🎾 Sweet - Spot¶
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Sweet - Spot — tài liệu 106 trang từ thư viện sách tennis.
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Tóm tắt nội dung (trích từ tài liệu gốc): Is This Guide for You? Before you begin, the reader will benefit by understanding who this Guide has been written for. ! It is a Guide, not a detailed planning manual. The appendices point to more detailed resources when more technical information is required. ! It is written for the Canadian context � national, provincial and municipal. The language, references to taxes, descriptions of permitting processes, and many funding options are oriented to Canadian policies and practices. However, there are many concepts that can apply elsewhere. ! The focus is primarily on community tennis operation
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Nội Dung Gốc (Tiếng Anh)¶
Is This Guide for You?
Before you begin, the reader will benefit by understanding who this Guide has been written for.
! It is a Guide, not a detailed planning manual. The appendices point to more detailed
resources when more technical information is required.
! It is written for the Canadian context � national, provincial and municipal. The
language, references to taxes, descriptions of permitting processes, and many funding
options are oriented to Canadian policies and practices. However, there are many
concepts that can apply elsewhere.
! The focus is primarily on community tennis operations, a facility where the average
community resident and taxpayer can come and play tennis � without substantial
initiation or ongoing fee barriers. To us, "community" means everyone.
! There is an emphasis on the development of partnerships between a community not-for-
profit group and the public sector. The primary targets for partnership are local
governments, but it could be a University or College. In Canada, community recreation
facilities are the jurisdiction of the local Municipality or Regional District or County �
with the possibility of funding support from the Province or through Infra-Structure
Grants (which are Provincial-Federal-Municipal partnerships).
! There is an emphasis on indoor tennis facilities but the guide may be useful if you are
planning an outdoor facility. The indoor emphasis is because such facilities are so
much more cost effective in our Canadian climate at meeting tennis needs on a year
round basis.
In summary, this Guide is for tennis players and tennis facility advocates who understand that
some of their taxes support community recreation facilities and they want to advocate for a
community tennis facility as part of this delivery system.
It follows that if you are a facility developer (either private or not-for-profit) with the resources
to develop a facility without any public partnership funding, the partnership aspect of the
Guide is not directed at your requirements. However, you will find sections useful in the
construction aspects of developing a facility and, at a minimum, some additional concepts and
resources to which you can direct your consultants.
Funding for the development of the Finding the Sweet Spot: A Step by Step Guide to
Community Tennis Facility Development came from Tennis BC and Tennis Canada.
To obtain either a Digital Version (pdf format � no charge) or a Print Copy of this Guide (for a
printing and handling cost), please contact Tennis Canada (www.tenniscanada.ca).
All groups are permitted to copy material and use charts, tables and quotes from this Guide in
any written proposals or presentations they develop to meet their goal of advocating for tennis
facilities.
How to Use This Guide
We start with a four page Overview of the Guide which will likely be of interest to all readers,
and will help you choose where to go from there. You may not be part of the primary focus
audience for this Guide, and may be looking for help in a few specific parts of the facility
development process. Reading the Overview will give you some indication that the information
you are seeking is addressed in this Guide, and direct you to those specific sections. (See the
tab indicators in the right margin).
It is important to cover all the bases when planning and advocating for a new facility, but it is
just as important to do things in the right order. As a result, the 14 steps in the four phases
are laid out assuming you have either completed the previous step, or that in the specific case
of your development process, a previous step does not relate to your scenario and can be
skipped.
While your provincial Tennis Association and Tennis Canada can usually provide support and
good ideas to your project, and often can advise you through the steps, these organizations are
not capital funding bodies. For advice and support, it is always a good idea to contact them in
the early stages of your particular project to get them on board at the beginning of your
process.
We hope that following the step by step approach, and using the templates and worksheets in
the Appendix, you can gather support and development partnerships to bring a community
tennis facility to reality.
Appendix H contains a Finding the Sweet Spot Scorecard tool that you can use to track your
progress in this challenging process.
Good luck!
Kevan Tisshaw, Editor
Tip: Here are some terms that are used in this Guide
Community Tennis Organization: Your group wants a local tennis facility. It
may be a local club, a collaboration of more than one club, or simply a group of
tennis players that wants to advocate for a new facility. We have shortened it to
Your Group for convenience.
Community Tennis Facility: The new facility you want to build. Your group
might not eventually own it, but it will be a local facility that is available to local
citizens who want to play tennis at all levels. It will benefit those players and
others in the community.
Not-for-profit organization: Different Provinces have slightly different legal
entities to house non-profits (e.g. Society Act in B.C.). This not-for-profit
organization reference is to any legal entity with aspects such as a registry of
members, an elected Board of Directors, By-Laws and a Constitution, financial
reporting rules, etc. Please substitute the legal name for similar organizations in
your Province or Territory.
Your City: Just substitute the name of your community wherever we use this
phrase.
Table of Contents
Is This Guide for You? ............................................................................................................................................................ ii
How to Use This Guide ......................................................................................................................................................... iv
Overview: An Appropriate Approach to Facility Development........................................................................................... 1
Step 1 Developing an Effective Community Tennis Organization ........................................................... 8
Assumptions about Your Group............................................................................................................ 8
Can you Answer These Questions About Your Group? ........................................................................ 9
Timeline to Completion: Preparing for a Long Journey.......................................................................... 9
Step 2 Preparing for the Journey: Researching ............................................................................................... 12
Clarifying Public and Private Sector Tennis Interests .......................................................................... 12
Clarifying Partnerships between the Sectors....................................................................................... 14
Is Your Project a Partnership?............................................................................................................ 15
A Public Sector Arrangement ............................................................................................................. 16
Steering Group Role in a P3............................................................................................................... 16
Introduction to the Concept of "Public Good" ...................................................................................... 17
Researching Existing and Future Community Recreation Facilities..................................................... 17
Inventory of Tennis Courts in Your Catchment Area ........................................................................... 19
The Consultation Continuum: from informal advice gathering to formal presentations ......................... 22
Taking Stock at the Completion of this Research Step........................................................................ 23
Step 3 Develop a Statement of Need................................................................................................................... 25
Making the Case for Tennis Delivering a "Public Good" ...................................................................... 25
The List of Public Benefits.................................................................................................................. 26
Customizing Public Good Service Objectives to your Project. ............................................................. 26
Summary of Public Good Attributes as a Lifetime Sport...................................................................... 28
Preparing your Statement of Need ..................................................................................................... 29
Why Year Round Organized Tennis? Top 10 Reasons from Tennis BC.............................................. 30
Step 4 Characterise the Scope of the Facility................................................................................................... 31
Determining a Written Project Scope (Project Vision) ......................................................................... 32
Step 5 Assessing Your Funding Capacity............................................................................................................ 34
Capital Funding Sources for Your Project ........................................................................................... 35
In Summary ....................................................................................................................................... 38
Step 6 Select an Appropriate Operating Model ............................................................................................... 39
Why is the choice of an Operational Model Important? ....................................................................... 39
What Model Works For You? Checking The Criteria........................................................................... 40
Step 7 Understanding Facility Site Assessment, Design and Construction......................................... 41
Critical Paths and Construction Costs Budgets................................................................................... 41
Planning and Design Considerations.................................................................................................. 42
Review of Outdoor versus Indoor ....................................................................................................... 43
Indoor Facility Types .......................................................................................................................... 43
A Creative Alternative:........................................................................................................................ 43
What Are Soft Costs? ......................................................................................................................... 44
Reviewing Site Requirements............................................................................................................. 45
Tennis Surfaces................................................................................................................................. 45
Lighting and other Accessories and Amenities.................................................................................... 45
Step 8 Select a Site and Facility Type ................................................................................................................... 46
Stakeholder Consultations To Help Select Potential Sites................................................................... 46
Other Public Bodies Consultations ..................................................................................................... 48
Factors in Tennis Facility Site Location: Matrix to Identify Sites........................................................... 48
Support Amenities in the Facility Design � Yes or No ......................................................................... 49
Planning points when researching facility options ............................................................................... 50
Comparing Facility Construction Types .............................................................................................. 51
Capital cost of construction analysis: Comparing Costs ...................................................................... 53
Architects for the Project .................................................................................................................... 53
Step 9 Estimate Capital Costs .................................................................................................................................. 54
Key Decisions at This Point: Rough Estimate or Detailed Estimate..................................................... 54
Step 10 Prepare an Operating/Programming Plan ........................................................................................ 57
Tips on Approaching this Plan............................................................................................................ 57
Terms and Definitions in Recreation Operations................................................................................. 58
TENNIS PROGRAMMING : A Special Guide Byline from Wayne Elderton, Grant Connell Tennis
Centre................................................................................................................................................ 60
Step 11 Develop a Business Plan or Project Proposal .................................................................................... 63
Differences between a Business Plan and Project Proposal ............................................................... 63
Sections to Address in a Business Plan.............................................................................................. 63
Canadian Tennis Participation Facts .................................................................................................. 65
Project Proposals � Know Your Reader/Listener ................................................................................ 66
Step 12 Implement an Advocacy Plan .................................................................................................................. 67
From Advice to Getting Results.......................................................................................................... 67
Tips on PowerPoint Presentations...................................................................................................... 70
Step 13 Managing Facility Construction ............................................................................................................. 71
Terms and Concepts.......................................................................................................................... 71
Construction Challenges .................................................................................................................... 72
Keeping on budget � role of the Steering Committee.......................................................................... 73
Some Thoughts for Your Steering Group............................................................................................ 73
Step 14 Preparing to Open and Play...................................................................................................................... 74
Hiring Suitable Staff ........................................................................................................................... 74
Sticking to Your Program Plan and Mix .............................................................................................. 74
Meeting Budget � getting Players Active and Registering for Programs .............................................. 75
Preparing for a Welcoming Organization- ensuring a quality experience ............................................. 75
Preparing a Marketing and Advertising Plan ....................................................................................... 75
Appendices............................................................................................................................................................................ 1
A. Background Context for a Statement of Need.................................................................................. 1
B. Other Sources of Tennis Structure Project Information .................................................................... 3
C. Examples of Operating Models and Facility Types Across Canada.................................................. 5
D. Six Tennis Operating Model Case Studies ....................................................................................... 8
E. GCTC, UBC and Cedar Hills Detail Financials............................................................................... 14
F Planning Templates ....................................................................................................................... 17
G Costing Case Study...................................................................................................................... 21
H: The Sweet Spot Scorecard for Your Group ................................................................................... 26
Overview: An Appropriate Approach to Facility Development
The colours used in this Overview diagram are coordinated to the colours in the
edge tabs of the Guide. A description of each step and how completing the step
might benefit your group or organization, is on the following pages.
Step 1 Form an Step 2: Preparing for the Group Decision: Are we
Effective Tennis Journey: Researching
Facility Development prepared to invest further
Phase 1 Steering Group time and energy?
Gettting Ready
Step 3 Develop a Step 5: Assessing Step 6: Choose
Statement of Need
Your Funding preferred Operating
Phase 2 Capacity Model for the facility
Conceptual
Planning
Step 4: Characterize
the Facility
Group Decision : Can we move
to detailed planning, with its
time and costs?
Phase 3 Step 7 Understanding Step 8: Selecting a Site and Step 9: Estimate Capital
Detail Planning Facility Site Facility Type. Costs.
Assessment, Design
and Construction
Step 12: Implement an Step 11: Develop a Business Step 10: Prepare an
Advocacy Plan Plan and/or Project Proposal. Operating Programming
Plan.
Group Milestone: All Step 13: Facility Step 14: Preparing to
funding and licensing and Construction Open and Play
Phase 4 permits in place!
Implementation
Tip: Success comes from doing the
appropriate step in the right order.
Page 1
Getting Ready Phase: Steps 1 and 2 Benefits to your organization
STEP 1: Develop a Community Tennis Organization. This process will assist in
Analyse who should be in your Steering Group to make group dynamics so that
it most effective. Define how this group will operate misunderstandings and
within your organization (if there is a primary miscommunication do not
organization). divert your focus.
STEP 2: Preparing for the Journey: Researching. Before To optimize success, Your
you captain a sailing trip to a new country, it is best to Group will benefit from a
study charts to identify reefs and harbours, and primer in operating
research the culture of the ports where you will stop. models, facility
Similarly with planning and developing a tennis facility, construction, fund-raising,
there are specific maps for this process. What are your and conducting some
operating choices? How does public recreation work in insights on past and
your community? How are these facilities funded? How future public recreation
are local decisions made? Another aspect of researching facility developments. Staff
is taking advice from key community stakeholders. and political contacts can
Lastly, a tennis court inventory and approximate tennis give you some useful
player market estimates are important at this point. information.
Conceptual Planning Phase: Steps 3-6 Benefits to your organization
This phase assumes you have an organized and prepared steering group This work becomes the
organization in place. basis of your rationale and
communication messages
STEP 3: Develop a Statement of Need. Through as you move forward to get
understanding the concept of "public good", an analysis political support.
of direct and indirect community benefits should be This document becomes a
undertaken if any taxpayer funding is anticipated. framework for your facility
site choices and planning.
STEP 4: Characterize the facility. This includes broad It helps you focus on
brush planning indicators such as number of courts optimal solutions. You
and other related spaces best suited to meet the may revisit this step if a
identified needs. Assess what might work given the potential partner surfaces.
location and size of your community (i.e. is land
relatively available or scarce?) and the planning values This work steers you to an
and bylaws of the local community (e.g. a bubble facility appropriate operating
may not be permitted in some communities). This is also model and determines
a time to consider the strategic advantages of partnering whether you need partners
with a developer, or a College/University, or another to proceed.
not-for-profit because they have sites (and perhaps
change rooms and other shared amenities.)
STEP 5: Assessing your funding capacity. Although
Your Group does not yet know the capital cost of
building a facility (that comes later), this step helps you
understand the broad scope of land and facility
construction costs in your community, and how to
measure your capacity to meet these projections.
Page 2 Finding the Sweet Spot
STEP 6: Select the appropriate Operating Model. The This decision will ensure
emphasis in this step is to clarify what your capacity is your partners and project
to fund the development without partners and how Your supporters understand
Group would like the facility to be operated after it is what happens after the
built. The first may dictate aspects of the second; if you building is built. It will
have public funds to help build the facility, there may be also dictate aspects of
some restrictions on how it is operated. Knowing the your business plan for
partnership options allows Your Group to negotiate. operations.
Decision Time:
The results of the first 6 steps render a "go/no go" decision.
Do these initial steps indicate Your Group can invest in more
detailed planning?
Detailed Planning Phase: Steps 7-12 Benefits to your organization
Assumes you have some concept of what type of facility you want, how you
will fund it, and, if required, a preferred partnership model to build and
operate it.
If it looks like your local municipality may build and operate the facility you
are envisioning, your role in this phase is much simpler.
STEP 7: Understanding Facility Site Assessment, This work primes Your
Design and Construction Before proceeding to detailed Group to make educated
site and facility solutions, Your Group needs to review choices and decisions on
the range of construction methods, site development what, where and how to
issues, tennis playing surface choices, and additional build.
factors to consider when proceeding further. Many
important tradeoffs will affect building costs and
operating budgets.
STEP 8: Selecting a Site and Facility Type Choosing This creative work allows a
a site may not have been an issue to date � you may choice of solutions to be
have had an ideal site in your plans. However, if there is entertained by the Group.
not an obvious site choice, it is important to consider Often the initial site the
what type of site will (or will not) be suitable before group identifies does not
capital costs are estimated. Then, after looking at site work after some enquiries
choices and partners, which facility construction (other plans for it in place,
method is optimal? Does the site already have tennis etc.). In the end, this
facility support facilities in place � i.e. registration and process should point you
control point, lounge, change rooms, storage, and to both a site (which often
offices? If yes, then some of the most expensive aspects comes with a partner) and
of the new facility are not required, and the focus can be the type(s) of facility
on the new tennis court envelope integrating with the construction method that
existing facility. If no, then Your Group needs to assess will work for the site.
where these amenities are best located.
Page 3
Benefits to your organization
STEP 9: Estimate Capital Costs It is now time to look This work allows you to
at examples of capital costs for various facility types, realistically look at the
and how to adapt the examples to your local conditions. scope of funding required
Your Group will need the services of an architect and for the project.
other professionals at this stage, as you will need a
conceptual drawing and possibly a set of general
specifications to estimate capital costs.
STEP 10: Prepare an Operating/Programming Plan A solid tennis business
This step is required to give confidence to your savvy budget and program
supporters and Group members, and to those whose plan is a requirement of
support you need (i.e. public funders) that the facility banks, developers and
will operate to recover its operating costs, and perhaps public bodies who invest
even be able to meet building loan payback conditions. or lend money. It also is
The Plan includes your revenue expectations, important to excite your
expenditure predictions and programming/operating pro supporters with the details
forma. The theory and best practices in programming to of what types of
generate revenue is documented in this step. programming, pricing and
fees will be offered with
the new facility.
STEP 11: Develop a Business Plan and/or Project These modules move your
Proposal The results of previous steps need to be project forward, or at
succinctly packaged as you approach funders, partners least, gives you documents
and your own members for their financial support. The from which you can get
more questions it anticipates and answers, the more concrete feedback to
broad benefits and needs important to the local address in future planning
community it demonstrates, and more detailed and and presentations.
realistic its financial projections, the better.
STEP 12: Implement an Advocacy Plan A coordinated This piece ensures the
approach to communicate your Proposal and its benefits project has the best
to any person who can influence its outcome is chance of gaining
important at this stage. The message (including momentum and public
financial projections) must be consistent. Who will brief capital development funds.
your Member of Parliament? Your MLA? Your local
Councillor or Trustees? Local health advocacy
organizations? Where can you generate support?
Decision Time:
The results of the first 12 steps render a "go/no go"
decision. You won't be investing in any detailed design
costs until such a decision is confirmed.
Page 4 Finding the Sweet Spot
Implementation Phase: Steps 13 and 14 Benefits to Your Organization
Assumes you have the partners, site, and funding in place.
STEP 13: Facility Design/Construction It is now time Without proper
to determine how you will design and build your project. management, facility costs
Your Group will review options, select one and proceed can go over budget. It is
accordingly depending on which option you have very important to choose
selected. It also looks at how to oversee the quality and your design/construction
costs of the facility. If you have succeeded in having the team and manage the
public sector build the facility, they have the expertise project to completion.
and procedures to undertake this step.
STEP 14: Preparing to Open and Play This step looks Financially, at this time,
at key actions to have a progression of successful initial your organization may
years of operation. need a successful start.
Picture: Grant Connell Tennis Centre, Viewing Lounge.
Page 5
Getting Ready Phase Step 1
Developing an Effective Community Tennis Organization
Purpose of this Step:
� Document the benefits of having a broad coalition if advocating with the
public sector
� Set Your Group up to function efficiently and effectively
Scenarios targeted in this step:
� If you are a not-for-profit tennis organization which already has an optimally
functioning Board that will also champion the project through the
construction phase, this step may be redundant.
� If you are a developer with a competent management team ready to proceed,
this step is not required.
� However, if you are a relatively loose-knit group of tennis players with a
common cause (i.e. get a facility built) or a special Committee within an
organization responsible for managing the construction process, this step is
targeted to you.
Assumptions about Your Group Your Group may be:
� You have in place a core group or � a coalition of individual tennis
association of tennis enthusiasts that want players who gather for the
a tennis facility to serve your community. purpose of developing a
The scenario is one where: community facility
a) no suitable facility exists in the � a coalition of community tennis
community; groups who gather for the
purpose of developing a
b) the facility(s) that is in place is at community tennis facility
capacity or the fees are beyond the
means of the average tennis player; � a Board of a tennis not-for-
profit organization
c) the community has "good weather only"
courts that you want to transform to an � a working Facility Development
all weather facility. Committee of a tennis not-for-
profit organization reporting to
� Your Group wants to establish a vision and the Board
move to action to realize the concept.
� a steering group put together by
� The group has agreed that to benefit a developer
yourselves and your community, you are
prepared to do the hard work to meet, plan � a working Facility Development
and advocate to realize your goal. Committee of a public
organization (or university)
� The Group wants to proceed strategically � reporting to the Director or
research your options, prepare materials Council or Recreation
and presentations to move your project Commission
forward.
For the purposes of this Guide,
your steering group or association
or coalition is referred to as "Your
Group".
Page 6 Finding the Sweet Spot
Can you Answer These Questions About Your "The early-in-the-process meeting Step 1: Form an Effective
Group? time we invested was vital to our Tennis Facility Development
eventual success. The two partner Steering Group
� Does Your Group have a unique not-for-profit organizations had
and representative name? different cultures. The orientation
meetings of the Millennium Sports
� Have you looked at roles and Facility coalition helped us to
expectations of each member? understand how each organization
worked, get consensus of what
� If a new group or a coalition, facility we really wanted, and elect a
have you spent some meeting rotating Chair, a treasurer and a
time getting to know one secretary."
another? Alan Webster, PIBC, Vancouver.
Partner in the NP3 Millennium
� Have you done your preparation Sports Centre Facility.
research BEFORE reaching out
to seek funds?
� Have you made Your Group as
strong and prepared as possible?
� Have you recruited professionals
with skills that will be needed?
Timeline to Completion: Preparing for a Long
Journey
As you ask volunteers to join the group, "My advice to the champions and
many will ask "How long will it take?" A leaders of a community group
realistic answer is "a long time � perhaps advocating for a tennis facility is be
five years" if you are going to work with adaptable, be flexible, and be patient.
a public sector partner or work at Give your development project
advocating a public sector facility. It members a voice, listen to their
could be a long 5 set match without a thoughts so they feel truly part of the
tiebreaker. process and stay for the long haul. It
is time-consuming and will test your
More than that, your plans will change patience, but at the end of the day,
(or be changed for you) many times over this will pay off."
during the planning period. You will Derek Strang, Chief Operating
think you have a solution, then out of Officer, Tennis Canada
the blue, the solution will fall apart, and
your group has to go back and find
alternative solutions.
At times, the solutions to overcome
barriers may be less than optimal, but
the public sector partner may be trying
to appease many groups and interests.
Your flexibility and adaptability will help
your public partners, and will be
appreciated in the long term.
In this process, your group leaders need
to ensure all group members have a
voice and have a stake in the project �
giving them reason to stay until project
completion.
A Step by Step Guide to Community Tennis Facility Development
Page 7
Tips to Make Your Group Stronger
Does Your Group You want public officials to remember the name, and to associate it with
have a unique and reasonable resonant messages. Examples: The Your City Coalition for
representative Public Tennis. The Healthy <Your City> Group for Community Tennis
name? Association.
Have you looked If you are not already a not-for-profit organization, it is not necessary that
at roles in Your you incorporate into one. However, when working with public officials
Group? and/or developers, you want to present an organized, cohesive and
relatively substantial "face" to the community. Elect a Chair, Treasurer,
Communications Officer (ensuring decisions at meetings are recorded, all
communication filed). Think of the Chair as a person with passion about
the project, but also with skills of listening and ability to build positive
internal (in the group) and external (in the community) relationships.
If a coalition, have It will help downstream in your process if at the Tip: The word
you spent some first meetings you get to know one another.
meeting time What skills do you bring? What personally Club has its pros
getting to know motivates you for this advocacy process? What and cons. Even if a
one another? do you hope the facility will do for Your City? publicly accessible
Club is at the core of
Have you looked Even in your first stages as a Group, write down the initiative,
at basic key messages that all group members agree to consider the
communication follow (in their own style and words � try not to possible narrowing
protocols in Your be too prescriptive). You do not want to confuse connotations of the
Group? the Mayor or community Recreation Director by word `club'.
one group member saying to them: "We want
the public sector to run it and we only need 2
courts" and then a week later another group
member tells the same people: "We want to be
an independent club with 8 courts and have big
tournament events."
Have you done Sometimes you only have one window of
your preparation opportunity to approach your funders. Or remember the old saying about
BEFORE reaching first impressions. Try to get initial communications right. Make sure you
out to seek funds? go to any initial meetings prepared and have followed the steps in this
Guide to research, for example, what type of operating model you prefer
(and why), what the range of capital costs might be, and, most importantly,
that you are clear on the public benefits of your proposal. Consistently
communicate these themes in your presentations. If you appear prepared
and organized at these initial presentations, you are likely to generate
momentum to move further.
Have you made The more diverse, more inclusive and more representative your group can
Your Group as become, the better. Public bodies generally prefer coalitions of groups,
strong as possible? rather then multiple presentations by multiple groups. Are there other
informal tennis clubs, PE teachers, college Athletic Directors, whom you
can invite to join Your Group? Do public officials see a group that has
representatives from different ages and cultural communities? It does not
mean that all supporters have to be at group planning meetings (in fact, a
task force steering group that is small and focused can move the project
forward). Supporters can still add value and feel involved through group e-
mails to communicate progress supplemented by occasional large group
meetings. Their support at critical times (e.g. when Council is voting on a
budget that includes your potential facility) is important.
Have you recruited Are there any architects, engineers, business planners, media relations
professionals with professionals, graphic artists, writers, or accountants in your Steering
skills to assist Your Group? Having the guidance and volunteer resources of these skill sets
Group? will be useful in the advocacy process.
Page 8
Getting Ready Phase Step 2
Preparing for the Journey: Researching
Purpose of this step:
� Understand how the public sector (your local government) could support
your tennis project, and start to build these relationships
� Prime Your Group to apply the concept of Public Good
� Guide you to research your local community Master Plans, past public
partnerships and grant funding to recreation groups
� Complete an inventory of existing tennis courts, with details of their use, to
understand what is already available within the market place
� Create an initial market assessment of tennis players to show how many
users are predicted to use a proposed facility
Scenarios targeted in this step:
� If Your Group has no requirements for public support or partnerships as you
have secured the necessary land and funds to build your facility, your focus
in this research step may be with the inventory of courts and player market
research which may be important to your business plan.
� However, this step is written for you if Your Group is going to:
o advocate that your local municipality build a tennis facility
o need public partners to provide land or funding to build a facility
o coordinate a third party public-private facility in your community
Clarifying Public and Private Sector Tennis Interests
As Your Group meets to plan your prospective facility, you need to have an
understanding of the three sectors which provide recreation services and facilities in
Canada, and where you stand as you move forward.
Each sector plays a different role, meets different types of needs, and makes
decisions in a different way. Arguments which are compelling to one sector may not
even apply to another. A summary of the three sectors is provided in the following
table. For a more in depth discussion, refer to Appendix A.
Page 10
Not for Profit Sector Public Sector (Your City) Private Sector
How A Non Profit A public corporation like a A private company, Step 2: Preparing for the
structured Society. owned by city or town or a incorporated and Journey: Researching
its Members and University, operate under registered provincially
incorporated provincial legislation. or nationally, is owned
under a provincial by its shareholders
Societies Act. (owners).
How Members elect a All citizens elect a Council Owner (often
controlled Board of Directors which controls the shareholders who elect
which controls the organization and operates a Board of Directors)
organization and the facilities using hired which controls the
operates the staff and/or volunteers � organization and
facility through often through its Parks operates the facility by
volunteers and/or and Recreation hiring staff to do the
staff. Department or a work.
Contract-for-Services
Operator.
Who's The members' The interests of all The shareholders'
interests are interests; the more citizens (including users interests; the more
being successful the and non users), they need successful the facility,
protected facility, the more to believe that they all the more return on
benefits to them. have a stake in the facility their investment.
whether they use it or not.
How financed Once all capital Once all capital and Once all capital and
and operating operating costs are operating costs are
costs are calculated, the users pay calculated, users pay
calculated, users those costs minus a all those costs plus an
pay exactly those subsidy that is sometimes additional amount
costs (any excess injected into the system called profit that is
or shortfall is by taxpayers. In fact, in returned to the
carried forward to most community shareholders.
a subsequent scenarios, if there is no
year). need for subsidy, there is
no need for public sector
involvement. The subsidy
is most often for land and
capital building costs, but
could include an
operating subsidy.
How used Used only by the Used by the general Facility used by any
members (unless public, with some and all tennis players
they decide prioritization by type of who can afford the
otherwise) who set user based on public costs.
priorities for use of values.
various
membership
categories.
Page 11
Clarifying Partnerships between the Sectors
To summarize the three sectors outlined above in regards to tennis facilities, the
following definitions apply:
� Municipal/Public Operation Taxpayers, through their Parks and Recreation
Department, build and operate tennis facilities on public land. User fees are
set based on the philosophy of the municipality � but usually allow wide
public access. Tennis group may advise and volunteer for the operation.
� Not-for-Profit Operation. Not-for-profit registered society owns land (or
leases property at a subsidized or non-subsidized rate), raises capital to build
the facility, and operates the facility. Member users are charged fees sufficient
to recover all operating costs and pay off the capital investment - without
municipal (public) influence on the amount of these fees or on priorities of
use.
� Private Operation. On private land, with private capital, without use
agreements with municipal/public sector. Fees established by market
conditions to maximize profit for owners.
As Your Group looks at building an accessible tennis facility, you have two major cost
challenges. The first is acquiring the land on which to build the facility, and the
second, the construction costs of the facility itself. You may later determine that the
ongoing operating costs (after the facility is built and paid for) can be recovered
through user fees.
To meet these funding challenges, there are two combinations (or partnerships) of the
above sectors that are often found in community tennis operations. As some public
land is used for sports fields, arenas, pools, etc. it is reasonable to think that they
can also be used for a tennis facility � as long as the community has access. The
trend in many municipalities is to supply land to a not-for-profit group under the
condition they will build and operate a facility on it � without public funds.
Sometimes a municipality will even provide some facility construction funds, but
want the not-for-profit group to operate the tennis facility. This is called a Not-for-
profit Partnership with the Public Sector.
In summary, a definition of a Not-for-Profit - Public Partnership (NP3) is an
arrangement where the municipality provides land and/or a contribution (possibly in
the form of a loan) of capital funds to a not-for-profit organization which then builds
and operates the facility. Sometimes the Not-for-profit organization is required to pay
back the municipal building loans from the surplus revenue in ongoing operations.
The Not-for-profit organization usually operates with guidelines ensuring public
access, with caps on fees in an approved business plan.
In Canada, School Boards, Universities, and Colleges are another type of public
sector institution with significant land holdings. There are occasions where these
institutions look for community partners (the municipality and/or not-for-profit
community groups) to build sport facilities � including tennis. These institutions may
also be approached by Your Group.
Another partnership variation that may be considered includes the private sector.
Perhaps there is a developer who is not able to project a viable profit operation in
their business plan if he/she must purchase the land for the tennis operation, but
can make it work if land is provided by the public sector. The developer has the
capital and expertise to build and operate a facility if the public sector provides the
land. The benefit to the municipality is they do not have to use taxpayer funds to
construct the facility, and with its land contribution, it can ensure there is public
Page 12
access and tennis recreation opportunities for its taxpayers. Step 2: Preparing for the
Journey: Researching
Public-Private Partnerships (P3) come in many different varieties, but can be
defined as arrangements where the municipality provides public land with a private
company providing capital to build and then operate a facility at a profit. In some
P3s, there is a 30+ year transfer back of land and facility to the municipality to take
over the operation. This has been called a BOOT (for Build, Own, Operate and
Transfer). For the municipality, the land appreciates. After 30 years it can decide
whether to continue the operation or make a new arrangement. P3 facilities are
usually open to the public, with caps on fees and an approved business plan with the
municipal/public partner.
Is Your Project a Partnership?
Following the above definitions, Your Group is in a public partnership if the answer is
YES to either or both of these questions.
1. Your tennis facility will be on public land provided at no cost to you, or a
subsidized (below market) lease rate?
2. Your project will use taxpayer funds to help build the facility?
In this NP3 circumstance, you must be prepared to become a legal not-for-profit
organization with contract arrangements with your respective municipality or other
public partner.
A Public Sector Arrangement Since it is relatively easy to make
the case for tennis meeting a public
If Your Group has established its goal to: need, and since the City should be
(1) to have a NP3 partnership with its City investing in publicly accessible
council or other public body (a University or tennis facilities and opportunities,
Regional District); the bulk of the next step (Developing
or (2) to persuade Council to proceed with a a Statement of Need) will focus on
public facility that the City will develop and expanding the awareness of
operate on its own (without a legal partnership politicians, municipal staff and the
with your Group); taxpayer community-at-large of the
then at some point Your Group will be wider benefits of the facility and its
presenting arguments of some "public good" tennis programs.
which will accrue to the general community
(including taxpaying non users).
Steering Group Role in a P3 Two case study examples of P3s are
included in Appendix D. The reader
In a Public-Private Facility scenario (P3), the will note that the public partner at
role of Your Group is usually as a watchdog the Campus Tennis Centre are
and advocate for tennis playing interests. As College students. At Peoples Court,
above, if taxpayer land resources are being the community tennis player can
allocated to the P3, you may also want to have book court time, and junior play is
a strong argument for the public good supported by the private partner.
accruing from this arrangement.
Peoples Court Tennis Academy, Coquitlam BC
You might want to ensure that whatever
agreement is negotiated between a private Campus Tennis Centre, Durham College & UOIT,
company and your City Council, it protects Oshawa, Ontario
your goals, including that the resulting
operation is accessible and affordable to the
community tennis player.
Page 13
Introduction to the Concept of "Public Good"
If Your Group has a goal of a public sector arrangement, and are taking the advice of
this Guide and making a strong case for tennis delivering a public good, it is optimal
to make your case understanding that the politicians representing the public sector
(and their taxpayers) have two main questions on any land or facility construction
project:
# "Whose interests are being addressed with the project?"
# "Should non users help to finance the project?"
The two answers are inter-dependent and relate to where the benefits of the facility
flow. If the benefits flow only to users, the facility is not likely to receive public
support. If, however, you can show that the entire community benefits (i.e. a "public
good") then the City may be persuaded to provide financial support for the project
which will indeed protect the interests of all citizens.
Although a politician is unlikely to state it in these words, a public good is defined as
indirect benefit to all citizens from which they cannot escape. Public investment in all
forms of public service generally, and public investment in recreation facilities
specifically, are justified on the basis of the amount of indirect benefit to all citizens that
can be delivered in relation to the net cost to the taxpayers.
In fact, for your proposed tennis facility, the answers to the two questions above are
positive. Tennis not only benefits tennis players directly, but there are many spin-off
benefits to the broader community, including non tennis players, so YES a public
good can be demonstrated, and that justifies City tax support for tennis courts and
the benefits they deliver.
The next step (Step 3: Developing a Statement of Need) focuses on the types of public
goods (i.e. indirect benefits to all) that a City typically considers when making
decisions about an investment in recreation facilities, and how a new tennis facility
excels at delivering those benefits. Before developing this Statement, Your Group
may develop a more effective case if you understand the history of public good type
arguments made for current and future planned facilities.
Researching Existing and Future Community Recreation Facilities
If you have decided you will be working with the public sector as a partner, or are
looking to advocate that the municipality build and operate a tennis facility, it will
be beneficial to find and study relevant documents available through your local
Parks and Recreation Department, City Clerk's office, or local library.
� Your City's Master Plan or Strategic Plan for Parks and Recreation Services. This
document should identify needs, what investments in facilities and services the
City is contemplating, and a rationale for making taxpayer investment decisions.
Bridging and joining an existing planning concept is a viable strategy as you look
at site possibilities down stream.
� Your City's Five Year Capital Plan or similar documents that detail where and for
what taxpayer funds are being invested in your community.
� An annual report of the Parks and Recreation Department which should indicate
which grants or in-kind donations are given to various recreation organizations in
your City.
� A City Council annual report that should indicate which grants or in-kind
donations are given to various recreation organizations in your City (if any).
� Documents relating to any P3s in your community and other partnership
arrangements should be housed at your City Clerks office, and be available on
request.
� Historical reports to your Council justifying any major sport facility development
Page 14
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[Cuối tài liệu]
G Costing Case Study
Guy O'Byrne, past Board member of Tennis Canada and Chair of the Tennis BC Facilities
Committee that mentored the creation of this Guide, undertook this costing exercise.
The Task: Costing with various types of envelope construction options for a indoor tennis
facility in January of 2008, utilizing the plans for the Grant Connell Tennis Centre in North
Vancouver - a stand alone structure with 6 courts, front desk operation, changing room
and lounge amenities, viewing area and coaching offices, and storage.
Guy gave the plans to a supplier of a rigid steel pre-fab structure (Pri-Tec Construction).
Utilizing similar format, he requested similar proposals from a supplier of air structures
(Yeadon Fabric Domes) and skin membrane structures (Sprung Instant Structures). The
contact info for these suppliers are listed below. He asked that the supplier provide an all
costs in estimate for this GCTC plan of six court plus support amenity cluster and for a 2, 4
and 8 court alternative. No exact site location was offered, and suppliers were selected
from across Canada.
Assumptions Used in Comparative Analysis
Guy organized the estimates into comparative tables using a sq.ft. cost for each line item.
He made some decisions of placing different line items in the estimate into these categories
for the sake of comparisons (e.g., no interior walls in air structures). The reader should
note that these are estimates only, and there may be additional costs (or less) in your
location. There are no land costs in these estimates, and due to variable site conditions, an
allowance only was included based on average conditions. Transportation costs may vary
in different regions of Canada. Importantly, if your project is covering existing courts, these
site costs listed below may be substantially reduced. Costs may vary region to region due
to weather and snow loads. The building standards for a LEED rating, increased quality of
finishings, exterior finishes, etc., may raise building costs. All construction budgets carry
contingencies; there are no significant contingency budgets in these estimates.
Definitions
The estimates are sorted into similar sections as the Sweet Spot Facility Cost Estimate Tool
(see previous page), but the submissions used different account headings. The account
headings used in these estimates are:
Site Costs
Site work: site prep, grading, storm water work, site services hookup, lot and parking lighting,
asphalt curbs and parking spaces (40 spaces used for 6 court costing � exact number municipal
bylaw dependent), landscaping, garbage enclosure, fencing, pad mount transformer.
Court & Support Amenity Construction Costs
Building Foundation: Layout and survey, excavation and backfill, slab on grade and foundation
walls, insulation and misc.
Building Envelope: Supplied construction building material (skin or steel, etc.), insulation, doors
and windows, and assembly and erection costs.
Building Interior: Interior walls, ceilings, partitions, floor finishes, carpentry work, painting,
interior doors and windows, kitchen/bar finishes.
Plumbing: Rough-in, fixtures, drainage.
HVAC: Heating system, air conditioning (amenity areas only), ventilation (court areas).
Fire Protection: Sprinkler system if applicable.
Electrical: Service and distribution, lighting, communication and security.
Tennis Speciality Items furnishings: speciality nets, curtains, etc.
Soft Costs � Permit, Misc., and Consultants
Design Phase: Building schematics, civil and topo survey, storm water mgt., site plan design,
geotechnical analysis, alternative concepts review, budget analysis and approvals review, full
architectural, civil, site services, structural, electrical, mechanical and landscaping drawings,
drawings, tennis court speciality plans, misc. disbursements.
City Develop Charges and Permit Fees (4%)
General Conditions: Site supervision, insurance, general labour, site office, storage, etc. site
telephone, contractor overhead and profit.
Construction Management Fees: 3%
Appendix Page 21
1. Air Support Structure Estimates
Note:
1. An Air Support envelope does not include a support amenity. A 4,000 sq. ft. support
amenity building option has been added at $125 a sq.ft. to each of the court layouts to
compare with the Sprung and Pre-fabricated Rigid structures. In reality, this amenity
might be adjusted to the number of courts it supports.
2. No GST in prices
Note: Prices in $ per sq.ft. except in totals (in bold)
Court Configuration 2 Court 4 Court 6 Court 8 Court
Square Foot of 12,508 24,000 35,400 47,520
Facility for estimate
Site Prep 21.75 19.70 18.75 17.80
Site Work
Court & Support 7.50 6.55 6.25 5.95
Amenity Construction
Costs 16.00 13.00 12.00 11.00
Bldg. Foundation & Not applic Not applic Not applic Not applic
Floor
Building Envelope (incl. 1.75 2 .50 3.00 3.50
Mechanical hardware) Not applic Not applic Not applic Not applic
Interior Finishes
Court Finishes .75 .75 75 .75
Interior Plumbing
Not applic Not applic Not applic Not applic
Heating & Ventilation 6.00 5.00 4.50 4.00
Mechanical Hookups Not applic. Not applic. No Not applic. No Not applic. No
Fire Protection No curtains. curtains. Nets curtains. Nets curtains. Nets
(Sprinkler)
Electrical Nets extra extra extra extra
Tennis Specialty Items
11.50 10.50 10.00 8.40
Soft Costs � Permit, 6.25 5.25 5.00 4.20
Misc., and Consultants 8.70 7.90 7.50 6.50
Design Phase 4.50 3.95 3.75 3.15
Municipal Charges &
Permits
General Conditions
Management fee
Total $ per Sq. Ft no $85.00 $75.00 $72.00 $65.00
amenity (Rounded) $1,064,000 $1,800,000 $2,550,000 $3,100,000
Estimated Total Cost
(not including $500,000 $500,000 $500,000 $500,000
amenities) $1,564,000 $2,300,000 $2,950,000 $3,600,000
Add 4,000 sq ft amenity
at $125 per ft.
Comparable cost with
amenity building
Jan. 2008 Envelope Estimate provided by Yeadon Fabric Domes Ltd.
Phone 1-800-493-2366
Costs will vary depending on site and climatic conditions. It is recommended that you contact
the above supplier or other air structure suppliers for the nearest contractor.
Appendix Page 22
2. Sprung Instant Structure Estimates
Notes:
1. Sprung estimate includes amenity cluster.
2. Smaller amenity cluster for 4 and 6 court when compared to Pre-engineered rigid.
3. No GST in prices.
Note: Prices in $ per sq.ft. except in totals (in bold)
Court Configuration 2 Court 4 Court 6 Court 8 Court
Square Foot of Facility 14,400 32,400 41,400 50,400
Site Prep 21.75 19.70 18.75 17.80
Site Work
Court & Support 7.50 6.55 6.25 5.95
Amenity Construction 40.25 39.35 39.15 38.70
Costs 16.00 15.15 14.40 14.70
Bldg. Foundation & Floor
Building Envelope .75 .75 .60 .60
Interior Finishes 4.25 3.95 3.75 3.75
Court Finishes 16.25 15.75 15.00 14.25
Interior Plumbing 3.00 2.75 2.50 2.38
Heating & Ventilation 11.00 10.50 10.00 9.50
Fire Protection (Sprinkler) 3.95 3.95 3.75 3.55
Electrical
Tennis Specialty Items 11.00 10.50 10,00 8.40
Soft Costs � Permit, 6.25 5.25 5.00 4.20
Misc., and Consultants 8.70 7.90 7.50 6.50
Design Phase 4.50 3.95 3.75 3.15
Municipal Charges &
Permits
General Conditions
Management fee
Total $ per Sq. Ft $155.15 $146.00 $140.40 $133.43
Estimated Total Cost $2,234,160 $4,730,400 $5,812,560 $6,724,872
Jan. 2008 Envelope Estimate provided by Sprung Instant Structures Ltd.
Phone 1-800-528-9899
Costs will vary depending on site and climatic conditions. It is recommended that you contact
the above supplier or other skin membrane suppliers for the nearest contractor.
Appendix Page 23
Pre-engineered Rigid Structure
Notes:
1. Support amenity cluster area included in design.
2. The 4 court and 6 court are larger than comparable Sprung.
3. The supplier did not supply a 2 court structure estimate as it was judged by the supplier
to be considered economically unviable.
4. No GST in prices
Note: Prices in $ per sq.ft. except in totals (in bold)
Court Configuration 2 Court 4 Court 6 Court 8 Court
Square Foot of 36,400 42,000 50,400
Facility
Site Prep 19.70 18.75 17.20
Site Work
Court & Support 6.55 6.25 5.95
Amenity Construction 19.70 18.75 17.80
Costs 15.15 14.40 13.70
Bldg. Foundation &
Floor .75 .60 .60
Building Envelope 3.95 3.75 3.75
Interior Finishes 15.75 15.00 14.25
Court Finishes 2.75 2.50 2.38
Interior Plumbing 10.50 10.00 9.50
Heating & Ventilation 3.95 3.75 3.55
Fire Protection
(Sprinkler) 10.50 10.00 8.40
Electrical 5.25 5.00 4.20
Tennis Specialty Items 7.90 7.50 6.50
Soft Costs � Permit, 3.95 3.75 3.15
Misc., and Consultants
Design Phase
Municipal Charges &
Permits
General Conditions
Management fee
Total $ per Sq. Ft $126.00 $120.00 $112.00
Estimated Total Cost $4,586,000
$5,040,000 $5,621,000
Jan 2008 Estimate provided by Pri-Tec Construction Ltd.
Phone 1-613-839-3462
Costs will vary depending on site and climatic conditions. It is recommended that you contact
the above supplier or other pre-fab suppliers for the nearest contractor.
Appendix Page 24
H: The Sweet Spot Scorecard for Your Group
What is Your Progress?
Phase & Step Tasks and Milestones Apply Who is Done
to Us? doing
Getting Ready Phase # A unique and representative group name?
Step 1: # Documented roles for each member? it?
# If new or a coalition, spent some meeting time
Develop a
Community getting to know one another?
# Recruited professionals with needed skills?
Tennis # Collecting names and contact info for a project
Organization
mailing d-base?
Getting Ready Phase # Identified what type of partnership you might want?
# Researched your community's past and future public
Step 2:
recreation facility funding?
Preparing for the # Understand the concept of public good?
Journey: # Identified a recreation/City staff contact person as an
Researching informal resource?
# Clarified your group and project goals?
# Completed an inventory and analysis of tennis
courts in your community?
# Completed an estimate of your tennis market?
Conceptual Planning # Developed a written case for tennis delivery public
Phase good in your community?
Step 3: # Made a list of tennis playing facts that would
resonate in your community?
Develop a
Statement of Need
Conceptual Planning # Prepared a Project Scope statement that the Group
Phase agrees with?
Step 4 # A one sentence description of your project/proposal?
Characterise the
Facility
Conceptual Planning # Listed all the sources of funding, and assessed your
Phase potential with each source?
Step 5 # Decided what this analysis of your funding capacity
implies for your project/proposal?
Assessing Your
Funding Capacity
Conceptual Planning # Researched the impacts of each type of operating
Phase model?
Step 6 # Assessed your capacity to be a non-profit operating
partner?
Select an
Appropriate # Informally determined the level of interest in your
Operating Model local government has in building and operating the
facility?
# Determined your preferred choice of operating the
facility? Is it a realistic option?
Detailed Planning Phase # Your preferred construction management method?
# Your preferred facility type?
Step 7 # A list of soft costs that will apply in your jurisdiction?
Understanding
Facility Site
Assessment,
Design and
Construction
Appendix Page 25
Phase & Step Tasks and Milestones Apply Who is Done
to Us? doing
it?
Detailed Planning Phase # A working relationship with your public partner?
# Identified potential sites using the site assessment
Step 8
tool? What is your preferred site(s)?
Select a Site and # Requirement to build support amenities for this site?
Facility Type # Your preferred construction material and method for
this site?
Detailed Planning Phase # A rough estimate of costs and soft costs for
presentations to get funding?
Step 9
# Identified the green building standards in your
Estimate Capital community?
Costs
# If pre-engineered building option is being explored,
have you contacted suppliers?
# Do you have a rough estimate capital costs, including
soft costs from suppliers?
Detailed Planning Phase # Identified facility costs in an annual facility budget?
# Developed a 3 yr programming plan based on sound
Step 10
principles of accessibility and market development?
Prepare an # Set pricing formulas and projected program and
Operating/Progra
booking revenue over three years?
mming Plan
Detailed Planning Phase # Completed a Business Plan?
# Prepared a project proposal flip book?
Step 11 # Prepared a proposal for your local decision-makers?
Develop a Business
Plan or Project
Proposal
Detailed Planning Phase # A check-list of decision-makers to approach
informally before a key vote?
Step 12
# Rehearsed your presentation?
Implement an # Picked the best people to give presentation?
Advocacy Plan # Have polished written materials to hand out with any
presentation?
Implementation Phase # Chosen your construction management method?
# Obtained design/development permit?
Step 13 # Obtained your building permit?
# Defined a process for approving change-orders?
Managing Facility # Identified a treasurer tracking all costs, grant
Construction
applications, cash flow?
# Defined Your Group's role in this phase?
# Is Your Group insured?
# Did you invite media to the sod-turning?
Implementation Phase # Applied a solid search and hiring process for your
senior staff?
Step 14
# Sticking to your programming plan for market
Preparing to Open generation?
and Play
# Engineered a revised budget and accounting method
to track actual costs and revenue?
# Purchased a reliable customer friendly registration
and booking system?
# Defined a marketing plan?
# Implemented a staff training plan?
# Implemented a recovery technique program?
Appendix Page 26