 12.09.2009

Reductions 2.19.2010

Kitchen Would have equipment for outside caterers to use for banquet functions

Community Center Goal of New Community Center is to expand league and program offerings to include adults as well as children's leagues. Facility must be air conditioned throughout.

Room Name Qty Area Total Area Proposed Reduction

Remarks Adjacencies

Public Service AreasVestibule 1 110 110 110 Area with two sets of doors to control outsid

during inclement weather.e air exchange and walk off area Lobby

Lobby 1 800 800 700 Area for public to gather - Will function as "Community Living Room". Area can be used as meeting and lounge space with soft seating and informational kiosks and literature racks. Can Also be used as reception area before events held in multipurpose room and throughout facility.

Reception / Sign -In desk 1 350 350 250 Large reception counter to check in memberssignups. Should have space for 3 computer sta

/ public and provide area for program tions.

In Lobby

Equipment closet 1 80 80 50 Storage area within / next to Reception desk tthroughout the facility.

o hold loaned out equipment used Reception

Vending Area 1 200 200 100 LobbyPublic Restrooms 2 250 500 400Subtotal Public Service 2,040 1,610Community SpaceMultipurpose Room 1 4,500 4,500 3,000 Community room which can hold 200 - 250 people for special programs. Should be

dividable (3 rooms) for use by 30 - 50 people in smaller meeting / program uses. Can be used for dances, aerobics and meetings / classes. Should accommodate portable stage area and have sound equipment/ lights and features which could be used for community theater.

Catering / Out Reach / ConcesKitchen

sion 1 500 500 400 Attached to Multipurpose with dual access to Would have equipment for outside caterers to use for banquet functions.

Gym lobby to be used as "snack bar." Multipurpose.

Child Watch Area LobbyActivity 1 800 800 400 Space for indoor play equipment and toys for childcare. Should have small area for

check in desk.Toilet 1 75 75 75 Child size fixtures with area for diaper changing.

Storage 1 100 100 100Senior's Event Room 1 1,200 1,200 0 Area for seniors to gather for various events. Should be flexible to set up for bingo

and holiday and themed parties and events. Should have area set up with soft furniture and card tables as lounge / social space for daily use.

Teen Center / Game Center 1 1,200 1,200 0 High - tech area with room for lounge "hang out" space with TVs. Computer game center should have room for Wii and Dance systems as well as internet. Possibility of having some game systems "powered" by exercise equipment.

Multipurpose Storage 1 300 300 0 Large storage area for tables and stack chairs trequired.

o equip multipurpose space as Multipurpose

Storage 2 150 300 300 Storage areas for equipment and supplies in Senior, and Teen rooms. As notedSubtotal Community Space 8,975 4,275


y

Kimmel Bogrette Architecture + Site 10.19.2009 Revised 12.09.2009

Reductions 2.19.2010Kimmel Bogrette Architecture + Site 10.19.2009 Revised 12.09.2009

Reductions 2.19.2010

Women s Team Locker Room 1 500 500 400 Locker room with fixture count sized to meet code minimum shower facilities 15- Gymnasium

Room Name Qty Area Total Area Proposed Reduction

Remarks Adjacencies

Recreation SpaceGymnasium 1 12,000 12,000 10,000 Gym space large enough for full court basketball and to be divided into 2 basketball

or volleyball courts with curtains. Needs areas for 4-5 row telescoping bleacher storage at sides. Gym floor to be wood sports floor.

Walking / Jogging Track 1 4,500 4,500 3,500 Walking track around perimeter of gymnasium - 10' wide. GymnasiumAerobics / Fitness Room 1 2,000 2,000 0 Area for fitness classes - should have cushioned floor. GymnasiumWeight / Cardio Room 1 4,000 4,000 3,000 Room for weight room equipment and cardio machines. GymnasiumStorage 5 200 1,000 250 Storage areas for equipment and supplies in g

room.m, aerobics / fitness room, and weight As noted

Subtotal Recreation Space 23,500 16,750

AdministrationRecreation Directors Office 1 130 130 120 Office for work station and space for guest chairs and filing.Admin Work Area 1 300 300 200 area for 2-3 workstations for staffCopy / fax / mail room 1 120 120 100 Area for copy machine, fax machine, and printer.Staff Break / Lunch Room 1 120 120 0 Area for 6-8 staff with small kitchenette and coat closet.Storage 1 100 100 100 Supply and small equipment storage.Filing 1 100 100 100 Can be room or file cabinets in central areaComputer room 1 80 80 80 Area for server. Needs to be conditioned and allow for hard wired connections

with flexibility.Subtotal Administration 950 700Service AreasMen's Team Locker Room 1 500 500 400 Locker room with fixture count sized to meet

20 lockers. code, minimum shower facilities. 15- Gymnasium

Women's Team Locker Room 1 500 500 400 Locker room with fixture count sized to meet code20 lockers.

minimum shower facilities 15- Gymnasium, .

Family Changing Rooms 1 150 150 0 Individual changing rooms large enough for family of 6 to change, shower etc. GymnasiumGeneral Building Storage 1 200 200 100Subtotal Service 1,350 900SUBTOTAL Community Center 36,815 24,235Building SupportMechanical Space 10% 36,815 3,682 2,424 Area needed for HVAC, plumbing, and electrical equipment.Corridors / Circulation 20% 40,497 8,099 4,532 Area needed for direct circulation to all community spaces, exits, and general

common spaces.Subtotal General Service 11,781 6,955

TOTAL GROSS Community Center

48,596 31,190

Outdoor SpacesChildren's "Tot Lot" 1 4,500 4,500 0 Playground equipment appropriate for young childrenSkate Park 1 15,000 15,000 0 Skateboard area with Ramos, rails, open to the publicPicnic area / Pavilion 1 1,500 1,500 0 Covered picnic area to be used in conjunction with annual Ridley Festival.

Total Outdoor Spaces 21,000 0


Section IV – Site Analysis CMX has evaluated the Ridley Township Municipal Building property for the feasibility of constructing a Community Center and possible library addition on the site. It is our understanding that at this time the desired area of the conceptual community center area will be 32,000 SF, with a separate library addition of 15,000 SF. Also, we understand that preliminarily it is estimated that 1/3 of the community center floor area could be on a second story. The existing site and proposed project was reviewed against current township ordinances, and the requirements of outside regulating agencies to determine general feasibility, and constraints that could influence the design layout. General Site Constraints: The existing site is zoned as Municipal Use District, comprises 6.8 acres, and contains improvements associated with the existing Ridley township complex. Grades on the site are mild, sloping generally towards Morton Avenue. There are no natural streams or wooded areas that would otherwise warrant preservation. The Little Crum Creek runs parallel to the site on the opposite side of Morton Avenue from the property. A FEMA Firmette revealed that the stream will produce a 100-year flood that could potentially cross Morton Avenue, impacting the western entrance to the site, but would not affect the property in any other way. A site visit revealed no apparent wetland areas, and a Pennsylvania Natural Diversity Inventory (PNDI) search was completed and given clearance by all associated agencies. The zoning yard setbacks in this district are nominal and do not appear as if they would present a major issue with the placement of the community center. The largest potential site constraint to consider is the open lawn area that parallels MacDade Boulevard. This area is used for occasional outdoor community events. Other constraints include a small police/fireman memorial, existing utilities, and buffer trees to the south. There is an electrical type switch vault near the southwest property corner whose disturbance should probably be avoided if possible as relocation could be costly. However, these noted constraints are on or near the site’s perimeter and should generally have only a minor influence on siting of a new building. The logical location of stormwater management areas are along Morton Avenue, which is lowest portion of the site. Depending on the proposed layout, if the low areas were not reserved for stormwater, runoff management facility design and construction may be more costly. Continuance of the existing municipal uses will of course need to be considered. Although expansion of the existing municipal building for the community center is a possibility, there are a number of aesthetic mature trees near the building that should be considered for preservation. A cellular tower that is approximately 130 feet tall is located at the southeast corner of the site, which requires a building setback of 1-foot per foot of height. The township engineer confirmed that there should be no underground tanks or miscellaneous facilities in the parking lot to the west of the building. Thus, a new building or expansion could potentially be located anywhere on the central property, with the exception of the southeast corner.



Allowable Development Limits: The Zoning Ordinance gives maximum building coverage and impervious coverage percentages for properties in this district as 30% and 75%, respectively. With a lot area of 6.82 Acres, the maximum allowable size of the proposed building footprint is approximately 71,580 SF, after subtracting out other existing building areas. With building coverage maximized, an additional impervious area of approximately 95,000 SF is possible, if necessary for parking or other improvements. No other municipal impact studies are known to be applicable that would otherwise limit maximum build-out. Traffic, Access and Parking: The site currently has single unsignalized driveway accesses on MacDade Boulevard and Morton Avenue. Congested traffic conditions at the intersection of MacDade Boulevard and Morton Avenue, makes use of the existing driveway accesses difficult. The MacDade driveway is near the easternmost property boundary at near maximum distance from the MacDade/Morton intersection. The Morton Avenue driveway is considerably closer to the intersection. Special stop bar striping has been provided in Morton Avenue to help keep the driveway intersection clear from traffic congestion. It is conceivable that if traffic assessments or studies are required, a likely topic for investigation would involve shifting the Morton Avenue driveway to near the southernmost property boundary to help with access and traffic flow through Morton/MacDade intersection. The need for a traffic impact study for this project was reviewed per PennDOT guidance. Should the community center be the only development, PennDOT would likely not require a full Traffic Impact Study (TIS) since the new traffic generated would not meet trip generation warrants. However, a Traffic Impact Assessment (TIA) may be required. This is due to the noted existing traffic congestion. The results of a Traffic Impact Assessment may warrant further studies. As the project is currently conceptualized, with both a community center and library, sufficient traffic will be generated to warrant a full TIS. If the development were to proceed in stages/phases, the TIS would be required initially by PennDOT to consider the full build-out of the site. The requirement of a TIS by the township appears subjective, as traffic generated by a Land Development may need to exceed that of a 50 lot residential development to be applicable. As part of any TIS, a scoping meeting is required with PennDOT to outline the study area and potential mitigation solutions. It appears that the two (2) existing driveways to the site are currently permitted as low volume driveways. A preliminary analysis identifies that new traffic generation will likely require a reclassification of at least one (1) of the driveways to medium volume. The permitting process for this would likely require at least some improvements to one of the existing driveways such as provision of a median, additional lanes, and lane widening. The typical conceivable maximum parking requirement would be on nights with both community center programs and meetings at the municipal building simultaneously. A review of currently provided parking shows space for approximately 287 vehicles. Existing parking capacity is only estimated due to some lot areas being unstriped. The parking of the existing uses and proposed uses were reviewed to determine needs and compliance per the current zoning ordinance. The existing building contains approximately 9,300 SF of library space and 23,100 SF of office space, including the police station. According to the Zoning Ordinance, 3.3 spaces are needed for every 1,000 SF of library area and 4 spaces for every 1,000 SF of office space resulting in a



total of 124 spaces necessary for the current daily uses. The meeting room for the township has capacity for approximately 100 people. Assuming that a township meeting generates a full audience, considering some audience carpooling and municipal officials’ attendance, such a meeting would not require a greater parking need than the ordinance requirement. Parking required for the proposed community center is 4 spaces for every 1,000 SF. Thus, the community center would require 128 spaces, and the library an additional 50 spaces for a total of 270 spaces. The total site required parking need is 124 (existing uses) + 178 (proposed uses) – 287 (existing spaces) = 15 new spaces. If construction of the proposed building eliminated existing parking spaces, the total required parking for 287 vehicles would still need to be provided. The zoning ordinance does acknowledge that alternate parking standards may be permitted upon review of the zoning hearing board if certain circumstances permit. As providing for parking needs is a major design consideration and a cost component of this project, a detailed parking study is recommended. One potential consideration is an agreement with the neighboring Staples/Acme property owner(s) to share access of their existing signalized high-volume driveway and parking spaces at the back end of their lots, but adjacent to the municipal property. This may relieve some if not all improvements to the existing municipal driveways that would otherwise be required. The number of new parking spaces required for the project could also potentially be reduced or possibly eliminated. Requirements for shared parking are outlined in the zoning ordinance. Stormwater Management: The Stormwater Ordinance was reviewed to determine requirements for facilities necessary to manage runoff increases for this project. The site is located in the Crum Creek Watershed, which limits post-development peak rate of each storm to be taken back to its corresponding pre-development rate. An exception is the 2-year post-development storm which must be further reduced and taken back to the 1-year predevelopment rate. However, only site areas disturbed by development are subject to the peak rate requirements, which reduces the amount of stormwater facilities required as compared to a new development. The ordinance also does not impose an otherwise typical requirement that runoff from existing impervious surfaces be reduced to that of a meadow. This further reduces stormwater management needs. The existence of a gas pump and fuel tank on site may require special pre-treatment facilities for runoff entering stormwater infiltration systems, which are promoted in the ordinance. This is due to groundwater contamination potential. Cost-effective surface stormwater management in the form of detention basins or perhaps constructed wetlands should be suitable to manage the majority of runoff increases from the development. Currently, the only stormwater related infrastructure on the site is a small conveyance system around the existing building. This system collects roof and yard drains into small pipes, which then discharges into the driveways and parking lot. Despite a lack of a full storm sewer conveyance system, there are no apparent major drainage issues on site. The driveway in front of the existing building is fairly flat where the roof drains are directly discharged through the curb, which creates a damp area. A more conventional conveyance system would likely be required as part of the proposed project.



Sewer and Utility Considerations: The availability of public sanitary sewage capacity was confirmed by the Township Engineer, Charles J. Catania, Jr., as being adequate for the construction of a new community center. It is estimated that around 10,000 GPD of sewer flow would be produced for a community center, however, this estimate could change depending on the uses of the proposed building. The water, sanitary, and gas lines that service the existing property appear to enter the north side of the building and tie into their mains in MacDade Boulevard. However, the exact location of these utilities remains an unknown at this time. The base plan that accompanies this memo depicts the assumed locations of the water and sewer services. The location of the gas service is not depicted due to less certainty of its layout. Adequate domestic water supply is not known to be an issue. Pressure testing will be required to determine adequacy for fire flows. If deficient, a fire suppression tank may be required. Telephone, electric, and cable lines are on the utility poles that run along the side property lines. Other Required Permitting: There are several outside agency permits and approvals that will likely be required as part of the land development approval process. A review by the Delaware County Conservation District will be required for erosion and sediment control. The disturbance, even from a phased project, will likely be over 1 Acre, thus an NPDES permit for stormwater will be also be required from PADEP, through DCCD. Sewer planning approval is also required from PADEP. However, this may be in the form of a simple planning exemption mailer, if capacity is truly available. Otherwise, a full planning module permit would be required. A Highway Occupancy Permit will be required from PADOT if there will be any changes to driveways or utilities within the state right-of-ways. At a minimum, storm sewer connections are anticipated to be required to those in the PADOT roads. Permits for changes to the driveways would be fairly involved. The Delaware County Planning Commission will also provide advisory planning comments for consideration by the township. Preliminary and final plan approvals must be obtained from the township upon review by its various committees and commissions. Summary: Generally the site appears a good candidate for a development of the proposed size as the uses and amount of development are allowed by zoning. There are few constraints which would otherwise limit building placement on the majority of the site, or as an expansion of the existing municipal complex. Major issues with stormwater or other utility designs are not anticipated. The layout will be greatly influenced by parking needs for the existing and proposed uses, and traffic issues in the surrounding area. More in-depth discussion and analysis of these issues are required to determine the most cost effective project options.



Introduction – Phase Two This section of the report represents Phase Two of a feasibility study for a possible Ridley Township Community Center. Phase Two continues the process by taking the information obtained from the Phase One analysis of the need and support for a new community center and demonstrates, through preliminary building plans, site design, construction cost estimate and operational pro-forma, the viability of project. The following information shows that the Ridley Township Community Center would be a great asset to this community and provide lasting benefits to the residents.



Section III – Construction Cost Estimate Community Center Construction Costs Area S.F. Est.

Cost / S.F.

High Cost Range

Community Center 31,190 $180 $5,614,200

Total Building Construction Costs $5,614,200

Soft Costs

Architectural, Structural, MEP Services 8% of Average Construction Cost $449,136

Civil Services 1% of Average Construction Cost $56,142

Municipal Submission Fees $0Water / Sewer Fees $0

Total Soft Costs $505,278

Total: Building Construction+ Soft Costs $6,119,478

FF&E Costs Furniture, Fixtures & Equipment $150,000Phone / Security / Technology $55,000

Total FF&E Costs $205,000

Total: Community Center $6,324,478

Construction Contingency 8% $449,136



Section IV - Operations Analysis Pro-Forma Expenditures and revenues are based on the type and size of the activity and support spaces in the community center. Estimates are also based on the anticipated hours of operation. When possible and wherever available, calculations use best practice methodology, based on reported experience at similar facilities in Pennsylvania. The operating budget planning for this facility uses a moderate approach to estimating reasonable expenses and projecting revenues and is based on an understanding of the conceptual project, the best available market area information and the current practices of Ridley Township. The budget estimates are for a 31,190 square foot community center with a large double court gymnasium, weight training and cardiovascular area, walking track, large multi-purpose dividable community room with kitchen/snack bar, lobby/lounge/vending area, locker rooms, reception counter and administrative office area. All figures are in 2010 dollars. There is no guarantee that the estimates and projections will be met. There are many variables that can’t be accurately determined during this conceptual planning stage or are subject to change during the actual design and implementation process. Hours and Days of Operation The following provides an example of typical community center operating hours. Hours can be revised to accommodate various demands such as programming needs, use patterns (particularly in the summer and winter months) and special events. Community center expenditures and revenues are based on these hours. Monday – Friday 6 a.m. to 10 p.m. Saturday 8 a.m. to 9 p.m. Sunday 8 a.m. to 5 p.m. Hours per week: 100 Projected days of operation each year would be 356, with the community center closed for seven holidays: New Year’s Day, Easter Sunday, Memorial Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day, and closing early on Christmas Eve and New Year’s Eve. A one to two-day shutdown period for maintenance should be scheduled each year. Rentals of the gymnasium and multi-purpose community room may extend beyond hours of operation. Expenditures Expenditure estimates are based on costs normally included in the operating budget for a community center. Expenses were calculated as accurately as possible. Actual costs may be different based on the final design, programming and operational philosophy adopted by Ridley Township. Personnel costs make up the single highest expense for most multi-purpose indoor recreation facilities, often 65 to 70% of the operating budget. Services generally account for 23 to 28% while supplies are allocated around 4 to 7% of the total expenditures.



Table 1 shows the estimated expense cost for the community center. Table 1 Expense Projection Model

Category Cost Personnel Full-Time $263,250 Part-Time $426,428 Total $689,678 Supplies Office/Computer Supplies $5,000 ID Cards $1,000 Maintenance Supplies $5,000 Program Supplies $20,000 Uniforms $2,000 Postage $5,000 Custodial Supplies $7,500 Resale Items $5,000 Other $2,500 Total $53,000 Services Utilities – Gas/Electric* $124,760 Water/Sewer $5,000 Telephone $6,000 Property and Liability Insurance $12,000 Marketing and Advertising $10,000 Printing $8,000 Website/Software Support $3,000 Conference and Training $7,500 Bank Charges – Credit Cards/EFT $10,000 Membership Dues and Subscriptions $1,000 Contractual Program Services $1,500 Other Contractual Services – Heating and Cooling Systems, Security and Fire Systems, Elevator, Custodial Services, Trash Pick-Up

$30,000

Miscellaneous Fees – Permits, Licenses $1,000 Other $2,500 Total $222,260 Capital Renovation Allocation $15,000 Grand Total $979,938

Note: *Rates are $4 per square foot. Utility rates are rising and could be substantially higher. Figure 1 shows the estimated staffing levels for the community center.



Figure 1 Projected Staffing

Positions Number Full-Time Program Coordinator 1 ($40,000) Fitness Coordinator 1 ($35,000) Maintenance Supervisor 1 ($35,000) Head Custodian 1 ($25,000) Membership/Marketing Manager 1 ($30,000) Front Desk/Office Manager* 1 ($30,000) # of Full-Time Positions 6 Full-Time Salaries $195,000 Benefits (35% of salaries) $68,250 Total Full-Time Staff Cost $263,250 Positions Hours/wk Part-Time (Total wages) Front Desk Supervisor* 40 hrs/wk ($11/hr) ($22,880) Front Desk Attendant* 130 hrs/wk ($9/hr) ($60,840) Gym Attendant** 35 hrs/wk ($9/hr) ($8,190) Weight Room Attendant 180 hrs/wk ($9/hr) ($84,240) Custodian 58 hrs/wk ($10/hr) ($30,160) Babysitter 45 hrs/wk ($9/hr) ($21,060) Program Staff*** ($150,000) (Pay rates vary)

Part-Time Wages $377,370 Benefits (13% of wages) $49,058 Total Part-Time Staff Cost $426,428



Note: Pay rates are based on Ridley Township’s wage scales and are anticipated wages for 2011. *Two front desk staff will work together any hours that the community center is open. **Position (and hours) is 26 weeks only, due to heavier use of the community center during the winter months. *** Program staff are paid at different pay rates, per class or as contracted staff. Program types would include adult sports leagues, fitness classes, day camps, before and after school programs, general interest classes, preschool, teen and senior activities and other programs. Personnel Personnel costs are typically the greatest single expense for a multi-purpose community center. These costs include the salaries and wages and benefits packages for the full-time and part-time staff. To keep personnel costs down, it is recommended that the Township Parks and Recreation Director serve as the Community Center Director. Personnel costs are based on facilities of comparable size and scope. These facilities tend to have approximately 6 to 7 full-time employees including a community center director, office manager, maintenance supervisor, head custodian and program and fitness coordinators. In addition, there is part-time staff for recreation programs, child care and janitorial work usually at hourly rates with minimal fringe benefits. It is not uncommon for community centers to have between 25-40 part-time employees. Personnel benefits are high, roughly 35% for full-time staff and 13% for part-time staff. Compensation is based on the current Ridley Township wage scales and benefit classifications. For budgeting purposes, full-time wages are set at the entry-level of the pay range with full-time benefits including health insurance and pension. Wages for the part-time positions are on the top end due to the need to hire qualified staff and the lack of benefits offered; however, social security, worker’s compensation and unemployment insurance is calculated in the budget.

Evening and Weekend Coverage The staffing schedule includes evening and weekend coverage by the full-time staff during the majority of facility operating hours.

Custodial and Maintenance Coverage Routine and daily set-up maintenance responsibilities will be provided by full-time maintenance staff. Janitorial and deeper cleaning tasks will be completed by part-time or contracted maintenance staff.

Staffing costs may be able to be reduced through the use of volunteers. It is important to note that volunteers are not “free.” They require recruitment, training and supervision. To attract volunteers, the Township should consider trading use of the center’s facilities for so many hours of work a week at the center. This works only in a few positions, such as child care, weight room attendant or gym attendant.



The recommended pay rates should attract qualified employees and hopefully minimize staff turnover. It is important to not under-staff the community center. If this is done, the community center will not operate smoothly and staff turnover will occur, which will cause service problems. Staff should be hired months in advance of the community center opening to successfully start its operation. Staff training must be a high priority. Quality customer service is the key to successfully operating a community center. Staff must be well-trained, organized and very knowledgeable about the center facilities and programs. Part-Time Staff Hours Table 2 outlines the staffing schedule for part-time staff. Table 2 Part-Time Staff Schedule Position Day/Time # of

Hours # of Staff

# of Days

Total Hours/Week

Front Desk Supervisor

M-F 4-10pm Sat 8am-1pm Sun 12noon-5pm Total

6 5 5

1 1 1

5 1 1

30 5 5 40

Front Desk Attendant

M-F 8am-4pm 4-10pm Sat 8am-1pm 1-5pm 5-10pm Sun 12noon-5pm Total

8 6 5 4 5 5

1 2 1 2 2 1

5 5 1 1 1 1

40 60 5 8 10 5 130

Gym Attendant M-F 4-9pm Sat 12-5pm Sun 12-5pm Total

5 5 5

1 1 1

5 1 1

25 5 5 35

Weight Room Attendant

M-F 6-8am 8am-1pm 1-4pm 4-8pm 8-10pm Sat 8-12noon 12-8pm Sun 12-8pm Total

2 5 3 4 2 4 8 8

1 2 2 2 1 2 2 2

5 5 5 5 5 1 1 1

10 50 30 40 10 8 16 16 180

Custodian M-F 4-11pm Sat 8-4pm 4-11pm Sun 12noon-8pm Total

7 8 7 8

1 1 1 1

5 1 1 1

35 8 7 8 58




Position Day/Time # of Hours

# of Staff

# of Days

Total Hours/Week

Babysitter M-Th 8am-1pm 5-8pm Fri 8am-1pm Sat 10am-3pm Total

5 3 5 5

1 1 1 1

4 5 5 1

20 15 5 5 45

Supplies Supplies account for approximately 5.5% of the operations budget. The budgeted supplies are consistent with expectations for similar types of community centers. This category of expenses includes items such as program, identification card, office, janitorial and computer supplies; postage, staff uniforms, tools, equipment parts and miscellaneous items. It is anticipated that this figure will increase slightly over time due to inflation. All start-up expenses are assumed to be funded from the furniture, fixtures and equipment account in the construction budget. Reflected in the operations budget is the anticipated annual allocation without inflationary adjustments. Services Services account for 24% of the operations budget. With increasing utility costs such as electricity prices, services costs may be driven up higher. For this analysis, utilities are estimated to be $4 per square foot per year. Other typical services include contracted instructional services, marketing and advertising, printing, training, subscriptions and memberships, telephone, bank charges and administrative fees, building and equipment maintenance (contractual or rental services), other contracted services (custodial services, security and fire systems, elevator, trash pick-up, etc.), utilities, property and liability insurance and miscellaneous fees (permits, licenses, etc.). Capital Renovation Allocation A limited capital renovation allocation for building improvements, machinery and equipment has been included in order to keep the facility up-to-date, and provide state-of-the-art equipment. It is not anticipated that this allocation will be needed in the first several years of operation, but the allocation will accumulate over time and be carried forward for future use. Funding for capital needs is essential. The standard set by the American Public Works Association is that between 2% and 4% of the operating budget be set aside annually for capital items. Other options for funding replacement and depreciation include:

Directly allocating a percentage or specific amount of facility admission and program fees to a capital funding account for use in future years.

Securing marketing partnerships to fund various program components with the renovated and new facilities and allocating a portion of dollars as seed funding for this replacement/depreciation account.


Revenues Revenue forecasts are based on the space components included in the facility, the demographics of the local service area, the current status of alternative providers in the service area and a comparison to other facilities with similar components. Revenue forecasts are also based on anticipated drop-in fees, pass sales, programs and rentals. Actual figures will vary based on the final design of the facility and activity spaces included, the market at the time of opening, the facility operating philosophy, the aggressiveness of fees and use policies adopted and the type of marketing effort undertaken to attract potential users to the facility. The revenue forecast will require an aggressive marketing approach by staff. It will be critical that priorities of use be developed for the community center in general (programs, drop-in, rentals, special events, and special user groups) and for each space within the building. For the community center as a whole, the priorities need to be 1) drop-in and membership use, 2) programs and services, 3) special user groups, 4) special events, and 5) rentals. Priorities for each component within the center could be different. For example, a high priority might be placed on rental of the multi-purpose community room on weekends to help with the generation of revenues. There must be a balance between drop-in use of the community center, programs, rentals and special events. The greatest revenue will be generated from membership fees and the center must be available for drop-in member use on a regular basis to protect this funding source. Cost Recovery Generally, community centers can raise 60% to 80% of their operating costs through revenues generated in community center admissions, programs and services. In terms of revenue production, facilities can be ranked as follows:

High Revenue Producers Leisure pools, concessions, gymnasiums with walking track, weight/cardiovascular facilities, aerobics/dance areas, ice rinks

Medium Revenue Producers Competitive 25-yard or meter swimming pools, racquetball courts, arts and crafts areas, climbing walls, game rooms, community/multi-purpose rooms, sports medicine clinics

Low to No Revenue Producers Senior areas, babysitting, teen lounges, kitchens, theaters, meeting rooms, administrative support areas, locker rooms, tennis courts

The proposed community center features two high revenue producing facilities – a gymnasium with walking track and weight training and cardiovascular area, and one medium revenue producing facility, a multi-purpose community room. It is important to note that the community center will not feature high expense facilities such as a leisure pool, competition pool or ice rink. Table 3 shows projected revenues which were estimated moderately.



Table 3 Revenue Projection Model

Category

Amount

Fees* Daily Admission $106,800 3-Month Pass $59,125 Annual Pass $343,750 Facility Rentals** $31,550 Subtotal $541,225 Programs General*** $255,000 Contracted Classes/Services $3,000 Special Events $2,500 Subtotal $260,500 Other Resale Items $7,000 Vending/Snack Bar $12,000 Child Care $24,000 Birthday Party Packages $5,000 Subtotal $48,000 Grand Total $849,725

Note: *Admission fee estimates are based on promotion of the sale of 3-month and annual passes and a projection of attendance at the community center. A recommended admission fee schedule is shown in Table 4 and a projection of daily admission and pass sales and attendance is shown in Table 5. Daily admissions and pass sales are projected very conservatively. The estimates are based on resident fees. Daily admission and pass sales to non-residents will increase these figures. **Recommended facility rental fees are shown in Table 6. The facility rental revenue estimates are based on the rental of one-third of the multi-purpose room for 6 hours/week for 50 weeks ($10,500); the rental of the full multi-purpose room for 4 hours/week for 15 weeks ($6,000); the rental of the kitchen for 4 hours/week for 50 weeks ($5,000); rental of half of the gym for 2 hours/week for 15 weeks ($2,550); rental of the full gym for 2 hours/week for 15 weeks ($4,500); rental of the entire facility for 5 hours/year ($3,000). ***General programs are fitness and instructional classes, sports leagues, before and after school programs and summer day camps. The revenue shown is 50% higher than the personnel cost of operating the programs.



Admission Fee Structure The recommended admission fee structure in Table 4 reflects preliminary figures that correspond to the operating budget and cost recovery philosophy. These could be revised based on Township needs and changes to the service levels. The daily and pass fees include admission to the community center for cardio/fitness and weight training use, walking track and open gym times. Separate fees will be charged for child care and programs such as aerobics classes, general instruction and specialized fitness classes (weight training, personal training, yoga, etc.). Resident and non-resident fees will be established for daily admission, passes, rentals and programs requiring pre-registration. Revenue Categories These revenue categories directly affiliated with the facility are included in the operating budget:

Admissions o Daily fee and three-month and annual passes o Drop-in activities (fitness area with weights, cardiovascular machines and stretching

area, gymnasium and walking track) Facility Rentals Child Care Vending/Snack Bar Programming Special Events Birthday Party Packages

The final fee schedule developed for the community center could also include other fee options such as a punch card pass, college student fees, memberships with initiation fees, peak pricing for rentals as well as other options. Table 4 shows the recommended admission fee schedule for the community center. The admission fees were based on the fees of community centers with similar facilities in Pennsylvania. The fee schedule has been prepared using a 25% higher fee for non-residents. What constitutes a resident and non-resident has not been defined. A resident could be defined as anyone living in Ridley Township or within the Ridley School District, which includes Eddystone and Ridley Park Boroughs.



Table 4 Recommended Admission Fee Schedule Suggested

Categories Suggested Resident Rate

Suggested Non-Resident Rate

Daily Admission Adult (18-64 yrs) $6 $7.50 Tot (through 4 yrs) Free $2 Youth (5-17 yrs) $4 $5 Senior (65+ yrs) $5 $6.25 3-Month Pass (consecutive months)

Approximately 25 visits/yr

Adult $125 $156 Youth $45 $56 Senior $95 $120 Family/Household* $215 $270 Annual Pass Approximately

100 visits/yr

Adult $315 /$26 month $395/$33 month Youth $115/$10 month $145/$12 month Senior $250/$21 month $315/$26 month Family/Household* $550/$46 month $690/$57 month *Includes 2 adults and up to 3 children. Each additional adult would be $100; each additional child would be $50. The number of people living in the community center service area is approximately 40,429. This area includes Ridley Township and the Boroughs of Eddystone and Ridley Park. Based upon experiences of similar-sized communities regarding service area populations, between 5 and 10% of the households in the service area will join a community center with facilities similar to those proposed for Ridley Township. Admission rates for seniors (65+ years) are shown at a discounted rate from adults. This should be used as a marketing tool, not as a discount based on financial need. The perception is that seniors should get a discount, while in fact this age group statistically has more disposable income than any other age group. The Township may want to consider a time discount fee, instead of a senior discount. This would be a mid-morning to early afternoon discount rate, for anyone utilizing the community center during these slower times. This would in effect be like a senior discount without having to call it that, and would encourage use of the community center at times other than evenings and weekends. Consideration should be given to a family daily admission rate and a couple daily admission rate and pass sale category. A “punch” card may also be sold, good for 10, 20 or 20 daily admissions, at a $1 discount per daily visit. Those who pay daily admission for drop-in use or purchase passes should be permitted to use any facility within the community center that is designated for drop-in use. The gymnasium,



walking track and weight room/cardiovascular area must have large blocks of time when they are available for drop-in use. If not, the expected revenue from daily admissions and pass sales will fall short of the budget. Non-residents should be charged 25% higher fees, at a minimum. Non-resident fees should not be set at more than 50% higher than resident fees. Setting non-resident fees too high will keep them from utilizing the community center, and the use by non-residents is necessary to help to fund the center’s operation. Resident fees should be labeled as a “resident discount” and non-resident fees should be labeled as a “regular fee.” Community center members should be issued a photo ID card to verify membership and speed up check-in at the front counter. An electronic funds transfer system must be put in place for the withdrawal of a monthly portion of annual pass holder fees from member’s checking accounts or to automatically charge their credit card. This is necessary to meet the community center’s revenue goals for pass sales. Failure to have this system in place prior to the community center’s opening will mean that revenue targets will not be met. Charge cards must be accepted for membership and programs. A membership and registration software system must be put in place to manage and track membership sales and program enrollment. Annual passes should be pre-sold prior to opening the community center, at a special 5 to 10% discount rate to promote sales up front. The Township should set a goal for this “charter membership” pre-sale of selling 25% to 50% of the budgeted number of passes before the center opens its doors. The pre-sale should begin approximately 90 days before the scheduled opening of the community center and end when the center opens. Attendance Projections Table 5 gives a projected attendance for the community center. The attendance projections are based on 356 days of community center operation and were used to develop the revenue projections for the facility. Table 5 Attendance Projections Paid Admission Types # Sold Projected Attendance

Daily 50/day 17,800 3-Month Pass* 275/year 6,875 Annual Pass* 625/year 62,500 Total Attendance Each Day = 250 Total Attendance for the Year = 87,175 *Attendance is based on 25 visits for 3-month pass holders and 100 visits for annual pass holders. Family passes are counted as one attendance.



The number of 3-month and annual passes sold is based on 7% of the 12,875 households in the service area purchasing passes, which is 901 households. The number of daily admissions is based on the facilities available for use, the competition within the service area and the fees charged. Community centers are busiest from November to March on weekdays from 5 to 8 p.m. and on weekends. Next busiest times are mid-June to mid-August from 5 to 8 p.m. Weekends are slow during the summer months. Less busy months are from April to mid-June and mid-August through October. Mid-mornings and early afternoons on weekdays are traditionally slow. Facility Rental Fees The rental rates are set on an hourly basis and apply to gymnasiums for independent leagues, tournaments and practices; multi-purpose rooms for community meetings, business meetings and private gatherings; and the entire facility for other types of special events and activities. For the proposed community center, this could include birthday parties, team parties, baby and bridal showers, meetings, gymnasium rentals and after-hours rentals. Rentals are expected to be a revenue-generating activity for the community center. To increase the number of rentals of the multi-purpose community room, Ridley Township should consider allowing alcohol use. If approved, the Township should consider charging a special permit fee for this privilege. Table 6 lists recommended rental fees for community center facilities. Table 6 Facility Rental Fees Facility Rentals* Suggested Resident Suggested Non-Resident Full Multi-Purpose Room $100/hr $125/hr Two-Thirds Multi-Purpose Room $65/hr $85/hr One-Third Multi-Purpose Room $35/hr $45/hr Full Gymnasium $150/hr $190/hr Half Gymnasium $85/hr $110/hr Kitchen $20/hr $25/hr Entire Facility – After Hours $600/hr $750/hr *All spaces and rooms are only available for rental when not scheduled for Ridley Township recreation programs, or after normal hours of operation. Child Care Typically, the provision of child care is a loss leader for fitness programs and exercise activities. To lessen the loss, it is suggested that child care be offered only during peak fitness participation times and as a pre-registered activity with drop-in space only as available at a higher fee. It is suggested that the child care hourly fee be $3 per hour with a maximum stay of 2 hours per day. This rate can be revised upon further investigation of demand, willingness to pay, and philosophy relative to providing child care. A maximum ratio of children to adults will be determined at later planning stages along with the minimum and maximum age of children. Seasonal schedule variations may also be implemented particularly in regards to Saturday operation.



Child Care Hours (45 hours/week relating to peak fitness activities) Monday through Thursday 8 a.m. to 1 p.m., 5 to 8 p.m. Friday 8 a.m. to 1 p.m. Saturday 8 a.m. to 1 p.m. Sunday Closed Vending/Snack Bar Vending operations are expected to be handled through contracted services. As a result, a net revenue figure is included in the budget. The kitchen will be designed to open into the multi-purpose room and the gymnasium lobby and will serve as a snack bar. The snack bar can be operated by Ridley Township, contracted to a private vendor or operated by one or more community groups. However it is handles, the Township needs to maximize the snack bar’s revenue potential. A sizable portion of the money earned at the snack bar must be returned to the community center to support the operating budget. Programs Programs should be a significant revenue source for the community center. Pre-registered classes and instructional programs should be planned so that they provide net revenue. Some programs and classes may be offered on a contractual basis where the instructor will be paid a percentage of the revenue. At least 30% of contracted program revenue should come back to the community center. Sports leagues must also produce net revenue. To cover the costs of providing space for these activities to occur, all programs taking place in the community center should be required to develop a revenue projection estimate before being offered that includes the net revenue that will be collected. This projection would detail projected costs of operating the program, expected revenues and fees, and the minimum number of registrants required. This will make sure that all programs and services offered will be cost effective and meet the requirements set forth by the Township. Scheduling of programs and services should be handled according to the priorities of use that have been developed. Program schedules need to be set at least three months in advance of the start of the program. Activities should be bundled so that there are toddler classes scheduled at the same time as adult fitness classes, etc. For individuals or families who come to the community center for programs but are not annual pass holders, consideration should be given to requiring payment of an annual program membership fee prior to registration. This money would help to pay for expenses such as custodial supplies and utilities to cover the cost of conducting the program in the community center. An annual program membership could be priced at $50 per family. This would also help to encourage people to buy an annual pass. Individuals or families with annual passes should receive a 10% discount on all classes and programs. Again, this will encourage the sale of annual passes. All programs and services should be an extra fee on top of the cost of admission. One exception to this could be fitness classes as discussed below.



Fees paid for programs do not allow the participant to use the community center on a drop-in basis. The Township may want to combine fitness class fees and drop-in use by selling a special “fitness class rider” which would allow users unlimited access to any fitness class if they purchase an annual pass. This price is typically $150 to $200. The Township may also want to include fitness classes with the cost of an annual pass, or simply give a discount (15 to 20%) off the cost of programs to pass holders. Child care can be offered with a rider fee as well, or by selling a punch card. Developing programs for seniors should be a priority, since seniors would utilize the community center during the traditionally slow time of the day. This group is also expanding as adults age, and is a more physically active group today. Figure 2 lists revenue-producing programs which should be considered for the community center. Figure 2 Potential Community Center Programs Age Group Suggested Programs Estimated Net

Revenue Preschool

Pee Wee Sports – Floor Hockey, Kickball, Tennis, Basketball, T-Ball, Soccer* Tumbling Playtime/Drop-In Gym Sports Development/Basic Motor Skills Cooking Arts and Crafts Preschool Parties*

$10,000

Youth Before and After School Care* Home School Gym Indoor Soccer Floor Hockey Flag Football Dance Arts and Crafts Weight Training for Teens Sports Conditioning Summer Day Camp* Summer Sports Camps and Clinics*

$40,000

Adult Fitness Classes – Aerobics, Dance, Cardio-Sculpt, Pilates, Tai Chi, Yoga* Personal Training Weight Training Sports Leagues – Men’s/Women’s Basketball, Coed Dodgeball, Men’s/Women’s/Coed Volleyball* Wellness Classes – Nutrition, Stress Management

$20,000



Senior Line Dancing Wii Bowling Senior Sports Outreach Silver Sneakers Fitness Classes* Pick-Up Volleyball and Basketball Bingo*

$10,000

Family Breakfast with Santa Father/Daughter and Mother/Son Dances Pumpkin Decorating Night

$5,000

Total Estimated Net Revenue $85,000 *Significant revenue-generating programs. Special Events Special events need to be limited during the first year of operation. These events can be very disruptive to regular users and the revenue potential is often limited. Special events that can enhance the offerings at the community center without negatively impacting day-to-day operations should be explored, such as all-night youth lock-ins. Birthday Party Packages Themed children’s birthday party packages are a potential revenue source. Parties are generally two hours long. The packages can include sports and games, arts and crafts such as tie dying and mask making, and cooking. Prices would include pizza, juice and a party coordinator. Pricing levels are typically based on the number of children attending. For example, a Level One party would be for up to 15 children and priced at $150. Other Revenue Sources For any products and services sold in the community center by outside groups and organizations, the Township should take a percentage of gross sales. Items such as apparel with the community center logo (hats, shirts, shorts, etc.), gym bags, water bottles and towels should be sold at the front counter. Consideration should be given to approaching neighboring municipalities about contributing operational dollars to the community center in return for allowing their citizens to use the center at resident rates. The amount of the annual contribution should be determined in relationship to the population of the community. Paid advertising from outside businesses can be solicited for display in the community center. This will require the development of an advertising policy that determines what type of advertising will be accepted and what will not, acceptable locations and size, and the length of an agreement. Multi-year agreements should be encouraged. Marketing Plans The financial success of the community center will hinge on the ability of the Township to market its programs, services and amenities on a consistent basis. To accomplish this, a comprehensive marketing plan should be developed for the center and its services. This plan



needs to detail how the center will be marketed, to whom, and with what instruments. There also need to be clear, measurable outcomes from the marketing plan. It will need to be evaluated and updated yearly. The marketing focus once the community center has reached its goal on the sale of annual memberships should be on how to retain those members more so than on adding new members. It is not unusual to have a 20% to 30% turnover in members a year, so the higher the retention rate the less time that has to be spent attracting new members. The marketing emphasis for the community center needs to be focused on expanding usage during the slow times of the day and the year. It will not be necessary to market the evening and weekend time periods during the winter months as the center will probably be overcrowded during these times. Long-Term Operating Budget Building a sustainable budget means that revenues and expenses will keep pace over time. This operating budget is developed with sustainable revenue generating components. It is anticipated that expenditures for personnel, supplies and services will increase by 3-4% per year. In order to keep pace with rising expenses and not lose ground, fees for admissions, programs, rentals and other services will need to be incrementally increased per year at a rate greater than or equal to the expenditures. Consideration should be given to holding a capital campaign every four to five years to fund facility expansion, renovation or new equipment acquisition. Projected Level of Self-Sufficiency Based upon the expense and revenue projections for this project, and the experience of community centers elsewhere, it is reasonable to project that a community center in Ridley Township could operate at an 87% self-sufficiency level, meaning that it could raise 87% of its operating expenses. This is a fairly aggressive estimate of self-sufficiency. The operating deficit for the community center is projected to be approximately $130,213. Figure 3 shows the difference between expenses and revenues and the projected cost recovery percentage for the community center. Figure 3 Cost Recovery Percentage Category Amount Expenses $979,938 Revenues $849,725 Difference $130,213 Cost Recovery % 87%



Financing Conclusions It is important that the community center operation not create a financial burden for Ridley Township. Developing a realistic cost recovery structure and goals will contribute to the financial success of the community center. Covering operating expenses with revenues is extremely difficult, if not impossible. Nationwide, very, very few community centers are able to do this. The lack of an indoor aquatic facility makes it even less likely that this community center will ever be able to be self-sustaining. There is little possibility of completely recovering the operating expenses with revenues generated. The goal of recovering 87% of expenses is attainable but aggressive. Because of this reality, it is essential that no form of revenue production be given away. That means that all uses by youth sports associations and other organizations, including senior groups, should pay the established rates for the use of the center to help offset the cost of center operation. Failure to consistently follow a fees and charges policy will adversely affect revenue production. The cost recovery goal will serve as a basis for the community center pricing philosophy and for a marketing plan. Sustaining cost recovery requires a focused staff effort as well as high quality facility management, customer service and marketing. Community centers that have effective management, attractive facilities and responsive programs will reach their cost recovery goals. Priorities for use must be established and clearly followed. The projected revenue figures for the community center are based on a combination of drop-in use, programmed activities and rentals. Keep in mind, for most community centers, the first three years of operation are marked by steady increases in revenues while expenses are held in check. After the third year, revenue increases tend to flatten out or even decline slightly unless new markets are developed or the community center has new equipment, facilities or programs to build interest. On the other hand, the cost of operating and maintaining the community center begins to steadily increase as the building ages and becomes worn from constant use. This results in the possibility of the community center becoming less cost effective in operation during the fourth and fifth year of its existence. The market conditions are fairly strong and the need within the community is well documented in this feasibility study. These is little doubt that the community center would be of tremendous benefit to the citizens of Ridley Township and would be recognized by users and community members as a success and an important asset to the community.



Section V - Safety and Security Analysis One of the most important duties of the Township Parks and Recreation Department is to provide safe facilities that are secure and free of danger for both visitors and employees. In addition to the protection of people, a goal of a good safety and security plan is to also protect recreation facilities from vandalism, theft or other degradation. The Role of Facility Design Facility design is a critical component contributing to the ability to provide a safe and secure community center. The company undertaking the facility design must ensure that safety and security considerations are taken into account during preparation of facility plans and bid documents. It is much easier and more cost effective to make changes before a construction contract is awarded. The following are examples of facility design considerations that will affect site security and provide a safe environment for staff and the public. Surveillance and Alarm Systems – Surveillance and alarm systems provide excellent detection functions, but they cannot prevent crime from occurring. However, there may be some deterrent effect in the alarm system logos in the windows and the blinking control panel lights on the wall in the lobby. Security cameras and closed circuit television help to monitor areas during operating hours. Alarm systems are necessary to notify the Township of any break-ins of the community center. Exterior and Interior Building Security Lighting – Security lighting and emergency lighting must be properly placed and consistently maintained. Door, Window and Hardware Specifications – Exterior doors and hardware specification, the location and size of windows, interior gating systems and other physical barriers, Interior and Exterior Sight Lines – Landscape designs should allow clear sight lines for anyone approaching the facility to avoid the creation of hiding places. Sight lines should also be taken into account for the placement of offices and service counters. Signage – Signs serve as a warning of restricted, off-limits areas of the community center and provide the legal obligation for notifications of rules and regulations. The Role of Risk Management Actively practicing risk management is the best way to provide the safest recreation and parks areas and facilities possible for citizens, staff and volunteers. “Risk” is the possibility of suffering harm from a hazard that can cause personal injury or death to participants or property damage, economic loss or environmental damage to the Township. Risk management is the process of making recreation facilities and programs safer by conducting and documenting routine safety inspections, having procedures in place to correct problems and performing the necessary work promptly. It is the process of systematically eliminating or



minimizing the adverse impact of all activities and events that may give rise to dangerous situations. A community center risk management plan doesn’t need to be complex, but it should cover the range of recreation programs, services and facilities that will be offered. It pays to implement risk management to:

Enhance recreational experiences for citizens Protect and conserve municipal assets Make operations more effective and efficient Protect the public from harm Cut down on the number of accidents and injuries Stay out of court Have a better prepared defense if sued

Overall, a sound risk management plan that is effectively administered minimizes the likelihood of injury and reduces chances of negligence. This helps to ensure a quality and safe facility environment. Risk control and safety guidelines will need to be established for the community center to help minimize the risk of injury and maximize safety. They include:

Development of safety policies and procedures. Development and posting of rules and regulations for the use of the community center. Use of release and waiver of liability forms. These are to be signed by all community

center members, users and program participants prior to participation in any activities. Regular inspection of community center facilities and equipment to identify and

eliminate hazardous conditions. Use of a standard report form for reporting accidents that result in injury to participants. Use of a standard report form for reporting major incidents that occur, such as fighting,

intoxicated participants, etc. Training of staff and volunteers in emergency procedures, safety, first aid and CPR. Provision of first aid kits and a system to keep them stocked at all times. Training of staff and volunteers to properly conduct regular safety inspections and to be

aware of their surroundings and take notice of any unsafe act or condition. Establishment of guidelines for emergencies and communication of emergency

procedures to all patrons. This would include items such as location of fire extinguishers and first aid kits and the conduct of fire drills.

Regular inspection of community center facilities and equipment to identify and eliminate hazardous conditions.

Development of safe work habits and safety conscious attitudes among employees. Focusing attention on specific causes of accidents and providing a way for employees to

participate in accident prevention. Regular meetings to review accidents, discuss accident prevention methods, safety

promotion, and conditions noted on reports and inspection forms. Inspection of areas and facilities to identify conditions that are potentially hazardous for

employees and patrons and identify and report hazards. Review and evaluation of the risk management plan on an annual basis.



After the community center is opened, Ridley Township should ask its municipal general liability carrier to send out a loss control specialist to review the community center facilities, programs and employee safety policies and procedures. The insurance company will determine Township risk exposures and offer ways to limit the possibility of liability claims. Safety Inspections To reduce accidents causing injury to employees and the public, a safety inspection program should be instituted for the community center. Inspections should be routine and systematic with regular periods of monitoring, conducted by written form with completed forms kept for review and investigation, and developed to include a work order report for faulty equipment and maintenance problems. The Township should:

Do routine written safety inspections of all community center areas and facilities Decide what needs to be fixed and do the work quickly to reduce the number and severity

of possible injuries to people Eliminate hazards when possible Warn users about hazards and explain how to remain safe, placing warning signs near

hazards to prevent accidents, not prohibit activities Be aware of the types of injuries likely to happen Provide direction for first aid as a precaution Document all accidents that occur on accident forms

Figure 1 outlines the steps necessary to conduct a facility inspection.



Figure 1 Steps to Conduct a Facility Inspection

1) Document proper condition List what each area should look like

2) Initial inspection Inspect for hazards – Identify the risks Have several people thoroughly inspect – create a list

3) Compare against standards of acceptable condition

For each difference noted, do a “so what?” determination. Is it a problem or not? Does it need to be fixed or can it be lived with safely?

4) Prioritize the risks Which do you address first? Prioritize by:

a) Likelihood of injuries b) Severity of possible injuries c) Number of people possibly affected

5) Treat risks

Eliminate the risk (ideal) – Repair and replace Reduce the risk – Compensate and warn

6) Periodic inspection Develop a checklist

a) Inspector’s name b) Date of inspection c) Location of inspection d) Inspector’s signature e) What problems were discovered f) What action is recommended g) Items that are checked “No” means there is a problem

Inspect on a regular basis

a) Periodic – daily, weekly, monthly

7) Document everything done for safety. Save it. If it isn’t written down – it didn’t happen.

Staff and volunteers should receive safety training specific to the activities in which they will be engaged. All training should be documented in a written record that includes the type of training, date(s) of the training, the names of participants, and any certifications issued.



To reduce accidents causing injury to employees and the public, it is important to implement a safety inspection program. Employees should make periodic inspections of every aspect of the community center on a routine basis. These inspections must be documented in writing, and an action report must be completed that details the work that will take place if any faulty equipment or maintenance problems are found. Figure 2 provides a sample safety inspection checklist. Figure 3 provides a sample action report. Figure 2 ________________ Community Center Safety Inspection Checklist Inspector’s Name ____________________________________ Date ____X/X/2010__________ Location of Inspection _______Main Gym____________________________________________ Inspector’s Signature ____________________________________________________________ INSTRUCTIONS FOR INSPECTOR:

a) Inspect and complete all items. a) Include comments on all “NO” responses. b) Fill out and report problems on completion of inspection.

# POTENTIAL HAZARD YES NO COMMENTS___________ 1. Floor clear of obstacles and debris _____ _____ _____________________ 2. Floor clear of standing water _____ _____ _____________________ 3. Floor swept, good traction _____ _____ _____________________ 4. All standards, mats & goals properly stored _____ _____ _____________________ 5. All other equipment properly stored _____ _____ _____________________ 6. Gym rules clearly posted _____ _____ _____________________ 7. Bleachers secure and in good repair _____ _____ _____________________ 8. Warning sign on bleachers clearly visible _____ _____ _____________________ 9. All lights undamaged and working _____ __X__ Center court light is out__ 10. Emergency procedures clearly posted _____ _____ _____________________ 11. Emergency telephone accessible _____ _____ _____________________ 12. Emergency phone numbers and directions to facility _____ _____ _____________________ are posted by the phone 13. Rims unbroken, straight & in good shape _____ _____ _____________________ 14. Backboards unbroken, no loose bolts & in proper _____ _____ _____________________ position 15. Wall pads in place _____ _____ _____________________ 16. Access - Ingress and egress points opened or locked _____ __X__ _NE outside door open__ as appropriate 17. Supervisor present _____ _____ _____________________ 18. No unsupervised children present _____ __X__ _Children in gym alone__ 19. All of participant equipment properly stored in hallway _____ _____ _____________________ 20. Other _____ _____ _____________________



Figure 3 ________________ Community Center Safety Inspection Checklist Action Report

Item # Problem Recommendation _G9___ _Light over center court is out___ _Notify maintenance__________ _G16__ _Side door unlocked___________ _Have supervisor check regularly _G18__ _Children not supervised_______ _Notify program director_______ _WR6_ _Frayed cable on bench machine_ _Replace cable immediately____ ______ ____________________________ ___________________________ ______ ____________________________ ___________________________ ______ ____________________________ ___________________________ ______ ____________________________ ___________________________ ____________________________________ _______________________________ Inspector’s Name Date _________________________________ Inspector’s Signature The Role of Maintenance Planning There are two major reasons for unsafe facilities: 1) poor facility planning and design, and 2) poor facility management and maintenance. Maintenance and safety are synonymous because facilities can only remain safe when a quality maintenance and inspection program is in place. The goal of recreation and parks maintenance is to provide clean, safe and attractive facilities for public use. Efficient and effective recreation and parks maintenance operations enhance people’s recreation experiences, save money, reduce liability and improve the Township’s public image. Developed recreation facilities like a community center require a high degree of maintenance, continuous supervision and management. Maintenance is a wise use of municipal funds. When recreation facilities are neglected, they can become unsafe for citizens. If this happens, repair may not be possible without large expenditures of time, money and manpower.



Maintenance is activities that are completed to retain an area, facility or piece of equipment in an acceptable condition. With proper maintenance, recreation facilities last longer and are more useful. Maintenance involves:

Routine, regularly scheduled tasks to keep an area in good shape such as mowing grass, periodic inspections, lining athletic fields, weeding and watering flower beds

Preventive repairs such as routine replacement to forestall excessive wear and expensive repair

Daily custodial and housekeeping functions such as cleaning restrooms, emptying trash cans, vacuuming or mopping floors

Hauling and set-up, tear-down and clean-up for recreation programs Steps taken to prepare areas for active use at the beginning and to close them down at the

end of each season Scheduled improvements such as replacing a roof or painting a room Emergency repairs that are generally the result of vandalism, accidents, weather damage

and other unpredictable occurrences The most important function of maintenance management is to provide a safe environment for employees and safe areas for public enjoyment. The most important elements of a maintenance program are planning and scheduling. A planned maintenance program assures the degree of safety, use and appearance residents deserve. Scheduling maintenance work consists of using a written checklist of tasks and fitting jobs into a daily format that is flexible enough to be revised when the weather, staff and equipment changes. Preventive maintenance means performing periodic maintenance tasks and making minor repairs and adjustments with an eye toward reducing future maintenance costs. Maintenance plans should be written down. If knowledge of how the work gets done is kept within the heads of maintenance staff, it’ll never work as well as it should. Preparation of written plans gives managers the information they need to assign jobs and determine priorities. To develop a maintenance plan:

a) Involve the employees to get their complete understanding and support. b) Inventory the resources to maintain. Determine the total building space, the

number of restrooms, etc. c) Develop a standard for each of the resources. The standard is a short description

of what the resource should look like when the maintenance has been completed. d) Lists tasks to perform so that the resources are maintained up to standards.

Describe tasks in enough detail so that anyone would know how to perform them. e) Determine the amount of time it takes to do each task. f) Decide how often to do each task. For example, are the restrooms to be cleaned

daily? The frequency determines in large part the quality and cost of maintenance. g) Schedule tasks into an operational plan after determining what to maintain, where

it’s located, what tasks to do (including the staff and equipment involved), how long it will take to do the tasks, and how frequently to do them. Divide up the tasks and develop a schedule for each person.



h) Implement and monitor the work schedules so that adjustments can be made when needed. Have the workers keep track of how long it takes to do each task and have the supervisor monitor the quality of maintenance.

All maintenance staff should be trained to routinely observe and report any potential hazards that may endanger the public. When accidents occur and Township equipment, facilities or staff are at fault, immediate action should be taken to prevent additional injuries. This might mean making an immediate repair, or closing an area or facility until a repair can be completed. The investment of time and funds necessary to develop a comprehensive employee and patron risk management program will be well worth the effort. If patrons are provided with facilities that are safe, their recreational experience and personal enjoyment will be enhanced, and safety-related problems for the Township will be reduced. If employees are trained to perform their jobs safely, and are provided with safe working conditions, lost time due to accident and injury will be reduced and productivity increased.



Section VI - Sources of Funding A wide variety of financing tools and outside funding sources are available to Pennsylvania municipalities which can be directly targeted to helping to finance the operation and construction of the community center. The most successful strategies will involve pursuing multiple sources in combination. In this way, locally-generated funds can be used to match funds such as grants from outside agencies. Tax Support The most direct way to generate funds is through local taxation, through means such as property taxes, earned income taxes, real estate transfer taxes and dedicated recreation taxes. However, the financing of the construction of a major recreation facility can’t be done using current revenue resources. Bonds Significant expenditures such as the construction of a community center can’t be funded using only existing operating revenue or outside funding sources. Municipalities commonly issue long-term debt to finance such capital projects. Bonds are promissory notes that can provide the Township with the funds and flexibility it needs up front to fund a large-scale community center project. Long-term bonds raise substantial amounts of money, enabling the community to build an important recreation facility now. The money, plus interest, is repaid to the bondholders over a specified time period. Since the costs are spread out over a long time horizon they are borne by both current and future beneficiaries. Bank Loans Over the last several years, as banks have developed a need for tax-exempt income and have seen this as a larger business opportunity, bank loans have been almost as common a financing vehicle as a bond issue. Many times, bank loans are more cost-effective than bond issues when the maturity of the issue is less than 15 years and when the issue size is less than $10 million. Bank loans typically have shorter or no prepayment penalties, don’t need a trustee/paying agent (the bank does this), and can be issued in less than $5,000 increments. PennVest PennVest financing could be a useful tool for the Township when the rates offered are below normal market rates. PennVest’s goal is to work with the public sector and job creators to achieve both environmental improvements and economic development. Grant Funding Programs Dozens of grants are potentially available through a variety of public and private agencies at the county, state and federal levels to fund the construction and/or operation of the community center. Pennsylvania has responded to decreasing federal support by establishing its own funding sources to provide financial assistance to municipalities for capital projects.



The Department of Conservation and Natural Resources (DCNR) makes grants available to municipalities to support all types of parks, recreation, greenways and trails and open space efforts.

DCNR Community Conservation Partnership Program – Construction grants typically don’t exceed $150,000 to $200,000. Applications for development and construction grants are due in the spring of each year. A 50% match is required from the local project sponsor.

DCNR Urban and Community Forestry Grants Program – This program encourages the planting of trees in communities. Challenge grants provide 50% of the cost of the purchase and delivery of trees. This program can help with the landscaping costs for the community center. Requests for funds range from $1,500 to $5,500. Priority is given to those proposals which have an educational component tied to the grant and to first-time applicants.

DCNR Peer-to-Peer Technical Assistance Grant Program – This program provides grants of up to 90% of eligible costs ($10,000 maximum) to study problem-specific issues dealing with administration of park and recreation facilities and/or services. These are short-term projects conducted primarily by experienced park and recreation professionals who work closely with community leaders. This program can provide help that the Township may need for the start-up of the community center operation.

DCNR Circuit Rider Grant Program – This program provide financial assistance for regional recreation organizations to hire a professional full-time staff person. The circuit rider’s purpose must be to initiate new program and services across multiple municipalities that individually don’t have the financial resources to hire a professional staff person. This cooperative effort results in a greater availability of facilities and programs than could be achieved by the participants on their own. If the neighboring municipalities join with the Township in this community center project, this is a potential funding source.

The Department of Community and Economic Development (DCED) supports projects that focus on economic development, travel and tourism, technical assistance and community development. A number of funding programs may be tapped for the community center project.

DCED Community Revitalization Program – This program funds local initiatives that improve the stability of communities and enhance local economic conditions. Funds may be used to construct or rehabilitate infrastructure, rehabilitate, acquire or demolish structures; revitalize or construct community facilities, purchase or upgrade machinery and equipment, develop plans for community assets, public safety, crime prevention, recreation or training; and acquire land, buildings and rights-of-way.

DCED Community and Municipal Facilities Assistance Program – These grants range from $5,000 to over $50,000 and support local initiatives aimed at improving a community’s quality of life and improving business conditions. Grants can be used for projects that promote community and/or economic development, improve the stability of the community, enhance the delivery of local government services through inter-municipal approaches to service delivery, improve existing and/or develop new civic, cultural, recreational, industrial, infrastructure and other facilities; assist in business



retention, expansion, creation or attraction; promote the creation of jobs and employment opportunities and enhance the health, welfare and quality of life of citizens.

DCED Community Development Block Grants – This program provides financial and technical assistance to communities for infrastructure improvement, housing rehabilitation, public services and community facilities. The program targets local governments and 70% of each grant must be used for activities or projects that benefit low to moderate-income people. Not all municipalities are eligible to receive state CDBG program funds. Delaware County may administer its own CDBG program which the Township would participate in.

DCED Shared Municipal Services Program – This program provides grant funds for projects that promote cooperation among municipalities and the effective delivery of municipal services on a cooperative basis. If the neighboring municipalities help to financially support the community center project, this grant program can be tapped.

DCED Local Municipal Resources and Development Program – This program provides grant funds for construction or rehabilitation of infrastructure, building rehabilitation, acquisition and demolition of structures and land, revitalization or construction of community facilities, purchase or upgrade of machinery and equipment, planning of community assets, public safety, crime prevention, recreation and training. There is no minimum or maximum grant. Typical grants are between $5,000 and $25,000.

DCED Local Government Capital Project Loan Program – This program provides low-interest (2% interest rate) loans for local governments with populations of 12,000 or less. Loans cover 50% of the total cost of purchasing equipment up to a maximum of $25,000 or 50% of the total cost for construction of municipal facilities up to a maximum of $50,000. The Township’s neighboring municipalities qualify for this program.

All DCED programs are dependent on the active support of state legislators. Donations Voluntary donations from users are a big part of the revenue budget for many familiar cultural institutions. The same philosophy can be applied to recreational amenities. Many individuals, and even corporations, are happy to make contributions to community centers and recreation programs solely to improve the community in which they live or operate. Donated funds aren’t something the Township can rely on to support community center operations, but they are a way to help finance center construction. Business Sponsorship There is a growing recognition by corporations and others in the private sector that recreation facilities and recreation programs have positive values worth associating with. The Township should pursue this option, and look for financial payments in return for those associations. This can lead to an array of sponsored programs ranging from one-time large special events such as runs and concerts, to advertising promotions that utilize the community center, to the use of logos and brand names in return for donations of money, goods or services. The value of sponsorship is proportional to the amount of people who are exposed, and the frequency of the exposure, to the sponsor’s message. Essentially, sponsorship is a form of advertising, intended to promote the sponsor’s name and message to the public. It can take many forms, including naming rights to venues, and various levels of association with events and programs. The Township should solicit funds from local businesses. Local businesses will have a greater



interest in and be more likely to fund local projects. They should be approached first, before seeking funds outside the community. Businesses most often support athletic programs, cultural and performing arts programs, special events and capital projects. Concessions Concessions sell or rent merchandise or provide special services like snack bars. Municipalities may manage concessions themselves or let a community group who wants to raise funds do it. Like sponsorship, the economic value of concessions contracts can fluctuate enormously based on the number of potential customers in a place, the scale of the operation, and the value of the goods/services being provided. In the public sector, concession contracts are very common, since it turns the operation of specialty services over to private operators with the proper skill and experience. Contracts can be based on a fixed price lease or license arrangement, or on a percentage of gross revenue. The Township should also maintain control over some aspects of the private operation such as the prices charged and the operating hours. Fund Raising/Capital Campaign Capital campaigns can help finance community center construction costs. Capital campaigns require a great deal of planning and coordination. It is best to hire a fund raising professional to organize the capital campaign behind the scenes and work with a volunteer committee. A capital campaign is one of the best methods for raising initial capital. To create excitement and publicity for the community center project, community fund raising events should be held as part of the capital campaign. Schools The Ridley School District may also be of assistance in several ways. The student body could get involved in fund raising events. The faculty could incorporate the community center project into curricula with students helping to develop recreation programs or marketing plans as part of a classroom assignment or after school club. While the amount of funds raised may be relatively small, this process builds support for the community center, which will be critical to its long-term success. Private Foundations There are various corporations and foundations which support public services such as community center construction. Even though the competition for these funds is strong the opportunities should be researched by the Township. Often these funds are only available to non-profit organizations. Large businesses whose corporate headquarters are located in the Township may have their own private foundations. The Delaware County Community Foundation works in partnership with donors and grantees to support programs and projects that benefit the people of Delaware County, Pennsylvania. It serves as a central hub for philanthropy and philanthropic services in Delaware County and consists of a pool of charitable funds that have been established by people who want to give something back to their communities. Each of the funds has its own purpose and priorities. The primary activities of the foundation are to make community grants to Delaware County communities, convene community-wide efforts, serve as a catalyst for community collaborations and partnerships, and provide educational programs in nonprofit management, fund raising, board service, and grant writing.



The William Penn Foundation provides grants to organizations located in and serving constituents in the six-county Greater Philadelphia region (Bucks County, Camden County, Chester County, Delaware County, Montgomery County, and Philadelphia County). The William Penn Foundation is dedicated to improving the quality of life in the Greater Philadelphia region through efforts that foster rich cultural expression, strengthen children’s futures, and deepen connections to nature and community. Its three grant areas are arts and culture, children, youth and families; and environment and communities. Friends of the Community Center The Township should consider forming a non-profit Friends of the Community Center group to help raise grass-roots funding and be a conduit for tax-deductible donations and foundation funding. Partnerships The Township should identify potential private and public partners who may want to utilize space within the community center. Arrangements should be spelled out in detail and are best finalized prior to community center construction, so space can be suited to the needs of the partner. Partners can include hospitals and health care providers, universities, churches, schools and non-profit agencies. In addition, Delaware County government administers a number of programs which have partnership potential. For example, the Delaware County Office of Services for the Aging administers programs that benefit residents over the age of 60, including the provision of senior centers. As stated earlier, an intergovernmental partnership should be explored with Ridley Park Borough and Eddystone Borough. A number of funding sources may be tapped if such a partnership arrangement is in place. Other Potential Funding Sources Government and private foundation funding is available for projects and programs that address social concerns like youth at-risk, the elderly, health issues, people with disabilities and fitness and wellness. Table 1 lists potential funding sources that the Township may want to explore.


Ridley Township Community Center Feasibility Study – Preliminary Report


Table 1 Other Potential Funding Sources Category Program Description Contact Information

Federal Grants

U.S Department of Justice

Provides information on crime and violence prevention grants that can be used to support recreation programs.

www.ojp.usdoj.gov/fundopps.htm

U.S Department of Education

Provides information on grants to apply for in cooperation with school districts.

www.ed.gov/funding.html

U.S. Department of Health and Human Services

Provides information on available grants that can be used to fund recreation programs that improve health.

www.hhs.gov/agencies/grants.html

Federal Grants Clearinghouse

Provides information on hundreds of federal grants that can be used to support youth recreation programs.

www.afterschool.gov

Other Federal Grants

Catalog of Federal Domestic Assistance

www.cfda.gov

Conservation Technology Support Program

www.ctsp.org

Computers for Learning www.computers.fed.gov/School/user.aspDepartment of Energy www.energy.gov Department of Labor www.dol.gov Federal Commons Grants Portal

www.cfda.gov

Federal Nonprofit Gateway www.nonprofit.gov Federal Register www.archives.gov/federal_register/

Health and Human Services GrantsNet

www.hhs.gov/grantsnet

Substance Abuse and Mental Health Services Administration

www.samsha.gov

Federal Funds Express www.house.gov/ffr/resources_all.shtml

State Grants Other State

Grants Piper Resources State and Local Government on the Net

www.statelocalgov.net/index.cfm

The Grantsmanship Center’s Funding through State Government

www.tgci.com/STATES/states2.htm

U.S. State and Local Gateway www.statelocal.gov Pennsylvania Council on the Arts

www.artsnet.org/pca/pca.html

http://www.ojp.usdoj.gov/fundopps.htm

http://www.ed.gov/funding.html

http://www.hhs.gov/agencies/grants.html

http://www.afterschool.gov/

http://www.cfda.gov/

http://www.ctsp.org/

http://www.computers.fed.gov/School/user.asp

http://www.energy.gov/

http://www.dol.gov/

http://www.cfda.gov/

http://www.nonprofit.gov/

http://www.archives.gov/federal_register/

http://www.hhs.gov/grantsnet

http://www.samsha.gov/

http://www.house.gov/ffr/resources_all.shtml

http://www.statelocalgov.net/index.cfm

http://www.tgci.com/STATES/states2.htm

http://www.statelocal.gov/

http://www.artsnet.org/pca/pca.html



Pennsylvania Humanities Council

www.pahumanities.org

Pennsylvania Department of Health

www.health.state.pa.us

Pennsylvania Department of Aging

www.aging.state.pa.us

Pennsylvania Department of Public Welfare, Office of Child Development and Early Learning, Keystone Stars Program

www.pakeys.org

Federally‐Funded/ State‐Adm. Grants

U.S. Department of Agriculture Summer Food Service Program (SFSP)

Provides funding for breakfast, lunch, and snacks for children ages 18 and under at summer playgrounds, camps, and other recreation programs.

www.frac.org

Child and Adult Care Food Program (CACFP)

Provides meals and snacks for after school and evening youth recreation programs.

www.frac.org

Foundation Grants

Target Stores and Tiger Woods Foundation

Provides Start Something Scholarships for youth to use for summer camps, music lessons, sports entertainment, travel expenses, and so on. Program enrollment forms are available at Target stores.

www.startsomething.target.com/info

American Legacy Foundation Initiative for Tobacco Control

Provides grants of up to $200,000 for anti‐smoking projects.

(202) 293‐5960

Pew Charitable Trust

Provides grants in a number of program areas including environment, culture, and health and human services.

www.pewtrusts.com/grants

Three Guineas Fund

Supports projects to benefit women and girls.

www.3gf.org

UPS Foundation Community Investment Grants

Allocates dollars to UPS region offices to invest in their communities.

www.ups.com

Women’s Sports Foundation

Offers a variety of grant programs to benefit women and girls sports programs and travel and training grants for athletes.

www.womenssportsfoundation.org

Funders Supportive of Communication Technology

A collection of funding information on how to get technology resources.

www.benton.org/publibrary.toolkits/techmoney.html

http://www.pahumanities.org/

http://www.health.state.pa.us/

http://www.aging.state.pa.us/

http://www.pakeys.org/

http://www.frac.org/

http://www.frac.org/

http://www.startsomething.target.com/info

http://www.pewtrusts.com/grants

http://www.2gf.org/

http://www.womenssportsfoundation.org/

http://www.benton.org/Practice/Toolkit/techmoney.html

http://www.benton.org/Practice/Toolkit/techmoney.html



The Foundation Center’s Finding Funders

Provides access to web sites for private foundations, corporate grantmakers, grantmaking public charities, and community foundations.

www.fdncenter.org/funders

Other Foundation Grants and Technical Assistance and Support Resources

Philanthropy Journal www.philanthropyjournal.orgBoard Source www.ncnb.org Association of Fundraising Professionals

www.afpnet.org

TechSoup – technology information

www.techsoup.org

American Philanthropy Review Charity Channel

http://charitychannel.com/

The Foundation Center’s RFP Bulletin

http://fdncenter.org/funders/html

Free On‐Line Management Library

www.managementhelp.org

The Foundation Center’s Grantmaker Website

http://fdncenter.org/funders/grantmaker

Internet Nonprofit Center www.nonprofits.org Grantsmanship Center’s Community Foundations by State

www.tgci.com/funding/states.asp

Alliance for Nonprofit Management

www.allianceonline.org

Non‐Government Grants

Pennsylvania Recreation and Park Society (PRPS) RecTAP Program

Provides technical assistance grants of up to $1,500 to help recreation and park boards and departments with specific issues. No matching funds are required.

www.prps.org

National Gardening Association Youth Garden Grants

Provides grants of over $750 for seeds, tools and gardening supplies for children to learn and work in outdoor gardens.

www.kidsgardening.com/grants.asp

NFL Community Football Fields Program

Provides grants of up to $100,000 for capital improvement projects to improve or create football fields in low and moderate‐income neighborhoods.

(212) 455‐9881

NFL Youth Football Fund

Provides grants of $500 to $2,500 to purchase equipment, repair fields, establish new football programs, and improve existing programs.

www.nrpa.org

Cyberstart

Provides free computers, tech support and Internet access to preschool and child care

www.cyberstart.org

http://www.fdcenter.org/funders

http://www.philanthropyjournal.org/

http://www.ncnb.org/

http://www.afpnet.org/

http://www.techsoup.org/

http://charitychannel.com/

http://fdcenter.org/funders/html

http://www.managementhelp.org/

http://www.fdcenter.org/funders/grantmaker

http://www.nonprofits.org/

http://www.tgci.com/funding/states.asp

http://www.allianceonline.org/

http://www.prps.org/

http://www.kidsgardening.com/grants.asp

http://www.nrpa.org/

http://www.cyberstart.org/


Kimmel Bogrette Architecture + Site with

programs.

NBA, WNBA, Gatorade, and Nike

Offers Jr. NBA and Jr. WNBA programs at no cost to recreational youth basketball leagues.

1‐800‐JRHOOPS

First Serve Provides inner‐city youth with a safe and nurturing after‐school program that combines academics with tennis.

www.usta.com

JumpStart After School

Provides a hands‐on manual full of fun activities to get kids active and eating healthy foods.

www.nrpa.org

S & S Crafts Worldwide Chalk It Up!

Offers communities a kit containing sidewalk chalk, certificates of achievement, instruction booklets, and full‐color posters to plan, run, and publicize events.

1‐800‐642‐7354

Let’s Play Sports Coordinator’s Manual

A comprehensive resource to implement introductory sport programs for elementary age youth in 16 sports.

www.nrpa.org

Hershey Foods Corporation

Offers the Hershey Track and Field Programs, a series of local, regional, state and national track and field competitions for children ages 9 to 14.

www.nrpa.org

Active Options

A free program resource guide to develop fitness programs for older adults.

www.nrpa.org

Flaghouse, Inc Offers Catch Recreation, a resource compendium that provides hundreds of youth activities promoting physical activity, including a recreation leader’s guide.

1‐800‐793‐7900

U.S. Lacrosse

Offers a loan kit program which provides field sticks and goalie sticks, plus a dozen balls to keep, at no cost for communities interested in starting lacrosse programs.

www.lacrosse.org

Hooked on Fishing International

Provides a complete kit and guidebook to conduct a fishing derby, with prizes, posters, tote bags, decals and more.

www.fishingworld.com/Kids‐Fishing

Recreation and Parks Solutions and CMX, Inc. 68

http://www.usta.com/





http://www.lacrosse.org/

http://www.fishingworld.com/Kids-Fishing



Appendix 1 In Addition to the Community Center Feasibility Study, Kimmel Bogrette Architecture + Site was asked to access the existing Library and administration building and develop program needs and cost estimates. The following information is the result of meetings with township staff and analysis of the existing Township Administration Building. Library Program Report ........................................................................... 3 pages Township Administration Departments And Police Program Report ....................................................................... 4 pages Community Center and Library Construction Cost Estimate ......................................................................... 1 page Grant Funding Building Plan ...................................................................... 1 page


Library

Room Name Qty Area Total Area

Proposed Reduction

Remarks Adjacencies

Public Use AreasVestibule 1 200 200 0Entrance Lobby 1 800 800 0 Area needs to be welcoming and arranged to promote new

material and library programs without creating crowded conditions. Should have room for visitors to browse and gather when first entering.

Reference Area 1 750 750 700 Area needs service desk with 2 stations as part of main circulation desk. Stacks for reference material, carrels/ work tables.

Self Serve Business Center 1 100 100 50 Area for self serve copy machines, fax, and printers ReferenceAV Library 1 1000 1,000 900 Growing section of the library. Needs low shelving for display

of AV materials.Teens Library 1 750 750 650 Area for teens to have stacks, soft furniture, gaming computers,

OPAC computer, and TV. Enclosure should be glass or area should be remote to but give teens need sense of "privacy" but allow for visual connection.

General Adult Library Stacks 1 2500 2,500 2,000 Stacks area to include current shelving amounts with additional growth. Needs area for special item displays at ends of stacks

l i i l ti th d t di

Current Library collection is required by state to be 75,000 items. Library would like to expand collection to 90,000 items with audio visual collection having most growth.

Kimmel Bogrette Architecture + Site 2/19/2010

along main circulation path and at reading areas.

Periodical and Paperback Stacks 1 750 750 650 Area for loose and bound magazine collections, newspapers, and paperback books display. Should have soft seating

Coffee Bar - Soft seating

Children's Library Stacks 1 2,000 2,000 1,750 Space for current collection in low shelving units for better access by children with display areas on top.

Computer stations 2 50 100 100 Pre-school computer stations for children's programs.Story Area 1 500 500 400 Area within children's space with carpeted raised seating for

story and activity times. Should be enclosed by glass walls to allow for better focus and containment of noise.

Circulation desk 1 100 100 100 Area for 2 workstations with visual access to entire children's area

Quiet Reading Rooms 6 100 600 300 Glass enclosed rooms to be used for quiet study / meetings for 4-6 patrons. Could be used for tutors and study groups. Capable of opening 2 or more for larger rooms seating 10-12. Needs to have visual access and / or CCTV with monitors at Circulation Desk.



Reading Areas 6 100 600 300 Mix of seating throughout library to include soft furniture, carrels, and large tables,

OPAC Stations 4 50 200 200 4 stations centrally located in stacks areasComputer Center 1 600 600 500 Computer Center to have 20 computer stations with monitors

arranged for easy viewing from help desk. Area needs help desk with 2 computer stations.

Computer Classroom 1 200 200 150 Glass enclosed training room area with 7-10 computer stations.

Meeting / Conference Room 1 400 400 0 Room for 20-25 with seminar table furniture - can be arranged as conference room or presentation room. Should have technology to support high tech presentations.

Coffee Bar / Vending 1 250 250 0 Coffee Service counter / bar and vending machine area with lounge furniture area located near periodicals and paper back stacks.

Periodicals

Cell Phone Area 1 150 150 0 Enclosed area with soft seating and tables where cell phones can be used.

Coffee Bar / Vending

Public Restroom 2 250 500 500 Men's and Women's room with fixtures to meet code requirements (approximately 3-4).

Family Restroom 1 125 125 125 Single unisex toilet room with changing station, adult and child size toilet.

Subtotal Public Use Areas 13,175 9,375

Circulation Desk 1 500 500 450 Circulation desk with 4-5 check out stations and 2 self check out stations (minimum) with easy access for staff from

LobbyAdministration / Workroom Areas


out stations (minimum) with easy access for staff from circulation desk. Desk needs to be located so line can form without interfering with other Library functions.

Book Processing / Circulation Work Room 1 400 400 350 Needs area for 2 staff workstations. Needs 3x current shelving to process books with direct access to circulation desk for staff pick up. Provide counter with 2 check-in stations.

Circulation Desk

Circulation Desk Office 1 120 120 120 Office with area for small conference - 3-4 people. Circulation DeskInter Library Loan Workroom 1 250 250 200 Room for 2 computer stations and work area with shelving to

process inter-library loans materials.Circulation Desk

AV Workroom 1 200 200 150 Area for storage and materials sorting / handlingDirectors Office 1 150 150 150 Office with area for small conference - 3-4 people.Growth Office 1 110 110 0Lunch / Staff Break Room 1 200 200 150General Storage 1 200 200 200Friends Group Book sales Storage and Workroom

1 250 250 150

Janitors closet 1 80 80 80Subtotal Public Use Areas 2,460 2,000



TOTAL PROGRAMMED SPACE 15,635 11,375

Building SupportMechanical Space 10% 15,635 1,564 1,138 Area needed for HVAC, plumbing, and electrical equipment.

Corridors / Circulation 20% 17,199 3,440 2,127 Area needed for direct circulation to all community spaces, exits, and general common spaces.

Subtotal General Service 5,003 3,265TOTAL GROSS BUILDING SF 20,638 14,640 Existing library usable space = 7200 sf. Gross area = 8500 sf.

GENERAL BUILDING ISSUES

Single Floor Space

Book Drop AreaBuilding SignageGreen Building Design Investigate environmental components such as solar panels on roof, wind turbines, recycled materials, etc.

Would like changeable signage on property to promote special event sat library where local traffic can see.

Current Library is located on two floors with no direct access for the public to each level. ADA accessibility requires patrons to exit building to go around and re-enter at different level. Library would like future space to be all on one floor if site allows.

Book drop to be attached to building as "through wall" design. Access to be drive up for convenience of patrons. Provide information

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Township AdministrationRoom Name Qty Area Total Area Existing Area Remarks Adjacencies

Public Service AreasVestibule 1 110 110 0 Area with two sets of doors to control o

area during inclement weather.utside air exchange and walk off Lobby

Lobby 1 994 994 994 Current lobby is located at 1/2 level and functions as circulation space for the 2 floors. Lobby does not provide clear directions for public to find departments / areas needed. Lobby should function as an area for public to gather prior to meetings and have clear access to departments.

Public Meeting Room 1 2,016 2,016 2,016 Current Meeting room is adequate for most public meetings. Seats 100- 125 and is also used for other community functions.

AV room 1 80 80 0 Area for projection and sound equipment for meeting room. Public Meeting RoomCommissioner Mtg Room 1 450 450 0 Conference room area connected to Mee

people to meet. Should have acoustical pting Room. Needs space for 12-15 rivacy.

Public meeting room. Should have access form Administrative area to serve as conference room.

Elevator 1 150 150 0 Need elevator to facilitate handicap access to all levels. Current handicap access is from ramps outside of building.

Public Toilets 4 162 649 649 Currently 2 large public toilets are locatetoilet rooms are located at the upper le

d on the lower level and 2 smaller vel.

Lobby, Public meeting room.

Subtotal Public Service 4,449 3,659

AdministrationCentral Receptionist 1 100 100 50 Receptionist and Customer service area w

filing. ith computer workstation and Lobby

Administrative Area 1 250 250 120 Area for 2 full time administrative staff with workstations, and filing. Township Manager/ Admin. Assist.Township Manager 1 350 350 350 Office for 'U' shaped work station and sp

conference area for 4-6 people.ace for guest chairs and small Board Room / Admin. Assistant

Assistant Township Manager 1 150 150 130 Office for 'U' shaped work station and space for guest chairs and some filing.

Accounting / Human Resources 1 450 450 317 Area for 3 staff, 6-7 lateral files and printers, copier, and faxConference room 1 350 350 295 Room for 10-12 people to be used by all departments. Currently with

kitchenette.Active filing area 1 150 150 85 Area for filing accessed everyday in lateral file drawers. Could be future room combined with

other departments.Subtotal Administration 1,800 1,347



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1 80

Treasurer Needs direct window access to public lobby. Must have separate entrance from main administration entrance.

Administrative Assistant 1 100 100 0 Computer workstation area and counter at public window.Finance Office 1 250 250 0 Office area for 2 intern staff workstations and space for active filing. Filing

needs to be sized for tax bills (3.75" x 8") Area could have room for supply storage and workspaces for auditors.

Director / Treasurer 1 170 170 217 Cubical office for 'U' shaped work stationfiling. Needs visual privacy but still open to public window.

and space for guest chairs and to main office area for direct access

Admin. Assist.

Archive filing room 1 100 100 0 Area to keep records and files not accessed often.Subtotal Treasurer 620 217

Planning and Zoning Department Needs to be all in one "suite" with direct access to public

Customer Service / Secretary 1 150 150 50 Direct window onto lobby. Responsible foplans, etc. Needs desk integrated into larforms, filing, and processing applications. staff has easy access to window to act as

r receiving permit applications, ge work counter with space for Should also be situated so other back up and answer questions.

Lobby / Admin. Assistant / Associate Director

Plan Review Room 1 150 150 0 Small conference to seat 6-8 with access for public to use to review plans.

from lobby and codes department Lobby / Codes Room

Administrative Assistant 1 100 100 94 Computer workstation area and access tocustomer service.

public window to act as backup Customer Service / Director

Zoning Officer / Director of CodeEnforcement Office

1 170 170 138 Needs space for active plan storage and filayout / drawing table. Should have area f

les. Needs workstation with large or meetings 2-3 guest chairs.

Admin. Assist.

Associate Director of Code EnforAssociate Director of Code Enforcement Office

cement 1 150 150 150150 80 Needs space for active plan storage and files. Needs workstation with large Needs space for active plan storage and files. Needs workstation with large layout / drawing table. Should have area for meetings 2-3 guest chairs.

Inspectors / Building Plan Review Area 1 600 600 200 4 workstations with layout table space and filingCopy / Fax / Printer Area 1 60 60 0 Room for own copy fax and printers Customer service / inspectorsPlan Storage 1 150 150 0 Area for flat / hanging and rolled storage of active projectsActive filing area 1 150 150 100Archive filing 1 300 300 200Conference Room 1 350 350 0 Area For 10- 12. Could be shared with other departmentsSubtotal Planning and Zoning 2,330 862

District JusticeOffice, Waiting, Administrative Area 1 875 875 875 Size of area seems adequate at this time -

police detention area should be considerePublic Meeting room. If floor relocation icourt will be needed OR public meeting r

relocation to same floor level as d. Currently Court is held in s considered, additional space for oom will need to be relocated also.

Same floor as Police

Subtotal District Justice 875 875


1


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Radio Room 1 190 190 190

General Service Areas - Shared by all departmentsCopy Room 1 150 150 0 Need space for large collating copier, layo

fax machine, and printers.ut, paper supplies, mail machine, Central to all departments and near

receptionist area.Computer room 1 150 150 117 Area for server. Needs to be conditioned and allow for hard wired

connections with flexibility.Vault 1 33 33 33 Remain as existingStorage Room 1 150 150 126 Area for misc. equipment and supplies.Archive / Bulk Storage 1 1,500 1,500 886 Additional space needed which is easily accessed and provides room to

separate items / files by departments.Staff Toilets 2 50 100 100 Within controlled office area for staff use only. Needs storage for personal

items and supplies.Janitor's Closet 1 100 100 0 With space for supplies. Staff toilets / KitchenetteSubtotal General Service 2,183 1,262

SUBTOTAL Township Administration 12,257 8,222

Police Department Police department functions well as existing. Small number of additional spaces / needs are listed below with remarks

Police Administration

Waiting Area 1 135 135 135Records Room 1 295 295 295Records Officer 1 91 91 91Radio Room 190 190 190Interview Room 1 188 188 188Police Captain's Office 1 245 245 245Lieutenant's Office 1 123 123 123Detective Area 1 361 361 361Secretary 1 180 180 180Kitchenette 1 86 86 86Subtotal Police Administration 1,894 1,894Patrol Operations

Patrol Area 1 228 228 228Reports 1 102 102 102

Duty Officer 1 95 95 95Men's Locker Room 1 300 300 300

Weapons Room 1 300 200 0 Area for gun lockers and ammunitions storage. Needs work benches for cleaning and repairing guns. Needs to good ventilation.

Evidence Property Room 1 140 140 140Secured Evidence 1 54 54 54

Fingerprint Processing 1 100 100 0 Area for processing equipment with good ventilationPhoto Processing 1 94 94 94

Subtotal Patrol Operations 1,313 1,013



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Detention FacilityPrisoner Processing Room 1 88 88 88

Holding Cells 5 57 285 285

Interrogation Room 1 76 76 76Juvenile Holding Room 1 153 153 153

Subtotal Detention 602 602Service

Storage Room 1 500 500 0 Additional storage for records and large bulk evidence above what is currently used in general storage room

Toilets 1 180 180 180Janitor's Closet 1 20 20 20

Subtotal Service 700 200

SUBTOTAL Police Building 4,509 3,709Building SupportMechanical Space 10% 16,766 1,677 977 Area needed for HVAC, plumbing, and electrical equipment.Corridors / Circulation/Exterior Walls 30% 18,443 5,533 5,287 Area needed for direct circulation to departments, exits, general common

spaces.

SUBTOTAL Building Support 7,209 6,264

TOTAL GROSS Township d P l Dand Police Department

23,975 18,195

Township of Ridley Construction Cost Estimate

Community Center / Library Construction Costs Area S.F. Est. Cost / S.F.

High Cost Range

Community Center 31,190 $180 $5,614,200Library 14,640 $200 $2,928,000

Total Building Construction Costs $8,542,200

Architectural, Structural, MEP Services 8% of Average Construction Cost $683,376Civil Services 1% of Average Construction Cost $85,422Municipal Submission Fees $0Water / Sewer Fees $0

Total Soft Costs $768,798

Total: Building Construction+ Soft Costs $9,310,998

Furniture, Fixtures & Equipment $575,000Phone / Security / Technology $150,000

FF&E Costs

Soft Costs

Kimmel Bogrette Architecture + Site 2.19.2010

Total FF&E Costs $725,000

Total: Community Center / Library $10,035,998

Construction Contingency 8% $683,376

Kimmel Bogrette Architecture + Site 2.19.2010

ridley township community center feasibility study final ... · ridley township community center...

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