Ice Skating Training Facilities

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Developing a Business Plan

Campus Recreational Sports Facilities: Planning, Design and Construction Guidelines by the NIRS
     The National Intramural-Recreational Sports Association (NIRSA) is the leading resource for professional and student development, education, and research in collegiate recreational sports. Established in 1950, NIRSA has nearly 4,000 highly trained professional, student, and associate members throughout the U.S., Canada, and other countries. NIRSA’s mission is to provide for the education and development of its members and to foster quality recreational programs, facilities, and services for diverse populations. The association's commitment to excellence is shown in its use of resources that promote ethical and healthy lifestyle choices.

    It is the responsibility of the Local Organizing Committee to work with architects, engineers, construction managers, general contractors, and various sports organizations to:

  • Determine the right size and mix of each recreation activity and sport incorporated into the project
  • Identify a management team to organize and market the sports and recreation program
  • Provide renderings of the design of the multi-sports facilities

Source - Sports Facilities Advisory 

    The devil is in the details of selecting the surfaces and finishes used in a project of this nature. In addition there are issues concerning selecting critical adjacencies of the physical amenities.

   Topics that must be considered include:

  • Parking requirements
  • Field size - soccer, lacrosse
  • Court size - hand ball, squash, racket ball, tennis, volley ball, badminton, table tennis
  • Ice size - curling, hockey, speed, and figure skating
  • Recreation and Competition swimming pool sizes
  • Wet and dry locker/dressing rooms for each sport
  • Spectator seating/viewing requirements for each sport
  • Food concessions
  • Office space requirements
  • Meeting rooms
  • Developing a design to accommodate special events and corporate sponsorship
Manage/operate a new recreation/sports center facility with proven business tools -

     During the planning and design stage there is a need to research market potential, feasibility studies, economic impact studies, financial forecasts, start-up cost estimates, break-even analysis, survey funding support, writing an executive summary of the project, and assessing project management expertise.

    There are two basic types of business plans -

  • Fund a startup enterprise with new construction
  • Purchase existing facility with plans to remodel and add new facilities and activities to venue
New Facility Construction Planning
     There are four basic planning stages for any business:
  • Plan,
  • Open,
  • Manage,
  • Optimize.
     Each stage utilizes research techniques to compile data and analyzed to produce:
  • Feasibility studies,
  • Economic impact studies,
  • Funding support,
  • Staff recruitment and development,
  • Marketing,
  • Management systems,
  • Asset management services for sport and recreation centers.
     The following is a brief description of the services offered during each stage:
  • Budgeting - industry standard for realistic and detailed financial projections are essential in developing the revenue and expense stream based on established business practice and historical data that provides the insight and information necessary to make wise choices related to "build to suit", turn-key, or lease options of real estate, buildings, and equipment -
    • estimated construction and start-up costs,
    • program revenue and expenses,
    • cash flow,
    • operating expenses,
    • debt service and funding expenses, and much more.
  • Feasibility Study - Many groups debate the need to conduct a feasibility and market study for their indoor or outdoor sports facility or community recreation center development. In today's economic climate, an independent feasibility study is a requirement of the banks, bond financing sources, and/or investors.

  • A well designed and researched feasibility study should be able to project participation rates, pricing, revenue and expenses, and a variety of other indicators to success. Using specific financial projections, space requirements, construction and start-up cost estimates, the proposed organiz- ational chart, the financing model, and competition analysis will produce a comprehensive and conservative sports facility feasibility study or recreation center market study and feasibility study. Such a document will address the factors that drive success for these types of operations and identify the leading causes of failure so these problems can be avoided or mitigated.

  • Economic Impact Studies for community recreation and sports complexes that seek to use public funds often require an economic impact study. An Economic Impact study includes a process that identifies specific strategies, program and facility needs, management requirements, and other factors to create a model for your community recreation, aquatics, or multi-sport facility designed to provide the highest likelihood of positive local economic impact.
  • Business plans for sports complexes and recreation centers should be prepared as useful documents for funding sources and the management of the future facility. A well documented business plan will include detailed development timelines, pre- and post-opening marketing plans, organizational charts, realistic cash flow projections and break-even analysis, program of activities and revenue streams, and product descriptions for sales in sports shop and food court, detailed information concerning group classes, and sales of contracted ice time to sport clubs.
  • Funding - There are a host of funding and capital acquisition services available to private developers and publicly funded projects. This generally is best handled by someone who haas strong financial credentials in creating investor documents, business plans, handouts, PowerPoint and web-based presentation materials, on-site presentation during critical meetings with funding sources, and  understands the realities of management skills necessary to operate a sports and recreation center.
  • A Development Plan is a very detailed timeline which addresses all of the stages in the planning, design, vendor selection, construction, staff hiring and recruiting, operations systems set-up, pre-opening marketing, grand opening, and first year of operations. Each of these areas must be correlated to the financial projections, providing a road map (timeline) for the complex and intensive opening process.
  • Master Planning is the ultimate responsibility of the Local Operating Committee.
  • Designers must represent the client in working with architects, engineers, construction managers, and general contractors.
  • Construction “consultants” should never represent (and make money from) vendors. This is a  conflict of interest. Consultants should only work for the client.
  • Request for proposals, bid review, and selection of vendors to supply turn-key equipment and installation of refrigeration equipment, multi-purpose concrete arena floor, lighting, fitness equipment, aquatics, gymnastics, artifical turf, court, score board, dasher board, spectator seating, netting, telecommunications, recreation center membership and scheduling software, food concessions, video arcade, plus outdoor parks and recreation equipment and indoor family entertainment offerings such as video arcade, laser tag, and other providers.
  • Program of Staff Recruitment and Development. - A well trained, knowledgeable, and friendly staff will meet and interact with new and potential customers. A negative first impression translates into a very bad public relation problem that spreads rapidly through a community by word of mouth conversations.
Facility New Construction

Manage/operate an existing facility with proven business tools
     The successful management of a recreation and sports facility begins with establishing clear program and financial goals. It is vital to assemble a management team that has experience in recreation and sport facility management services, include budgeting, creating operations manuals, financial performance oversight, program marketing, senior management recruitment and training, planning and carrying out revenue enhancement programs, and a clearly defined long term program of sports asset management.

     The following steps are conducted and combined with the stages of new construction to authenticate and provide historical documentation to all parts of business plan:
  • Performance audits  The first step to improve the performance of a sport and recreation center is to assess the current status of the operation. A forensic accountant needs to review the organization's books and tax records while a detailed review of management, marketing, and customer service processes occurs.
          Working collaboratively with the ownership is vital for a complete review to proceed of the financ-
          ial records, program review, management interviews, analysis of brand and marketing systems, and
          whatever of other steps are necessary to achieve a full understanding of the strengths and weak-
          nesses of the current management's operational practices.

          The information about the business being examined should be compared to the successes and
          challenges of other facilities in the community, county, state, and region. The resulting materials
          should include a comprehensive report with recommendations for immediate actions and opportuni-
          ties for updating current programs and adding new services which can be used to improve non-peak
          revenue and current operations.
  • New goals and Revisions to previous forecasts and projections - Financial goals and objectives must be restated based upon completion of the financial performance audits. This is done through a process of identifying new goals, update expense targets, and provide a detailed financial picture that will serve as the measuring stick for comparison of monthly and annual performance goals. This process must address operating expenses, debt service and lease payments, staffing, cost of delivery, marketing, program offerings, and other items specific to the current business model.
  • A Turnaround plan for sports complexes and recreation centers provide weekly management oversight, support, and training sessions, top management oversight of daily operations, analysis of monthly budget projections and actual revenues, analysis of expansion of new programs, and marketing efforts to attract more customers, teams, tournaments, events, and non peak hour user groups.
  • Asset management services are programs that combine budgeting, financial, facilities maintenance, and operational oversight. Land or facility owners hire a representative to implement management and marketing systems. Such a contract may consist of "budget versus actual" tracking, staff development, programming improvements, sales and marketing support, and in some case full-time on site management that tracks the effectiveness in the operation, marketing systems, customer satisfaction, and guarantees a specific minimum level of cash flow.   
  • Product Branding and an internet marketing program includes full service support of brand name development, plus web site and marketing materials design.  Customer retention programs revolve around regular electronic communication, search engine optimization, and social media campaigns (twitter, ) and advertising in print, TV, radio, and Internet to assist the public and current customers in touch with program, activities, and special pricing opportunities.  Optimize efforts of reaching, connecting with and retaining your current customer base.
Reading Materials
Examples of Established Rink Operations
                            Section 7100: Foundations
                            Section 7119: Framing Systems
                            Section 7120: Exterior Walls
                            Section 7130: Roof Systems
                            Section 7140: Openings
                            Section 7150: Interior Partitions
                            Section 7160: Interior Floor Finishes
                            Section 7170: Wall and Ceiling Finishes
                            Section 7180: Specialties
                            Section 7190: Equipment and Furnishings
                            Section 7200: Plumbing
                            Section 7300: HVAC
                            Section 7400: Electrical
                            Section 7500: Technology  

Energy Storage  During off-peak night hours, the chiller charges the ICEBANK®
storage tanks for use during the next day’s peak cooling hours.

Construction Canada - The Official Publication of Construction
Sept. 2, 2009  The first ice rink in the country to earn Gold under the Canada Green Building
Council's (CaGBC's) Leadership in Energy

Roof replacement at Ice Arena at Bowling Green State University. Currently operated by The Department of Recreation and Wellness, the Ice Arena was originally designed in 1965 and contains the main ice sheet, sized at 200’ X 85’. It also houses a studio ice sheet that is 80’ X 40’ and a curling ice sheet at 150’ X 57’, as well as a lounge and other supporting facilities.

The Comcast Arena at Everett, Washington  The Ice Box provides a unique view to both the main arena and the Community Ice Rink. Restrooms are located throughout the entire building. All restrooms meet or surpass ADA specifications.

Building Codes  Today, building codes are available that specifically relate to matters involving construction or renovation of a structure, fire related issues with any structure, plumbing matters, mechanical systems, and the proper maintenance of property and premises. In the past, these codes are available from a number of sources. The Building Officials and Codes Administrators (BOCA), is the oldest. BOCA and two other code agencies, ICBO and SBCII, have merged to produce one set of uniform code standards that are accepted across the country, known as the International Codes.

Building Science Digest 119 Summer Condensation in Ice Arenas ...
Ice rinks and arenas are a common building type in many communities. Specs for interior temperature and humidity.

  1. Park and Recreation owned and operated community rinks
  2. Church Owned and Operated Community Centers
  3. Private Membership Skating Clubs
  4. Privately Owned Rinks Open to Public
  1. Market Analysis Summary
  2. Amenities and Services
  3. Naming Rights
  4. Strategy and Implementation Summary
  5. School and Community Programs & Activities
  6. Charter Schools     High School of the Arts
  7. Competitive & Recreation Athletes Health & Wellness Services
  8. Management Summary
  9. Job Descriptions
  10. Financial Plan
  11. Ice Rink Executive Summary
  • Skating Associations
  • Historical Background:

The following internet links have been gleaned from personal communications
combined with information from public institutions and athletic organizations/
associations that have a web presence with information concerning team and
individual sports programs:

The Ultimate Ice Skating Facility
Planning a New Ice Skating Rink
Summary - Developing New Ice Skating Rinks
Executive Summary
Formulating a Rink Proposal
Feasibility Study
Business Financial Structures
Rink Feasibility Study
Facility Design Issues
Facilities Concerned with Design
Design Principles
Ice Skating Rink Business
PDF  When Bigger is Better
PDF  How An Ice Arena Works

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The limited use of the materials for education purposes is allowed providing
credit is given for the source of the materials.

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