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Council reviews renovation plan for former fitness building; renovation estimated far cheaper than new construction
Summary
Consultants presented a preferred renovation plan for the former Clayton Fitness Building (1370 Cameron Way), including programing, finish‑level options, a renovation cost range (~$6.4M–$9M with soft costs) versus new construction (~$13.3M–$20.3M), and an early‑2028 completion target if design and permitting proceed promptly.
Town capital program manager Christopher Goa opened the discussion of the Clayton Wellness & Activity Center (1370 Cameron Way), summarizing the project purpose, a preliminary program and that renovation of the existing building would likely cost substantially less than new construction. He introduced HH Architecture’s Daniel Jenks and team to present study findings and a recommended floor plan.
Architect Daniel Jenks said the study combined elements of five initial options into a single preferred renovation that preserves plumbing and mechanical cores where feasible to limit cost. "We're trying to keep plumbing where plumbing already was," he said, describing modest reconfigurations (moved reception, enclosed classrooms, a weights and cardio area, group fitness space, a quiet room and a lactation room). The team also proposed a demonstration kitchen (residential appliances with an option to upgrade to commercial) and two touchdown offices for one‑on‑one consultations.
HH Architecture presented a low/medium/high finish matrix and an opinion of probable cost. The team showed comparable new‑construction low/medium/high totals (approximately $10.6M construction; with soft costs rising to roughly $13.3M–$20.3M depending on finish level) versus renovation estimates (base construction roughly $5.1M–$7.2M; factoring 20% soft costs and a 5% owner contingency yielded approximate totals of $6.4M (low), $7.0M (medium) and $9.0M (high)). Goa noted the town has $4.725M currently programmed in the CIP (a mix of debt, parks fee‑in‑lieu funds and a $500k LOB allowance) and that staff would explore grants, partnerships and fundraising to close any gap.
Council members discussed program priorities, accessibility for seniors, the feasibility of converting racquetball courts for other uses (pickleball dimensions and safety concerns were discussed), the commercial kitchen's operational constraints and security/entry logistics. Parks and recreation staff emphasized designing a welcoming, durable building focused on multi‑generational programming.
The consultants recommended a design schedule that combined some design phases to shorten delivery: ~11 weeks schematic/design development, 11 weeks construction documents, permitting and bidding time, roughly 44 weeks of construction and closeout—placing substantial completion in early 2028 if work begins soon.
Next steps: staff will refine programming, finalize cost estimates, evaluate phasing and funding options (including county partnerships and philanthropic fundraising), and return with updated numbers and a financing plan for council consideration.
