Riverfront Development Project 2014

·:·~·)'~·}

TROY OHIO

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3:00pm

3:00pm- 5:00pm

5:15 - 6:00 pm

6:00-7:30 pm

7:30p.m.

AGENDA, JULY 8, 2014

RIVERFRONT DEVELOPMENT WORKSHOP

TROY CITY COUNCIL

BOARD OF PARK COMMISSIONERS

TROY RECREATION BOARD

Meet at Hobart Arena

Hobart Arena Consultant-led Presentation and Tour

City Council and Board Member Questions

Leave Arena, meet at Tin Roof

(light dinner will be provided)

Marina Building Consultant-led Presentation and Tour

Staff Presentation re Treasure Island Parkland Development

Recreation Board and Park Board Consecutive Meetings (not concurrently)

BOARD OF PARK COMMISSIONERS:

Consider providing a recommendation to Council regarding proceeding with the

Riverfront Development Project, to be funded by a bond issue.

TROY RECREATION BOARD:

Consider providing a recommendation to Council regarding proceeding with the Riverfront Development Project, to be funded by a bond issue.

~ ·:~. t( ~- J

TROY OHIO

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Pages

1-34

35-50

51-69

70-110

111-129

130-131

SUPPORTING DOCUMENTATION

Table of Contents

Document Title

Hobart Arena Facility Assessment

Hobart Arena Structural Condition Assessment

Hobart Arena Foodservice Review

Treasure Island Marina Feasibility Study

Marina Building Renovation Blueprints

Treasure Island Park Concept Drawings

Presenters

Susan Sieger, Crossroads Consulting

David Greuset Convergence Design

N/A

N/A

N/A

Rick Willis, App Architecture

N/A

Presentation -July 8, 2014

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Category

2014 Population

Median Age

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Median Household Income

I

B""GE'r)w ) J ~' ' " ' ""

Miami County

103,400

41

$47,100

Dayton CSA

1,070,400

40

$45,000

• Miami County has a diverse economy led by manufacturing, retail trade, healthcare, and hospitality

• The unemployment rate for Miami County was 6.5% in December 2013 which was consistent with that for the State of Ohio (6.6%} and the U.S. (6.5%)

• There are nearly 7,800 jobs located in Miami County

- The Upper Valley Medical Center is Miami County's largest employer

• Troy has excellent highway accessibility

BTCJEK?W -2-

Facility

University of Dayton Arena

Wright State University's Nutter Center

Hara Arena

Proposed New Music Center at the Heights

James S. Trent Arena

Fraze Pavilion

Hobart Arena

Ice Rink

Kettering Recreation Complex

NTPRD Chiller

RiverSca pe MetroPa rk

South Metro Sports Center

CE

1

Location

Dayton

Dayton

Dayton

Huber Heights

Kettering

Kettering

Troy

Location

Kettering

Springfield

Dayton

Centerville

Year Opened Capacity

1969 14,000

1990 11,000

1964 7,000

Scheduled for 4,500

2014

2005 4,400

1991 4,300

1950 3,8lXJ

Hobart Arena Historical Events and Total Attendance (2011- 2013)

so

40 +-----------------~ 50,000

30

20

40,000

30,000

20,000

10,000

2011 2012 2013 Average

• Event activity at Hobart Arena is understated

- Uses such as public skating, hockey, ice skating, soccer, etc. are not reflected in the above usage

• Over the last three years, concert activity has averaged 39% of total tracked attendance

B''"GE'OW I L ... ..... """ -3-

A sample of event producers who have hosted concerts, sporting events, and expos at the facility were interviewed

Advantages of Hobart Arena include:

- Quality of staff- professional, flexible, responsive to needs

- Amount of floor space/seating capacity

- Quality of ice

- Proximity and cost of parking

- Cost/value of space

- Location/accessibility to audience

Challenges of Hobart Arena include:

- Narrow concourse

Limited back-of-house space including circulation, storage, dressing rooms and offices

- Lack of catering space

- Need for expanded and upgraded dressing and locker rooms

Date availability particularly for ice-related events

- Cost to cover ice

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•

•

•

•

Summa~~i

Management at Hobart Arena conducted electronic customer surveys in 2013

80% of respondents purchased their tickets online and 12% purchased tickets at Hobart Arena prior to the event

More than 60% of respondents rated Hobart Arena as 'excellent' in quality of performance attended, ticket purchasing, and overall experience

Only 39% of respondents rated Hobart Arena as 'Excellent' in Traffic I Parking

Summary of Customer Surveys- 2013

Quality of

Interaction Performance Overall

Response Ticket Purchasing Traffic/ Parking with Staff Attended Experience

Excellent 64% 3go/o 51% 71% 62%

Above Average 25% 37% 31% 21% 34%

Average 10% 20% 13% 6% 3% Below Average 1% 3% 1% 1% 0% Poor 0% 1% 1% 0% 1% No Interaction 0% 0% 4% n/a 0% Total 100% 100% 100% 100% 100%

B'"'GE'OW I ~ ....... " -4-

Summa~~Co~~~~

Strengths/Opportunities

• Hobart Arena is a recognized icon in the market

Professional, experienced management team

• Long history of successful operations

• Relatively stable base of event activity

• Location proximate to the interstate

• Geographic location relative to routing acts/shows

• Positive input from event promoters

• Positive input from customer surveys

• Parking supply and proximity to facility

• Total attendance and financial performance is generally comparable to profiled peer facilities

• Arena industry has generally rebounded from recent macro economic conditions

• Economic generator to the community

• Quality of life contribution to the community

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• Arrival/Ticketing

• Concourse/Food

• Seating/Event

• Staging/Back of House

Challenges/Threats

• Age of the facility

• Competition from multiple facilities in the region several of which are newer and larger

• Construction of any arena/amphitheater/ice rink in the immediate market area will further increase competition

• Radius clauses- some acts, particularly those playing outdoor festivals, may be contractually prohibited from playing competitive venues within a certain mileage radius

• Consolidation of the live music industry

• Concert activity is cyclic and dependent on type and number of acts that tour in any given year

• Relatively limited corporate base

• Impact of changes in general macro economic conditions

Chris Young - 24 November 2013 -5-

• Event did not overtax lobby/ticket windows

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• Overall impression is positive but a general upgrade/refresh of concourse is recommended

-6-

• Merchandise table creates congestion; only one credit card reader

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• Concessions concentrated at south end of arena

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• Congestion at event breaks

-7-

Concourse/Food~;~bsi~~~~C)ASiit~ont~d)~'..._"~ · :-·.··_ · . .t1~~ ~-..··r:;.~~ ... \:::·,;'.:· -~ -·-:.-':~-:

• Concessions area cluttered

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• Some stands unused

• Some stands converted to merchandise sales

l)""GT'()W )f JL. ~. ''

• Kitchen not equipped for cooking; used for storage

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Concourse/Foo~~~~ion$!~cont~d)~

• Beer sold at three segregated locations; intermission lines

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• No premium seating

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• .· ,-_ ·~,..:· k~~ ,~ ,ll!f-_!>'"~..J~ .... I·•~i ..;;=~~~-."~>.i-~,~_1~·~.:}10:,-'~}-~~;.~, ':t.).~~ ~ j· ~-"'I'\.. -..l.-' ~-.. :~:.: ''c'.ol~,H.~:~ _u.~~·-- ·.A.Lt~--\ .• •,i ~;-.~>

Seating/Even,t~~Qbse·mta~j$):ns•f~Q.~~t!~) ': .;..~~- : .. . ' ·;~:;:t' ·. c ' '

• Columns in seating bowl are a distraction and also impact ticketing strategy for all events

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• Disabled seating at floor level only which impacts sightlines to the stage

-10-

• Limited rigging capacity

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• Ad hoc catering area off public concourse

B""G£'0W I ~ ... """' -11-

• Dressing rooms below par, odd locations

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• Extreme lack of staging area back of house

-12-

Staging/Back ofJi_gtl_$e ··ab.S'~IN.~,!~Q. fi'.~~~.cQ~~·t;dl ~ ... :,~,: .. ,. . (~. . ·~~~J::: ; . . . . ·. . ' .

HOBART ARE A

• Single loading door/no dock

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~ofi~dComparnb

Comparable Arenas- Facility Program and Market Size Overview

Facility

Aiken Convocation Center

Bowling Green State Stroh Center

EnCa na Events Centre

Enid Event Center

Hobart Arena

Kits a p SUN Pavi I ion

Sanford Center

Town Toyota Center

Average (Excluding Hobart Arena)

If "·~,.. r,, ji

~ · ·iti.i:.~ ~ ·-·~ ~

Location Year Opened

Aiken, SC

Bowling Green, OH

Dawson Creek, BC

Enid, OK

Troy, OH

Bremerton, WA

Bemidji, MN

Wenatchee, WA

eventS*~ -MIN-

:~ ·-"'- - ~ ~~:3~"!:·~.!:.1!· ':-.

B""GEIOW I -J· ,,,." ...

2007

2011

2008

2013

1950

1989

2010

2008

-13-

Capacity

3,500

4,400

4,500

3,200

3,800

4,300

4,800

3,800

4,100

County

Population

164,200

129,300

n/a

62,300

103,400

254,000

45,700

74,000

121,600

~ r:: 1'0

"'0 r:: Qj

~ iii 0 1-

Profiled Compa·~~ble Alle_nas~~!;J~:~tli~~:tiPO~.·:'.·; ~ ... ·-~:: < .. ~"'~ ~·,;:~ · . . _ .... ~ ,~,·-~i·.~(;_'· .

Comparable Arenas- Summary of Utilization

- Total Attendance -+-Number of Events

100,000

80,000

400

z r::

300 3 tT ~ ~

60,000

200 ~ 40,000

20,000 100

0 0 Facility 1 Facility 2 Facility 3 Facility 4 Average Hobart Arena Facility 5 Facility 6

Event activity at Hobart Arena is understated as a large percentage of usage and corresponding attendance from uses such as public skating, hockey, ice skating, soccer are not tracked and included in events and attendance totals

Some of the profiled comparable arenas focus more on ticketed revenue generating events rather than more community based events

ID

~

• Total events and attendance at a facility do not directly correlate to financial profitability

S:!~~~~ CON NCE

Comparable Arenas - Operating Loss

$1,200,000

1$9,8001 $0 +-------.--

Facility 5 Facility 2 Hobart Arena Facility 1 Average Facility 6 Facility 4

Note: Financial data excludes taxes, transfers, capital outlay and debt service.

Despite hosting less events and attendance, Hobart Arena's operating loss was the third lowest among profiled comparable arenas

BTGEI~).}'f -14-

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• Facility upgrades to address some of the most pressing needs at Hobart Arena

• Targeted toward improving the building's marketability, increasing revenues, improving patron appeal or achieving operating efficiencies

• Balance of recommended upgrades

• Considered part of an overall master plan for continued upgrades/improvements

• Recommend these projects be added to the City's long-range capital budget to be completed based on available funding capacity

• Items such as repairing roof leaks not considered 'upgrades' per se

• Considered investments in the long term viability of Hobart Arena as a City building and community asset

• Recommended these projects be included in a routine annual cycle of capital maintenance for City facilities and addressed as quickly as is reasonably possible

CE BTGEI~~)f -1 8 -

Item Location

Concourse

Concourse

Concourse

4 Concourse East

Concourse East

Concourse South

Concourse South Concourse South Concourse West

10 Restrooms

11 Seating Bowl

12 Heating System

13 Concourse West

Item Location

14 Seating Bowl

15 Back of House

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Proposed Short-Term Projects at Hobart Arena Order of Magnitude

Proposed Modification Primary Benefit(s) Construction Cost Project Cost Total Cost

$3,849,000 $-771,000 $4,620,000 General upgrade/refresh of concourse finishes Patron amenity New/remodeled concessions with 30 points of sale (including Patron amenity/revenue beer) generator Equipment, signage and point-of-sale system for concession Patron amenity/revenue stands generator

Develop new crew lounge/multipurpose space for event support Marketability/revenue and/or rental generator New main kitchen with direct access to multipurpose room (see

Revenue generator item above).

Create fixed merchandise stand in high-traffic area (Includes Patron amenity/revenue fixtures) generator Kitchen equipment for cooking capability in new kitchen Revenue generator Build new condiment shelves to ADA-compliant height Patron amenity Add two portable merchandise carts Revenue generator

Add restroom capacity to meet current code, distributed around Patron amenity

concourse

Add steel and reinforce bow trusses over stage area to facilitate Marketability

easier rigging of shows and increase total rigging load capacity

Convert the heating system from steam to hot water as originally Cost savings

planned.

Add minimum 1 pair exit doors at northwest comer of concourse. Patron amenity

Other Short-Term Projects to Consider for Inclusion Should Additional Funds Become Available

Alternate Projects

Replace existing arena lighting system with new high-efficiency fixtures, with new lighting control system to maximize the flexibility of lighting operation. Develop adequate back of house space for dressing rooms, loading, staging, marshalling of events, electrical panels, Zamboni storage, etc.

CON NC E l) ' '"(~r: T r )\Y/ )I _lT .~ . ,

Order of Magnitude

Primary Benefit(s) Construction Cost Project Cost Total Cost $1,025,000 $205,000 $1,230,000

Patron amenity/cost savings

Marketability/cost savings

Cate~~~

Proposed Long-Term Improvements at Hobart Arena

Order of Magnitude

Item Location Proposed Modification Construction Cost Project Cost Total Cost

$6,959,000 $1,392,000 $8,351,000 16 Admin Space Relocate administration space to ground floor near box office.

17 Admin Space Add six small suites at second level

18 Admin Space Repurpose existing admin suite to premium seating and/or

accessible seating with 2 exits and elevator

19 Admin Space Consider developing an accessible route (ramp) from main

lobby/box office to concourse.

20 Back of House Create sunken loading dock for over-the-road trailers near

loading door ·-

21 Back of House Consolidate Shop areas into one space. -

22 Concourse Provide minimum of 26 3'-0" exit doors from public areas of

concourse -23 Concourse East

Relocate smoking area farther from entry door. Remediate

negative pressure that pulls smoke into building from outside.

24 Concourse South Add south vestibule secondary entrance facing south parking. ---

Replace existing receptacle circuits with new grounded

receptacles and circuits . Provide new conduit where required.

25 Electrical Provide GFCI receptacle at all wet locations . Provide additional

general service receptacles in the seating bowl for maintenance

and service flexibility.

26 Emergency Lighting Provide a new outdoor diesel generator for emergency lighting,

located outside the building near the electrical service entrance.

27 Exterior Repaint steel lintels at openings

28 Exterior Wall Investigate and repair stepped cracking in walls

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-19-

I

Item location

29 Exterior Wall

30 HVAC Controls

31 Ice Sheet

32 Main Lobby

33 Office HVAC

34 Seating Bowl

35 Seating Bowl

36 Seating Bowl

37 Seating Bowl

38 Seating Bowl

39 Seating Bowl

40 Seating Bowl Catwalk

41 Steam Room

Proposed Long-Term Improvements at Hobart Arena (cont'd)

Proposed Modification

Repair spalled concrete at window sill

Provide a new based Building Automation System to control and

monitor the building HVAC and refrigeration systems.

Consider second ice sheet attached or at a remote location to

allow public skating/hockey practice to take place and free up

arena for arena events.

Study relocation of box office relative to administrative space

Provide new controls tied into the new Building Automation

System for central control of the split system and electric

baseboard heaters

New LED scoreboard/video boards at end walls

If second level access is provided for disabled, include accessible

seating and cross aisle on two-story side of building.

Provide additional supply ductwork at the four corner rtu's to

distribute airflow above the seating area . These units can serve

as the primary cooling units for events .

Modify aisle steps to current building code and ADA standards

Add aisle handrails to meet current codes and ADA requirements .

Add motorized shades to existing windows to allow daytime

blackout Provide new power distribution at catwalk.

Investigate and repair spa lied concrete

CON NCE I )'"(~ r:Ic )\Y/ )I r _ -· "

Cat ego

Projects Assumed to Be Funded Through Traditional capital Maintenance

Item location Proposed Modification

42 Back of House Replace the existing refrigerant condenser and receiver with new

equipment. Consider heat reclaim and tie into proposed BAS.

43 Exterior Investigate and repair canopies including roof material

44 Exterior Repair leaks at building exterior

45 Ice Equipment Room Investigate and repair crack in wall

46 Kitchen Locate and repair the suspected leak. Sawcut the floor and

replace as required to make the repair.

Replace the existing steel domestic water piping with new 47 Restrooms

copper pipe. Extend to new toilet/locker rooms/concessions.

Replace flush valves with sensor operated flush valves. Provide

48 Restrooms additional heat in the restrooms, and ventilate plumbing chases,

to minimize frozen plumbing piping.

Replace the existing water heaters with new high efficiency

49 Restrooms condensing water heaters. Size heaters to include any new

plumbing f ixture groups .

so Restrooms Eliminate extraneous toilet room specialties

51 Roof Repair roof leaks

52 Roof Replace rotted or degraded roof decking in place

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BTCrE I£ ?}'f -20-

·-

Order of Magnitude

Construction Cost Project Cost Total Cost

$648,000 $129,000 $777,000

-

Category

Renovation/Construction

Other Costs & Contingency

Total Cost Per Category

Total Aggregate Cost

Short-Term Projects

$3,849,000

S7711ooo

$4,620,000

. Costs for Short-Term Projects above include:

Additional Short-Term

Projects

$1,025,000

S2o51ooo

$1,230,000

$5,850,000

Long-Term Improvements

$6,959,000

S1~3921ooo

$8,351,000

$14,201,000

Capital Maintenance

Projects

$648,000

S1291ooo

$777,000

$14,978,000

• Recommended facility upgrades that generally fit within the $4.5 million cost framework the City deems achievable in the short-term

• Two additional projects that our team feels should fall into the short-term needs category but are above the $4.5 million threshold

CE I )""(~ FI( )\Y/ )I _r . ~ ..

-21-

CE I ) "(~ F~lC )\Y/ )I _ r . ~

-22-

event seating concourse restrooms dressing concession retail kitchen support

concession retail kitchen support ad min

CON

ad min multipurpose

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existing concourse plan

... n---r-1.

roposed main level plan

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-23-

event seating coocourse restrooms dressing concession retail kitchen support admin multipurpose

9:~~~?.~ co CE I rc ~ FI c )\Y/ >I r . .

Long-R~ng~

event seating concourse restrooms

concession retail kitchen support admin multipurpose

S:!~~~?.~ C 0 N.N C E I)'"G J=--I( )\'</ )I J . ~ " -24-

Long;~

~event seating concourse restrooms club lou~ge concesston suite kitchen

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proposed upper level plan ~ .. rt...rl . . " -

- 25-

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Proposed VievV-~f~~lj~~)----

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New multipurpose space and kitchen

-26-

showing addition of back of house space & loading

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-27-

NCE

ProposedJ

1)""(..., f:-'}( )\'{! )I r . -~'

showing new concession and restrooms

showing new south entry vestibule

-28-

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showing addition of suites at upper level

-29-

showing addition of second ice sheet to north

CE B fCJE Ii )\Y/

Bring the concessions operations in-house and hire a full time concessions manager

Increase the number of points of sale (POS) per customer at every event

Add credit card capabilities to all permanent and portable sales locations

Add cooking capabilities to one or two of the concession stands (this could also be a service window from a new cooking commissary/kitchen)

Implement menu engineering- increase sizes and prices for major events, add popular items, delete slow sellers to streamline service

Incorporate beer into the food stands and snacks into the beer stands to increase customer convenience and profitability

Increase the number of events where beer is sold in controlled environments

Renegotiate not-for-profit service agreements (food and merchandise) to current market rates

Marketing and concessions personnel should work together to expand sponsorships

Collaborate with sponsors to add professional graphics to the stands and upgrade menu boards

Utilize three-dimensional vibrant signage on the concourse

Reduce counter heights of stands and condiment counters to the ADA level of 34"

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• Assuming that the recommended short-term projects are completed and the food service operating strategies are implemented, the economic analysis estimates the impact to:

- Utilization

- Financial performance

- Economic impacts in terms of spending, jobs and earnings

- Fiscal impacts to local and State governments

CE BTCrELOW

Estimated Impact to Hobart Arena Annual Utilization

- Total Attendance ~events

60

50,000 so

40,000 40

30,000 30

20,000 20

10,000 10

0 0 Three-Year Avg Range (Low End) Range (High End)

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Estimated Impact to Hobart Arena Annual Operating Loss

- Annual Hobart Arena Operating Loss ~Avg Cost Per City Resident

1$286,0001

$100,000 $5.00

$0 +---_.... ___ .._____-+-- --+ $0.00 Three-Year Avg Range (Low End) Range (High End)

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Estimated Impact to Annual Spending General From Hobart Arena Operations

$5.0

$4.0

] $3.0

·e c:: ~ $2.0

$1.0

$0.0

• Direct • Indirect/Induced

Three-Year Avg Range (Low End) Range (High End)

-32-

~taiJobsSuppo~ed~ _ ~

Estimated Impact to Annual Total Jobs Supported From Hobart Arena Operations

60

so

40

30

20

10

0 Three-Year Avg Range (Low End) Range (High End)

NCE

Estimated Impact to Annual Tax Revenues From Hobart Arena Operations

$200,000

$150,000

$100,000

$50,000

$0

• Loca I • State

$45,000

Three-Year Avg Range {Low End)

l)""G E I()\'</ Jl J ~~'"'"' ' -33-

Range {High End)

• Securing funding to conduct more detailed site and architectural planning studies

Developing a more detailed spatial program

Further refining renovation/construction cost estimates

• Addressing other renovation/enhancement related issues such as minimizing disruption to the existing Hobart Arena and assessing the impact to existing users and future bookings

• Identifying potential financing strategy and related timeline

• Developing a strategic plan for future land needs in surrounding lots to accommodate Hobart Arena needs that may include long-term addition of an ice sheet and/or development of supporting amenities

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BTC£Ji)W. -34-

Structural Condition Assessment

Hobart Arena

Troy, Ohio

Prepared for

Convergence Design, LLC

Prepared by

Walter P. Moore and Associates, Inc.

920 Main, Tenth Floor

Kansas City, Missouri 641 05

SOB-14001-00

April 23, 2014

-35-

WALTER P MOORE

TABLE OF CONTENTS

Hobart Arena April 23, 2014 SOB-1400 1-00

INTRODUCTION .................................................................................... 1

Objective .......................................... ............................................... 1

Definitions ........................................................................................ 1

Facility Description ........................................................................... 2

Foundations and Ice Slab .......................................................... 3

Concourse ................................................................................ 3

Seating Bowl ............................................................................. 3

Low Roof Levels ....................................................................... 3

Catwalk and High Roof Level .................................................... 3

Building Exterior ........................................................................ 4

OBSERVATIONS AND RECOMMENDATIONS ........................................ 5

Foundations and Ice Slab ............... ................................................. 5

Concourse ....................................................................................... 5

Seating Bowl ................................................................................... 6

Low Roof Levels .............................................................................. 7

Catwalk and High Roof Level. .......................................................... 7

Building Exterior ............................................................. .................. 7

CONCLUSIONS AND REPAIR PRIORITY .............................................. 1 0

Immediate Priority .............................. ............................................ 10

High Priority ................................................................................... 11

Medium Priority ....... ....................................................................... 11

Low Priority .......................................... .......................................... 11

CONCEPTUAL STRUCTURAL MODIFICATIONS ................................... 12

Eliminate Four Columns in Seating Bowl ........................................ 12

Modifications to Rigging Grid ......................................................... 12

LIMITATIONS ....................................................................................... 14

-36-

WALTER P MOORE

INTRODUCTION

Hobart Arena April23, 2014

Objective

SOB-1400 1-00

A condition assessment to evaluate the overall condition of the primary

structural elements of the Hobart Arena in Troy, Ohio was conducted by

Walter P Moore during a site visit on May 10, 2011.

The objective of the assessment was to:

• Determine the general condition of the arena's primary structural

elements

• Engage arena staff to determine areas of structural distress or

concern

• Identify problem conditions that require immediate attention

• Provide prioritized conceptual repair recommendations

necessary to address the observed conditions

• Provide an opinion of probable construction costs for structural

repairs identified.

The condition assessment was limited to visual observation and did not

include any material testing or detailed inspections. The Walter P Moore

representative relied on information provided by the Arena Manager and

Operations Manager. We reviewed original construction drawing sheets

1-R, 4-R through 11-R and one unnumbered sheet, prepared by

Freeman A. Pretzinger, dated June, 1948 for general understanding of

the building layout and structural systems. Observations and evaluation

of the building envelope, such as roofing materials, cladding joints and

expansion joint materials, was beyond the scope of this assessment.

Definitions

The definitions of terms used in this report are given below. Note that

when terms are applied to an overall system, certain portions of the

system may be in a different condition.

Excellent: Component is in a "like new" condition requiring no

rehabilitation and is performing its function as intended.

Good: Item is in sound condition and performing its function.

The component is exhibiting some signs of normal wear

and tear. Some incidental rehabilitation work may be

recommended.

-37-

WALTER P MOOR E Hobart Arena April 23, 2014 S08-1400 1-00

Fair: Component is performing adequately at this time but the

component's rate of deterioration has begun to

accelerate.

Poor: Component has either failed or cannot be relied upon to

continue performing its original function. Repair or

replacement is required . Item exhibits deferred

maintenance; repair, replacement, or maintenance is

required to prevent further deterioration.

Facility Description

Hobart Arena is a 3, 782 seat multi-purpose arena with an ice sheet

located at 255 Adams St. in Troy, Ohio. Opened in September 1950 this

64 year old facility has been home to numerous hockey teams as well as

an indoor football team in recent years. The arena is open daily to the

general public with the ice sheet available for use nine months of the

year. The arena continues to host numerous events including ice shows,

circuses, and concerts. A typical building section illustrating the arena's

primary structure is shown below in Figure 1.

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long Span Barrel Vault()penWeb Sleel Joists with X-Bracing

in Alternate Baya

Figure 1 -Typical Framing Section

-38-

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WALTER P MOOR E

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Hobart Arena April 23, 2014

Foundations and Ice Slab

SOB-1400 1-00

The original contract documents indicate the primary building columns

are founded on isolated shallow spread footings approximately five feet

below the ice sheet concrete slab. Perimeter walls are shown to be

bearing on continuous strip footings interconnecting the column's spread

footings. The original drawings do not indicate the footing bearing

material. (Refer Figure 2)

The ice sheet consists of a seven inch thick cast-in-place concrete slab

placed two inches lower than the surrounding event level slab-on-grade.

Concourse

The event level concourse wraps around the entire perimeter of the ice

sheet with concessions and restrooms located throughout. The walking

surface is the original cast-in-place concrete slab-on-grade. Restrooms,

concessions, and other support spaces are typically constructed with

non-load bearing masonry walls and drop-in ceilings. The underside of

the concrete seating bowl and supporting raker beams are left exposed

but are difficult to see as they have been painted black and are often

hidden behind mechanical ducts and other equipment.

Seating Bowl

The seating bowl is original and is comprised of cast-in-place treads and

risers supported by cast-in-place concrete raker beams and columns at a

maximum 20-foot spacing. Eight large vomitories provide access to the

ice sheet while an additional nine vomitories provide access to an

intermediate cross aisle above row three. Cast-in-place concrete steps

are located at all aisles.

Low Roof Levels

The lower roofs flanking either side of the barrel vaulted high roof

consists of wood decking supported by open web steel joists spanning

between load bearing masonry walls along the building's exterior and

deep steel trusses at the interior support. These trusses provide the

vertical offset between the high and low roofs. (Refer Photo 1)

Catwalk and High Roof Level

The barrel vault high roof level is comprised of wood decking supported

by long span bowstring joists supported at each end by structural steel

trusses spanning between columns located in the seating bowl. Four

rows of bridging provide lateral bracing for the deep joists with X-bridging

located in alternate bays.

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WALTER P MOOR E Hobart Arena April 23, 2014 S08-1400 1-00

The arena roof offers minimal rigging capacity and rigging points. The

rigging grid is currently assumed to be four bowstring joist bottom chords

and the W1 0 bottom chord bracing members that align with the joist

bridging lines. This results in a rigging grid of steel approximately 20-feet

square which is sometimes problematic for show rigging. The Arena

Manager expressed a desire to infill the grid with new steel beams to

reduce the rigging grid to 1 0-feet in both directions.

An existing catwalk does extend the length of the ice sheet along the

center of the building. We did not walk on the catwalk so our

observations were limited to what was visible from the event floor and

bowl. (Refer Photo 2)

Building Exterior

The arena's exterior walls consist primarily of conventional clay brick

veneer backed up by non-load bearing concrete masonry. This wall is

supported on a six foot concrete wall for gravity support. (See Photo 3)

Building entrances are typically partially protected by cast in place

concrete walls with cast-in-place concrete canopies cantilevering out

over the entryway.

-40-

WALTER P MOORE

OBSERVATIONS AND RECOMMENDATIONS

Hobart Arena April23, 2014 S08-1400 1-00

Photos represent typical examples of distress conditions observed during

the site visit and do not include every instance of structural distress

present in the facility.

Foundations and Ice Slab

Since all foundations were buried and not visible during the site visit no

direct observations were made of these structural elements. However,

after consultation with the building staff and general observations of the

building finishes it does not appear there are settlement or abnormal

building movements that would normally be associated with foundation

problems.

The ice sheet slab was covered by ice and was being used by skaters

during our site visit. As such, we did not make any direct observations of

the ice slab. However the Arena Manager stated that they don't know of

any issues related to the ice slab and to their knowledge the slab is not

showing any signs of distress. It appears that the slab has performed as

initially designed and will continue to do so with proper maintenance.

Recommendation: The ice sheet slab should be inspected on

a quarterly basis by building staff to observe signs of distress.

Given the high value and function of this slab any cracks or

spalls should be investigated immediately, details prepared

which accommodate the slabs special needs and functions and

repaired immediately to avoid accelerated deterioration of the

slab reinforcing and coolant piping.

Concourse

Concourse Wall Cracking

Observed several hairline cracks in concrete masonry walls, both load

bearing and non-load bearing. In general these cracks were of minimal

width and still tight. (Refer Photo 4)

Recommendation: Building staff should inspect the walls on a

quarterly basis to verify the cracks are not growing in either width

or length. Crack monitors can be installed that will provide

objective monitoring of cracks. Any crack larger than 1/16-inch

in width should be routed and sealed.

-41-

WALTE R P MOORE Hobart Arena April 23, 2014

Mechanical Room

S08-1400 1-00

Observed a significant crack over a man door in the ice floor equipment

room. This wall is load bearing and supports the roof framing spanning

over the mechanical room. (Refer Photo 5)

Recommendation: At the time of the site visit the cause of this

cracking was not apparent. It is likely a shrinkage crack that has

been exacerbated by numerous temperature swings over the

building's life. Further investigation is required to determine the

cause for this cracking and to develop an appropriate repair.

Steam Room

Observed several instances of spalled concrete on both the concrete

walls and concrete ceiling above. Exposed reinforcing steel at these

spalled locations was visibly corroded. (Refer Photo 6)

Recommendation: The cause of the corrosion may be due to

high humidity. A more detailed investigation should be

performed to discover the cause of the corrosion. The extent of

the corrosion should be discovered by half-cell potential or other

non-destructive evaluation technique. After the cause of the

corrosion is discovered and mitigated, proper repair

recommendations can be determined and implemented.

Seating Bowl

Masonry Wall Cracks

Observed several locations where stair-stepped cracks are visible along

the masonry wall mortar joints. These are commonly visible extending

down from a wall opening. (Refer Photo 7)

Recommendation: The cracks are small in width and stairstep in

similar patterns near several windows. These are likely

shrinkage cracks due to expansion and contraction of the wall.

Further investigation is required to determine the cause for this

cracking and to develop an appropriate repair.

Concrete Curb at Window Sill

Observed a spalled concrete curb supporting a window frame over one

of the cantilevered concrete canopies. (Refer Photo 8)

Recommendation: Spalled area should be repaired by

removing any loose concrete, chipping to sound concrete and

casting a repair mortar with bonding agent.

-42-

WA LTE R P MOOR E Hobart Arena April 23, 2014

Low Roof Levels

Roof Decking

808-1400 1-00

Observed several locations where the wood decking was damaged

and/or rotted. It appeared the likely cause was due to water infiltration

from the roof level. (Refer Photo 9)

Recommendation: This deterioration may be due to a failure in

the roofing system. A more detailed investigation should be

performed to determine the cause of the deck deterioration After

the cause of the deterioration is discovered, proper repair

recommendations can be determined and implemented. In

general this repair will require removal and replacement any

rotted or degraded wood decking with members of similar grade

and species, matching depth, matching tongue and groove

pattern, deck lap and nailing pattern.

Catwalk and High Roof Level

We did not walk the catwalk nor were we able to observe the high roof

steel framing up close. Our only observations of the catwalk and high

roof framing were from the event level and seating bowl. From these

distances a direct observation of the steel framing was not possible.

However, from these lower levels there were no obvious signs of distress

or movement.

Building Exterior

In General the building fagade appeared to be in good condition with no

obvious signs of distress. There were very few visible cracks in the

exterior brick veneer, including at the corners of steel lintels over door

and window openings. There were no apparent patterns of cracks,

spalls or open control joints that support an indication of differential

building settlement.

Concrete Entry Canopies

At each of the main entry points into the building a cast-in-place

cantilevered canopy typically extends out over the entryway. In most

locations cracking is visible on both the underside and vertical faces of

the canopy. We understand that these canopies have been patched in

the past and continue to be a maintenance concern. (Refer Photo 1 0)

Recommendation: The cause of the distress may be due to

water intrusion due to failed roofing, inadequate reinforcement

detailing, alkali-silica reaction or some combination of these or

other causes. A more detailed investigation should be

- 43-

WA LTER P MOOR E Hobart Arena April 23, 2014 808-14001-00

performed to discover the cause of the distress. The roofing

system should be investigated by a qualified roofing consultant.

The extent of potential corrosion should be discovered by half

cell potential or other non-destructive evaluation technique.

Concrete testing may be indicated by further investigation to

determine if alkali-silica reaction is taking place. After the cause

of the distress is discovered and mitigated, proper repair

recommendations can be determined and implemented.

Steel Lintels Over Openings

Steel lintels supporting the brick veneer over door and window openings

were observed. In many instances the protective coating has been

chipped or fallen off the steel allowing corrosion to occur potentially

reduce their structural capacity. (Refer Photo 11)

Recommendation: These lintels should be repaired before the

deterioration accelerates causing damage to the brick veneer

while reducing their load-carrying capacity. A more detailed

investigation should be conducted to determine the source of the

moisture causing the corrosion. Retrofitting the lintels with

properly detailed flashing may be indicated. In general, repair

could consist of removing the existing brick veneer, cleaning,

repair/replacement and coating of the corroded lintel, installation

of the flashing system and replacement of the brick veneer.

Concrete Wall Cracking

Observed several locations around the perimeter of the building where

vertical cracks were visible in the lower concrete wall. (Refer Photo 12)

Recommendation: The original construction drawings indicate

limited amounts of horizontal reinforcing to control shrinkage

cracks. The cause of this cracking could be from poor

design/detailing of the reinforcing exacerbated by freeze-thaw or

alkali-silica reaction inherent in the original concrete mix used in

the construction. Further investigation to determine the source

of the observed distress is recommended before proper repairs

can be designed and implemented.

Brick Veneer Distress

Observed distress in the brick veneer located in the vertical pilasters

along the south elevation. Cracking of the brick was evident as well as

some movement. One possible cause for this condition would be water

penetration through failed mortar joints which is then susceptible to

freeze-thaw conditions. It may be due to differential movement due to

-44-

WALTE R P MOOR E Hobart Arena April 23, 2014 S08-1400 1-00

expansion of the brick veneer and creep shrinkage of the interior

concrete column. (Refer Photo 13)

Recommendation: The cause of this distress could not be

determined during our site visit. Additional investigation would

be required to determine the source of distress prior to

implementing any repairs. We recommend a more detailed

investigation which would likely include the creation of openings

in the brick veneer at select locations to allow observation of the

supporting framing . This investigation should be done as part of

the recommended investigation described below.

Water Penetration

Observed areas inside the building where it appears water vapor is

transmitting through the exterior wall. Blistering paint on the interior

surface of concrete masonry walls was visible. The lack of a vapor

barrier inside the multi-wythe wall may also be contributing to the

problem. (Refer Photo 14)

Recommendation: We recommend a more detailed

investigation which would likely include document review,

creating small openings in the brick veneer and interior concrete

masonry at select locations to allow observation of the interior of

the wall system, and modeling of the exterior wall system to help

determine the likely causes and prepare recommendations for

remediation.

-45-

WALTER P MOORE

CONCLUSIONS AND REPAIR PRIORITY

Hobart Arena April 23, 2014 S08-1400 1-00

Walter P Moore has completed the structural condition assessment of

the Hobart Arena in Troy, Ohio. The evaluation consisted of a visual

review of the exposed structural elements both interior and exterior.

Our condition assessment indicates that the building structure is in good

condition and well maintained by the building owner and maintenance

staff. Only a few elements observed were in fair condition and are

recommended for repair in the near term. Specific details of noted

distress can be found in the Observations and Recommendations

section.

To address the observed distress, we have provided a prioritized list of

recommendations. Our recommendations are divided into the following

four categories: Immediate, High, Medium, and Low.

• Immediate priority items should be repaired as soon as

possible.

• High priority items should be repaired within the next 12 months

to maintain serviceability of the associated item.

• Medium priority repairs should be repaired within 3 years to

prevent further deterioration.

• Low priority repairs should be addressed within the next 5

years and are considered general maintenance items.

Repair priorities are based on the level of observed damage, concerns

regarding life safety, and the structural need for the repairs to be

performed.

Immediate Priority

Due to the relative age of the structure, high quality level of initial

construction and proactive maintenance by the arena ownership there

were only two elements observed that require further study and repairs

immediately.

• In the ice floor equipment room further investigate the crack

above the door opening in the exterior load bearing wall. Make

repairs as required. (Refer Photo 5)

• Review roofing systems and parapet conditions for potential

water infiltration. Repair roofs to make water tight.

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WALTER P MOORE Hobart Arena April23, 2014

High Priority

S08-1400 1-00

• In the steam room investigate the cause of the distress and

make repairs to the spalled concrete areas on both the concrete

walls and concrete ceiling above.

• Investigate and remediate the cause of the wood decking

distress, then remove and replace wood decking where

degraded and/or rotted. The cause of the distress must be

remediated prior to replacing the decking.

• Repair any structural steel lintels over doors and windows with

scratched, deteriorated, or missing protective coatings. Modify

the lintels to include flashing and recoat steel elements with

galvanic paint or a high performance paint system.

• Further investigate cause for excessive cracking at cantilevered

concrete canopies and determine recommended repairs.

Medium Priority

• In the seating bowl further investigate stair stepped cracks in the

exterior load bearing walls and determine recommended repairs.

• Repair spalled concrete curb at window sill.

• Further investigate cause for cracking and movement of brick on

south elevation and determine recommended repairs ..

• Further investigate exterior concrete walls (base below brick

veneer) to determine cause of the cracks and determine

recommended repairs.

Low Priority

• Inspect ice sheet slab on a quarterly basis to track or discover

any signs of distress.

• Inspect concourse masonry walls on a quarterly basis to track

and discover any cracks or other distress.

-47-

WALTER P MOORE

CONCEPTUAL STRUCTURAL

MODIFICATIONS

Hobart Arena April 23, 2014 808-14001-00

As part of our assessment we were tasked with reviewing two conceptual

structural modifications currently on the Owner's wish list.

Considerations include feasibility, constructability, and cost.

Eliminate Four Columns in Seating Bowl

First on the Owner's wish list is the possibility of eliminating four existing

structural steel columns in the seating bowl. Currently, the long span

bowstring joists over the ice sheet span transversely to structural steel

trusses spanning between columns at 60-foot spacing. There is a desire

to eliminate two columns along each sideline to provide greater flexibility

in the bowl and reducing the number of obstructed view seats.

The existing trusses are 8'-8" deep and comprised of structural steel

angle web and chord members. If the two interior columns were

removed from the sideline the span would triple in length from 60-feet to

180-feet. While the span would triple the design forces internal to the

truss would actually increase by a factor of nine. Modifying the existing

trusses to accommodate this tremendous increase in forces is infeasible.

Modifications to Rigging Grid

The existing arena roof offers minimal rigging capacity and rigging

points. Allowable rigging loads are on the order of 10,000 lbs per long

span joist and any loads applied to the bottom chord members are to be

vertical at panel points only.

The rigging grid currently consists of four bowstring joist bottom chords

and the W10 bottom chord bracing members that align with the joist

bridging lines. This results in a rigging grid of steel approximately 20-feet

square which can be problematic for show rigging. The Arena Manager

expressed a desire to infill the grid with new steel beams to reduce the

rigging grid to 1 0-feet in both directions.

Adding new steel beams to generate a 1 0-foot grid in each direction is

possible. It will, however, reduce the overall allowable rigging capacity

by the weight of the new steel beams. New beams installed inside an

existing 20-foot grid could potentially weigh 1200-1400 lbs. Rigging load

information provided to us indicates a maximum 1200 lbs may be applied

at each panel point of a main truss. Thus, the allowable rigging load

would be consumed by the dead weight of the new steel.

It is possible to strengthen the existing long span joists to accommodate

the dead load of new beams in addition to a modest rigging capacity,

-48-

WALTER P MOOR E Hobart Arena April 23, 2014 808-1400 1-00

however, the cost would be significant. We have not developed an

estimated cost but can make a comparison to a recent project on which

we made similar modifications. Construction cost could be on the order

of $200,000 to $250,000 for the roof truss modifications alone. Design

fees and other soft costs would be added on top of this construction cost.

In addition to the long span joists, the capacity of the existing 60-foot

span supporting trusses, columns, and foundations may prohibit any new

rigging load from being applied. It may be possible to strengthen these

members as well to accommodate a modest increase in rigging loads,

but heavy rigging points, say on the order of 2,500 lbs or more, are likely

infeasible. We are unable to estimate a construction cost due to the

complexity of strengthening details and challenging installation. But it is

likely the construction cost for strengthening these elements could

exceed the costs for the roof truss modifications noted above.

-49-

WA LTE R P MOOR E

LIMITATIONS

Hobart Arena April23, 2014 S08-1400 1-00

This report has been prepared to assist Convergence Design and the

Hobart Arena building management understand the nature and type of

distress investigated in this study and determine a future course of

action. Walter P Moore assessed specific issues relevant to the distress

observed on the primary structural elements of the Hobart Arena in Troy,

Ohio.

Walter P Moore has no direct knowledge of, and offers no warranty

regarding the condition of concealed construction or subsurface

conditions beyond what was revealed in our review. Any comments

regarding concealed construction or subsurface conditions are our

professional opinion, based on engineering experience and judgment,

and derived in accordance with current standard of care and professional

practice.

Various other non-structural, cosmetic and structural damage unrelated

to this assessment may have been observed throughout the structure,

some of which are discussed in general in this report. However, a

detailed inventory of all cosmetic, nonstructural and structural damage

was beyond the scope of our assessment. Comments in this report are

not intended to be comprehensive but are representative of observed

conditions. In this study we did not include review of the design, review

of concealed conditions, or detailed analysis to verify adequacy of the

structure to carry the imposed loads and to check conformance to the

applicable codes. Repair recommendations discussed herein are

conceptual and will require additional engineering design for

implementation.

We have made every effort to reasonably present the various areas of

concern identified during our site visits. If there are perceived omissions

or misstatements in this report regarding the observations made, we ask

that they be brought to our attention as soon as possible so that we have

the opportunity to fully address them in a timely manner.

This report has been prepared on behalf of and for the exclusive use of

Convergence Design, Crossroads Consulting Services, and the City of

Troy, Ohio. This report and the findings contained herein shall not, in

whole or in part, be disseminated or conveyed to any other party or used

or relied upon by any other party, in whole or in part, without prior written

consent.

-50-

Crossroads Consulting Services LLC; Hobart Arena Foodservice Operational Review

Hobart Arena Foodservice Review Prepared by Chris Bigelow, President, The Bigelow Companies, Inc.

Project Background

The Arena was privately built in 1950 with the City of Troy (City) assuming ownership in 1970. The Arena did not generate sufficient revenues in 2013 to meet operating expenses and is seeking new ideas for increased revenues and/or decreased costs.

Chris Bigelow, President of The Bigelow Companies, Inc. working under the Crossroads Consulting Services LLC Agreement, has the responsibility to assess the food and beverage facilities and services at the Arena and make recommendations for improvements. Chris Bigelow conducted an on-site review of the foodservice facilities at the Hobart Arena (Arena) on Sunday, November 24, 2013, during the Chris Young concert and then participated in a staff walk-through of the foodservice facilities, as well as meetings with the City's and Arena's management team.

Representatives from the Arena and the operators and contractors involved with the meetings and walk through included:

- Troy Mayor, Michael Beamish

- Troy Public Service & Safety Director, Patrick Titterington

- Troy Recreation Board President, Marty Hobart

- Troy City Engineer, Debbie Swan

- Troy Director of Recreation & Arena Manager, Ken Siler

- Troy Assistant Director of Recreation, Carrie Slater

- Variety Attractions Talent Buyer, Todd Boltin

- Hobart Arena Operations Manager, Phil Noll

- Business Agent International Alliance of Theatrical Stage Employees Local #66, Ken Rice

- Not for Profit Organization (NPO) Concessionaire Manager, Connie Brown

- Coldwater Cafe & Catering, Jenny Swigart

- City of Troy Project Manager, Stanley Jegley II

- City of Troy Planning & Zoning Manager, Timothy Davis

- City of Troy Foreman-City Forester, Jeremy Drake

6/23/2014 -51- The Bigelow Companies, Inc.


Arena Overview

The Arena has approximately 3,700 fixed seats and space for 1,300 additional seats on the floor. The Arena hosts amateur and community ice skating events and wide variety of entertainment and civic events.

Most concerts are set with an end-stage having a practical capacity of 3,000. Historically the City promotes all of the concerts with the exception of Christian acts for which there is a regional promoter. The primary concert season is October through March for the Arena, after which many acts prefer the larger gross ticket sales potential at the outdoor venues.

The City operates the Arena with multiple operators for services. The City contracts the food and non-alcoholic concessions to a local not-for-profit organization (NPO), the American Legion Baseball Team. The City operates the Beer stands. In addition to these two operators a third entity, a local caterer, serves all of the backstage catering. And a fourth group, the local chapter of the American Red Cross sells all of the merchandise at the Arena.

One of the many negatives of splitting food services at the Arena is the beer and food concessions are segregated so customers have to go to two different concession stands and wait in two lines for a beer and a hot dog. Likewise, a customer who would like to buy some popcorn or a pretzel with their beer also have to wait in two separate lines, often not even close to each other. Another factor with multiple operators is the economics; each of these vendors has their own overhead and profit motives.



If services were combined under one entity, whether in-house under the City or under one contract, the terms should be more favorable with the reduced overheads.

In addition, it appears based from responses to questions, that the City exerts very little control over these outside vendors, which is one reason we observed that revenues were not being maximized.

The City has been very conservative about beer sales in the past and currently only sells beer at 12 to 15 of the annual events. One of the reasons the City sells beer rather than their NPO concessionaire is an agreement to tightly control its sale. However, all admit those conservative policies are starting to change as the Arena has demonstrated it can sell beer in a responsible manner with well-trained employees. It was noted that the concert producer Jam Productions was allowed to sell beer in Beer Gardens for the Great Ohio Festival, so the City should be able to obtain the same rights for events inside of the Arena.

Other than Pepsi Cola, to date the City has not made any effort to secure sponsorships for the Arena. The City receives $5,000 annually for Pepsi's sponsorship of all City venues for up to eight years. Pepsi must supply all dispensing equipment, a concession trailer and sell their product at an annually determined price, but that price was not included in the agreement provided. In addition, Pepsi provides all vending machines and pays the City 30°/o on 20 oz. bottled drinks sold at $1.25, 20°/o on Gatorade and Propel sold at $1.50 and 15%> on all other energy drinks sold at $2.00.

Recommendation:

• The City needs to retain the right to set the selling price of all vending items and receive a higher commission for prices above these base prices required by Pepsi.

Yuengling and Budweiser beer products also have signage in the concession stands, but no Yuengling is sold, which is very unusual. The hockey dasher boards have an ad for Little Caesar's Pizza, but again no pizza is sold in the Arena.


Crossroads Consulting Services LL(· Hobart Arena Foodservice Operational Review

Recommendation:

• Arenas typically sell sponsorships to several concession product manufacturers in exchange for having their products sold in the venue, as well as services such as banks, to generate revenue for the building. It is important for the City to be aware of sponsorship and /(tied house" restrictions which may require other brands of beer be offered. Likewise, State and Federal legislation also restrict the direct tie-in of sponsorship and the ban on a retail licensee, such as a concessionaire, from receiving any income from an alcohol manufacturer.

All types of ancillary revenue, such as earning profits or commissions from concessions and increasing merchandise sales and selling sponsorships, will increase the City's ability to attract more entertainment acts to the venue.

The City manages the Troy Aquatic Park immediately behind the Arena and manages the concessions along with a school booster club. The Park operates in the summer months, which are the slowest months for events at the Arena. This is another reason that one consolidated concession department may be the most profitable operating alternative.

Facilities, Equipment and Potential Improvements

The Arena's last renovation was between 1997 and 2001, and while it has a good base of concession equipment, it will need new equipment and improvements in order to expand menus and services to the users of the venue, which will in turn increase revenues to the City.

Condiment counters and beer stand service counters were taller than allowed under the Americans with Disabilities Act (ADA), which calls for a maximum height of 34", however the food concession service counters were within the 34" limit.

As part of its bid the concessionaire had to certify that they were in compliance with ADA, which we do not feel the entire concession operation is. Whether or not they can be held accountable for leasehold improvements in the Arena is questionable, however.



Credit cards are accepted for beer but not in the food stands; however several cashiers share one credit card reader in the stand. Stand-alone cash registers are used but they do not have pre-set menu keys requiring the cashier to look up the price for each order, thus slowing the transaction.

Recommendation:

• Customers no longer carry large amounts of coins and bills; even teenagers often carry just credit cards. All points of sale, both permanent and portable need to accept credit cards. Studies show that credit card transactions are typically 15% to 20% higher on average than cash transactions. Therefore credit cards increase your sales. With swipe and go policies they speed transaction time by eliminating counting change back and not requiring a receipt, and they also speed cashier closeout at the end of the event with less cash to count and less opportunity for theft. At a minimum, pre-set registers should be used.

The City owns all fixed equipment. The NPO owns all smallwares and has added some smaller pieces to bolster their service abilities. These items include:

• Smallwares (tongs, pots, pans and cleaning equipment)

• 2 microwave ovens • 2 roller grills

It is not clear at this point whether the NPO's ovens and grills and replaced equipment were counted by the City in 2012 or is in addition to that City-owned equipment.

There are no concession stands on the entire main concourse on the sideline that has the main entrance (stage right). Originally there were stands on this concourse but they were replaced by City display cases and historical exhibits.

While there is bright neon signage above the one open food stand, some customers may never know it exists because of its location in the end-zone rather than visible from the main entrance.



The concession stands are all on the inner perimeter of the concourse, therefore providing limited head height under the raker beams, which is both a major hazard of employees hitting their head and the exposed ceilings are also now a cleaning issue that many health departments would not allow.



While the NPO has two fully-equipped concession stands, they choose to only open one on the majority of the events. In addition, there are other stands that only sell beer or are equipped for food, but occasionally sell merchandise.

Recommendation:

• Concessions should be a major revenue source for the Arena and menu items are an impulse buy. Customers should see and smell the food as soon as they enter the Arena. Realizing there will be congestion issues, there needs to be a master plan for ways to place the concession stands on the outer wall. Expanding out will allow you to increase points of sale, widen the concourse, and by having concession stands on the exterior wall of the Arena, you will be able to vent for cooking, grilling and frying. Likewise, combining food and beer in all stands will increase the customer convenience of not having to line up at two separate concession stands just to buy a beer and a sandwich.

Several participants we spoke with mentioned building a lounge cafe for public skating, with coffee or vending and featuring tables and chairs for customers to wait comfortably for their skaters to finish.



The concessionaire indicated the storage is too small to purchase the minimum orders required from commercial foodservice wholesalers, so they must pick up their own products at Sam's Club or other local retail stores. This is also true for beer kegs where the City must rely on a local distributor to provide refrigerated storage per event.

There are two ice makers in the Arena to handle the needs of the portable carts that ice down beer as well as the soft drinks. We understand they are sufficient for the current level of business.

Beer Equipment: There are three (3) sales locations that have portable "bottoms up" jockey boxes, provided by the beer distributor. Additional equipment will be required if the City agrees to offer beer in the food stands.

We were told that hot water is supplied to all foodservice sinks from a central boiler; however we saw a water heater in the commissary.

6/23/2014 -58- The Bigelow Companies~ Inc.

Crossroads Consulting Services LL(· Hobart Arena Foodservice Operational Review

There is no office or cash room for the concessions operation. The concessionaire often uses locker room #1 during events to act as an office.

Recommendation:

• Any renovation of the Arena should provide for a secure office and cash room for the concessionaire.

The signage at the main entrance does not create any appeal for the customers to find the concessions or merchandise.

Recommendation:

• Three-dimensional vibrant signage should be used on the concourse so it attracts customers and draws their attention to the concessions as they look down a concourse. Using three dimensional food icons will also allow the customers to know instantly which stands sell beer, soft drinks, or burgers and fries.

There is no on-site cooking in either the concession stands or the commissary. In any Arena renovation, we would recommend adding cooking capabilities to expand the menu to include burgers, cheesesteaks, fries and grilled chicken sandwiches. These are all popular concession items and all higher price points than just hot dogs.


Crossroads Consulting Services LLCJ· Hobart Arena Foodservice Operational Review

Management has indicated a large multipurpose room is needed and we would agree with that. That room could be used for media and back-stage catering, rather than the current storeroom. That room could also host banquets and meetings. Even with the addition of such a space, we would recommend a cost benefit analysis to determine if a full kitchen is warranted in the Arena.

We are told there are several quality off-premise caterers, including the current one Coldwater Cafe, and there are other competing banquet spaces including Club55/Crystal Room (200 capacity), Fort Piqua Hotel (200 to 350 capacity), Learning Plaza (500 capacity) and the local country club (150 capacity). A study could ascertain if there is sufficient banquet demand to warrant that full kitchen. Coldwater would recommend a room with a capacity of at least 350 for a banquet (4,500 sq. ft.) plus sufficient kitchen production space.

What the off-premise caterers would like in a renovated commissary is prep space, sinks, work tables, coffee machines, ice makers and a walk-in cooler and freezer they could use during their events. Coldwater Cafe brings their product in on a trailer with refrigeration, but could use the expanded prep space. If the Arena had a dishwasher, Coldwater Cafe would leave all of the smallwares and placesettings at the Arena, which would reduce their labor costs and breakage.

Coldwater Cafe also indicated that they could expand their backstage catering menu at the Arena if there was some basic cooking available in the commissary such as an oven with a range top. They have used Panini presses to provide some hot sandwiches, but indicate that sufficient power to work their equipment can be problematic in the Arena.

This may be an asset for backstage catering as the venue looks to attract more acts.

They also requested refrigeration in the dressing rooms which are also locker rooms, to enhance the back stage service.

Given the location of the Arena on the Miami River, we also see opportunities for catering outside of the venue in tents and portable kiosks, using the renovated commissary as a base during festivals and even private parties.

Menu

In general, the current menu pncmg and portions are extremely low. The NPO is allowed to set their own menu and pricing without any oversight by the City. It is obvious from the current pricing structure that the NPO is not trying to maximize revenues and the City has no incentive either as they do not receive a percentage of sales, as would be typical under traditional commission agreements.


Crossroads Consulting Services LLCJ· Hobart Arena Foodservice Operational Review

Likewise looking at the display of product, the NPO has the least profitable items, candy and chips, prominently displayed on the front counter. While a few of those items may be appropriate for public skating, they are not what you want to sell at a concert, where items such as pretzels and nachos should have front counter displays.

Recommendation:

• The City must approve the menu, portions and pnc1ng whether foodservice is operated in-house or by a contractor and prices need to be competitive with other entertainment venues in the State. Every year, the menu should be reviewed and any items not producing at least 1% of sales should be eliminated from the menu.

We also recommend a two tiered pricing strategy, one for major events such as the concert we observed, and the second a lower priced menu (similar to current pricing) for the community skating events.

The NPO has upgraded its cappuccino and hot chocolate program which is popular during ice events, but again needs to be served in larger portions.

Pizza was on the menu board but covered up with a cardboard sign and as mentioned earlier, a pizza chain was advertising in the hockey arena. Equipment to sell pizza was provided by the City, but the NPO decided it was not a good seller.



Recommendation:

• City needs to determine if pizza is popular enough to sell and as products are removed, the menu boards need to be constructed to allow for changes, edits, deletions and additions. Likewise by coordinating sponsorship and menus, the City may realize additional sponsorship dollars if they sell that sponsors product at Arena events.

The current vending machines on the concourse have lower selling prices than at the concession stands. The purpose of the vending machine should be convenience and customers will pay for that convenience with higher prices or they will wait in line at the concessions stand.

Recommendation:

• Vending prices should also be higher than concession prices if they are used by the ticket-buying public.

We tasted the hot dog, which was served at the proper temperature but was small and bland. The sausage had a better smoky flavor, but again too small and did not have any special toppings like chili, cheese, peppers, onions or sauerkraut.

Recommendation:

6/23/2014

• The equipment is there to offer specialty toppings on sausages, which is a justification for increasing the selling price.

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The popcorn popper is right inside the door of the commissary adjacent to the concourse, but all corn is popped before the event. There are additional smaller poppers in the concession stands, but they do not appear to be used during the event.

Recommendation:

• Reposition the popper so customers can view it preparing the corn fresh during the event. This will drive sales if customers can smell the popcorn popping when they enter the Arena. Another alternative would be to use the smaller poppers in the concession stands and pop and sell from those two locations.

The City never opens more than three beer stands regardless of the event. Based on our observations of the long lines at intermission, this is not a customer friendly or revenue friendly decision.

Recommendation:

6/23/2014

• Industry standard is 1 point of sale (POS) cashier line per 100-150 customers, depending on the event. If no beer is sold, that ratio can increase to 1 per 250 customers. Based on our calculations, even if all of the concession stands were open, you would not have enough points of sale to handle a full house.

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• Continue to open more POS at every event and monitor the increased per capita sales as well as the increased labor cost, until you find the ideal mix by event type, for the Arena.

The staff indicated that depending on the show, they can also sell margaritas as well as beer, but it was not clear who makes that decision or when they are sold. The event we observed would have been a perfect market for margaritas.

Recommendation:

• The City needs clear guidelines when to sell which products, but revenue generation should always be a consideration after public safety issues.

Personnel

All foodservice personnel in the Arena are non-union. The beer pullers are City employees and work on an hourly, part-time basis as needed. In addition some of these employees also work for the City at the adjacent Aquatic Park, which is open from Memorial Day to Labor Day annually. This works well considering the Arena's primary concert season is October through March.

All personnel that serve beer are trained under the TEAM (Techniques in Effective Alcohol Management) guidelines. In addition, staff checks all customer's ID's and wristbands those 21 or over to allow them to purchase beer. Both policies are excellent and should continue.

We were told that the facility engineer often helps out pouring beer during events, and the Arena personnel have the added responsibility of providing cleaning supplies to all City departments including Parks & Recreation.

Recommendation:

• While it is always good that various departments help each other during unusually busy periods, it is important that the concessions department is adequately staffed to maximize sales and minimize customer lines.

The NPO is open for public skating but not Youth Hockey, however it appears the group rather than the City makes its own decisions when they will open. It was not clear if all of the NPO volunteers working in the concession stand were at least 16 years of age.



Recommendation:

• The City should require specific stands to be open at specific events and all volunteers to be at least 16 years of age for insurance purposes. The NPO must insure its own volunteers in case one is injured while working at the Arena.

While the City Beer servers all had grey fleece vests and white shirt uniforms, the concession stand employees had no uniforms, giving the operation a very amateurish look.

Recommendation:

• City must approve the uniforms for all workers in the Arena, regardless of whom they work for.

Tip jars were seen around the concession stands.

Recommendation:

• Industry standard is that there are no tips in concessions or beer stands with the exception of full-service bars. Due to cash control, you do not want employees to have an excuse to be leaving their stand with cash. Likewise customers don't tip in fast food restaurants, so unless they were getting something for free from the stand worker why would they tip a concession employee? In addition, concession menus should be priced aggressively and if customers are willing to give away money in tips on top of the concession price, they must not view the pricing as high as we may think.

Concessions Agreement

Troy Post 43 Baseball, an American Legion Baseball Team (NPO) has a three year agreement with the City for the non-alcoholic rights at the Arena. T.L. Baseball Boosters, Inc. has tax exempt status as a Not-for-Profit-Organization 501(c) 3 organization certified by the Internal Revenue Service. Paper work included in the bid documents indicates that T.L. Baseball handles expenses, profits, & audits annually for the Team, however it is not clear why the contract is not between the City and TL, rather than the Team.

In some states 501 (c) 3 corporations do not collect or pay sales taxes for their businesses. Is this the case with the Team, and if so has that been approved by the City and the Ohio tax authority?



Recommendation:

• The City should ensure that the legally registered group is who holds the contract for concessions.

The contract runs from July 1, 2012 through June 30, 2015.

The NPO pays a flat fee ($9,900 per year) to the City regardless of the volume of business and must be open at all events except graduations and youth hockey. In addition they pay the City $150 per professional sporting or cheer event. No additional payments are due for concerts which we assume is due to the Team not selling the beer.

According to financial statements, the City collected $10,500 from the NPO in 2013 and the NPO estimates they netted no more than $5,000 annually from the operation after paying all expenses.

NPO indicated to us that they were the only bidders for this contract and this is a reduction in their rental fees from the last contract, due to declining events and sales.

The operation is managed by the coach's wife, Connie Brown, and she also provides concessions at the City's Duke Park. She uses four American Legion teams plus teams from girls' softball and little league. Each player must commit to a minimum number of events to raise the equivalent amount of money for their team's expenses.

Brown indicated they have four stands they can use at the Arena but never saw the need to open more than one.

Cheerleading is their highest grossing food event at the Arena, which explains the additional fee payable by contract, however in most venues, concerts with beer would be the most profitable, if one concessionaire was handling all food and beverage sales.

In addition to purchasing all of the products, Brown must pay for the individual Health Permits; $483 per permanent stand annually or $45 per event for temporary locations.

The menu items most in demand that she cannot serve are grilled items such as hamburgers and fried items such as French Fries. This reinforces our recommendation that any master plan of the Arena include the redevelopment of the concession stands to allow for cooking in order to maximize sales.



Merchandise

Merchandise sales are managed by the local chapter of the American Red Cross, another NPO. Typical merchandise splits are 70°/o to the promoter/act, 30o/o for venue on soft goods and 90°/o/1 0°/o on CO's or other music, which is very favorable in today's marketplace. We are seeing some venues giving away the merchandise rights in order to book an act. The Red Cross receives a flat rate for selling, with no incentive to sell more.

We did not see any line items on the City's Profit and Loss Statement related to Merchandise sales or expenses.

For the concert that we observed, merchandise was displayed in one area of the concourse, just to the right of the main entrance. Unfortunately this is a heavy traffic area, which is good for sales, but bad for circulation. In addition, customers queue beyond the tables so cannot see the merchandise until they get up to the table, which slows transaction time. On top of this, there is only one cashier that takes credit cards. There were several concession stands that were closed during the concert which could have sold merchandise, but only one was used for just the opening act so did not produce the volume of business.



Recommendation:

• While the merchandise was displayed on the wall with pricing which is good, we would recommend professionally designed displays in any future renovation of the Arena. Walk-in kiosks that allow customers to actually see the product up close normally produce more sales than these flat displays.

The unfortunate part of dealing with a charity group is they are not as motivated to maximize sales, particularly if they are earning a fixed fee, as opposed to vendors who are earning a living from their commissions.

Recommendation:

• Even if retaining the Red Cross, switch their compensation to a percentage of sales to reward them for increasing sales over the current level. Merchandise is the highest price point of all items sold in the Arena and therefore all cashiers must accept credit cards to maximize sales. The City must dictate the number and location of merchandise stands and the number of sellers in each sales location. The industry standard would be to have 1 merchandise stand for every 1, 000 expected customers.

• Sell all groups' merchandise in all stands. Given the extremely narrow concourses it is important to offer multiple sales locations to spread out the crowd. We would recommend moving ticket-taking out, so even the building's lobby entrance could be a sales point for merchandise as well as any closed concessions.

Financial Review and Recommended Improvements

We had developed several internal financial reports based on the original food and beverage reports provided to us (2013 Budget) by making the basic changes recommended in this report concerning menu and pricing, increased points of sale and accepting credit cards at all locations. The result was a projected $6,000 increase in net revenues to the Arena. With major improvements in the concession stands to increase points of service and add cooking capabilities those net revenues will rise even further.

We now understand that the Arena's actual beer sales in 2013 were approximately 55o/o higher than projected in the 2013 budget that we had used as a base model. Therefore we recommend working with facility management once the scope of improvements is determined, to develop the most accurate financial projections for the future operation, utilizing the latest base numbers as well as what physical improvements will be made.



Those projections will include hiring a full time concession manager, who would manage all of the food, beverage, beer and merchandise operations. The existing volunteer groups could still be retained to staff concessions and merchandise stands, but their compensation would be based on a commission of sales actually generated. We would recommend still allowing outside caterers to utilize the venue for banquets and backstage catering. However those caterers would now pay the Arena 15o/o of sales for any banquets.

In reviewing our report the following items are our key recommended improvements to the foodservice operation .

./ Hire a full time concessions manager

./ Add credit card capabilities to all permanent and portable sales locations

./ Add cooking capabilities to one or two of the concession stands (this could also be a service window from a new cooking commissary/kitchen)

./ Menu Engineering; increase sizes and prices for major events, add popular items, delete slow sellers to streamline service

./ Incorporate beer into the food stands and snacks into the beer stands

./ Increase the number of events where beer is sold in controlled environments

./ Renegotiate not-for-profit service agreements (food and merchandise) to current market rates

./ Marketing and concessions work together to expand sponsorships

./ Collaborate with sponsors to add professional graphics to the stands and upgrade menu boards

./ Reduce counter heights of stands and condiment counters to the ADA level of 34"


BALLARD* I(ING & ASSOCIATES LTD

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Ken Ballard President Ballard*King & Associates 2743 E Ravenhill Cir. Highlands Ranch, CO 80126 (303) 470-8661 [email protected]

Table of Contents

Section I Introduction ........................................................................ 1

Section II Market Analysis and Trends Assessment ....................... 3

Section III Marina Development Directions ..................................... 18

Section IV Partnership Assessment ................................................... 26

Section v Funding Requirements .................................................... 29

Section VI Action Plan ....................................................................... 34

Section VII Conclusion ........................................................................ 37

Section VIII Appendix ........................................................................... 38

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Section I - Introduction

The purpose of this study is to critically analyze the feasibility of redeveloping the Treasure Island Marina in Troy, Ohio into a viable, regional, destination, recreation amenity that highlights the Great Miami River corridor.

This report is based on information gathered from site visits to Troy and the Treasure Island Marina on April 29 and 30, and July 28, 2009. In addition to a tour of the existing marina as well as other recreation amenities in Troy and the greater Miami Valley, interviews were held with key city staff and officials as well as other organizations with a possible impact on the Treasure Island Marina.

Interviews:

• Michael Beamish- Mayor, City of Troy • Troy Public Service and Safety Director • Troy Recreation Staff • Troy Parks Commissioners • Troy Recreation Board • Miami County Park District • Miami Conservancy District • Miami Valley Regional Planning Commission • Tin Roof Restaurant • Brewster Rhoads, Regional Director/Ohio Governors Office • ·Local citizens of Troy

Three Ohio communities with similar outdoor recreation amenities were utilized as case studies for the project.

Case Study Communities:

• Loveland • Xenia • Yell ow Springs

History:

The historic Hobart Marina in Troy was constructed by the Hobart Brothers in 1946. It was originally built to serve family, friends and Hobart employees and was an active center for water sports activities on the Great Miami River for many years. The marina building features a unique and distinctive art deco design and was large enough to house a variety of water craft including many Chris-Craft boats. The marina became the center for a variety of recreation activities including boat racing, water skiing, picnics, dances, fishing, musical entertainment, and a number of special events. ·

Ballard*King & Associates -72-


With interest in water activities beginning to wane, in the 1970's the marina was donated to the City of Troy by the Hobart family. From the beginning the front portion of the building served as a restaurant while the river side went basically unused. Over the last 30 years the structure )las gradually fallen into a state of disrepair as its function changed from a river oriented public facility. However, the original beauty of the marina has not been forgotten and the City of Troy in the last 5 years has spent nearly $400,000 in an attempt to begin to restore the building to its original glory. With a new restaurant (Tin Roof) that is more in keeping with the theme of the building and shared vision with the city to see the marina become a functional amenity on the river conidor, the Treasure Island Marina is poised to begin a new era as a regional "Northern Hub" for recreation.

Project Vision:

As stated in the City of Troy's promotional brochure on the Treasure Island Marina, the vision for the facility is "Our desire is to bring back active recreation along the river, create renewed interest in the environment and open the doors of educational and economic opportunity. All of this begins at Treasure Island." More importantly Michael Beamish, Mayor of Troy, stated in his 2009 speech at the River Summit "In short we want to create the Northern Hub, a place people will head for recreation, relaxation and a fun dining experience".



Section II - Market Analysis and Trends Assessment

One of the keys to the feasibility of redeveloping the Treasure Island Marina is to understand the potential market for such a facility and also to review the trends in various sports and water activities that might be supported by the marina.

Demographic Characteristics: The primary focus of the marina will be to serve the residents of Troy but it is recognized that facility will need to be a key "Northern Hub" along the Great Miami River corridor as well.

The following is a summary of the basic demographic characteristics of Troy, Miami County and the Miami Valley area (as designated by the Miami Valley Regional Planning Commission). This information was gathered through ESRI, a national demographic research firm.

Population Comparison:

City of Troy Miami County Miami Valley

Number of Households Comparison:


Number of Families Comparison:


Average Household Size Comparison

2000 Census 21,999 98,868

1,059,845

2000 Census 8,920

38,437 415,364

2000 Census 5,883 27,043

284,242

2000 Census City of Troy 2.40 Miami County Miami Valley United States

Source - U.S. Census Bureau and ESRI

Ba11ard*King & Associates

2.54 2.47 2.59

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2009 Estimate 23,270 101,743

1,108,106

2009 Estimate 9,554

40,055 440,791

2009 Estimate 6,131

28,436 295,984

2009 Estimate 2.37 2.51 2.44

2.59

2014 Projection 23,817 103,240

1,128,528

2014 Projection 9,826

40,859 450,567

2014 Projection 6,203 28,666

299,819

2014 Projection 2.36

2.49 2.43

2.59

Median Age Comparison 2000 Census

City of Troy 35.2 Miami County 37.6 Miami Valley 36.2 Nationally 35.3

Median Household Income Comparison

City of Troy Miami County Miami Valley Nationally

Demographic Summary:

2000 Census $39,530 $44,130 $43,747 $42,164


2009 Estimate 37.5 39.8 38.0 36.9

2009 Estimate $51,442 $55,636 $56,452 $54,719

2014 Projection 37.6 40.1 38.3 37.2

2014 Projection $54,379 $58,716 $58,695 $56,938

• The population base of Troy itself is reasonably small to support a marina with a wide variety of activities and events. However with the anticipated regional focus of the project, Miami County with over 100,000 residents and a total of over 1,000,000 in the greater Miami Valley provides a very strong market for a marina.

• The large regional population base also translates into a significant number of households but the average household size is smaller than the national average indicating fewer households with children.

• The median age of all of the geographic areas is older than the national numbers also indicating an aging population.

• Median household income, one of the primary determiners of recreation participation, is slightly higher in Miami County and the Miami Valley than the national numbers and the general cost of living for the area is much lower than other areas of the US. This shows the possibility of more discretionary income for recreation purposes.

Recreation Activities Participation: On an annual basis the National Sporting Goods Association (NSGA) conducts an in-depth study and survey of how Americans spend their leisure time. This information provides key data on participation in a variety of recreation activities that could be supported by the Treasure Island Marina.



Participation Rates Activity

Bicycle Riding

Canoeing

Exercise Walking

Fishing (fresh water)

Running/Jogging

Kayaking1

Age (median):

Age Income Region 16.5% 19.2% 21.2%

3.8% 4.5% 4.6%

36.2% 37.5% 35.8%

14.0% 15.5% 17.2%

13.1% 13.1% 12.3%

2.2% 2.2% 1.3%

Participation based on median age of the Miami Valley.

Nation Average 16.7% 18.4%

3.9% 4.2%

36.1% 36.4%

14.1% 15.2%

13.4% 13.0%

2.2% 2.0%

Income: Participation based on the 2009 estimated median household income in the Miami Valley.

Region:

National:

Average:

Participation based on regional statistics (East North Central).

Participation based on national statistics.

Average of the four columns.

Participation Rates from 2000 to 2014 Activity Average 2000 Part. 2009 Part. 2014 Part.

Bicycle Riding 18.4% 176,575 184,978 188,603

Canoeing 4.2% - 40,384 42,306 43,135

Exercise Walking 36.4% 349,457 366,086 373,262

Fishing (fresh water) 15.2% 145,938 152,883 155,879

Running/Jogging 13.0% 124,630 130,561 133,120

Kayaking2 2.0% 18,877 19,775 20,163

TOTAL 855,862 896,588 914,161

Difference 12,028

2,751

23,804

9,941

8,490

1,286

58,300

The estimated participation numbers indicated above are for each of the sports listed and do not necessarily translate into expected use figures at the Treasure Island Marina since many participants utilize other facilities for these activities and may participate in more than one activity at a time. However, these figures do indicate the total number of people participating in various activities within the Miami Valley. These statistics show a particularly strong market for walking and bike riding as well as fishing and running/jogging.

1 These numbers are from the 2007 NSGA survey. 2 These numbers are from the 2007 NSGA survey.



Sports Participation Summary Sport Nat'l Rank Primary Service Area % Age Group

Exercise Walking Bicycle Riding Fishing (net)

Running/Jogging

Canoeing Kayaking3

Nat'l Rank:

% Participation:

Age Group:

..__ ____ ____,..._ __ Participation ~~----' ...___ __ 1

6 7

12 27

.....__ __ _ 36.4% 18.4%

15.2%

13.0% 4.2%

2.0%

Popularity of sport based on national survey.

.----

45-54

7-11 7-11

25-34 18-24

·~----''---- 18-24

Percent of population that would participate in this sport in the Miami Valley.

The age group with the highest level of participation based on national survey.

Note: Age group participation is generally on a bell curve, with the age group noted having the highest rate and then declining from there.

3 These numbers are from the 2007 NSGA survey.



Comparison of State Statistics with National Statistics: Utilizing information from the National Sporting Goods Association, the following charts illustrate the participation numbers in selected sports in the state of Ohio.

Ohio Participation Rates Sport

Exercise Walking

Bicycle Riding

Fishing (net)

Running/Jogging c . 4 anoe1ng

Kayaking5

Ohio Participation:

Age Group:

Largest Number:

Ohio Participation Age Group Largest Number (in thousands)

3,276 45-54 45-54

1,766 7-11 12-17

1,769 7-11 35-44

1,363 25-34 25-34

0 18-24 25-34

122 18-24 45-54

The number of people (in thousands) in Ohio who participated more than once in the activity in 2008 and were 7 years of age.

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

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

4 There were no state statistics collected in 2008 from Ohio. 5 These numbers are from the 2007 NSGA survey .



Recreation Expenditures Spending Potential Index: In addition to participation in recreation activities ESRI also measures recreation expenditures in a number of different areas and then indexes this against a national number of 100. The following comparisons are possible.

Recreation Expenditures Spending Potential Index City of Troy

SPI Average Spent Fees for Participant Sports 91 $100.47

Fees for Recreational Lessons 87 $113.85

Social, Recreation, Club Membership 90 $153.42

Exercise Equipment/Game Tables 65 $64.81

Bicycles 83 $15.43

Water Sports 84 $6.14

Other Sports Equipment 89 $9.77

Miami County SPI Average Spent

Fees for Participant Sports 98 $108.99 Fees for Recreational Lessons 96 $125.08



Bicycles 87 $16.27



Miami Valley SPI Average Spent

Fees for Participant Sports 102 $113.43

Fees for Recreational Lessons 100 $130.01



Bicycles 94 $17.56



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

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



Other Statistics:

• According to the Outdoor Industry Association, participation in kayaking more than doubled between 1978 and 2004. Participation in canoeing also remains very strong.

• In the book Outdoor Recreation in America, authors Clayne Jensen and Steven Guthrie report that by the year 2000 about 10% of Americans canoed and 3% kayaked. They also noted that between 1998 and 2002 the Sporting Goods Manufacturing Association recorded a 59% growth in participation in kayaking and a 20% loss in canoeing participation.

• The Outdoor Foundation in its 2009 Outdoor Recreation Participation survey noted the following:

o Canoeing increased in popularity nationally from 9,154,000 in 2006 to 9,935,000 in 2008. The greatest increases in the last year were in the 25-44 age group (10.5%) and the largest decrease was in the 18-24 (-14.9%).

o Kayaking (recreational) increased in popularity nationally from 4,134,000 in 2006 to 5,025,000 in 2008. The greatest increases in the last year were in the 25-44 age group (15.2%) and the largest decrease was in the 18-24 (-3.3%).

Other Trends and Considerations: The following are other trends and considerations regarding the viability of the Treasure Island Marina.

• Rory Robinson of the National Park Service noted the following in 2007:

o The active outdoor recreation economy is a $730 billion annual contribution to the US economy.

o In sales comparisons, active recreation retail sales are second only to the telecommunications industry.

o Increases in commercial and retail occupancy are higher in communities with trails and sales tax rates are higher as well.

o Corporate relocation and retention ranks "Quality Place" in the top reasons for determining where to move.

o Recreational trails and open spaces, collectively termed "greenways", make sense culturally, socially, recreationally, and economically.

• In a 2004 survey by the National Association of Realtors and the National Association of Home Builders listed trails as the top amenity they would like to see in a new community.



• The Rails to Trails Conservancy reports:

o Trails promote historical preservation.

o Trails impact cultural awareness and community identity.

o Trails help to promote eco tourism.

• John Crompton, the noted parks and recreation scholar from Texas A&M University, has documented how property values increase with a property that is near a trail or other park amenity.

• Landscape Architecture magazine, in a number of articles that have been published in the last eighteen months, has featured urban rivers that have been revitalized and the positive impact that this has had on the communities and actual use of the river itself.

• Quality of life is becoming an increasingly more important factor in where people chose to live and work.

• Promoting livable and walkable communities is a critical aspect of most community planning efforts.

• With increasing levels of obesity in Americans, trails and other outdoor recreational pursuits can help initiate a more active lifestyle.

• Trails provide an alternate form of transportation.

• As the landscape of the United States becomes more urbanized there are increasingly less opportunities to have contact with nature.

Case Studies: The following is a brief assessment of three other Ohio communities that have a strong emphasis on outdoor recreation (biking, hiking, canoeing, kayaking, etc.) facilities and programs.

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Loveland, Ohio

Loveland is a community that IS located on the Little Miami River that is known for its downtown historic district.

1. Key amenities

The city is located at the far south end of the Little Miami Scenic Trail and the trail runs right through the historic district. Nesbit Park is the key public amenity that is in town and on the trail. It features a large amphitheater that hosts a large variety of events and activities. However there is no indoor space and there are a very limited number of restaurants in the immediate area. Several bike, running and other sports related businesses have shops next to the trail. There is also easy access to the Little Miami River in close proximity to the trail and there is a private canoe livery immediately next to the river. This allows for both trail and river activities to occur.

2. History

The city is well known for its position on the trail and in fact many people refer to the Little Miami Scenic Trail as the "Loveland Bike Trail". When the main railroad line that went through the center of town was permanently vacated then the city was able to work with the state of Ohio to convert the old railroad bed into a trail. The city then developed many of the ancillary amenities directly next to the trail.

3. Local or regional orientation

The trail and the river have a strong regional orientation and people come from around the northeast Cincinnati metro area to access the Little Miami trail.

4. Estimate of annual users

The city estimates that there are between 175,000 to 200,000 trail users annually.



5. Funding

The trail's funding came primarily from the state but other support amenity dollars came from city .funds as well as other regional sources and grants.

While the state is responsible for the actual maintenance of the trail itself, the city maintains all of the areas immediately adjacent to the trail as well as Nesbit Park.

6. Economic impact

No specific studies have been completed on the impact of the Little Miami Scenic Trail on the Loveland economy, but the city and the chamber of commerce believes that the trail and river have a critical economic impact on Loveland.

7. Important things to remember

• The trail runs through the historic district of the city which is important.

• There are a large number of community events that are conducted throughout the year.

• There is both trail and river access.



Xenia, Ohio

Xenia is known for its incredible network of bike paths and walking trails.

1. Key amenities

The community boasts 4 main regional trails that meet at the Xenia Station hub building (museum and classroom) which is part of the former train station and rail yard. A significant number of special events (Greene Trails Cycling Classic, etc.), festivals and a farmers market are staged out of the Xenia Station area.

2. History

Xenia was originally known as a railroad town that had many rail lines coming into the city. As the railroad industry began to disappear the city stmted to acquire right of ways on the old rail beds to turn these into paved trails. From this a four trail system was developed with the help of a bikeway master plan that was developed by the city. This effort was supported by a city manager and parks and recreation director that strongly supported the concept.


The trail system with its connections to other neighboring communities in Greene County has a very strong regional orientation although the trails are also heavily utilized by locals as well.




It is generally estimated that the trail system in Xenia attracts 500,000 or more users a year.

5. Funding

Much of the capital funding for the acquisition of the right of ways and construction of the trails came from grants and from State of Ohio transportation funds. Greene County also provided some funding as well .

The trails are maintained by Greene County through a contractual agreement with the city. The county maintains all of the primary trails in the county with a similar contract with other cities.

6. Economic impact

The city reports that the trails in general have had a very important economic impact on the community by bringing a large number of people from other area.s that spend money on equipment rentals, food and lodging in Xenia. In addition there has been an increase in the number of restaurants, hotels and bike shops.

It was originally hoped that with the renovation of Xenia Station that this would spur economic development activity in the immediate area however this has not really occurred.


• A central hub of operations is needed.

• The facility must be large enough to accommodate a variety of uses. The Xenia Station building is too small and does not have enough amenities or uses to attract more people.

• Having strong project partners is essential for funding but also for operations.

• There needs to be a series of special events to draw people to the area.



Yellow Springs, Ohio

Yellow Springs is a small "funky" community that IS known for its recreational and entertainment attractions.

1. Key amenities

The city is located in the middle of the Little Miami Scenic Trail and the trail goes right through the town. The refurbished train station serves as the hub and houses the chamber of commerce and restrooms for trail users. The community also runs a large number of special events in town and near the trail. There are also a significant number of shops and restaurants in the immediate area and there is good parking and access.

2. History

For more than 100 years the town was a popular attraction with hotels, spas, boarding houses and taverns. The Little Miami Railroad made the community the center of trade and recreation in the area. Today the railroad bed is the trail and visitors come for the shopping, dining, recreation and events.


The trail and the community in general have a strong regional orientation.


There are no estimates for the number of trail users.

5. Funding

The trails funding came from a number of regional sources and grants while the train station was built locally through fundraising and it is the property of the town.



6. Economic impact

The Yell ow Springs Chamber of Commerce reports that the trail has a huge economic impact on the community but there has never been any actual study done to measure the true impact.


• Having the trail come directly through the town is important.

• The train station is an important hub for the trail and the community.

• The restaurants and shops are a major draw to the community.

• Having a number of special events throughout the year is essential.

Other Sources of Information

Brewster Rhoads - SW Regional Director/Ohio Governors Office and avid kayaker

Project Input-

• Need to have the facility be a true destination point.

• There needs to be a park like setting with adequate parking, picnic tables, restrooms, playgrounds, etc.

• Stage or amphitheater for events.

• There will need to be a series of on-going events and activities to draw people to the manna area.

• Consider reenergizing the island itself.

• The ability to store canoes and kayaks in a covered area (for a fee) would be a major amenity.

• The water quality will have to be good and the water levels controlled.

• Reconnecting to the river is important

o Will stimulate economic development

o Helps with work force retention

o Celebrates the river's heritage



Overall Key Findings:

Based on the other benchmark communities and interviews with other individuals, the following is a summary of the key information that was gathered.

·~

• ! ,,

A community must develop a reputation and appeal as a location for specific trail and river recreation activities.

The community's recreation amenities must have a regional draw.

There needs to be a central "hub" facility in a community to coordinate activities . (. ~ ~· Conducting a series of events or activities is absolutely essential to bring interest and · attention to the community and the recreation amenities that are being promoted.

r:~ ·• Celebrating the historical aspects of a community or a specific amenity is important. kj ~'& ·if • I/\

t r t"· •

Having the trail and any river access very close to downtown is important.

Recreation amenities and activities contribute to a strong community identity and stress the importance of quality of life.

Partnerships with other entities (county and regional planning entities) as well as private sector providers (bike shops, canoe and kayaking companies and restaurants) are essential.

• Communities have indicated that recreation amenities and activities have had a positive economic impact.



Section III - Marina Development Directions

Based on the information gathered from the market analysis and trends assessment plus information from the project interviews and the site visits to Troy, the following are marina development directions.

Market Opportunities: The following market opportunities are present in the Miami Valley.

• The Treasure Island Marina is located in a position where it can promote both river and trail activities. This is a uni ue market position that many other facilities do not enjoy in Ohio.

• There is an existing building and marina that are in good structural condition that can form the basic infrastructure for a new facility.

• The marina has a rich history to build upon. This provides some name recognition in the region.

• There is an existing restaurant tenant that Is interested in expanding the overall recreational opportunities of the marina.

• There are a number of other existing city recreation facilities in the immediate area surrounding the marina. This provides an opportunity to cross market to a much larger recreation audience.

• Connecting the marina back to Troy's downtown will be a challenge due to distance but will be important. Troy Main Street should recognize that the redevelopment of the marina creates a unique destination feature for the City of Troy.

Project Keys: The following are keys to project success.

• The marina and park will need to be a significant location for public gatherings, civic events, social activities, festivals, and sports events along the river.

• Marina improvements must be considered a quality of life issue for the City of Troy.

• The marina will need to have a strong regional appeal.

• The Great Miami River Trail will need to be completed north to Piqua as well as south from Tipp City to Vandalia to develop a true regional dra\v from the bike trail.

• There will need to be a strong focus on three main elements, water, trail, and park/event activities.

• It will be important that the marina have as much year round use (beyond the restaurant) as possible.

Ballard*King & Associates -89 -


• The marina must be inviting and enticing to draw users to the area.

• The Tin Roof restaurant will be a key aspect of the project and will need to expand its presence in the area. They will be counted on to not only operate the food service operation but also the marina and other events taking place at the park. Their financial success is essential to the future of the project.

• The history of the Hobart Marina and the events and activities that took place there will need to be honored and celebrated.

• The Treasure Island Marina will need to be linked to other recreation amenities just across the river including Community Park, Hobart Arena, and the levee area where the Strawberry Festival is held. It will also be critical that connections to downtown Troy be reinforced. A key element in this effort will be the ability to use the future new Adams Street Bridge to enhance bike and pedestrian movement between these amenities.

• The marina is at a key transition point between the more urban areas of the Great Miami River to the south and natural areas of the river to the north.

• Non-motorized use of the Great Miami River needs to be strongly encouraged with limited to no motor craft access.

• The issues of periodic flooding of the marina area will need to be considered and planned for with any physical improvements to the facility.

• The overall safety and security of the marina and park area will have to be improved.

• · The development of the marina should be a mechanism to increase economic development in Troy.

• The City of Troy has limited funds that can be utilized for making i1nprovements to Treasure Island Marina and participation by other partners including Tin Roof restaurant will be essential.

• The City of Troy's Recreation Department staff and resources are already over stretched and their involvement with any additional operations and programming at the marina will need to be limited. Additional internal resources will be necessary to expand successful, quality, operations and programming.

• The city should consider the development of city wide trails master plan that emphasizes connections to the marina as well as downtown.

• A redeveloped Treasure Island Marina will need to have a strong overall marketing plan that integrates both local and regional efforts as well as all project partners. The plan

Ballard*King & Associates - 90 -


should also link efforts with other Troy facilities and activities and especially with the downtown area.

• It is critical that at least the basic elements of the marina (canoe and kayak rentals, etc.) be operational by the summer of 2010.

Marina Facilities: The following are important elements to include in a redeveloped Treasure Island Marina.

General

• The Treasure Island Marina must develop a uniform theme and image. This should play off of the art deco look of the existing marina building.

• Good water quality is absolutely essential to a positive overall experience of the visitor. As a result there needs to be a constant flow of water through the marina area itself as well as aeration of the water through a fountain (this is currently under way).

• The marina water area has recently been redged but this will need to be redone approximately every three years to ensure a consistent depth of at least 4 feet. This will allow for better use of the boat launch and support the rental of other non-motorized craft. The water level also needs to be more consistent in the late summer and fall so the marina can have constant use.

• There will need to be the development of a looped trail that will support short biking and walking tours of the area. This will increase more local use and reduce the dependence on regional destination use.

• The vehicular entrance to the marina itself needs to be more visible and requires a pronounced gateway entrance with significant signage.

• There needs to be improved lighting of the marina area including the building, parking lots, island and water areas. This could include themed lighting for the holidays.

• More color needs to be introduced to the area in general. This could be done through banners, flags and other fabric associated with the actual amenities noted below.

• Steps or a ramp should be built from the parking area to the top of the levee to improve access to and from the trail.

• An attempt should be made to acquire the 5 acres that are immediately to the north of the marina. This would expand the park area surrounding the marina itself, allow for a small looped trail and provide for a gateway to a larger looped trail with another foot/bike bridge across the river itself.

• The existing geese problem will need to be controlled.



Marina Building

• The exterior renovation of the building and a return to the original art deco look needs to be completed.

• A larger outdoor deck area with enhanced views of the river, marina and Treasure Island itself are necessary to support outdoor dining and other events.

• Consideration should be given to removing the boat storage ramp leading from the marina into the building itself. This will open up the deck and views to the marina and island.

• The area under the marina building needs to be cleaned up and rehabbed so that it can actually be used for canoe, kayak and paddleboat storage (this is currently underway). Establishing a rental area for personal canoes and kayaks should be a priority.

• The areas of the building that are not cunently in use for the restaurant need to be developed into a marina store that rents canoes, kayaks, paddle boats and possibly even pontoon boats. The store should also have the ability to rent bikes and sell items such as fishing supplies, life jackets, biking gear, etc. In addition there should be a quick serve food service operation.

• Restrooms that can be easily accessed by marina users and do not interfere with restaurant operations or use.

• An outdoor area that is immediately next to the restaurant that can support food based events, parties, and activities.

Island and Park Area

• Actual floating docks will need to be added to the water area to support the rental of a variety of water craft. This would also include a courtesy dock for people using the boat launch.

• Informational kiosks should be located along the trail to promote the Treasure Island Marina and its services.

• The park area that is adjacent to the marina and main parking lot needs to be enhanced for use by marina patrons as well as being able to support special events. This should include:

o Improved landscaping that enhances a large lawn area that can be utilized for festivals and other special events. This area will need good lighting and adequate power to host such activities.



o A large covered pavilion area with picnic tables (if this is permissible in the river area) .

o Small amphitheater area to support events . This would include a small raised stage area and lawn seating.

o Restrooms that can support park activities.

o ishing areas accessible from the park area.

• Treasure Island itself must be improved. Dry access and use of the area needs to be encouraged. This should include:

o New playground equipment (the existing equipment is not in compliance and is in the wrong location).

o Small picnic or events shelter.

o Replacement of the lighthouse using the original design specifications.

o Removal of the overhead power lines.

o Utilize decorative lighting to enhance and showcase the island from the marina building.

Programs and Services: In addition to making physical additions and improvements to Treasure Island Marina, developing a strong, on-going, level of program and service options will be critical.

• The Treasure Island River Adventure Series provides an excellent programming base to build from for the future. This series should continue and will need . to evolve as the marina's physical improvements become a reality. This series should continue to be organized and conducted by Troy Parks and Recreation staff but with limited resources, it should not be expected that the series will be expanded or other programs added for the marina in general unless partnerships with other organizations are developed. However, this series has provided for much needed local and regional awareness of the marina and has provided opportunities for the city to network with local government agencies, state agencies and universities. These events have shown the need and interest in revitalizing the marina.

• The Tin Roof restaurant has expressed an interest in developing some activities and services on its own and this should be encouraged and coordinated with other city events. These could include such activities as:

o Car shows



o Small concerts

o Weddings and wedding receptions

o Holiday events (hay rides, etc.)

• With the presence of the river and other natural areas, developing some environmental education programs and events will be possible. Having other non-profit organizations in the Troy area provide these activities should be encouraged.

• There will need to be a mix between river based, trail based, and park based activities and events . These could include such activities as:

o Bike races

o Triathlons

o Bike tours

o Canoe/kayak races

o Canoe/kayak tours

o Fishing derbies

o Car/boat shows

o Concerts

o Outdoor movies

o Festivals

o Weddings/reunions/ graduations

• Regionally organized events such as bike races, kayaking/canoe events and other special activities will need to be linked with the Treasure Island Marina. It is anticipated that many of these events would be organized and funded by other partners or entities.

• While it is recognized that most of the programs and activities will be offered during the summer season developing activities for spring and fall as well as at least some winter activities will be important.

Potential Economic Impact: The following is a brief assessment of the possible economic impact of the redevelopment of the Treasure Island Marina. These calculations do not cover possible economic impacts outside of Troy itself that may occur from the marina. This is only a



tudimentary assessment based on very basic project assumptions. A more detailed economic impact study should be completed when a definite well defined plan for the facility is developed. As a result these preliminary economic impact numbers are conservative. It should also be noted that no overall multiplier was applied to the base economic numbers. This estimate includes only new expenses and revenues beyond what is currently being generated at the site.

Indirect- Expenditures by marina users outside of the marina itself.

Local Expenditures Estimated Annual Users -100,000-150,000 100,000-150,000 x $47.00/per: day trip*

Total Estimated Indirect Economic Impact

$4,700,000-$7,050,000

$4,700,000-$7,050,000

Direct - Expenditures for employee compensation and the purchase of goods and services associated with the marina. This number includes Tin Roof employees, City of Troy staff (assigned to Treasure Island facilities and/or programs) and goods and services sold.

Estimated Direct Economic Impact

Grand Total

$250,000-$400,000

$4,950,000-$7,450,000

This initial estimate of the possible economic impact of the Treasure Island Marina on the local community indicates a considerable annual monetary benefit is possible.

* Expenditures per day were provided by the Miami County Visitors and Convention Bureau based on State of Ohio produced information and averages that have been benchmarked with other local communities and areas of Ohio with similar demographic characteristics. This number reflects a realistic projection of per trip expenditures for the Troy area in 2009. In the following pages references are made to other lower per trip expenditure numbers from other studies but these figures are based on information from at least 11 years ago to as long as 17 years in the past and are not nearly as comprehensive in the types or amounts of expenditures that are anticipated at the Treasure Island Marina.

Other Economic Impact Information: Noted below are what other studies have reported on the economic impact of trails and waterways in communities .

• The American Planning Association in a 2002 article noted how parks enhanced economic development using five key points:

o Key Point# 1 -Real property values are positively affected

o Key Point #2- Municipal revenues are increased

o Key Point #3 - Affluent retirees are attracted and retained



o Key Point #4- Knowledge workers and talent are attracted to live and work

o Key Point #5- Homebuyers are attracted to purchase homes

• The National Bicycle and Pedestrian Clearinghouse in a 1995 technical brief indicated the following economic benefits of trails.

o If you build it they will come - bike and pedestrian trails attract a large number of users and this expands the number of restaurants, stores and overnight accommodations in a community.

o Trail related tourist and visitor expenditures are high - studies of a number of trail communities across the United States in 1992 indicated that daily expenditures from trail users varied from $3.97 to as much as $25.85 a day.

o Trailside property increases in value - walking and bike paths ranked third among 39 features identified as crucial factors in a home purchasing decision.

o Increase in business - in communities where trails have been added there has been a significant increase in restaurants, shops and overnight accommodations supported in part by the number of trail users.

o Trails save taxpayer dollars - the use of bike trails can be an alternative form of transportation which saves energy.

• Rails to Trails Conservancy in an article titled "Economic Benefits of Trails and Greenways" touted the following .

. o Community gems- trails and greenways are gems in a community and contribute to the quality of life and economic vitality of a city.

o An economic boon for col"nmunities - trail and greenway systems have become the central focus of tourist activities in some communities and the impetus for kick starting a stagnate economy. In a 1998 study, visitors to the Little Miami Scenic Trail spent an average of $13.54 per visit on food, beverages and transportation plus $277 a year on clothing and equipment. This was based on 150,000 trail users a year.

o Impacts on property values- trails and greenways have increased property values. In a 2002 survey of recent home buyers trails ranked as the number two most important community amenity out of 18 choices.

o Combining enviromnental an economic benefits - not only do trails provide economic benefits they also enhance water quality and provide critical open space buffers in communities.



Section IV- Partnership Assessment

An increasing large number of new parks and recreation facilities now involve some form of partnership with community organizations, regional entities and other recreation service providers. For partnerships to be effective the following must occur.

• Must actively pursue and sell the benefits.

• Weigh the benefits vs. the price.

• Don't compromise the project's mission statement.

• Must have a shared vision.

• May have to meet differing needs and expectations.

• Development and operations requirements must be clearly defined.

An important step in determining the feasibility of a redeveloped Treasure Island Marina is to assess the partnering opportunities that exist.

Through the planning study process a number of organizations and entities were identified as possible partners for the project.

• Tin Roof Restaurant • Miami County Park District • Miami Valley Regional Planning Commission • Miami Conservancy District • University of Dayton-Rivers Institute • Troy Foundation • Private recreation providers • Outdoor sports organizations • Community groups • Business and corporate

The following is a general summary of the partnership assessment and recommendations for how to proceed with partneting on the Treasure Island Marina project.

Specific Project Roles -Partnerships can be categorized into three possible levels.

Primary or Equity Project Partners - These would be the main partners in the project who have the most interest, the ability to fund, and a willingness to be a part of the development and operation of the facility.



• Tin Roof Restaurant - Since the restaurant is the tenant of the existing marina building it is expected that they will be the primary partner on the redevelopment of the marina. They hope to continue to renovate the restaurant itself and expand operations to the deck area. The restaurant has also expressed a strong interest in increasing its operation to include the rental of bicycles, canoes, kayaks, and paddle boats as well as operating a small marina store. They would be responsible for making most of the improvements to the building for the store as well as the restaurant. It is envisioned that Tin Roof would be the primary operator of most of the marina and its on-going services. There is also interest in organizing and conducting a number of special events. Coordinating the master plan for the Treasure Island Marina with the restaurant will be critical. With a strong need to have at least a portion of the marina operational by the summer of 2010, the City of Troy may need to work with Tin Roof to amend the current lease agreement to allow subleasing of the marina business itself. It should also be recognized that if Tin Roof is unable to continue operation of the restaurant and marina for any reason there will be a sizeable impact on the viability of the revitalization of the Treasure Island Marina.

• Troy Foundation- Although it is not anticipated that the Troy Foundation will have any direct involvement in the actual redevelopment and operation of the marina itself, they would be considered as a possible primary partner for their role in funding a portion of the project.

Secondary Project Partners- These organizations have a direct interest in the project but not to the same level as a primary pat1ner. Capital funding for the project is limited but there can be some assistance with program and service delivery.

• Miami Conservancy District - The district helps preserve land for recreation as well as assists with funding the development of recreational trails and riverfront projects. From a planning perspective their involvement in the process will be important and they may also be a funding agent for improvements to the river area itself.

• Miami County Park District- The county park district is an important partner as they are responsible for the development of portions of the Great Miami River Trail especially to the north of Troy. With a strong regional focus, interaction with the county and their parks system will be essential to fully develop the marina concept. They may also provide some programs and events at the facility.

• Miami Valley Regional Planning Commission - This association of local governments and other organizations in the greater Dayton area is an important resource for planning especially for facilities that are trying to develop a regional approach and are reliant on other governmental agencies along the trails and the Greater Miami River.

• Private Recreation Providers - In an effort to offer a wide variety of recreation programs and services, partnering with select private recreation providers will need . to be encouraged. This could be event promoters, or equipment providers (bike and canoe shops, etc.).



Support Partners- These organizations support the redevelopment of Treasure Island Marina but would see limited to no direct involvement in the development or operation of the marina.

• University of Dayton - With their Rivers Institute and annual River Summit the university is a big supporter of use and activation of the Great Miami River. The university will be a resource for the marina project.

• Outdoor Sports Organizations - Local outdoor sports organizations could be primary users of the marina if it supports their activities. It should be expected that these groups would be strong proponents for the project.

• Community Organizations - Developing working relationships with community organizations and service clubs should provide much needed support for the project as well as possible users of the marina.

• Business and Corporate Community - It will be important that the corporate community be approached with a variety of sponsorship opportunities to enhance the revenue prospects of the marina.

Support partners have limited direct impact on the development and operation of the Treasure Island Marina but their involvement in the process should still be a priority to build overall awareness of the project and help to promote the uses and activities that would take place there. As possible on going users of the facility they could provide a solid revenue stream for the facility as well.

As the redevelopment of the Treasure Island Marina becomes closer to reality, the opportunities for partnering will increase. A well written partnership agreement will have to be drafted between any organizations involved in the project that clearly outlines the capital funding requirements, project ownership, priorities of use/pricing, operating structure, facility maintenance and long-term capital funding sources. These agreements should be in place prior to committing to begin actual construction of more aspects of the project.



Section V - Funding Requirements

One of the major challenges for most recreation projects is determining a method for funding the capital development of the facility. While the primary source for the project funding is anticipated to be the city, other funding sources could allow for a more comprehensive marina to be developed. As a result a number of possible funding sources were investigated.

Capital Funding:

There is a number of possible capital funding sources for the project.

City of Troy - As a part of a long range financial strategy the City should pursue all avenues available for capital funding of the project. These avenues include targeting grants administrated by a multitude of agencies and branches within: Federal, State, Regional, and Local entities. With the diversity of the marina facility funds could be available in a wide range of categories such as transportation, recreation, health, environment, and others. Several possibilities are noted below.

State of Ohio - There is the possibility of some state funding through government grants but considering the current economic c9ndition of the state this may be unlikely.

Miami County- Much like the state, it may be difficult to receive much project funding from this source.

Federal Government - Grant funding for these types of projects has actually begun to increase and it may be possible for some dollars through sources like the LWCF.

Troy Foundation- There is a strong possibility of the project gaining a level of funding from this source.

Private Financing - With an equity partner in the Tin Roof restaurant, it is expected that they will fund most of the interior improvements to the marina building.

Fundraising - A possible source of capital funding could come from a comprehensive fundraising campaign in the city and the suiTounding area. Contributions from local businesses, private individuals and social service organizations should be targeted. To maximize this form of funding a private fundraising consultant may be necessary. A goal of fundraising could be to fund between 10% and 25% of the capital cost of the project.

Partnerships- There is the possibility of including other equity (primary) partners in the project but this will be very difficult. As a result additional partnership dollars received from other organizations is expected to be very limited. Partnership funding derived from corporate dollars may be able to increase the level of revenue from this source but a more detailed partnership assessment will be necessary to determine a realistic level of expectation.



Grants/endowments- There are a number of grants and/or endowments that are available for recreation projects. In fact there appears to be a greater focus on funding parks and projects that improve trails and river access than many other types of recreation amenities. There is a possibility of receiving a reasonably high level of funding from this source if targeted sources are pursued.

Naming Rights and Sponsorships- Considering the size and magnitude of the project and the fact that there is already a private vendor involved (Tin Roof) it is unlikely that naming rights can or should be sold for the project. However sponsorships of different aspects of the marina project as well as events and activities that take place there should be encouraged.

Beyond public financing all of the other potential funding sources noted above should be explored with the goal of funding at least 50% of the total project from non-tax sources.

Operations Funding:

With the scenario that Tin Roof will not only operate the restaurant but also be able to develop a rental business for bikes, canoes, kayaks and other equipment as well as a marina store, much of the cost of operating the marina will be covered by the restaurant. However the water portion of the marina, the boat launch and the park area surrounding the marina itself (as well as most of the parking lots), will have to be maintained by the City of Troy. In addition, city sponsored activities and events beyond what is being currently offered through the Treasure Island River Adventure Series would need to be funded as well. The goal of the marina will be to cover as much of the operational costs as possible through revenues generated by the facility itself. However it is anticipated that there will be a substantial operations shortfall that will need to be funded each year. As a result an annual funding plan for the shortfall will be necessary.

City of Troy - It is anticipated that the responsibility for the operational shortfall will be on the city. However the city will need to identify how the shortfall will be handled and from what source the funding will come from. It is anticipated that in addition to tax dollars that the city will be able to garner funding from grants and other sources as well (see below).

Troy Foundation- In addition to (or instead of) capital financing the Troy Foundation may be able to help fund some events and activities.

Other Government Agencies - There could be some funding for specific events or activities at the marina. However, this will probably be at a reasonably low level.

Partnerships- With the possible partners that have been identified for the project it is likely that the center could receive some operational funding from this source. A carefully worded partnership agreement will be necessary to confirm and guarantee the level of funding that is possible and the length of time that it should be expected.

Endowment Fund - This would require additional fundraising to establish an operational endowment fund that would be designed to fund capital replacement and improvements at the marina. It is often difficult to raise funds for operational endowments.



Sponsorships - The establishment of sponsorships for different programs and services as well as funding for different aspects of the facility's operation is possible. But in most cases this provides a relatively low revenue stream for funding day to day operating costs for recreation facilities.

Grants - There are grants that are available for programs and services that focus on environmental education, and outdoor recreation. It may be possible to acquire funding for specific programs from this source.

Specific Capital Expenditure Estimates:

Below are listed capital cost estimates for specific components associated with the redevelopment of the Treasure Island Marina. It should be noted that these are very general estimates only that will need to be verified by architects and contractors. The exact cost will also depend on further definition of the specific improvement.

General

- Water quality improvements Dredging Aeration

- Looped trail

-Gateway entrance

- Improved lighting

- Acquire 5 acres & expand into a park (Does not include land costs, but a donation is possible)

Marina Building

- Building renovation Exterior Decks Under building Restrooms Events area

Island and Park Areas

- Floating docks

Ballard*King & Associates

$50,000 to $75,000

$250,000 to $500,000

$50,000 to $70,000

$40,000 to $60,000

$50,000 to $70,000

$1,600,000 to $1,900,000

$10,000 to $20,000

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- Park area landscaping Picnic pavilion Amphitheater

- Parking lot improvements

- Treasure Island Playground Picnic pavilion Lighthouse Overhead power lines


$200,000 to $300,000

$75,000 to $100,000

$150,000 to $250,000

Grand Total of Capital Expenditures $2,475,000 to $3,345,000

On-Going Local-Regional Capital Expenditures:

The following is a listing of recreational trail investments in Troy arid the surrounding area over the last few years.

Troy Connector (River Levee Trail) Concord Township Trail (Locks & Towpath) Dye Mill Trail River Trail (Peterson Road North) Tipp City North to Troy-Concord Twp Twin Arch Trail (under construction now) Tipp City South ( consttuction start Fall 2009) Lytle to Eldean (proposed in 2010) River Crossing Bridge (20 11 Peterson Rd. Area)

$ 139,083 $ 232,011 $ 690,000 $ 603,000 $ 647,476 $ 700,000 $1,500,000 $ 250,000 $ 900,000

$5,661,570

Much of these funds were achieved through grants leveraged by matching funds received through a levy passed for the Miami County Park District.

Upcoming Water Trails Investments:

Concord Township- has purchased land across from El Sombrero along 25-A to develop a river connection park. The park will have a canoe/kayak ramp for water access, parking, and a shelter. The township hopes to begin the development of the park in the fall of 2009 or during 2010 depending on funding sources. The estimated investment is $125,000.

Miami County Park District - is hoping to develop two river connection locations and is now seeking funds for their development. The Park District is also reviewing the creation of "leave no trace" camp sites at the river connection points. Estimated cost for both connections is $125,000



The City of Piqua -is hoping to enhance the existing river access at Goodrich Giles Park and is currently seeking an ODNR grant for the project. Rough estimate of cost is $100,000.

There has been interest in developing a mile marker type of designation for river travel. Currently the Miami Conservancy District, University of Dayton-Rivers Institute, and the Miami County Engineer are working together considering marker possibilities.

As a note of interest the Ohio Department of Natural Resources does have a State Water Trail coordinator due to growing interest.

Proposed total investment in water trails regionally is $350,000.

Operational Cost Estimates:

The City's leadership will need to address operational costs of the Marina as the area develops into a Northern Hub of activities. It will be critical to the success of the project for the City to establish a higher level of maintenance in order for the site to become a destination location.

Marina Building

The Tin Roof Restaurant operates this facility as a restaurant and intends to develop the marina rental operations and the supporting store feature, and as a result there will be very little direct cost to the city beyond cunent obligations.

Island and Park Areas

The City of Troy will have to maintain and manage the water portion of the marina, the park areas and island. If the Treasure Island Marina is going to attract a large number of users then it will have to be maintained to a higher standard. These additional costs will include increased maintenance in order to maintain a quality landscaped and active park setting.

Events and Activities

The growth of activities in the marina area will require greater interaction with recreation staff. It is noted however that the existing recreation staff is operating at capacity with the number of programs and activities cunently in place. The City's administration will need to address staffing issues as programs and participation expand along with increased investment in the facility.

It should be anticipated that there will be some revenues generated from user fees for activities and events and some funding through sponsorships. The amount of fees generated will be highly dependent of the volume and types of programs offered as well as the local and regional interests developed in sponsoring various programs.



Section VI - Action Plan

Utilizing the points noted in the previous sections the following are the recommended priorities for the Treasure Island Marina Project.

Short Term (next year to 18 months)

These are capital improvement tasks as well as program and service delivery priorities for the next 18 months and the agency( s) that is responsible for the task.

Task City Tin Roof Others General Dredging of marina -v Aeration of water -\}

Banners -\}

Trail completion -'./-Miami Cty

Marina Building Building renovation -v Outdoor deck -\} -\}

Under building -\} -\}

Restrooms -\}

Events area -\} -\}

Island and Park Floating docks -\}

Programs and Services Start marina store -v Rental-bikes/canoes, etc. -v Summer events -\} -v -v Holiday activities -\} -\} -\}

Marketing plan -v -\} -v

The primary focus during the next 18 months will be on making general improvements to the marina area and the marina building itself with the addition of more programs and services. The marina store would be open and there would be the rental of bikes, canoes, kayaks, etc.



Middle Term (18 months to 3 years)

These are capital improvement tasks as well as program and service delivery priorities for the 18 month to 3 year period and the agency(s) that is responsible for the task.

Task City Tin Roof Others General

Gateway entrance/sign \} ~ Lighting ~

Marina Building

Island and Park Park area ~ Playground \}

Shelter/_Ricnic areas ~ Overhead power lines \}

Programs and Services Summer events ~ ~ Holiday activities ~ ~ Year round events ~ ~ Regional events ~

This time period would focus on improvements to the island itself as well as the park area surrounding the marina.



Long Term (3 plus years)

These are capital improvement tasks as well as program and service delivery priorities for the 3 plus year time period and the agency(s) that is responsible for the task.

Task City Tin Roof Others General Looped trail ~ -'./ 5 acre park development -'./ -'./

Marina Building

Island and Park Amphitheater -'./ Lighthouse -'./

Programs and Services Summer events ~ -'./ Holiday activities ~ -'./ Year round events -'./ -'./ Regional events -'./ Concerts and stage events

The long range focus of the improvements to Treasure Island Marina are on the development of the additional acres of park property and the establishment of a looped trail around the immediate Troy area.



Section VII - Conclusion

Recognizing the outstanding opportunity that the. City of Troy has to redevelop the existing Treasure Island Marina into a recreational amenity that can prove to one of the community's crown jewels, it is the recommendation of Ballard*King & Associates that the city proceed with the project. It is clearly understood that the rejuvenation of the marina will require a significant monetary commitment from the city for both capital and operations but the benefits that can be derived from the project are significant. These include:

""~ • The city has an existing asset already in place in the building, the marina and the park.

• The Treasure Island Marina has an historical connection to both the Great Miami River and the City of Troy.

• The marina provides a regional attraction for Troy.

· • A functional marina revitalizes and brings people back to the river.

~ • The project emphasizes the natural environment and supports active recreational pursuits.

• Treasure Island Marina will provide a considerable economic impact to the community.

• The marina promotes a strong partnership between the private sector (Tin Roof restaurant) and the City of Troy.

• In tough economic times the need and demand for providing recreation opportunities close to home are more acute than ever.

• The redevelopment of the Treasure Island Marina is an investment in the community and relates directly to the quality of life for residents of Troy and the surrounding region.



Section VIII - Appendix

The following is a list of sources of information that were utilized for this study.

A special thanks to Stan Kegley, Project Manager, City of Troy and Kellen Mescher, Intern, City of Troy for their assistance in providing information, research material, and other support in completing the study.

Interviews

Michael Beamish, Mayor, City of Troy Patrick Titterington, Director of Public Service and Safety, City of Troy Stan Kegley, Project Manager, City of Troy Ken Siler, Director of Recreation, City of Troy Carrie s ·later, Assistant Director of Recreation, City of Troy Tim Mercer, Superintendent of Park, City of Troy Alan Kappers, President, Board of Park Commissioners, City of Troy James Stubbs, Vice President, Recreation Board, City of Troy Jerry Eldred, Executive Director, Miami County Park District Scott Myers, Deputy Director, Miami County Park District Diana Thompson, Director, Miami County Convention & Visitors Bureau Douglas Hall, Manager of Program Development, Miami Conservancy District Hans Landefeld, Manager of River Corridor Improvement Sub District, Miami Conservancy District Matt Lindsay, Manager of Environmental Planning, Miami Valley Regional Planning Commission Kjirsten Frank, Regional Planner, Miami Valley Regional Planning Commission Brewster Rhoads, SW Regional Director of the Office of the Governor, State of Ohio Craig Hughes, Owner, Tin Roof Restaurant Kyleen Green, Manager, Tin Roof Restaurant Jeff Wright, Assistant City Manager, City of Loveland Nimsfa Simpson, City Planner, City of Xenia Peg Sheffield, Loveland Chamber of Commerce Karen Wintrow, Executive Director, Yellow Springs Chamber of Commerce

Written Works

"Financing and Acquiring Park and Recreation Resources", John Crompton, Texas A&M "Outdoor Recreation in America", Clayne Jensen and Steven Guthrie "Historic Preservation & Community Identity', Rails to Trails Conservancy "Health and Wellness Benefits", Rails to Trails Conservancy "Economic Benefits of Trails and Greenways", Rails to Trails Conservancy "Enhancing the Environment with Trails and Greenways", Trails and Greenways Clearinghouse "Benefits of Trails and Greenways", Trails and Green ways Clearinghouse "Trails and Greenways for Livable Communities", Trails and Greenways Clearinghouse "How Cities Use Parks for Economic Development", American Planning Association



"The Economic and Social Benefits of Off-Road Bicycle and Pedestrian Facilities, National Bicycle and Pedestrian Clearinghouse "Economic Benefits of Trails, Greenways and Open Space", Rory Robinson, National Park Service "Outdoor Recreation Participation 2009 Report", The Outdoor Foundation "Little Miami Scenic Trail Users Survey", Ohio-Kentucky-Indiana Regional Council of Governments "Outdoor Activities Participation", Outdoor Industry Association "2004 Home Builders Survey", National Association of Home Builders

Other Sources of Information

National Sporting Goods Association Landscape Architecture Magazine Miami Valley Regional Planning Commission Miami Conservancy District University of Dayton-The River Summit and Rivers Institute Little Miami Incorporated Great Ohio Bicycle Adventure-Troy Foundation Loveland Canoe & Kayak Whitewater Warehouse


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MOUNTING & CLEARANCE STANDARDS N.T.S.

REFERENCE SYMBOLS

DRAWING TITLE

(:;\ FIRST FLOOR PLAN \..!J v·••· j ORAWINGTITLE

SCALE OF DRAWING

L__--------ORAWINGREFERENCENUMBER

INTERIOR ELEVATIONS

6 DRAWINGREFERENCENUMBER

v-------ORAWINGSHEETNUMBER

BUILDING/DETAIL SECTION

AU DRAWINGSHEETNUMBER t -·--· .. --. ENLARGED DETAIL

·~DRAWINGREFERENCENUMBER J~DRAWINGSHEETNUMBER

EXTERIOR ELEVATIONS

~ DRAWlNGREFERENCENUMBER

-4 A1.1 2) DRAIMNGSHEETNUMBER

MATCH LINE

@ ~:::::::~::~~BER

MATERIAL SYMBOLS IN SECTION

~EARTH

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EjcoNCRETE

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~ GYPSUM

fX"XA1 LOOSEOR

t:.1.1J ~~TION

gR!GIDINSUL.ATION

~PLASTER

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~ WOOD, DIMENSIONAL

~ ~ ~ ~d

(FOLLOW THESE UNLESS NOTED OTHERWISE)

DRAWING SYMBOLS

COLUMN CENTER LINES REFLECTED CEILING SYMBOLS

8 f D }SURFACEMOUNTED LICHT FIXTURES

ROOM SYMBOL D} ~~ ---ROOMNAME

1:::=:1 RECESSED

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PLAN SYMBOLS 0

® CONSTRUCTION NOTES ®I

0 DEMOUTJON NOTES "c::Ji' EMERGENCY EGRESS LIGHT WITH90MNUTEBATTERY

e ACCESSORIES(LETTERS)

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• -$-,o FLOOR DRAIN

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ROD OR SHELF (CLOSETS I

~ PROTECTIVE CORNER INTERIOR ELEVATION SYMBOLS OUARD(PLANVIEW)

liD IW END WALl PROTECTOR

D DDDDDDDDD LIMIT OF CONSTRUCTION

AREA

GJ ::0::: FIRE EXTINGUISHER CABINET

DUPLEX RECEPTACLE MOUNT@56'"A .F.F. TOTOPOFUNJn @) (EMERGENCY POWER!

ELEVATION SYMBOLS ~

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TYPICAL WALL CONVENTIONS

//l FIRE RATED WALLS

= ::J ~===JE-=-=-sc=== SMOKE-TIGHT BARRIER

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KUUMt"INI:>Ht;L;HI:UULI:

WAINSCOAT WALLS CEILING ROOM No ROOM NAME FLOOR BASE MAT HT N s E w MAT HT REMARKS

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PTW-2

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00' BOAT DECK EX EX EX EX EX EX EX EX BOAT STORAGE EX EX EX EX EX EX EX EX

002 BOAT STORAGE EX EX EX EX EX EX EX EX ROOMFINISHSCHEDULEREMA.RKS

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CABINETS CABINETS Pl-1 PlASTIC lAMINATE FORMICA ........ CHESTNUTWOOOUNE CABINETS ... , SOLID SURFACE DUPONTCORIAN COTIAGELANE

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FLOOR FLOOR li/T-1 lUXURYIIINYLTilE METROFLOR MATCH EXISTING

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GENERAL NOTES

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DEMOLITION NOTES ~ INOICATESDEMOUTIONNOTE

1 REiv'OVEEXISTINGWALLASSHOWN

2. REM:IVEEXISTINGDOORANDFRAME

9 REM:lVE EXISTING FLOORING

10. SAWCUTAND REMOVEEXISTING CONCRETEPLATFORMI RAW

11. REMOVE EXISTING WALL FINISH'ES. PREPARE WALLS 4. REMOVE EXISTING HANORAilJGUARORAIL AS SHOWN AS REQUIRED FOR NEW SCHEDULED FINISH

5 SAWCUT AND REMOVE EXISTING CONCRETE STAIRS AS 12 REiv'OVE EXISTING OVERHEAD OOOR ANO FRAME. RAILS. SHOWN AND EQUIPMENT. PREPARE OPENING FOR NEW

OVERHEAD DOOR 6 REMOVE EXISTING CASEWORK AS SHOWN

7 REiv'OVEEXlSTINGPLUMBINGEOUIPMENT

6 REWVE EXISTING TOILET EQUIPMENT/ACCESSORIES

13. CAREFULLY REMOVE DOOR AND FRAME. SET DOOR ASIDE FOR RE·USE. REMOVE MASONRY WALL ABOVE ASREOUIREOFORINSTALLATIONOFNEWLINTELANO HOLLOW METAL FRAME

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15. CUT OPENING AND PREP FOR NEW CASED OPENING

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F. INTERIORWALLSSHALLBETYPE"A1" UNLESS NOTED OTHERWISEANOSHALLEXTENDFULLHEIGHTTO UNOERSIOEOFSTRUCTUREABOVE. UNLESSNOTED OTHERWISE. SEE TYPICAL INTERIOR

G WALL DIMENSIONS ARE FROM FINISH FACE TO FINISH FACE UNLESSOTHERWtSENOTED.

H. WHERE NEW WALL CONSTRUCTION MEETS OR IS ADJACENT TO EXISTING WALL CONSTRUCTION, ALIGN FINISH SURFACES

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2

CONSTRUCTION NOTES @ INOICATESCONSTRUCTIONNOTE

1 10"RETAININGWALLTOFITGRADE

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14. #SS@9" TOPANOBOTTOM.

15. #4'S@12"EACHWAY, BOTTOM

19. TYP. Sl.ABREBAR 14'5@ 12" 0 .C. X3'-T BOTTOM, OVER#S'S @ 11 " O.C .• If 4'5@ 4'.q' D.C. X 3'·T TOP SUPPORT BARS FOR TOP #5'5 @11 " 0C

20. EXISTINGCONCRETESL.ABONSTEEl

0 ~~~~-~ENT- DEMOLITION PLAN @ 1 2 3

21 . ~~T~~Ns;~i~~~~L~:~tr~~~T:!-JDE~:I~BOVE)

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26. INFillEXISTINGOPENINGWITH12"CONCRETE MASONRY UNITS. FINISHEXTERIORWITHPARGINGTO MATCHAOJACENT

27. (2) IS'S X 3'-6" TOP AND BOTIOM. DIAGONAL

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28. [email protected]. x8'-Q"BOTI OVERt5@ 11". ~~-@ 4'-<l"O.C. x g.g- TOP SUPPORT eARS FOR TOP IllS's

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STRUCTURAL PLAN

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A

B

c

--l>

"-' --l>

D

E

DEMOLITION NOTES ~ INDJCATESOEMOUTIONNOTE

1 REM:>VEEXISTINGTPOFLASHING

2 REM:>VEEXISTINGSTONEBA.llAST.TPOROOF MEMBRANE.ANOROOFINSULATION

3 REMOVE EXISTING ROOF MEMBRANE DOWN TO CONCRETE DECK

2

CONSTRUCTION NOTES

@ INOICATESCONSTRUCTIONNOTE

1 SO MIL. FULLY ADHERED EPDMROOF MEMBRANE

2 EXISTING PRE-FORMED ALUMINUM COPING. CAREFULLY REMOVE AND REINSTALL

4 CUSTOMCABINETSIGN

S. 2X2ACOUSTICALPANELCEILJNG

8. 2X4ACOUSTICALPANELCEILING

7 GYPSUMBOARDCEILING

9. EXISTINGCEIUNGUNCHANGEO

10. NEW ROOF TOP UNIT. REFER TO MECHANICAL SHEETS

11 . NEWROOFWALK:rNAYPAOSBYROOFING W.NUFACTURERMATCHANDALIGNTOEXISTING

12. NEW 60 MIL. EPDM WAWCURB A.ASHING

8 ~~~~1~_FLOOR- REFLECTED CEILING PLAN @ 2 3

-, __ p(~~· ·~-~~'->

EI<TERIORC1.0SURE---/~~~~~ ·-' I,, Ft...ANQ!:WO'HFORUEO ~-t:OCE30N1H~-"ESIOES 10RECEIVe:-'F'PROPR!ATE ........... . SliEE.T.J.tET,t.lSCuPP£RIJIIIER SE.II.I.A..'CT SO'~OEREl>.WELDfO

""-OFIJPEOOEI<PROH

GENERAL NOTES

A. ME.A.SURECEILINGSANOLAYOUTGRIDSTO~LANCE BOROERWIOTHSATOPPOSITEEDGES. AVOID USING LESS-THAN-HALF-WIDTHPANELSATBOROERS,ANO COMPLY WITH REFLECTED CEILING PLAN. INSTALL EDGE MOLDINGATPERIMETERS

0 ~~?1~!"LAN @

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REFLECTED CEILING PLAN, ROOF PLAN

A1.3

4

DEMOLITION NOTES Ql

~INDICATES CONSTRUCTION NOTE :; .... v

~~~\~~~e~3~~~~~~1's\~~~~REE~~~ AND Ql

AI ~ I A ....

~

REMOVEEXISTINGSCREEN,GRILLE.FRAMING, ANO :.c HARDWARE PREPAREOPENINGASREOUIREOFOR v NEWINFILL ....

3 REMOVE EXISTING CONCRETE STAIRS .'.NO RAILING <t ... Q.

CONSTRUCTION NOTES I Q.

<t @INDICATES CONSTRUCTION NOTE

1 FACEBRICK

Bl \I . ' . ~. . . . . . . . -···. - - 2. CAREFUllY REMOVE FlAGPOlE. SET ASIOEFORRE- IB - ~ USE. REINSTAllONCETOWERCONSTRUCTIONIS COMPLETE

3. PRE-FORMED ALUMINUM COPING

SHER'NINWILUAMSULTRACRETETEXTUREO MASONRY TOPCOAT, WITH COLORED TINTING IN SECOND COAT COLOR TO MATCH EXISTING

5 NEWTUBESTEELBRACKETS

NEW STEEL GATES

EXISTINGSTEELGRILLE. CLEANANDREMOVEAll RUST. PRIMEANOPAINT

INFILL EXIST. OPENINGWITH1'Z'CONCRETEMASONRY UNITS. FINISHEXTERIORWlTHPARGINGTOMATCHAOJ

NEW CAST -IN-PLACE CONCRETE COLUMN

10. NEWCAST-IN-PLACECONCRETEBRIDGE

Cl "----" ~

~~~ ~R t ~1 11 CUSTOMCABINETSIGNW/WHITELETTERS c

(.) 12. NOT USED

13. EXISTINGSTEELSTRUCTUREANODECKCLEANAND z REMOVEALLRUST PRIMEANDPAINT 0

14 ALUMINUMFASCIA ~ -1>

-I ~ II 1111 :~ 15. EXTERIORFINISHANOINSULATIONSYSTEM.SHERWIN >

N WILLIAMS: AROENTCORALSW-t:i674 0

1{5 EXTERIORFINISHANDINSULATIONSYSTEM.SHERWIN z N WILLIAMS: OAZZlESW-6962 w

0::

I 17. EXTERIORFINISHANDINSULATIONSYSTEM. SHERWIN <X: " ~ ~ WllliAMS: BIRDSEYEMAPLESW-283<1 z > ~ <X: 0 ::2 a: ciS ...

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F F TITLE

EXTERIOR ELEVATIONS

A3.1

CONSTRUCTION NOTES <II

@INDICATES CONSTRUCTION NOTE :; ..... v

l55XSX318BRACKET(GALV) ! AI 2 1/4" STEELCOVERPLATE(GALVJ A :.E 3 1" 01A. BOLT (GALV) v

FllliNPOCKETAROUNOTUBEWITHNON-SHRINK < GROUT

5. PROVIOEHOLEFORSOCKETWRENCH. PATCHWI STAINLESSSTEELSCREENANOEPOX'YBOOYFILLER

~ 15, EXTERIORFINISHANOINSULATIONSYSTEM. SHERWIN WILLIAMS: ARDENTCORALSW-0874

7 112"x6'"x 8" GALV. BEARJNGPLATE. Q. Q.

S. ~r~~~~~~g~~:~~~~~~NA~~6~ ~~6UT < REMOVE EXISTING COPING

10. SAWNCONTROLJOINT('NITHJOINTFILLERI

11 . ORILLANDEPOXYGROUTJ4'S@1'TO.C

B l 12 CONCERTTOPPINGWITHNOVAMESHHPPSYNTHETIC I B FIBERSSIUCUBICYARD. 4.000PS1, 4TOs-/oAIR ENTRAINEOANOCONTROL JOINTS ATS'·O"OC

13. EXISTINGCONCRETESLAB

14, EXISTINGBRICKWALL

MS'S@11"0.C

16. 4000PSICONCRETESLABWITH4-~/o AIR ENTRAINMENT

17. (3)314"01AX6'"STUDS. SHOPWELOTOTS5X5X3f8"

\8. #4'S@\2"0.C

\9. #5'5@1\ " X\Z-O" OVER SUPPORTS

20 #4'5 @4'-0"SUPPORTBARS (\ OO#LIVE LOAO)

21 . EXISnNGCONCRETEBRACKET

22. E.XISTINGCONCRETEWALL

c

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23. TAPERED RIGIDINSULATION c 24. 8" BONDBEAMWITH(2)*'4'S,CONTINUOUS tAPi4'S z

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25. ORILLANDEPOXYGROUT*-4'5@ 36"0.C, AR0UN0

~ (\.)

8 ; ~ PfRIMETER

w 26. CONCRETE BAND > 27 60 MIL REINFORCED. FULLY ADHERED EPDM ROOF 0

I MEMBRANE z w

28 Fl..'.SHING. RUNFL'.SHINGMEMBRANEUPANDOVER 0::: PARAPET

<{ ;zg, SEALANT. z >-30. PRE.f'ORMEO .050 ALUMINUM COPING CAP WITH 0: 0 INTERNAL16GAUGEGALVANIZEOSTEELCOPINGCLEAT <{

ADHESIVEFASTENINGBYHICKMANORAPPROVED ::;; 1111: EQUAL. INSTALLCOMPLETESYSTEMACCORDINGTO MANUFACTURER'S INSTRUCTIONS. COLORTOMATCH o6 ... EXISTING

D w Dl ~~ ~ KJ,K:Jt:zl ,-@ 31. SHER'NINWILUAMSULTRACRETETEXTUREDMASONRY (/) II. ~g~~Ar6 :T~E~~~~~~~~~~~i~;TECONO COAT :::> 0 0

32. FACEBRICK J: >-33. 6X3112"X5116"GALVANIZEOSTEELANGLEWITH314" f- ...

DIA. X5"EXPANSIONBOLTS@36"0.C <{ 0 u 34. 3".20GAUGEGALVANIZEOROOFDECK(G90) co

E E

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GENERAL NOTES 3202.00

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TITLE

SECTION, DETAILS

Q) ~.~c~~<?N 0 ~~-A:.~ORM DETAIL A4.1 2

~

N ~ I

A

B

c

8 ~~N.C~ETE PIER DETAIL

D'

E

0 ~~N~:J.:.Y DETAIL

0 SCUPPER DETAIL 3/4" 1'-()"

0 ~.~D.~ALL CONDITION

2

0 ~~~C~(':__DETAIL

TYPICAL INTERIOR PARTITIONS

TYPE I ~TD~H IPA~~i~NI ~~~I Ast~l~J~w

[~~~1:~::~BOARO~CHSIOE -~;~~~~~~~::~PSUMWA~BOARO ~

CONSTRUCTION NOTES

@INDICATES CONSTRUCTION NOTE

3 #8'S@1TOC .. EACHWAY

<4 Z..O"X Z..(f'CCNCRETECOLUMN

6 113'5@1Z'O.C HORIZONTAL,CIRCUl..ARTIES

7 /5)#6'S@ 6'0 C

8 8"CONCRETESI.AB

9, I#SS@12"0.C

10. U 'S@12" 0 .C

11 . 115'S@12" 0 .C. X12'-0"'

18. FIN GRADE SEE CIVIL DRAWINGS

19. LIGKTWEIGHT CONCRETE SlAB WITH NOVAMESH HPP SYNTHETIC FIBERSSM/CUBICYARD.

20. EXlSTINGCONCRETESLAB

21 . EXISTINGBRICKWALL

12. VENTEDALUMINUMSOFFIT

23. ALUMINUM ROOF EDGE FLASHING AND FASCIA SHER'NINWILLIAMS: DAZZLESW-6962.

24. 314" T&GCOXROOFSHEATHING

25. TREATEOWOOONAILER

26 60MIL., FULLYA0HEREOEPDMROOFMEM6RANE

27. FRY2-PIECEALUMINUMSURFACEMOUNTEOREGLET

33 THROUGH-WALL SCUPPER. REFERTOPLATEI-2tiiNTHE SMACNAARCHITECTURALSHEETMETALMANUAL

34. 314" Ola. x 1'-4" EPOXY COATED SMOOTH DOWELS AT 1TO.C. GREASEANDWRAP

35. lt4AT12"EPOXYCDATED

36 14 AT1TO.C. EA WAY EA. FACE

GENERAL NOTES

A

B

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A4.2

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c

SLAB~ WALL """'""-"1-'

CD ~.~A:.~?RM DETAIL 3 8 !,~B~-~ETAIL 0 !,~B~-~ETAIL2

D

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CONSTRUCTION NOTES


t TS5X5X112BRACKET. GALV

2 1/4"STEELCOVERPLATE. GALV

3 Pl.ATE1/2"NEARAN0 FARSIDE

11 . DRILLANDEPOXYGROUTJt4'S@t2"0.C

12. CONCRETETOPPINGWITHNOVAMESHH?PSYNTHETIC F18ERSSt#CUBICYA RD. 4.000PSl.4 T06%AIR ENTRAINEDANDCONTROLJ01NTSAT5'.q'QC

13EXISTINOCONCRETESLAB

14 EXISTINGBRICKWALL

15. #5'S@t t"O.C

HI. ltS'S@t t"X tZ-O" OVERSUPPORTS

20. #4'S@4'·0"SUPPORTBARS(100#UVELOADl

22. EXISTING CONCRETEWALL

2

~ 141 7

:ftu~" · ~~A~E3~io~ ~:.::&oMeNr

27. 316" CLOSUREPLATES

26. S" xS"SUPPORTWELO

29. (3} 31~" DIA. 6"' HEADED STUDS

30 5/H)FILLETWELDALLAROUND(FIELDWELO).

32. POCKET ENDOFTUBE6"1NTOWALL ALLPOCKETWITH NON-SHRINK GROUT

33. (4)314" DtA. BOLTSTHRUTUBE.

34. BOLTL'STOTUBE W/(4)3/4"01A. GALV. BOLTS

A

B

c

38 ~~:'E~:o~Li~~KsoLT 3 EXPANsloNANCHORs4 1 D 37. BEARINGPLATE1/2"')(6'"XIrGALV. SHOPWELDTO

TUBE. CUTHOLEINWALLTOFITTUBETHRU. FILL POCKETWITHNON-SHRINKGROUT

38. OPENENOWIBIRDSCREEN

39 W 12x 35 (SEEPL.AN}WALLSTIFFENER.EXTENDEOTO TOP OF FOOTING

41 . PLATE 1/2"')(8'")(1'·4"GALVA. Wf4-314"0ia GALVANIZED EXP BOLTS63r'4"1NTOEXISTINGCONCRETE

42. 2415CONT. LAP30"ATSPLICES

44. (4)1" DIA. S.S. BOLTS. HILT! HT-RES00-50 HAS·R304/3165314"

E I '\. '\. I II II ""\ ~'"""'""ccw"""_"_" 0 1 ~ I '\. ~I ; I 1\ "WOO, EMBEDMENT I E

F

0 PLATFORM DETAIL 4 3/4" 1'-0"

0 TUBE DETAIL 3 3/4" 1'-0"

4

47. PL.ATE318"x41/2")(6'·11112"'WI112" 0!A 3"WELDEO HEAOEOSTUOS@12"0C. GALVANIZED

51 . 314" EPOXY COATED SMOOTH DOWEL GREASE AND WRAP

52. HSS5!e5ll318"GALV

53. Pl.ATE318"lllrlf.'T..(JGALV WI1/2" DIA . 3"WELDEO HEAOEOSTUOS@12"0C

54. (3)314"0JA EXPBOLTS1NWALL

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0 ~~~TA~~n· 0 ~.~IL.D~.NG SECTION

CONSTRUCTION NOTES


1 1'-0" X2'-0" X1 '-0CONCRETEFOOTINGWITH(2)15'S, CONTINUOUS. DO'NEL NEW FOOTING INTO EXISTING CONC. FOUNOATIONWALLW1TH{2)11!SS

2 ii4'S@16"'0.C. EPOXYCOATEDDOWELSATOOOR I A 3 ~~~ffr ~~N~~R;6~i~~p 24" DRILL AND EPOXY

4 4"CONCRETESLAB WI THWWF6X6,W2.G. ON15"' GRA.VELBASE.6MILVAPORSA.RRJER

5 ~~~~~~~~g~~~rrr, ~~~V:6H~~~~s~~e0i~ PSI,WITHS"AIRENTRAINMENT)

7 EXISTINGCONSTRUCTION

6 6"'STEELSTUOSANDRUNNERS@16"'0C

9 35/8" STEELSTUDSANDRUNNERS@115"0,C

1<1. PRE-CASECONCRETECURBWITH1"CHAMFER

15 HOLLOW~TALDOOR

18. CONTINUOUSSTAINLESSSTEELFLASH1NG(0.01871NCH THICK)

17 DRYVITWATER-RESISTlVESARRIERCOATINO

18. DRYVITADHESIVEINVERTICALNOTCHEDTROWEL CONFIGURATION

1G. 2" MINIMUM THICKNESS EPS INSULA liON BOARD. NOTCH BOARD TO ACCOMMODATE DRAINAGE STRIP FLASHING, AND GRIP TAPE

21. REINFORCINGMESHEMBEDDEOINTOBASECOAT

22. WRAP RE-ENFORCING MESH r MINIMUM AT BACKSIDE OFEPS

23 SEALANTWlTHCLOSEDCELLBACKERROOANOWEEP TUBES@24"

24. PLASTIClAMINATE APRONPL-1

25 1fTFURRINGCHANNELS@16"0C

26. VENTEDALUMINUMSOFFIT

27. ALUMINUM ROOF EDGE FLASHING AND FASCIA

28 EXISTINGCONCRETESLAB

29 3/A'"'T&GCOXROOFSHEATHING

30 TPOSINGLE-PLY. FULLYADHEREOROOF

34. PRE.fORMEO 050 ALUMINUM COPING CAP WITH INTERNAL 16 GAUGE GALVANIZED STEEL COPING CLEAT ADHESIVE FASTENING. BYHICKMANORAPPROVEO EQUAL INSTALL COMPLETE SYSTEM ACCORDING TO MANUFACTURER'S INSTRUCTIONS. COLOR TO MATCH EXISTING

35. SHERWINWILUA.MSULTRACRETETEXTUREOMASONRY TOPCOAT, WITH COLORED TINTING IN SECOND COAT COLORTOBESELECTEOBYARCHITECT

36 4"ALUMINUMWINDOWIOOOR.III14SOHBYGRAHAM ARCHITECTURAL PRODUCTS OR APPROVED EQUAL. W1TH314"EXTERIORTRAPEZOIOALAPPUEOGRIO

37. PENDANTUGHTFIXTURE

38. 5/B"GYPSUMWALLBOARD

39. (21LAYERS&'8" GYPSUMWALLBOARD

40 ORYVITORAINAGESTRIP

47. PLASTICLAMINATEREMOVABLEPANELPL-1

48. 2X4CLEATCONT. ATWALLANDENDOFCOUNTER

GENERAL NOTES A. EXTERIORINSULATIONANDFINISHSYSTEMDETAILS

AREBASEDUPONORYVITOUTSULATIONPLUS PROVIDECOMPLETEINSTALLATIONASRECOMMENOEO BYEIFSMANUFACTURER

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SECnON, DETAILS

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0 SCUPPER DETAIL (TYP.) 1112"-1'.0"

/(

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8 ~~?f7_?P CURB DETAIL

-..-..J.\

7

CONSTRUCTION NOTES


I EXISTING PREFORMED METAL COPING. REMOVE CAREFULLYASREOU1REDTOALLOWFORINSTALLATION OF NEW EPDM FLASHING. STORE IN SAFE PLACE AND REINSTALL

2 EXISTINGCONCRETESTRUCTURETOREMAIN

3 EXISTINGMASONRYBRICKPARAPETWALL

4 NEWTAPEREDROOFINSULATION

5 EXISTlNGMECHANICALUNIT

6 EXISTINGMETALMECHANICALCURB

6 60 MIL REINFORCED. FULLY ADHERED EPOM ROOF SYSTEM

9 EPOMFL.ASHINGMEMBRANE

10. NEWTREATEOWOODNAILERASREOUIRED

11 . ALUMINUM DOWNSPOUT. TIE INTO THE EXISTING STORM LINEBOOT. MATCHEXlSTINGSIZEANOPROFILE

12. .050 ALUMINUM COUNTER FLASHING SCREWED 12" O.C

13. FRY. 2 PIECE ALUMINUM SURFACE MOUNTED REGLET CAREFUllYREMOVEANOREINSTA.U

15 THROUGHWA.LLSCUPPER. REFERTOPLATE1-261NTHE SMA.CNA.ARCHITECTURA.LSHEETMETA.LMANVAL

1&. CONOUCTORHEAD. AEFERTOPLATE1-251NTHE SMACNAARCHITECTURALSHEETMETALMANUA.LFIG. I-

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GENERAL NOTES

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y_,._ Island Parle renova'fiora; ccnsirl af active ....aea(oA,. includ>lg be trails, an auld ocr amphilheoteF and sicJ9e. kuyaq/can.,.,;ng, and .....table,.,.,., hoiiSes. A fgt.ihouoe wil be bult otMie to commemcnrle the l'isfo(y of the site and mimic the rghihoue !hoi once ~ded in the paiL In the de<'gn,the ligtlthDU<e ._positioned in a pomineni location neorltte river/1a900" and is occampcrnie<l by an easily accessible J*>za and an overiook pbza at lhe ,;,.,.,.• edge. The ampnilhecter and stage ml seve a.1 o place to hold concerts. ckmeol and ofher auidocr ,....,..m and lri be bu inia the ellisline leraW!. There are many bike poilu wiltin the pari< for rec:rea(on enlhw'crts incudO!g, a smoalhly IJIOded bl:e palh lrvm lhe leYee Ira I dawn into the pa.t. These lrak wil o.,.,. people of at oges access for wallirog. M1!1ing, biting, and ex!*Jring lhe part.

The pc.t desgn tow odvani<J9e of many~ views inckHfl'lg, a vie..-IPDm the auldocr amphlhealer lo the downtown and n.....t( renovated Adarru $treell!<idge. the..;.,... 11om lt!e restaurant lo the i:land and lglllhoiiSe, vie>on lrvm lhe sheller howe to the~ rghihouse. and lt!e re.launml The sheller 1-.se IOiJ be located near the neo.oiy n.toted res1n>om fodity. The main objective of tm project is to restore lhe locallregonol con,...,ction to the river tt.ough the«! part upgrades and to aeole wme vilual connec1Mty lo downtown l""f. ....

~

Treasure Island Marina & P a r k

Tree.....,. Island Part: rer'IOYOtions consist of odi¥~ ~fon. includilg biz Ita iS, an outdOOI' omphilt>eoierond doge. kuyoq/canoeing, ond tenlable "'~ hoU<es. A fgh1~ wil be bull D<Hk to comm~morute the nslory of the site and mimic the fg~ thoi one~ >esid~ in I he polL In the des~n. lhe lglrlhous~ was position~ in a pumineni bcofion near !he tivet/lo;oon and is occamponied by an easily occessiblle F*na and an cweflook plaza at the riwetl' edge. The ampt~aheater and stage wll"'"""' as a place Ia hold concerts. climes and o!her ouldocweYents and 10~ ~ bu inlo lhe ~.Orfi!IQ lelrail. The~ are many bibe paths wilt-in !he pall< far recreafan enlhuiasts inct.uf11g. a smoolhly ;raded bR poll! from~~~~ !eve~ lnl l dawn into the poll:. The:se lru1s ...a albw pe.opie al al ~access lor walfng. running, biting, and ~~pbing the pan.

The pool ~~n takes ochonia9e of manr weot one- inclucf11g, a view!-.. !he outdocw amptilhMer lo !he dawnfawft ond n~ ren<WOi~ Ad oms Sire~ Bridge. the.,;...., from lh~ reriouranllo lhe island and igblhoU<~ . vie.on from~~~~ shelter howe Ia the~ r~. and lh~ reda.-nl The shelter house wil b~ located near !he """iy nstoled ~"' fodity. 1he main abjedi•~ alltis pre jed is to restore the loccll,gonal C<lflneclion to lh~ rivet itwovgh these part upgrad~ and Ia ~some vilual caM~ lo doo.mlown r....,.. •

ite Concep

Treasure Island Marina & P a r k

Documents

Riverfront Development Project 2014