“If you build it...they will come...”

Field of Dreams (1989)

In 1999, the Holland Area Aquatic Center opened its doors and ushered in a new, extraordinary aquatic facility, the likes of which had never been seen before in Michigan. Since then, we have become a standard in aquatics, including recognition as ‘Best in Aquatics’ award (Aquatics International 2004), which many have worked to emulate. But many years before the doors opened, there was an idea. What if? What if we make a facility so impressive it shouldn’t be called a ‘community pool?’ What if we expand beyond and create new and innovative programming to fill this dream? What if we offer new programs for adults, as well as children? What if we offer fun and fitness in a way that has not been done before? Starting with nothing more than an idea, we created a ‘field of dreams’. Soon, one idea became a raft of new ideas and, just like in the movie; they came... and they keep on coming. We have grown and filled to overflowing. Once again, we need to move beyond. Looking forward keeps us moving forward. The Strategic Plan provides a road map to chart new visions and unexplored ideas. Yet like anything, its’ people with enduring attention, vitality, drive, and dedication that make a written plan come to life. That is what we seek; starting again with a plan. I would like to thank the Strategic Planning Committee: Sara Giesler, Michael Soukup, and Wendy Willoughby, for their hours of work to make this document come to life. Of course, we must thank the work of our dedicated staff of aquatic leaders and professionals who make us who we are. We cannot thank enough the people of greater Holland and the dedicated Board Members swimmers and parents who created us and keep us going. Greg Oppenhuizen, Chairperson Also, the vision, dedication, insight, and work of our Holland Holland Area Community Swimming Pool Authority (HACSPA) [email protected] Board, who are listed here. Darrin Duistermars, Vice Chair Holland Township [email protected]

Respectfully,

Dave Wierenga, Treasurer Holland [email protected]

Greg Oppenhuizen

Sara Giesler, Secretary Laketown Township [email protected]

Sarah LeFebre Holland [email protected]

Michael Soukup Park Township [email protected]

Wendy Willoughby Holland [email protected]

1

HOLLAND AREA COMMUNITY SWIMMING POOL AUTHORITY

Introduction On June 6, 2012, the Holland Area Community Swimming Pool Authority (HACSPA) Board approved the establishment of a Strategic Planning Committee to guide the process of preparing for our future growth and development. The Board did not set any parameters and gave the Committee the freedom to draft a report in any way it determined. Three Board members, along with the Executive Director, volunteered to serve on the Committee and were subsequently approved by the board. Our Committee met for the first time on July 14, 2012. Since funding was not allocated to hire a consultant to lead the committee, or facilitators to lead focus groups, we decided to proceed with the means we had available to us. From the beginning, we understood that our approach would be novel and less than ideal. We accepted the possibility that our methods might be criticized for their limitations. However, it was paramount to each of us to persevere, remain open-minded, and accommodate any input to the extent possible. We reached consensus that the Strategic Plan should be short rather than lengthy, dynamic rather than stagnant, and involve key stakeholders. We envisioned a Plan that would inspire, empower, and drive the daily decision-making process. Most significantly, we made three key decisions that defined our direction. First, we distinguished the differences between the process and the product of drafting the report. Second, we decided to submit a preliminary draft to the HACSPA Board by the September 13, 2012 meeting for feedback. Third, we committed ourselves to presenting a final report to the Board for approval at the December 5, 2012 meeting. Little did we comprehend at the time how ambitious, challenging, and rewarding this project would soon become. From our vantage point, we saw an organization that was undergoing drastic change. The Executive Director of twenty-five years retired and a new one was hired. The Board was experiencing a significant transition with four of its seven members serving less than one year. We felt strengthened by the infusion of new expertise and different perspectives, but, we also felt vulnerable due to the untested experience of working together during turbulent times. As an organization, we were forced to absorb a substantial short fall in funding due to a declining tax base and our attempts to generate new sources of revenue were largely unsuccessful. For three consecutive years, the Board approved deficit budgets which caused a steady depletion of our emergency fund. Additionally, a reorganization plan was initiated by our new Executive Director, which created confusion and encountered resistance across the spectrum. Staff morale was at an all-time low. A steady stream of valued personnel left the organization. Staff which remained were asked to do more with less, and for less. Reports from our members were growing increasingly more disillusioned and dissatisfied. Many of our stakeholders felt ignored. The Community at large kept asking the question, “What is going on at the Aquatic Center?” Then in September 2012, our Executive Director resigned by mutual agreement with the Board and the task began of searching for a new Executive Director. All Board members stepped forward and took on the responsibility of filling the different executive functions on an interim basis. Amidst this corporate climate, the Strategic Planning Committee saw opportunity for constructive change. We renewed our resolve, along with other Board members, staff, and stakeholders in the community to preserve, protect, and promote the Holland Community Aquatic Center (HCAC) by building a bolder and brighter future together.

MOVING FORWARD 2

The Process The process began with our Committee reflecting on our heritage and reading a historical narrative of the Holland Aquatic Center (Appendix I) that was written by our former director, Tom Bos, and our current Board president, Greg Oppenhuizen. It describes how the aquatic center was established in 1968 and developed into a community supported and funded facility. It also provides insight into how the facility evolved out the Holland Public School system and became an independent corporation in 1995. This narrative tells of the continued partnerships with the public, private and charter schools in the Holland area have continued, along with the commitment to serving the recreational, rehabilitation, and fitness needs of the community. Additionally, it provides detailed information about the different aquatic programs and a comprehensive description of the entire facility. The original Mission Statement reads as follows: “The Holland Community Aquatic Center is committed to providing the highest quality aquatic instruction, training, and competition, recreation, fitness, therapy, and rehabilitation programs to the community of Holland. These activities will be presented in a family oriented safe, clean, and wholesome environment.” Our Committee also reviewed strategic plans from other aquatic centers and we requested more recent information about our facility to guide our process. Our Executive Director reported that a membership satisfaction survey completed in April 2012 produced unreliable data based on a low response rate and sample bias. The Committee also reviewed and discussed the June 2012 results of a SWOT analysis (Appendix II), which provided an insightful snapshot of how board members and staff viewed the Strengths, Weaknesses, Opportunities and Threats to our organization. Finally, the Committee sought input from the HCAC administrative supervisors about why previous attempts to develop a Strategic Plan never materialized. We discovered that the supervisors wanted to be consulted, but they did not want to be involved in the arduous task of writing the report. They also recommended that we involve key stakeholders and develop a plan that established goals within reasonable timelines. The Committee proceeded to develop a list of key stakeholders and then we divided the list among each member to schedule a meeting, for the purpose of receiving the stakeholder’s input into the Strategic Plan. To be efficient, we agreed to present a draft of the new Mission, Vision and Core Value statements to ask for their input, and we decided to leave open-ended the discussion about future goals. We also agreed to present a timeline of one, three, and six years for prioritizing goals, which coincides with the next pool millage in 2014 and the end of the current pool bond in 2019. The list was restricted by time restraints and was by no means intended to be exclusionary. The Committee believed that the list will be expanded and will certainly involve many other important stakeholders in the future. The contacted stakeholders were: • HCAC Administrative Supervisors

• Holland Community Hospital

• HCAC Staff • HCAC Foundation Committee (501(c)3)

• Holland Public School, Holland Christian Schools, and other private & parochial schools

• HCAC Members and Community at Large

• Hope College

• Holland Mayor and Recreation Department

• Michigan Lakeshore Aquatics (MLA)

MOVING FORWARD 3

The Product After careful deliberation, our Committee achieved unanimous consensus on the three concepts of our Strategic Plan involving our Mission, Vision, and Core Values Statements. Our new Mission Statement defines who we are. Our Vision Statement describes what we hope to become. Our Core Value statements articulate what we prize as an organization and how we will accomplish our Mission and Vision. These statements have been reviewed and endorsed during meetings with the HACSPA Board, administrative staff, current employees, stakeholder groups, and by the community at large.

Mission Statement: Enriching lives through aquatics by investing in people, pools, programs, and partnerships.

Vision Statement: We are a state-of-the-art, community supported, aquatic facility committed to excellence in programming that improves the health, safety, enjoyment, and athletic development of people in the West Michigan Lakeshore area.

Core Value: Serving others by welcoming involvement and exceeding expectations.

Core Value Statements: We value… • Our friendly corporate culture that celebrates achievements in a fun, helpful, and safe environment. • Our dedicated, highly trained staff for its diverse perspectives, resourceful solutions, and commitment to excellence. • Our community focused instructional swim program that saves lives by developing confidence and competency in core water safety skills for consumers of all ages. • Our renown competitive swimming and diving program, with its rich traditions, that offers boundless opportunities to excel and achieve peak performances. • Our specialized and recreational services that promote the healing, health, and fitness of our community. • Our growth oriented business that operates according to the highest ethical and professional standards by demonstrating fiscal integrity, transparency, accountability, and sustainability. • Our state-of-the-art facility by preserving its aesthetic beauty, maintaining operational efficiency, implementing cutting edge technology, and environmentally sensitive solutions. • Our vital partnerships by supporting conjoint ventures, sponsoring services, and working together for the betterment of our community.

MOVING FORWARD 4

Initiatives & Ideas After receiving input from our stakeholders, the Strategic Planning Committee envisions the future of the Holland Community Aquatic Center by articulating initiatives, and organizing them around the people, pools, programs and partnerships of our Mission Statement. The initiatives on the following pages are prioritized around one, three and six year plans, because the next millage is due in 2014 and the bond on the current facility will be paid in 2019. All of the initiatives are intended to provide broad descriptions about direction. They are not necessarily intended to dictate the specifics of who or how we will get there. Implementing the Strategic Plan must be a collaborative effort among the HACSPA Board, administrative staff, and community stakeholders. The initiatives are not intended to be fixed or exclusionary. Rather, they serve as focal points within an expansive, flexible, and responsive framework so that new ideas can be added and developed into new initiatives as the organization evolves. The purpose is to empower the Board and staff to embrace and implement them in imaginative ways that will exceed expectations. Some suggestions ideas did not fit neatly into an initiative, or may not be financially feasible at this time. Nevertheless, innovative ideas have merit and might need more time to incubate before serving a useful purpose. They are included in a separate list, Ideas of Interest, for future reference. For the Strategic Plan to be a living document, the initiatives and ideas need to be reviewed on an on going basis by the HACSPA Board and administration in order to measure progress, affirm direction, and create new concepts for the strategic planning process. Initially, in the first year, the Strategic Plan Committee will provide this monitoring function, and then transfer responsibility to the Executive Director.

People

Pools Partnerships

Programs

ENVISIONING THE FUTURE 5

Year One: 2013 People

Leadership Initiative: • Hire an Executive Director with a successfully proven leadership and management track record by January 31, 2012 and provide the new director with a comprehensive orientation to the organization, including to the Board, staff, stakeholders, and community resources. – Begin the implementation of our Strategic Plan. – Introduce a dynamic leadership style involving a variety of sound management principles. – Review and revise the organizational structure to ensure optimal staffing coverage in all departments. Also, conduct a job analysis and evaluate with corresponding descriptions. – Clarify cross training positions, shared responsibilities and opportunities for career growth. – Review, revise, and maintain a compliant HCAC Personnel Policy and Procedures Manual. – Develop a budget for fiscal year 2013-2014. Demonstrate an in-depth understanding of income, expenses, forecasts and trends. – Communicate by monthly report/ newsletter to the Board, staff and consumers about interesting developments at the facility, and progress towards achieving our Strategic Plan. – Complete an initial job performance review by the HACSPA Board, with input from the administrative supervisors, within six months of date of employment. – Develop a centralized/departmental communication system for keeping all full and part time staff informed of organizational changes and rationale to improve staff cooperation and morale. – Present an Annual Report to the HACSPA Board and community at large on the state of the Strategic Plan and future initiatives. • The HACSPA Board, in collaboration with the Executive Director, will review its structure, committee schedules, and communications. – Re-evaluate HACSPA Board and committee structure by defining roles, responsibilities, functions, and limitations. – Revise the schedule for regular organizational meetings and review the schedule on an annual basis by January 1 of each year. – Publish minutes of all organizational meetings in a timely manner and determine methods of distributing these reports to board members, organizational staff, and consumers from the community. – Assign HACSPA Board members and staff as liaisons to community stakeholders to enhance communication, involvement and support. – Schedule annual meetings to inform the community at large about HACSPA Board activities, finances, programs, and future planning.

YEAR ONE: 2013 6

Pool

Consumer Utilization and Satisfaction Initiative: • Increase consumer satisfaction and utilization rates through improved marketing strategies and data driven planning. – Develop and implement a plan for tracking consumer utilization rates and times, as well as available and requested services. – Re-evaluate marketing strategies, including the Splash brochure. – Develop a social media plan (email/Twitter) to market special events and alert consumers to unscheduled, but available service hours to maximize facility utilization. – Develop an HACSPA Board approved schedule and method for measuring facility-wide consumer satisfaction. Executive Director will analyze the results and present a consumer satisfaction report to the HACSPA Board and community at large on an annual basis. • The master schedule will be reviewed and adjusted, if necessary, by the Executive Director and administrative supervisors on a monthly basis. – Assign a coordinator to manage the master schedule that maximizes facility utilization, conduct consumer satisfaction surveys, and monitors cost effectiveness. – Complete an utilization and cost analysis of available hours to assist in the development of a master schedule with appropriate staffing levels. – Post a master activity schedule and related information on the HCAC web site and pool bulletin board.

YEAR ONE: 2013 7

Programs

Growth and Enhancement Initiatives: • Michigan Lakeshore Swim School will introduce a new eight pool/two classroom day pilot program with Red Cross curriculum based water safety skills for all elementary schools in the Holland community. – Meet with key school administrators at the beginning and end of each school year to discuss program scheduling, curriculum, competency progress and outcomes. – Develop a course for each of the five grade levels and methods for evaluating individual student’s skill competencies and create a system for collecting data and evaluating the student’s progress and customer satisfaction (i.e. teachers, parents, students) – Provide program summaries to the HACSPA Board on a semi-annual basis that include skill competency progress and customer satisfaction. – Assist in developing a marketing strategy for instructional program expansion and business partnerships. – Collaborate with the Holland Recreational department to strengthen the summer instructional swim program. – Create a pathway for swimmers to follow from instruction to competitive and improve transitions. • Strengthen the competitive swim and diving program by maintaining staffing levels that optimize swimmer development and safety and create opportunities for growth. – Evaluate swimmer/coach ratio, maximum lane utilization, and safety against competitive industry standards. – Provide learning opportunities for skill improvement through specialized clinics and individual lessons. – Continue to cultivate and grow diving program and identify potential long term staff. – Improve communications between coaches, parents, MLA, and community members with timely and current information through competitive website, special events and HCAC marketing opportunities. – Begin a training and recruitment program for parent volunteers to sustain a list of trained volunteers to assist with hosting swimming and diving events, as well as identify other resources for recruitment.

YEAR ONE: 2013 8

– Provide onsite weight training and instruction program for competitive swimmers on proper utilization of equipment and methodology. – Annually review fee structure of competitive program and make appropriate recommendations to the Executive Director and HCAC Finance Committee. – Continue to work on storage options, including new methods for creative space saving. – Invest in competitive staff development by offering monthly training talks/in-services to communicate training ideas, methodology and expectations for different training groups. – Create and implement a marketing strategy, in collaboration with MLA and other stakeholders, to promote the program and facility on a community, regional, and national level, including hosting competitive meets, instructional clinics, pre-Olympic training, and other special services. – Develop and implement a method for measuring program success and consumer satisfaction among participants and parents, and for evaluating coach performance. – Evaluate the utilization of our facility in terms of hosting USA, state and age group meets.

Partnerships

Financial Solvency Initiative: • Develop a fiscal plan to increase revenue, control costs and improve financial outlook. – Establish a Foundation (501(c)3) to apply, receive and disperse grants designated for pool, program and people needs. – Explore joint venture opportunities with the Holland-Zeeland Foundation. – Appoint an advisory committee of HACSPA Board members and community stakeholders to develop and direct a strategy for scheduling, promoting, and successfully passing the 2014 millage proposal. – Complete a review of current fee structure to assure affordable rates for individuals, couples, and families. – Develop a comprehensive marketing strategy to increase memberships and daily utilization, focusing on attracting young families and minorities. – Obtain community sponsorships to fund special program needs.

YEAR ONE: 2013 9

Year Three: 2014-2015 People

Leadership Initiative: • Implement a strategy for the successful renewal of the pool millage in 2014. • Complete a wage and benefit analysis to assure that staff is fairly compensated for their services based on job descriptions, performance appraisals, and industry standards. • Develop a staff training program that assures skill proficiency, certification compliance, as well as opportunities for professional advancement. • Explore transitional planning for orderly successions, focusing on Board members and administrative staff.

Financial Solvency Initiative: • Achieve a balanced budget by increasing revenue and controlling costs, without reliance on the emergency fund. • Develop a fee structure with HACSPA Board approval that results in affordable rates to people across the social-economic spectrum. • Commit to a plan to restore the HCAC emergency fund to one million dollars. • Begin planning for a community-wide capital development fund. • Consider the feasibility of out-sourcing select services. • Review options for instituting staff merit pay for exceptional performance. • Explore options for reducing cost of health insurance coverage, including partnering with other agencies.

Pools

Technology Initiative: • Complete a needs assessment of current equipment and intra-structure systems in the facility. • Develop a replacement plan for computers, phones, and payroll systems. • Present cost estimates to the HACSPA Board for prioritization and funding. • Consider hiring an information technology specialist to maintain and update office equipment and computer systems. • Develop a staff technology training program to improve efficiency and productivity. • Explore options for improving and diversifying the facility’s website. • Develop a priority list for equipment repair or replacement for maintenance and capital improvements. • Begin the feasibility study and cost analysis for expanding the facility.

YEAR THREE: 2014-2015 10

Pools

(continued)

Facility Initiative: • Implement a priority list on the GMB energy recommendations for facility capital improvements and method for tracking savings. • Identify schedule for aging equipment replacement and impact on the Model Aquatic Health Code. • Provide training opportunities for staff to receive certificates in industry standards.

Programs

Expansion and Growth Initiative: • The instructional swim program will tailor class curriculum to accommodate to the extent possible the requests of each participating school. – Review current pilot program with school principals and teachers for changes in the class schedule, curriculum format, skill competency evaluations, and satisfaction surveys. – Create options for increasing participation by Home School students. – Seek grants, corporate sponsorships, and other funding options for program expenses. – Provide staff training opportunities for addressing students with behavioral challenges, emotional responses, listening and attention issues, cultural concerns, and physical impairments. – Determine the feasibility of expanding the instructional swim program to schools outside the current catchment area and submit findings to the HACSPA Board. – Continue to find qualified staff to expand evening and weekend instructional swim programming, especially for adults.

YEAR THREE: 2014 -2015 11

Programs

(continued)

• Begin restructuring of competitive staff, programming and progression to mimic long term nationally successful programs. – Begin coaches’ certification program to train present and future coaches and attempt to expand the program’s reach, through increased quality coaching staff. – Discuss/tweak practice schedules for winter & summer competitive swimming. – Continue to develop wish list of ideas for equipment and technology. – Budget for new starting blocks and equipment. – Create a competitive program development framework. – Grow diving program into an actual diving club that competes as the swim program. – Identify, secure and operate a potential satellite program in the area and expand the radius of influence of the competitive program and its success. – Create a program that “teaches” lap swimmers to better utilize the facility and available exercise times. – Integrate the Master’s swim program into the competitive program and utilize its members to grow beyond its current membership. – Work on a better transition from MLA Green to USA program. • The fitness program will be redesigned to increase consumer participation, satisfaction, and associated revenue. – Develop a philosophy that promotes life-long fitness, with special programs for infants, children, adolescents, adults, and senior adults. – Complete an inventory of current equipment and projected life expectancy, along with a needs assessment for both land based and water based equipment. – Continue to employ qualified fitness instructors, possibly in partnership with Holland Community Hospital, to develop a variety of fitness programs. – Complete a feasibility study for expanding child care services based on reasonable utilization rates.

YEAR THREE: 2014-2015 12

– Develop a proposal for start-up costs and a sustainable annual budget for maintaining the fitness program, including a part time fitness coordinator. – Implement a successful marketing strategy to increase consumer participation in both affordable group fitness classes and private lessons. – Develop a marketing strategy for reaching out to corporate wellness programs, health care providers, and possibly other fitness clinics to complement their services. – Consider developing an academy for certified instructors/personal trainers, possibly offering internship opportunities for area college students. – Complete semi-annual consumer satisfaction surveys to evaluate current classes and plans for future growth. • Maximize the health benefits and consumer utilization of the therapy pool, along with program revenue, through effective management and marketing strategies. – Collaborate and contract with Holland Community Hospital, Spectrum Health Hospital, and other medical and chiropractic clinics to expand therapeutic rehabilitation services. – Develop a pool schedule that adequately addresses and balances program and consumer needs, along with cost effective staffing levels. – Create priority times that accommodate other consumer needs, including fitness and recreational programs. – Market this resource to local physicians, hospitals, and corporate wellness programs. – Complete semi-annual consumer satisfaction surveys to evaluate the quality of programming and to assess the needs for future growth and development.

Partnerships

Community Outreach Initiative: • Increase the community and stakeholders’ involvement in the facility’s growth and development • Establish a Community Task Force, in collaboration with the City of Holland, its Recreation Department, Hope College, and other stakeholders to complete a community wide aquatic needs assessment and formulate joint recommendations to guide future facility development. • Recommendations from this Community Task Force will be used to justify and promote facility planning and development, including the renewal of the bond millage in 2019. • Appoint an Advisory Committee to market the aquatic center to all minorities and increase participation in facility programs. • Pursue strategies for hiring more minorities in all staff positions and assigning more minority appointments to HACSPA Board positions.

YEAR THREE: 2014 -2015 13

Year Six: 2016-2019 People

• Complete a required training schedule for all staff to maintain their certification and organizational standards.

Pool • Plan for the successful bond renewal of the facility. • Complete a feasibility study and cost analysis for expanding the facility, including renovation/ replacement of the instructional pool. • Complete major renovation projects, including roof and filtration plant. • Participate in energy efficiency planning with regional utility providers.

Programs • Expand Michigan Lakeshore Swim School to a regional program. • Achieve national recognition for excellence in our instructional swim program. • Create a regional competitive swim center. • Pursue external sponsorship of the competitive program. • Finalize restructuring of competitive staff, programming, and progression to mimic long term nationally successful programs. • MLA to achieve Gold Medal Club status in USA swimming ranking. • Become a training program for pre-Olympic trials.

Partnerships • Plan a community wide event celebrating the 50th anniversary of the facility, featuring a reunion of all current and past competitive swimmers. • Successfully complete the capital development fund drive.

YEAR SIX: 2016-2019 14

Ideas of Interest • Replace the instructional pool with a new facility by 2021. • Redesign office space to fit functions. • Update fitness and child care rooms. • Addition free weights and squatting cages to the fitness room. • Develop program for land based fitness program. • Create programing for infants and young children in fitness room. • Build indoor or outdoor basketball courts. • Expand splash zone into instructional pool area. • Build a sauna for men and women. • Construct an outdoor swim facility with splash zone to enhance recreational enjoyment. • Construct an indoor walking-jogging track for fitness and therapeutic enjoyment. • Expand therapy pool for therapeutic and recreational benefit. • Add massage services as part of therapeutic program. • Expand day care services to increase young family involvement. • Install solar panels and other environment friendly technology to reduce energy costs. • Purchase large fans for pool area to improve air quality. • Develop a pool of college student interns to assist with program services. • Consider renting and reserving swim lanes and times at a special rate. • Create a pre-Olympic training center. • Become a regional competitive swimming and diving center. • Develop a scuba diving certificate program. • Host water hockey and water polo programs to attract students and young adults. • Design and build a rock climbing wall. • Host college swimming and diving championships. • Develop a triathlon training program. • Create a competitive dive club or college level 3-meter diving program. • Develop a satellite competitive swim program at areas pools. • Expand the instructional swim program to schools outside our current catchment area. • Establish a regional certified life-guard training program for indoor and lakefront employment.

LOOKING AHEAD 15

Conclusion The process and the product of writing this report has ended, but the project of reinventing the organization has just started with bright and bold initiatives and ideas. We are proud of our work and are extremely grateful for the many people who have contributed to this report. We are very excited about what we will become over the next ten years as the premier community aquatic center in the state and possibly the nation. It is our hope that this report fulfilled our purpose by giving new life to our Core Value and by inspiring others to welcome involvement and exceed expectations in the service to our consumers, and that it was all accomplished on time and under budget!

Strategic Planning Committee Members

Graphic Design

Sara Giesler

Lynn DeNave

Michael Soukup Wendy Willoughby

WORKING TOGETHER 16

Do You Know What We Discovered? People

• The average number of annual admissions to the Holland Community Aquatic Center is 230,000 consumers, swimmers and visitors.

Pools • In 2004, the Holland Community Aquatic Center was named by Aquatics International as “Best Public/Nonprofit Indoor Family Aquatic Center.” • Since 1968, the Holland Community Aquatic Center has filtered and sanitized over 27 billion gallons of water, which is the equivalent of filling two million back yards pools in one year. • Some of the water pipes in the instructional pool are as old as Watergate.

Programs: • Each year, an average of 3,500 students participate in our swim instructional program per year, for a total of nearly 133,000 since 1969. • Out of our current group of 48 lifeguards, 32 have learned to swim in our instruction program. • During the past ten years, Holland High School and Holland Christian High School swimming and diving teams have won six Michigan Swimming and Diving Championships and was runner up six times. They have also won over 55 individual state titles and over 35 relay titles. • Over the past six years, a total of 96 of our athletes have competed in college level swimming, and many have received financial assistance based on their abilities honed at the Holland Community Aquatic Center. • Since 2004, MLA swimmers have won 16 individual and relay National Championships. • During the past three Olympic Trials in 2012, 2008, and 2004, the Holland Community Aquatic Center has been represented by 21 competitive swimmers, one of the highest totals among community aquatic centers in the nation. • The masters swim program has won four state championships.

Partnerships: • The community has supported the aquatic center with an approximately million dollar millage annually, which breaks down to an average of 20 cents per household per day. • During the past two years, the MLA booster board and its members have donated thousands of volunteer hours, plus a total of $70,000 to cover the cost of equipment, including the scoreboard, computers, and touch pads. They also rent the pool for $3,500 and coordinate the services of 45 volunteers per meet. • Over 2,000 individuals participate annually in our corporate wellness programs.

FUN FACTS 17

Appendix I

HCAC Narrative History The original Holland Community Pool opened in 1968. It was created, owned and operated by the Holland Public School System. Since the pool was located apart from any school it always had the appearance of independence. Programming was geared towards both the public and parochial schools. In the summer, swimming lessons at the pool were under the banner of the City of Holland Recreation Department. From its inception, the Community Pool operations were funded by its own independent operation and construction bond millage. The Community Pool was staffed by public school employees but operations were separate from the school general fund. Substantial financial freedom as well as programming independence has been an integral part of the Community Pool from the start. The need for expansion of the Holland Community Pool was evident as early as the late 1970’s. In 1982 a community wide committee was formed to study the needs and wants of the community in relation to this expansion. A plan for an addition to the facility was developed and placed before the voters, but was narrowly defeated in the polls in 1984. A committee was reorganized again in 1992, and again developed a plan for the expansion of the facility. Before a campaign could be started, a Michigan Constitutional referendum revised public school financing. The change prohibited the Holland Community Pool from having its own operating millage. Without further statutory change, the pool would have to fund its operations from the General fund of the Holland Public School system. It was decided that in order to keeps its financial independence the operation of the community pool would need to be “assumed” by another entity. Working with local and state legislators, a Bill passed the state legislature which created the Holland Area Community Swimming Pool Authority (HACSPA). The Authority is an independent municipal entity. Its borders are identical to the Holland Public School District. The HACSPA Board is appointed by the municipalities that reside within the Holland Public School District: Holland, Holland Township, Laketown Township, and Park Township. Each municipality appoints its own representatives for a renewable term. The Board operates independently under its own authority as stipulated by the legislation which created it. The Authority is legally permitted to levy an operating millage up to one mill and also a millage for debt service. In 1995, HACSPA purchased ownership and operation of the Community Pool from the Holland Public School System for $1.00. The staff continued to be employees of the school district. The Authority began almost immediately to plan for a campaign for a bond issue to finance pool expansion. In June of 1996 the community voted overwhelmingly in favor of an $11.25 million bond issue. Facility design was then refined, construction drawings were completed and the project was bid. Ground was broken in June of 1998, and the Holland Community Aquatic Center was completed in the spring of 1999.

Building Description Holland Community Aquatic Center is located on two city blocks in central Holland. It is immediately adjacent to Holland Hospital. The Aquatic Center is a total of 86,745 square feet and features a masonry and EIFS exterior, also incorporating insulated metal panels and extensive glass and glass block. The facility features a large parking area as well as a rolling tree filled park space. Major components of the center include:

APPENDIX I 18

Competition Pool - Fifty meters by 75 feet holding 750,000 gallons of water. Depth ranges from 7 feet at one end to 4 feet in center, and 13 feet at the diving end. A movable bulkhead constructed of fiberglass allows the pool to be configured in a variety of ways for competitions and practices. Two 1-meter and two 3-meter diving boards are included. Pool and deck surfaces are ceramic tile.

Leisure Pool - 3,000 square feet, with a volume of 64,000 gallons. The leisure pool, called the Splash Zone, features a triple spiral water slide, a multi-feature play structure, water cannons, vortex, water cane, fountains and water jets, and a 12 foot diameter spa. Surfaces of the pool and deck are ceramic tile.

Therapy Pool - 36 feet by 20 feet, with depth sloping from 3.5 to 5 feet, producing a volume of 23,534 gallons. Access to the pool by steps or by water powered hydraulic lift. Pool and deck surfaces are ceramic tile. Instructional Pools - These pools were the original Community Pool built in 1968 and include a 75 by 45 feet six lane pool with a depth of 3.5 feet at both ends and 5.5 feet in center with a volume of 114,000 gallons and diving pool of 25 by 45 feet and a depth of 12.5 feet holding 105,000 gallons. Diving pool is equipped with two 1 meter diving boards. Pool surfaces are ceramic tile. Fitness Center - 2,000 square feet furnished with circuit weight machines, cardiovascular machines including treadmills, stair steppers, elliptical trainers, upright stationary bikes, recumbent bikes, and dumbbell weights. The fitness center includes a mirrored wall, and exterior wall of floor to ceiling windows. Multipurpose Room / Meeting Rooms - 2,600 square feet with a movable solid partition wall which can divide the room into two equal spaces. The multipurpose room also features a serving kitchen and can be set up with tables and chairs for 105 people.

Spectator Area - permanent elevated bleacher area for spectators with seating capacity for 500 and temporary seating on movable bleachers for an additional 500. The spectator area also includes a concession area and rest room facilities.

APPENDIX I 19

HCAC Narrative History (continued)

Locker Rooms - Two separate men’s and women’s locker rooms each with the capacity of 250-275 lockers. All locker rooms are equipped with lockers, showers, wet and dry restrooms, hair dryers, and suit dryers. A special needs locker room includes five private changing/shower areas and locker and rest room facilities for families with young children or individuals with disabilities.

Mechanical Systems - Heating is by hot water with variable air volume devices and in-floor heating coils. Office areas, fitness center, lobby and multipurpose room are air conditioned. Natatorium areas are humidity controlled with Dectron condensing units. Pool Mechanical Systems - All pools are filtered with high rate hybrid sand filters. Chemical balance is maintained on all pools with Strantrol controllers and automated feeding systems. Variable frequency drives integrated with pool circulating pumps.

Sound and Security Systems - The entire facility is wired for intercom and paging along with emergency and security systems. The building is also set up with sound systems in all public use areas.

Computer Systems - Office areas are connected via a server using Dell hardware. Software utilized is the RecTrac system including facility reservations, membership, registration, and point of sale modules. All building mechanical controls are monitored and set by computer. Scoreboards and timing system are Colorado Time Systems, with computerized scoring and meet management operated as a separate system from the building network. The Aquatic Center Design Team • Owner - Holland Community Pool Authority • Architect - GMB Architects and Engineers , Holland MI • Pool Consultant - Councilman/Hunsaker & Associates, St. Louis MO

Aquatic Center Moves Forward The Aquatic Center was conceived with diverse community input to make it as appealing and innovative as possible. As the story goes: “If you build it....they will come.” The Aquatic Center has been highly successful. Programming has blossomed with the increase in space and the diverse aquatic features and has expanded and evolved to fill community needs. All day long, every day, season by season, the Aquatic Center offers a wide array of aquatic programming. The staff, management, and vision have made the Aquatic Center along with the incredible facility a national leader in Aquatics. In 2004, just five years after opening, the Holland Community Aquatic Center was named by Aquatics International as “Best in the Nation” for programming and infrastructure. Going back to its roots in the public schools, the swimming instructional program continues to be integrated into K-5 education programming for the Holland public, parochial, and charter schools. This innovative program teaches children how to swim and introduces them to benefits of swimming. This program is a standard for aquatic education anywhere.

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A diverse array of adult fitness and education programming exists. Also, programming for preschool infants and young mothers takes place throughout the week. Of course, the center offers time all day long for independent fitness and recreational swimming. The competitive swim programming has grown and blossomed in the Aquatic Center. The Aquatic Center is home to age group, USA, school-team, and Master’s swimming programs. A growing number of All American swimmers have developed at the Aquatic Center and Holland swimming has become a force in the State of Michigan. Along with the teams, a booster organization has grown up to support the competitive programming. The Aquatic Center has hosted numerous large competitive swim meets including local, state, and national championships at all levels. The Aquatic Center has hosted the NCAA Division III men’s and women’s championships. It continues to be sought out for high caliber competition. The Aquatic Center has contracted with Holland Hospital for in house aquatic therapy using the therapy pool and related facilities. Open time is also available for therapy needs. The corrosive effects of chlorine can rapidly destroy even the best designed and developed aquatic complex. Maintenance of the physical plant of the Aquatic Center has always been far above industry standards and it remains an ongoing priority. Expense to the tax payer has dropped every year from the inception of the Aquatic Center. Millage renewals have been supported by large margins without exception (i.e. 80% or more). Community programming has grown and memberships and service fees account for approximately 50% of HACSPA income. A wide array or rentals and competitive swim income supplement the bottom line financially. The Aquatic Center has been fiscally well run as verified by mandated annual financial audits. Rates for service fees remain competitive and reasonable and the operating millage remains below the statutory limit. Management of the Aquatic Center continues to be vigilant on both the income and expense side to preserve financial strength. In 2004, the Board of the HACSPA determined that it was in the best interest of the Aquatic Center to become totally independent of the Holland Public School District. The staff became employees of the Authority and is under sole direction of HACSPA. A contractual relationship still exists between the Aquatic Center and the school district. The Holland Community Aquatic Center is a progressive and vital community resource. Continued leadership and dedicated staff remain its greatest strength. The Aquatic Center vision remains to be at the forefront of Aquatic development in Michigan and beyond.

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Appendix II

HACSPA Board SWOT Analysis Strengths:

• The largest community aquatic center in Michigan. • Community based and publically funded with voter support. • 65% of revenue is derived from tax base. • Beautifully well maintained aquatic and fitness facility with multi- purpose areas. • Experience and well trained staff who is dedicated to providing quality services. • Outstanding safety record with high compliance to state and federal standards. • Financially solvent with healthy fund balance. • Partnerships with area schools to teach free swim lessons. • Home pool for Holland High School and Holland Christian High School swimming and diving teams and is a preferred facility for hosting competitive events. • Convenient location to downtown businesses, restaurants, and transportation. • Nationally recognized competitive swim teams, programs, coaches, and booster club. • Strong volunteer support through Michigan Lakeshore Aquatics (MLA) Boosters. • Partnership with Holland Community Hospital. • Loyal customers, ranging in age from 1-100, who take advantage of the wide range of services and programs. • Diversified and affordable family activities, including special events, in a fun, healthy environment. • Regional usage that draws families and people from outside the community. • Revitalized HACSPA Board. • Openness to try new ideas and programs. • Property has room for future development, including potential for a new pool.

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Weaknesses: • No history of a Strategic Plan or long term planning. • Confusion over Board committees regarding roles and responsibilities. • Weak leadership . • Staff morale – workforce is stuck in the past, mistrustful, and resistant to change. • Concern over staff burnout, stagnation and turnover. • Lack of career advancement. • Ineffective communication among staff, Executive Director and HACSPA Board. • Lack of reliable data to measure customer service and cost effective programs. • Depletion of fund balance due to declining tax revenue and increasing costs. • Poor communication between staff, Executive Director, and HACSPA Board. • Expensive school swim lesson program offered free to our catchment area students. • Unknown life expectancy of instructional pool. • Lack of customer service and sales skills of front desk employees. • Technology – email and web base services are under-utilized for on-line registrations. • Under-utilized areas in the facility and pools. • Programs that are not financially affordable . • Lack of ethnic community representation on staff and Board. • Inadequate technology for competitive and instructional swim programs. • Lack of community sponsorships, advertising, and donations. • Outdated job descriptions with overextended responsibilities. • Need to address a fee schedule to attract low income individual and families. • Term limits for Board members.

Opportunities: • Create a 501(c)3 Foundation to solicit grants. • Initiate a major Capital Development Campaign. • Maximize the use of the scoreboard with revenue generating advertisements.

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Opportunities (continued): • Promote new partnerships in the community to improve utilization of facility and programs. • Create a nationally recognized instructional swim program that is second to none. • Reach out to under-represented groups in the community to increase participation, memberships, and increase employment opportunities. • Explore options to increase pool utilization, by outsourcing the responsibility of running non USA swim meets. • Redesign current facility or build a new pool with an outdoor splash pad. • Develop a nationally recognized diving program equal to the competitive swim program. • Partner with other community organizations to sponsor special events. • Conduct annual fitness events, including triathlons, and summer swim/fitness camps. • Partner with the City of Holland and Bouw’s Pool . • Communicate the facility’s successes; visually, on the website, and in Splash brochure. • Become the preferred destination for anything aquatic.

Threats: • Declining tax base and revenue. • Declining membership, daily attendance, and support for programming. • Decreased public support of the millage during economic downturn. • New governmental regulations and standards that are expensive to implement. • Perception that the facility is not welcoming, innovative or responsive to public needs. • Dissatisfaction and loss of membership. • Creation of a larger swimming pool at MVP. • Low staff morale, employee burnout, increased turnover rate. • Original facilities are old and could fail. • Low fund balance. • Fear of major mechanical failure that would wipe out fund balance. • Competition from new pools being built and lower program fees. • Employees unwillingness to change, adapt, and grow. • No bond renewal or increase. • Competitive swim program leaves the HCAC. • Residents declining expendable income.

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