Proposal of Commercial AreaDesigning a sport centre

By Goh Xingxin ( 0325587 )

Proposal

My proposal was to build a commercial area that is a ‘Green’ and ‘Comfortable’ sport complex. There are several reasons of choosing sport complex instead of others such as office blocks and industrial area. Firstly, the surrounding of the site is mostly residential areas. I found out those residents needs an area for sport purpose as nearby there still doesn’t has a sport complex. This will makes Semenyih more perfect to be a wonderful living pleasure.

Introduction

Commercial areas in a city can take up about 5% of a city’s land. It is used for commercial activities. These activities include the buying and selling of goods and services in retail businesses, wholesale buying and selling, financial establishments, and wide variety of services that are broadly classified as "business". A commercial area is real estate intended for use by for-profit businesses, such as office complexes, shopping malls, service stations, restaurants etc. A sport centre act as a commercial area where people can go to play many different types of sports. A sport centre will provide state of the art sport and leisure facilities that are accessible to the whole community which stay in Semenyih. Set in a new public open space and adjacent to the green open space of Semenyih, the proposed sport centre will become a new focal point for the community.

Objective

The objective of this project is to provide a healthy environment by changing the resident’s lifestyles through the addition of nature and fully operational facilities. These days, people of all ages are immersed in a stressful lifestyle and a deteriorating environment. It is important for people to find balance in their lives. Therefore, it is crucial to create a space for the community that would allow them to relax and engage themselves in a healthy lifestyle. It is our vision to incorporate unique role of sport and active recreation to the community and neutralize the stress that people have experienced throughout their day.

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Aim of this project

This project is to promote a planned approach to the provision of facilities and opportunities to participate in sport. In doing so we add value to the work of others and help to deliver sustainable development goals through:

1. Recognising and taking full advantage of the unique role of sport and active recreation in contributing to a wide array of policy and community aspirations, including leisure, health and education.

2. Using sport and recreation as a fundamental part of the planning and delivery of sustainable communities.

3. The development of partnership working using sport and active recreation as a common interest.

Rationale

High accessibility- The selected site is located by the main road and also the corner of crossroad. Therefore, residence will pass through there before they going to somewhere else because there is the main road.

My site

High density residential- This is a strategy place for sport complex because the contextual of site are mostly residential area.

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Impact to the community

To have a sports complex in Semenyih, this will attract resident or guest to come and exercise. Therefore it will promote a healthy lifestyle among the community. Next the sports complex is near to lots of resident area, this will make the resident nearby more convents to come, so this will motivate people to exercise. A sport complex also will encourages kids to play outside more rather than just stay indoors and playing with electronic gadgets. When people has a place to fully make use of their free time, this will make people free form stress. The sports complex will also be eye-catching and act as a landmark for people to identify the area. The sports area will be an iconic art for people to admire as aesthetic view. The green theme of the sports complex will increase the greenery of that area by planting trees around it. Last but not least, having a sports area will definitely provide a better lifestyle to the resident.

Benefits to the community and economy

Increase aggregate demand of the economy Creating new jobs, thus increasing employment. Based on the multiplier effect, this could lead to an economic growth. In the long run, this may lead to economic development Increases competition, opens new business opportunities. Increasing in investment, which also helps increase the total income of the city. Increase the marginal utility of the population (happiness). Boost a moral of the community Motivate the younger population to active in sport, thus perhaps increasing the need

for education

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The sport complex

View of sport centre

The sport complex will has two floors

Combination of a number of individual sports facilities into a multi-sports centre • Entrance easily identifiable

Viewing from reception/entrance into the main activity areas to increase customer awareness

The building split into separate wet and dry zones to facilitate easy operation Buffer/group changing rooms shared with the ‘wet’ and ‘dry’ Entries from wet changing areas adjacent to shallow water to reduce risks to non-

swimmers. The changing rooms and plant areas arranged in a central core that avoids long

corridors The reception desk is in a strategic location with good viewing of outside areas,

entrance, and circulation routes Plant room being adjacent to the deep end of the swimming pool and changing rooms.

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Core facilities of the sport complex

A. Entrance and reception- The entrance and reception are designed to give users some viewing of the internal sports areas. The reception is also the central hub for the operation of the centre with clear views of external and internal circulation routes. In addition, there is space for automatic ticket machines, a membership ‘welcome’ area, displays, automatic entrance barriers and vending.

Example of reception Example of automatic entrance barriers

Example of entrance that give user some viewing of internal sport area

B. Sport hall- Whilst sports halls will be designed predominantly for sports activities, they can be used for a range of other non-sporting events and activities at periods of low demand. The 4 court 34.5 x 20.0 x 7.5m sports hall is recommended dimensions along with a sports equipment store of 12.5%.

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C. Swimming pool- The design options include for 4, 6 and 8 lane 25 m pools and for the addition of a secondary kids pool that combine with slide for kids to have fun. The importance of a secondary pool for increased programme flexibility.

Example of swimming pool

D. Health & Fitness- Subject to catchment and local competition factors, a larger health and fitness centre with more stations will attract more ‘members’ and casual users, and improve the financial performance of a centre.

Example of gym room

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E. Dance studio(s)- Movement and dance studios are included in the larger schemes in association with the health and fitness areas. This can increase the range of offer to the fitness ‘members’ and a wider market.

Example of dance studio

F. Changing space- The remaining provision is in the form of a unisex changing village. Four person family accessible cubicles are provided, together with single person and two person sized cubicles for economy and to meet a key requirement for changing for swimming lessons, where parents may need to assist their children to change.

Example of changing space

G. Locker- Lockers have been calculated in accordance with the standard method based on all users having access to a locker. In addition, lockers for school groups will provide additional flexibility, allowing group changing rooms to be vacated and used again by other groups or individuals, enabling the changing provision to be used efficiently and to maximum potential.

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Bubble diagram

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Site Plan

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Ground Floor Plan

First Floor Plan

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Section and Elevation

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Procurement

This section considers the various procurement options for this scale of sports centre building and the implications of framework contracts and rationalised design for the delivery of more affordable solutions.

Procurement route

The choice of procurement route is critical to the success of any construction project. Every project has unique requirements and therefore all viable procurement options need to be appraised at the beginning of the project.

Single Stage Design and Build

This approach over the past decade has formed a significant part of the market for delivery of sports centres. Typically, the design is developed by a successfully procured Design Team to RIBA Stage D (scheme proposals) at which point the works are tendered to the construction market. This is sometimes referred to as a ‘Develop and Construct’ procurement route due to the more advanced stage of the design prior to tendering.

The benefits include:

• A fixed price is obtained for the construction contract following tender which will allow earlier confirmation of costs than some other procurement routes.

• Due to the fixed price construction contract, greater cost certainty is obtained when compared to other procurement routes. The contractor takes the risk on many factors, which could otherwise lead to increased costs such as design development, compliance with statutory requirements and management of sub-contractors.

• The contractor will provide a single point of responsibility for design, progress and construction.

• Build quality can be ensured due to the more detailed pre-tender stage design.

• An element of competition is introduced into the final design as well as in the construction, therefore obtaining the best price for a known product.

• Construction can commence before all of the design work has been completed. This reduces the overall development timescales and provides the completed facility at an earlier date than some other procurement routes.

• Experienced contractors can be used to refine the construction details, structural engineering and building services to improve buildability.

• The designer’s fees for the production design work are deferred until the contractor is appointed and the fees are included within the building contract.

• Potential saving in consultants fees.

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Approach

Joint Strategy or a Split Approach- There are often two key project elements that need to be procured to deliver a new leisure centre. The first is the delivery of a new capital build project and the second is procuring an operator to manage and operate the new centre. Procurement of these two elements can be considered separately or as a combined approach.

Separate Approach- Using this approach, the capital build contract and the operation contracts are procured separately. The design process is separate from the operator tender. However, the management contractor can be procured in parallel with the capital works to facilitate management contractor input into design. There are a number of ways a main contractor can be procured to construct the capital build, for example Traditional, Design and Build, Management Contracting, Construction Management and Develop and Construct. Operation contracts are generally procured on a similar basis for each Project, and the variations that exist in the drafting of agreements do not affect the procurement process. A typical management contract will last for 7-10 years but could be tendered for up to 25 years.

Consultant team appointment

Where projects are developed under the separate approach, encourages public sector clients to review available Framework Agreements that have the ability to contain sports and leisure experience, which can reduce delivery timescales and potentially reduce costs. The importance here is to ensure that the consultants on these frameworks have specific sports and leisure experience.

Contractor appointment

Again, where projects are developed under the separate approach, there are a number of Contractor Framework Agreements available to public sector clients that should be considered in a procurement evaluation process. As with the Consultant appointments above, the importance is to ensure the potential contractors have sports and leisure expertise. Some contractor frameworks also provide an opportunity to involve a contractor earlier in the design process and this should also be considered during the procurement review process.

Combined procurement routes

The above option assumes that the building and its subsequent management and operation are procured separately. There is increasing evidence that a combined contractor and leisure operator procurement can deliver successful sports centres. Design, Build, Operate and Maintain (DBOM) This route is used to procure both the building and its subsequent management and operation. This is based on a Design and Build procurement route, where a contract is entered into with a consortium, which typically includes a contractor and operator. Sport England has been leading on the development of a standard suite of documents for leisure operator procurement as a ‘toolkit’ of documents and these should be referred to.

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