Consultants tell Vienna council new aquatics and fitness center could draw 75,000–90,000 visits a year; funding and subsidy concerns linger

Consultants presented a feasibility study on Jan. 21 for a proposed indoor aquatics and fitness center in downtown Vienna, projecting tens of thousands of annual visits but stopping short of a formal recommendation to build.

Darren, a consultant with Ballard King & Associates, told the Vienna Town Council the firm used national participation benchmarks and a conservative operational-performance model to estimate demand. "We—e suggesting that 17.7% of the population" in the 10-minute primary service area represent potential participants and that capturing a modest share of those visits would yield about 75,000–90,000 annual visits to a new facility, he said.

Leslie Herman, the town—s director of parks and recreation, and the consultants emphasized the difference between town residents and a broader service area that includes nonresidents. The study modeled roughly 1,300 household membership units that would equate to about 2,875 people, with an estimated split of roughly 750 resident memberships and 550 nonresident memberships.

The presentation outlined facility-program revenue streams — memberships, programs (swim lessons, camps, group exercise), lane rentals and event rentals — and showed how the mix of lap lanes, leisure elements and fitness space affects both construction cost and ongoing cost recovery. "You can charge another price point for fitness and a gymnasium and a pool," Darren said. "By the time you add those three together, you've gone into a completely different market of attracting families to your facility." The consultants said expanding from a four-lane lap pool to six lanes would raise construction costs but could also increase revenue from lane rentals and organized-swim programs.

Council members repeatedly pressed for conservative assumptions. Councilmember Howard questioned whether Vienna—s projected market share matched usage at nearby county facilities, noting the county—s larger scale and current membership totals. "I just don—t feel comfortable given the fact we have a lot out there," he said, citing the town—s other capital needs and the risk of committing to subsidies.

Town finance staff and the consultants laid out subsidy scenarios and reserve strategies rather than immediate tax-rate changes. The study showed year-one operating subsidies varying by model — consultants— estimates indicated a lower initial subsidy because of higher projected revenue; town staff—s more conservative projection showed a larger early-year gap. Finance staff described a plan to build operating reserves through the general fund (for example, staging $200,000 per year as a new-budget initiative) and noted the town maintains a revenue stabilization fund that could be applied if necessary.

Council members also asked about affordability and access. Leslie Herman said scholarship programs, sponsor-supported reduced-fee days and targeted discounts could preserve access for low-income residents. The consultants said liability insurance and contingency for capital repairs were included in the operational and capital models, and that final costs would be re-run once footprint and design choices were fixed.

Several council members urged caution on timing and funding. Sandra said she liked the idea of the facility but opposed funding via a permanent change without clearer protections for residents and small businesses that would collect any meals-tax increase. She suggested a bond referendum or phased funding as an alternative. Town Manager Tom Manter said the town could model multiple approaches — meals-tax increments, reserve-building, corporate fundraising — and that a capital campaign led by local business partners could reduce the town—s meals-tax burden.

Supporters framed the project as both an amenity and a public-access investment. Councilmember Roy said his visit to Herndon—s community pool convinced him a year-round facility would create a "joyous place" for families, seniors and athletes. "We deserve that," he said.

No formal vote or motion was taken at the work session. The council directed staff to continue refining cost estimates, run alternative scenarios (including a six-lane option), and return with more detailed comparisons to county providers, further capital-cost breakdowns, and clearer options for funding and operating reserves.

The next procedural step is follow-up analysis by staff and the consultants and continued council discussion; if the council chooses to proceed, more refined design, financing and a public engagement process — potentially including a bond referendum or dedicated meals-tax proposal — would follow.