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developerWorks: I'm Scott Laningham, and this is a developerWorks and IBM Academic Initiative podcast. Our guests this time are both from the University of Arkansas, Walton College of Business. Dr. Paul Cronin is the MD Matthews Chair in information systems. He drives the ERP curriculum using SAP. Thank you for joining us today, Dr. Cronin.
Cronan: Thank you, Scott, I'm happy to be here.
developerWorks: We also have Dr. David Douglas, a university professor in information systems. He teaches the full suite of mainframe courses, including systems management, transaction processing, and databases. Dr. Douglas, thank you so much for making time for this, as well.
Douglas: Thank you, Scott. It's my pleasure to be on the line.
developerWorks: Now, we certainly want to talk about the cutting-edge things that are going on in that intersect point between your two areas of focus at the university. But first, I wanted to ask you about the whole issue of building relevant skills for today's and tomorrow's technology workers ... this idea that large-scale computing and mainframe computing hasn't seemed all that important for a lot of years, but we're seeing a change in that brought about by the enormous computing and data demands of the wired world. And we hear people talk about that. But even with that, I'm wondering, is there still a big hill to climb for universities to better be in touch with what businesses are needing from new graduates? And if so, how have you all been addressing that at the University of Arkansas?
Cronan: This is Paul Cronan, and just kind of thinking about what you said, what we're finding from our companies is that students need to know quite a bit more about the whole business process from the purchase of the raw materials through the manufacturing into the sales and then the collection of the money once they've sold the product — the whole business process.
And when that becomes relevant for us is that as we transition from a PC application to a larger system like a mainframe, the companies are expecting students to have skills that are directly applicable to the job at hand, to solving this business problem. For example, such things as they want the students to have had hands on capability, hands-on experience. They want them to experience the same kind of software that they're going to be experiencing on the job. So, real software. The same with the data sets. Not so much any more these data sets that are textbook-based and everything works, but rather, what would happen if they used a real data set, something that companies are actually using that has the same kind of problems such as integrity problems. The same problems that they would be experiencing on the job for a company. So that's one of the things that we've gleaned in order to overlap industry and business, as well as our academic programs.
Douglas: Now, this is David Douglas, and I'd like to echo and agree with what Paul has said. One of the things that we've done in order to help us interact with corporations, which has been critical for us being able to get the hardware, software, and data sets that we need is, we have an enterprise computing steering committee, and we meet a few times a year. It has really top IS people in there from the major companies. And they help us guide what we are trying to do, and it gives us the contacts that we need to work directly with them in terms of getting the things that we need to accomplish the training and skills that we need for the future.
One of the parts of the question was the mainframe may not have been of emphasis in the past, but it's beginning to resurface as a major emphasis for the future. And that comes out in our enterprise computing steering committee meetings. And the people that come to recruit here, almost all of the major financial companies, large retail and so forth, still use the mainframe as one of their core systems for capturing transactions.
developerWorks: How important do you think this more involved community involving all the parts you're talking about and the communication back and forth, how much more important is that today than it was even 10 or say 15 years ago? The pace of change and how that's accelerating. It must really be impacting how important it is for you all to stay in touch.
Douglas: We could not do anywhere near what we're doing unless we had these communications with the industry people that we have. They are really central to our thinking, what we were trying to do, and their support in helping us get to things that we need to do.
Cronan: Absolutely. In fact, it's changing so fast that by the time a textbook is published, within that textbook has actually changed, it's old. So our textbook really is a very dynamic textbook. We have to be on top of what's going on in industry, and that's where such things as the enterprise steering committee and communications with our companies really makes a difference.
developerWorks: Yes, our podcast will probably be out of date by the time we get it published, then. [LAUGHTER] I wonder if you, if this might be a good point to ask you a bit more about your individual curriculums in these two focus areas and how you're bringing all these things that you're learning into play in what you teach.
Cronan: I'll go ahead and let David talk about the specifics of some of the courses where we teach enterprise systems. I'll just briefly mention that one of the ways in which we try to teach business process and allow students to understand the overall business process is that we've instituted a number of courses to learn more about the enterprise resource planning (ERP). And with that, a student in the Walton College of Business and students since in the university, no matter what their major, is can actually minor, get a minor, in enterprise resource planning. So through a series of courses, we teach them something about enterprise resource planning and how the business process works. We use the SAP system in order to do that and demonstrate. In the course, we show them how to actually configure and integrate SAP in a business situation. That way, they can learn how it works in the business and how it runs through the whole business: accounting, finance, production and management, manufacturing. And then, of course, in one of the upper-level courses in enterprise resource planning, we show them how to adapt the SAP system to a particular business problem. That's just a sample of how we might be teaching business process.
Douglas:I'll follow up on a couple points that we have. In order to do those things that Dr. Cronin was talking about, you have to have a foundational transaction system. And the mainframe is considered to be the best in the world in that environment. So we teach courses where students learn concepts on the mainframe and the capabilities to do all those things that had to do with using the mainframe to capture transactions to provide that foundational basis, absolutely necessary. This includes open source, which is a big direction that IBM® is going. We include teaching Linux® on the mainframe. We also teach Web development on the mainframe, CICS®, and we use DB2® on the mainframe. This fall, in our course, there's going to be an attempt for all the students that are in the class to ... are going to try to attempt to have them all take the certification exam for the IBM mainframe.
developerWorks: I'm wondering, you know, now with that, if you all could talk a bit about — obviously — this very interesting cutting-edge setup that you're working on involving some really massive data sets on the IBM z900-based system. Could you describe kind of the elements of that system, and then talk about some of the things that it enables people to do?
Cronan: As a part of the enterprise systems, we have the IBM z900 as basically a platform that we can use to teach everything from DB2 all the way through to using complex system MySAP with SAP BW, the Business Warehouse function. On the z900, we're able to utilize very large data sets, very real data sets. We have a data set that we were able to obtain from Sam's Club. That particular data set has over 700 million rows in the transactions table. We have another data set from Dillard's department stores that has something like 120 million transactions. And David will be able to kind of give us a little bit more of how he's using this for demonstration purposes and also assignments in the classes.
Douglas: The z900 system provides the computing platform that will allow us to not only teach internally but make available externally the large data sets for people that are teaching in database classes or data warehousing, or even using the SAP Business Warehouse part for teaching business decision-making or slicing and dicing of cubes. It also allows us to open up and allow other universities to teach Linux on our mainframe, as well as other products that they want to use, like DB2. And this includes international universities. We are working to try to bring online international universities from places like Vietnam, India, China and so forth.
Cronan: And Scott, just as an example of an application of this, with MySAP running on a Linux system using DB2 accessing an example database called Frozen Foods, we're able to give an MBA student — not just our majors, but an MBA student — real experience in actually analyzing the data in order to develop a decision for a business problem.
developerWorks: Were there some other intersect points or examples of what you're able to do with this that you all wanted to mention? I didn't want to cut you off early on that.
Douglas: Well, one other example is, of course, being in the university and a leading research university, we're able to utilize some of this software and hardware in a research context. One example that we're using is we've been working with faculty over at the computer science department and generating synthetic data sets. And one of the ideas that we've been working on in terms of a proposal is to actually generate an ERP data set, an SAP data set, called an R3 data set. And that data set can then be used in conjunction with auditing enterprise resource planning systems so that an auditing firm can go in and audit software, especially SAP software, using a synthetically generated data set in order to test all the points that need to be tested.
developerWorks: Wow, that's fascinating. It makes me wonder: What kind of positions and possibilities for your students is all of this generating? I mean, are you seeing examples already of how it's opening up new vistas for them that would not have been there before all of this?
Cronan: Having a curriculum where students work on the mainframe and coursework for the mainframe has attracted a number of companies to recruit at Arkansas that have not been here before. We've always had this core of WalMart, Datatronics, Dillard's, J.B. Hunt, Tyson's, those kind of people, that have always come. But we're getting people to come recruit from the large financial institutions that do not have headquarters anywhere near here. And internships, as well. The number of internships and potential job opportunities have increased enormously since we've had this resource.
Douglas: Not only at the undergraduate level have students realized really an advantage — a competitive advantage — as they go then to the market, we've found that for our master of information systems students, the graduate students, that there is quite a demand from our companies to provide them internship students, that is, whereby a student would actually work for the company while they're taking classes and learn in that work environment but also give back in a work environment as they're earning a little bit of extra pocket money. And then the other thing that I think has really made a difference is not only are our majors realizing benefits, we're finding that business majors in general — those who major in marketing, or accounting, or finance and management — they have found that using these resources that we have available to them, they become even more productive and certainly even more available in the market for all kinds of jobs.
developerWorks: Do you find that this message about the importance of mainframe skills, do you find that it's making its way from the college of business into the school of computer science and being embraced there? Or is there still a lag in getting back to this idea of how important mainframe is?
Cronan: I think some of the faculty in computer science programs across the country are recognizing that they are important aspects to consider on the mainframe environment. IBM's recent initiative for energy purposes to consolidate 3,900 servers into 30 mainframes captured the attention of a number of faculty members in terms of how much energy savings that's going to be. And not only that, but the fact that there's so much demand for mainframe skills in the job market I think, many faculty are beginning to recognize the importance of the environment.
Douglas: And I agree with David on that — that computer science faculty are certainly seeing the relevance, and the importance, and all the jobs that are available. But I think even more important and where we are challenged is to get this same word out, these opportunities that are available, to get the word out to the high school students and to the high school teachers and the public in general — that jobs are available and that mainframes really make the world tick.
developerWorks: What about the plans to make some of this available to other universities or potentially even at the high school level? What's going on around that in terms of getting more access to what you all are doing there?
Douglas: Well, certainly through the generosity of IBM and the Academic Initiative, one of our goals was to stabilize the z900 system with our data sets, and then open it up to other universities, other students, so that a professor at City University Hong Kong can have the same access as we have, professors at the University of Arkansas. And the student anywhere in the world in any class can have the same access that our students have here in the Walton College of Business.
Cronan: And that's particularly true in that we have. In addition to what Dr. Cronin has said, we really expect to have a number of universities utilize the z900 for their Linux courses. We expect that to grow very rapidly.
developerWorks: So along those lines, when as these things do become available to other institutions, other universities and students, how will they gain access to these resources?
Douglas: Well, Scott, we're trying to make it as simple as possible for faculty members. Right now, they can go to the Walton College Web site — waltoncollege.uark.edu — and there's a pull-down menu called enterprise systems, and under that pull-down they're able to request information on all of these resources that are available to them. And I think shortly there will be a link available to the IBM Academic Initiative.
developerWorks: This must be thrilling, for you all to be working with this kind of stuff and the great expanse of how many people it's impacting, whether students and/or business. It must be really exciting.
Douglas: It's extremely exciting. When we go out to visit with our peers and to tell them about the resources we have, they are just shocked to know about what we have. And then to find out that we're able to share this with them at no cost, and that students everywhere have access to this sort of data and these sorts of applications, they're real excited to hear it. And we love going around and sharing it.
Cronan: And to continue on with that a little bit, one of the advantages of sharing is as we develop course modules, which is another way we intend to share and collaborate with people outside our own campus, collaboration tends to make the courseware better and from different perspectives. So as we continue along this path, it's really exciting to work with other students and other faculty and the data sets that we have to improve the materials that we'll use for teaching and research.
Douglas: This is a good time to be a professor of information systems. It's an exciting time.
developerWorks: And to think that all this learning is going on while looking at Sam's Club data of how many cases of macaroni and cheese that I bought last week. [LAUGHTER]
Douglas: Exactly!
developerWorks: Dr. Paul Cronin, and Dr. David Douglas, both from the University of Arkansas, Walton College of Business. Thank you both so much for making time for us today.
Douglas: You're welcome. Thank you, Scott.
Cronan: Thank you, Scott.
developerWorks: Visit our developerWorks podcast page at ibm.com/developerworks/podcast for the show notes for this interview. You'll find links to many of the things we talked about here. Also visit the IBM Academic Initiative at ibm.com/university/academicinitiative. I'm Scott Laningham. Thanks for listening.
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- Walton College Enterprise Systems
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UW Oshkosh MSW Program Mission and Goals
MSW Program at UW-Oshkosh Beginning Fall 2016
The mission of the Department of Social Work is to offer a strengths-based educational program that
guides and prepares Social Work students to become caring professionals with a commitment to knowledge, critical thinking, social justice values and practice skills.
The Department of Social Work at UW Oshkosh will offer the MSW degree beginning Fall 2016. The
curriculum offerings will comply with the Educational Policy and Accreditation Standards (EPAS) of the
Council on Social Work Education. Graduates of the UW Oshkosh MSW will be competent professionals who
will meet the social service practice needs of the Fox Valley and beyond.
The UW Oshkosh MSW has four Goals:
- Prepare advanced degree social workers to assume leadership roles in clinical/mental health care and health care settings in order to meet the growing needs of the Fox Valley and beyond.
- Prepare professional social workers to engage in activities that will contribute to the development
and improvement of social policy at local, regional, state, and national levels as it pertains to
culturally relevant mental health and health care services.
- Engage in collaborative partnerships with other academic units and degree programs at UW
Oshkosh, as well as with organizational entities in the Fox Valley region in order to improve
community well being.
- Engage in teaching, research, and evaluation activities that promote best practices in mental health
and health care practice and encourage innovation and discovery to improve the well being of those
in need.
The UW Oshkosh MSW Program will offer two concentrations in the Advanced Curriculum:
Clinical/Mental Health Practice and Health Care Practice. Advanced coursework will be interdisciplinary and
allow students to take relevant elective courses in Public Administration, Counseling and Nursing, as well as
Social Work. Graduates will be competent in the 10 CSWE Practice competencies and will have practice
expertise specifically in mental health or health care practice.
MSW students in the Foundation Curriculum will become competent in the 9 practice competencies
mandated by the 2015 Council on Social Work Education-Educational Policy and Accreditation Standards.
The Advanced Curriculum will build on the 10 CSWE practice competencies, which will be measured by the
following 23 Advanced Practice Behaviors:
View MSW Student Learning Outcomes
Graduates of the UW Oshkosh MSW Program will:
A.1.1 Demonstrate leadership and professionalism in social service practice settings.
A.1.2 Demonstrate initiative in professional growth and development.
A.2.1 Demonstrate knowledge and understanding of interdisciplinary ethical practice within mental health
and/or health care settings.
A.2.2 Successfully resolve ethical dilemmas encountered in mental health and/or physical health care
A.3.1 Demonstrate professional, accurate and effective written and oral communication appropriate to the
practice setting.
A.3.2 Demonstrate application of multiple methods of evaluation and assessment of service delivery.
A.4.1 Effectively employ social work knowledge and skills with diverse client systems, especially those who
are vulnerable and oppressed.
A.4.2 Demonstrate cultural competency in all social work contexts.
A.5.1 Identify and attend to resource gaps in relevant practice settings.
A.5.2 Advocate for and on behalf of client systems.
A.6.1 Critically evaluate practice interventions to determine if theory-based, best/evidence-based practices
are being employed in the practice setting and suggest improvements when warranted.
A.6.2 Demonstrate understanding and knowledge of qualitative and quantitative research methodologies
and their application within the mental health/ health care setting.
A.7.1 Demonstrate knowledge and understanding of a wide range of theoretical and practice frameworks
relevant to mental health/ health care settings, including ecological systems theories and the
strengths perspective.
A.7.2 Demonstrate knowledge, and skill in the application of a wide range of assessment and intervention
models relevant to mental health/ health care practice, including the Person in Environment and the
Diagnostic and Statistical Manual of Mental Disorders.
A.8.1 Articulate and implement a vision for leadership regarding the promotion of best/evidence-based
practice in mental health/ health care policy.
A.8.2 Actively engage in policy practice to improve client system outcomes for mental health/ health care
A.9.1 Demonstrate knowledge and understanding of the variety of technologies employed in mental health/
health care practice, critically examine these in relation to social work values, and suggest
improvements when warranted.
A.9.2 Demonstrate ability to work collaboratively with a wide array of professional helpers on behalf of client
A.10.1 Demonstrate initiative and effective skills in engaging with client systems.
A.10.2 Effectively, systematically, and collaboratively assess client system needs and professionally
articulate/document these findings to clients and relevant co-workers.
A.10.3 Effectively and collaboratively identify and employ best/evidence-based interventions to meet client
system needs.
A.10.4 Effectively, systematically, and collaboratively evaluate client system outcomes and professionally
articulate/document these findings with clients and relevant co-workers.
A.10.5 Effectively and collaboratively terminate client services when goals have been met.

subset: commoncrawl


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Greens undecided on asset buy-back policy
Wednesday 20 Jun 2012 12:53 p.m.
The Green Party will not commit to a policy of buying back state-owned assets after they have been partially sold by the Government.
Yesterday New Zealand First announced it would try to buy back any assets partially floated on the stock market, a policy that would likely cost around $7 billion, but Green co-leader Russel Norman told Firstline this morning he is not rushing to make the same promise.
"We'd look at the situation but obviously you don't want to make any kind of statements about it now because you don't want to say, 'Hey, we're going to be in the market to buy a whole lot of shares,' because all you're going to do is drive up the price," says Dr Norman.
The Greens say the Government is being reckless by selling at such a rough time on world markets but supporters of the plan say it must go ahead.
"There is no ringfencing of Government money in the end because it all goes in the same Budget, so without asset sales we would definitely go further into debt," says NZ Initiative executive-director Olivier Hartwich.
The bill now looks set to pass into law with the support of Peter Dunne and John Banks.
3 News


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No smart bio.......FOR NOW!
A modification for Rise of the Witch King intended to enhance the vanilla game.
the horse lords - a modification for bfme 2 war
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Tsutsumi, M., vendo viagra femenino en chile Lasker, J. 1–4, clinical and Experimental Research 25. M., Shimizu, vendo viagra femenino en chile M., Rosman, A.
Alcoholism. S., and Lieber, C.
The TTV vendo viagra femenino en chile and SEN-V. The cause of fulminant hepatic failure, hepatitis-associated aplastic anemia, and cryptogenic cirrhosis cannot be defined in a significant proportion of cases. All may be associated with serum transaminase abnormalities in certain circumstances, but their exact role in acute and chronic disease has not been delineated.
Epidemiologic studies suggest that a small percentage of posttransfusion cases and a higher percentage of communityacquired cases of hepatitis have no identifiable viral infection, even when molecular detection techniques are used. Several lines of evidence suggest that there are more hepatotrophic viruses than are currently recognized. In recent years, two new agents have been extensively studied.
Such findings point to the presence of one or more as yet unidentified agents. Forms of liver disease (e.g., giant cell hepatitis) have been associated with paramyxovirus infection, although its role remains speculative at best.
In the motor areas, thalamic terminations have a wider laminar distribution than sensory areas vendo viagra femenino en chile. Thus, the cerebellum and basal ganglia can influence the primary motor cortex by two separate routes. The cytoarchitecture of the primary motor cortex is different from that of sensory areas in the parietal, temporal, and occipital lobes (see Figure 1-18 ). Recall that layer IV is the principal input layer of the cerebral cortex, where most of the axons from the thalamic relay nuclei terminate, and that layer V is the layer from which descending projections originate (see Figure 5-15 ).
Figure 8-7. Whereas the sensory areas have a thick layer IV and a thin P.321 layer V, the primary motor cortex has a thin layer IV and a thick layer V. Through direct thalamic projections to the primary motor cortex and through corticocortical projections from the premotor cortex and the supplementary motor areas, respectively.
Schematic side view of the developing central nervous vendo viagra femenino en chile system showing the forebrain, the midbrain, the isthmus, and the eight rhombomeres of the hindbrain. C. The pattern of Hox gene expression.
For example, after a Hox gene deletion, particular nuclei, cranial nerves, and peripheral somatic structures may not develop normally or may be absent. The fourth rhombomere is highlighted. Figure 6-3.
Jones, E vendo viagra femenino en chile. Impaired perception of facial identity and facial affect in Huntington's vendo viagra femenino en chile disease. G., & Powell, T.
MIT Press vendo viagra femenino en chile. Consciousnesss explained. (1988).
Cambridge, MA. De Oliveira Souza, R., Moll, J., & Eslinger, P.


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How to stop kitten peeing/pooing behind the tv(9 Posts)
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What is latest on the knee of All-SEC forward Jeronne Maymon? Will he play this season?
Who is going to recruit where with the new staff of assistant football coaches?
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What offensive line prospect is hearing from Vol commitments?
Did coach Holly Warlick and the Lady Vols add a 2014 verbal pledge?
Answers to these and several other questions revolving around Tennessee athletics are answered in the 39th edition of "Gate 21" in InsideTennessee's subscriber-only forum, VolChat.
To get started reading this comprehensive package, click on the image of Gate 21 below:


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Featured in World Waterpark magazine – April 2016 issue
What's Ahead for 2016
What's Ahead for 2016 – Safety Committee
When I first joined the safety committee after attending my first WWA Symposium and Trade Show in 2009 at Coronado Springs, I figured the sole focus of the committee dealt with drowning prevention, lifeguard operations and minimizing risk at our waterparks. After my first meeting, I realized that was just the tip of the iceberg! As a novice waterpark operator myself, I'm not sure I had ever heard of ASTM, APSP, the ICC, and at that time had only heard rumblings of this new health code that would rock our world, the Model Aquatic Health Code. While some operators view these as nuisances, our committee views them as integral to the waterpark industry as a whole. All of these help shape and form standards and policies that play critical roles in impacting the safety of guests on a daily basis. I never imagined that less than 6 years later, I would be leading the very committee that I knew so little about. And, while my knowledge of these things has definitely increased, it's really our committee members who make the biggest difference and help lead the charge on these important issues. Our team of industry experts give selflessly of their time and resources to better educate our other committee members, thus helping us to educate the entire WWA membership.
Just in 2015 alone, our committee members contributed several articles to the WWA Magazine. "Developing a Quality Water Slide Dispatch Course," by Joe Stephanyak, "How to Choose a Water Quality Checking Method" by Lee Hovis, and "Why Flow Rates Are Such a Big Deal" by Harlan Bryant are just a few ways our members continue to make contributions to the waterpark industry, giving practical instruction on important issues. Couple that with the safety-related sessions our committee put together for the WWA show, our involvement in the ASTM and ICC processes, and our partnership with the Government Relations Committee to develop MAHC voting recommendations for the WWA membership, it was definitely a busy and productive year.
The WWA Safety Committee will always be invested in the ASTM, ICC, MAHC and APSP, and it seems every year another issues arises that we need to research and determine a course of action on. Two issues our industry currently faces are rider weight limits on waterslides, as well as the inclusiveness of guests with disabilities on waterslides and water-based attractions. These two issues top our plan of work for this calendar year and the safety committee would love your feedback on these issues and anything else related to safety that affects your park. Feel free to reach out to our committee, let your voice be heard and help make a worldwide impact on the waterpark industry.
Published in Athletic Business magazine – April 2016 issue
Designing Therapy Pools for Football Practice Facilities
The science behind muscle recovery has been evolving for years and years. The quicker muscles can recover after a strenuous workout, the sooner an athlete can begin training again. As the old adage goes, time is money. This notion is evident in all types of sporting events, especially in America's favorite sport, football. Both college and professional teams have recently been spending millions upon millions of dollars in order to renovate their football operations facilities. These facilities are not like the old where you might find a crammed locker room, a few gang-style showers, a dilapidated weight room, and a small trainers' room complete with a metal trough used for ice baths. Today, more and more football facilities are emerging with amenities that are fit for a king. One of the more noticeable features that seems to be coming standard with these facilities are state of the art hot and cold plunge pools. The end goal is to keep players out on the field and off of the trainer's table. Player's health and wellbeing is of the utmost importance for these programs.
In many trainers' eyes, hot and cold plunge pools are vital for rapid muscle recovery and rehabilitation. Hot plunge pools are often used pre-workout as a way for players to warm up their muscles before they hit the field or the weight room. Cold plunge pools, also known as ice baths, are generally used immediately after periods of intense exercise. The cold water restricts the blood flow by causing the blood vessels to tighten. This helps to expel the lactic acid build up in the muscles. According to an article on GQ Fitness, "Cold reduces joint inflammation and constricts your blood vessels, which then dilate when the body warms up post-bath. That's when your muscles get a rush of blood, which flushes out lactic acid—the stuff that's causing your next-day aches." Many trainers actually suggest alternating between hot and cold water to increase blood flow; a process known as contrast water therapy. This process kick starts blood movement after an ice bath, but does not allow the muscles to completely relax like a hot bath would do. In fact, the sole use of hot baths after a workout have been known to actually decrease recovery time.
Top of the line football operations facilities have become the standard for many big time football programs, especially for Division 1 universities. Many universities actually use these facilities as a recruiting tool. What high school football recruit wouldn't want to have access to a resort caliber spa and players lounge on a daily basis? In 2013, the University of Alabama completed construction on a multi-million dollar renovation of their existing football operations facility. The new Mal M. Moore Athletic Facility boasts a state of the art weight room, two 30-foot aquatic rehabilitation pools containing four waterfalls, and a player's lounge complete with billiards tables, arcade games, and several 70-inch flat screen televisions. Recruiting is a key component to the success of any college football team. Facilities like the one at the University of Alabama, however, make it that much easier for these programs to recruit the nations' top prospects year after year.
The challenges in designing these type of aquatic facilities are unique to say the least when taking into consideration the patrons who will be using the pools. In this instance, patrons are extremely large and many times they get in the pools all at once. Imagine five offensive linemen, averaging nearly 300 pounds apiece, enter a standard sized hot tub. This would, inevitably, cause the water to overflow and flood the surrounding pool deck. In order to compensate for this "surge", it is important to design these aquatic rehabilitation pools with a large surge capacity by installing deep perimeter gutters. The gutters installed on the hot and cold plunge pools at the University of Iowa Football Operations Facility are actually 24" deep! Traditionally, these size gutters are only used on high-end competition pools in an effort to capture the waves and turbulent water created by swimmers during a competition. An additional measure that is taken to prevent overflow is to install a sizable balance tank beneath the pool deck. A balance tank serves as a storage chamber for the water that gets displaced when someone enters the pool. On average, one person displaces 18-20 gallons of water when they enter a pool. A typical football player, however, could easily displace double or even triple that amount. Therefore, it is not unusual to design for abnormally large or even oversized gutters and surge tanks for football operations facilities.
Besides designing for excess surge capacity, it can also be a challenge to maintain water clarity in the pools. Football players tend to be rather dirty, especially right after a workout when they would typically want to use a cold plunge pool. In order to keep the water clean, it is essential to have a fast turnover rate. A turnover rate is the amount of time it takes the recirculation pump to recirculate the entire volume of water from the pool, through the mechanical room and filter system, and return the clean water back to the pool. For these type of aquatic facilities, it is recommended to design the pools to have a turnover rate of 15 minutes or less. This may cause systems to be oversized in comparison to municipal facilities. Fast turnovers times and oversized equipment ultimately lead to cleaner water and a more sanitary experience.
Some of the other design hurdles that are unique to football aquatic facilities include temperature, hydrotherapy jets, depth of water, and ingress/egress, especially for injured players. The design differences between a hot plunge pool and a cold plunge pool are very minimal. In fact, the pool operator at Alabama regularly makes both pools either hot or cold to accommodate for more users at one time. The main difference is the temperature. Hot plunge pools generally have a temperature range between 100-104 degrees Fahrenheit. Cold plunge pools, on the other hand, are typically kept around 55 degrees Fahrenheit and are frequently made even colder. Whether hot or cold, all plunge pools utilize hydrotherapy jets. Nozzles placed strategically around the pools can provide therapeutic relief to sore muscles. Different nozzle configurations with varying pressures, sizes, and quantities allow the user to target individual sore areas throughout their body. Many times, it is advantageous, for therapy reasons, to incorporate different depths of water in the pools. The therapy pool at the University of Iowa Football Operations Facility, for instance, has three different water depths; 3'-6", 4'-10", and 6'-4". These varying depths accommodate for an array therapy programs that apply to different types of injuries. Finally, the issue of getting in and out of the pools can be tricky. With the sport of football being as violent as it is, players tend to get injured on a regular basis. Easy ingress and egress is an important design consideration that is often overlooked. The designer has the freedom to choose from an array of different access options. These can include a powered ADA compliant lift, transfer walls 18" high with grab rails, transfer systems with a transfer platform and series of transfer steps, or accessible pool stairs with hand rails no more than 24" apart. Optimizing ease of access while keeping in mind space requirements for each option is key to an accessible pool.
At the Dallas Cowboys facility, recruiting is not the top priority as players are drafted to the team. Because of this, resort style amenities are not the first item on their list. Their top priority is preparing the players to perform at the best of their ability and that starts with feeling good physically. Whether college or professional, aquatic rehabilitation pools, however, are a must have for any competitive football program. Although different in shape, size, configuration, and purpose, all these facilities are essentially designed for one purpose; provide therapeutic solutions for athletes in order to decrease their recovery time and get them back on the field as soon as possible.
About the author: Connor Riley is a Project Engineer for Counsilman-Hunsaker. He currently works out of their office in Denver, Colorado. Connor recently graduated from the Colorado School of Mines where he played varsity football for two years.]]>
By Nicole Van Winkle
Featured in Park and Rec Business magazine April 2016 issue
The face of community pools has changed significantly over the past 20 years. In the 1980s, pools were rectangular bodies of water with a deep and shallow end and a diving board. Now, leisure pools can vary in size and depth, and typically include amenities such as waterslides, spray features, tipping buckets, and continuous rivers. Your facility is packed during the summer and between 4:00-8:00pm during the week, but what about the rest of the time? Your pool is sitting there, becoming quite expensive, and your revenues remain stagnant. Where are all the potential users hiding? While the amenities in the typical leisure pool have changed, public perception has not quite caught up. By evaluating the specific layout and amenities of your facility, you can determine which types of alternative users you can support and recruit for your facility. In addition to maximizing pool use by finding non-peak users, identifying alternative funding resources and programs can give you additional revenue and more flexibility in offerings.
Non-Aquatic Sports Teams
A huge benefit to aquatic sports is that it is more difficult to overheat in the water and the sweat factor is significantly reduced. When temperatures soar, providing a space for non-aquatic sports teams, such as football, baseball, and soccer to exercise and train in your pools provides an additional revenue source and is typically timed directly prior to the release of school, when you already have staff in the facility preparing for swim lessons or swim team practice. Just by adding one lifeguard to the schedule for an additional few hours that day increases revenue greatly while only minimally increasing expenditures. Many teams enjoy swimming laps or walking against the current in a continuous river for strength training.
Homeschool Groups
Many homeschool families join agencies where they check-in, are provided curriculum, and are accountable for their work. Often times, there is a physical education component required which the agency or state reimburses the family for. Since their schedules are typically more flexible, you can group private or group lessons together during your off-peak hours. Partnering with an agency will provide a free marketing outlet and direct business to your facility without spending marketing dollars. Once word of mouth travels, you will have a booming mid-day swim lesson program!
Senior Population
As predicted, the baby boomer generation has been retiring with increased disposable income and a willingness to participate in leisure ventures. Besides the typical aqua aerobics and water walking, a growing trend is providing aquatic therapy to reduce muscle contractures and effects of aging. The use of Watsu, a version of Shiatsu massage in the water, has the goal that participants enter a deep meditative state when the practitioner moves them through the water in accordance with their breathing patterns and using the water's resistance to stretch the muscles. There are Watsu practitioner certification clinics held around the country, or you can partner with a local physical therapist who is comfortable with performing physical therapy in the water. In order to reach this demographic, your typical marketing mediums may not be effective. Work with a local assisted living home to arrange specific times they can transport their residents to your facility to ensure a steady turnout and revenue justification for providing the program.
Public Safety Personnel
Offering local fire and police service members the ability to exercise at your facility for a discounted rate increases your revenue, ensures they know the exact location, layout, and employees of your facility, as well as serves to add a layer of safety to your team if they are present during an incident or emergency. Public safety personnel need to train for unique situations they may encounter in as realistic a scenario as possible. Your continuous river or competition pool can serve as the perfect site for swift water rescue or capsized rescue boat training.
Alternative Funding
Once you have maximized your off-peak hours attendance, maximize your revenue potential by using sponsors and partners to cut your costs. Review the list of vendors you use consistently. Would they benefit from marketing exposure within your park? Your sign vendor may create products for you for free in exchange for printing their company name and contact information on the bottom of the sign or brochure. If your landscape service also provides residential services, perhaps they would provide a discount for their service in exchange for placing a banner in your facility. Identifying a win-win for both parties helps you cut costs and become your vendors' favorite customer!
Besides your typical programming and users, special events offer the opportunity to do something a little different at a higher price point in your leisure pool. Special events also typically come at a higher cost since it is different from your normal operations and may use different supplies and equipment. Finding partners to offset your costs and who may have the same target market or programming goals makes the costs easier to bear. Realtors are great partners for programming events, while hospitals are more than willing to assist or provide materials for wellness and health events. Using special events to be proactive in your community engagement can easily be achieved by using partners. During the holidays, partner with a local organization supporting needy families and put on a cold water obstacle course through your leisure pool. Participant entry fees can be waved with the donation of a toy or meal, and winner prizes can be donated through a sponsor.
While our maximum revenue generation time will always be the summer season and typical after-school hours programming, that does not mean that all other business hours are a lost cause. Think creatively about the potential users in your area as well as potential sponsors and partners to make your facility an integral part of the community.
Nicole Van Winkle has opened and operated many waterparks and aquatic facilities in Southern California. She holds a Masters degree in Recreation and Tourism management from California State University, Northridge. Currently, Nicole works for Counsilman Hunsaker, a full-service aquatics firm, and specializes in operating municipal aquatic centers as a third party operator throughout the nation.
Featured in Aquatic International magazine – March 2016 issue
How To Build Your Brand – NRV AI 2016
What makes a brand? We are surrounded and inundated with branding and brands everywhere we turn throughout both our personal and professional lives. Marketing and branding is designed to pull at our heart strings and connect with us emotionally. Though we like to believe we use logic, price comparison, and product quality to make purchasing decisions, in reality, we subconsciously make decisions based on our relationships with brands. A brand can be very complex, but is typically made up of two components: physical and emotional. Your physical brand is the tangible product that customers receive or experience. In the waterpark industry, your physical brand can range anywhere from a small municipal aquatic center with a play structure, lap pool, and three slides, to a large waterpark with a continuous river, surf machine, and numerous thrill rides. The emotional part of your brand is what the customers feel when they interact, see, or hear about your physical brand. Words like safe, fun, memorable, exhilarating, or informative are examples of words that may describe the emotional component of your brand. There is a reason that marketing and advertising is well over a $100 billion industry. If you just listed the attractions in your park and the prices, how effective do you think it would be for your bottom line or customer experience? Take that base, add in bright colors, a well thought-out logo, and a catchy slogan. Which version will people connect with and remember more? Why do we need to communicate or even establish a brand? Even if you have not identified your brand, you still have one. Much like having a social media presence, if you do not create one, your customers will. Why not be part of that process and help craft the direction of their perceptions?
What is Your Claim to Fame?
The first step in identifying and communicating your brand is to determine what your current claim to fame or liability is. Peruse your social media accounts and newspaper articles for clues about where your facility struggles and where it shines. Examine your customer surveys for trends that identify your strengths and weaknesses. Perhaps you have excellent, attentive swim instructors, but your recreational swim check-in process is slow and a source of tension for your customers. Building your brand around your strengths will prove to be a much easier task than trying to overcome what the public perceives as your weaknesses. For example, there are several jokes or perceptions around Whole Foods®, a primarily organic grocery chain. Many call it "whole paycheck" to indicate the extra expense of organic food, while others call it "whole ingredients," for its support of healthy food trends. Either way, customers are talking about this brand and making their own assumptions. The company is very adept at crafting their message and brand of, "America's Healthiest Grocery Store," with revenue to support their success.
When crafting your brand, take a look at the competition in your area. Is there a larger park, or a small, successful swim school? Find your niche specialty and capitalize on it! If you are smaller with a large waterpark nearby, perhaps your niche is that you are "family friendly" and parents can feel comfortable knowing that you do not have high-thrill rides that typically attract the teenage, drop-off for the afternoon crowd that can easily take over the larger parks. Maybe you are that larger park. You can tout that your facility is cutting edge with so many high thrill attractions that purchasing a season pass and coming every week will be the only way to experience all the fun opportunities you offer. By differentiating where you are successful compared to your competitors, you can fill a void in the market that will guide customers to subconsciously connect with your business instead of your competitors.
Communicating Your Brand Message
Once you have identified your facility or program's brand, the next step is to determine how you will communicate your message to your customers. You can do this through theming, slogans, color palettes, logos, mascots, advertising, and programming. Begin with the selection of a color palette of 5-6 colors that complement your park. When creating advertising materials, stick to these colors so when a customer passes your coupons in the grocery store, they take a second look because they know its your facility and you have something to offer that they are interested in. Using your color palette, design a simple logo that contains your facility's name, is fun, and shows movement. If you already have a great logo, you will need to develop your color palette based on your existing logo. The Cove Waterpark, a 9-acre municipal seasonal waterpark and year-round competition pool in Southern California, centered its family-friendly service brand around its vision to, "provide a positive, memorable experience through sustainable recreation programming." The Caribbean themed waterpark featured bright colors, tropical animal statues, palm trees, treasure chests, themed signage and ride names to support the brand. Their tagline of, "Your Aquatic Adventure Awaits!" is listed on their marketing materials and team members answer the phone with, "Ahoy Mateys, this is _____, how many I assist you?" They use every challenge as an opportunity to spread brand awareness. For example, during the peak of one season, they were experiencing quite a few fecal incidents at the same time every day, which resulted in unhappy customers and loss of revenue. A mandatory "potty break," was implemented in which all guests under 12 were required to exit the water for a full 15 minutes. Though this greatly cut down on fecal incidents, there were customers unhappy with the new policy. To assist in alleviating concerns for parents who did not need the reminder to take their children to use the restroom, Cap'n JAC, the pirate tiger mascot, would come out approximately 5 minutes prior to the end of the "potty break," and perform a choreographed dance to The Merrymen's Caribbean song, "Feelin Hot Hot Hot" with some of the staff. The guests quickly learned the dance, and what was once a time that was dreaded, became a focal point event for the park. As a result, there were fewer fecal incidents, children would quickly use the restroom so they would not miss the dance, and concessions revenue grew substantially during that time period. Mascots provide an incredible opportunity to address customer service issues during inclement weather, maintenance situations, and build brand awareness at community events outside of your facility's gates. Identify opportunities within your programs to reinforce your brand, whether it is your swim lesson level names, day camp theme, or a special event geared towards serving your target market who benefits from your niche facility. The main point of establishing a brand is for the customers to ultimately buy-in and support your facility, but unless you find ways that work specifically for your park, your brand will remain unknown and customers will decide for themselves.
Your Team Members are Your Brand Ambassadors
One of the most influential ways to communicate or reinforce your brand is through your staff members. Consistency in the guest experience guides the perceptions your customers subconsciously fight to reinforce after visiting your park. If you successfully communicate in your messaging that your park's brand includes above and beyond service, but the guest interacts with an employee with a poor attitude, the time and money you have spent in creating and communicating your brand message may be for naught. Customers are service-savvy these days and are willing to spend additional money to support facilities with integrity and that appear genuine in their brand delivery and support. Implement a consistent training and reinforcement program with your staff members that will guide them into "being" your brand. Teach them that individually and as a team, they have a responsibility to uphold the brand at all times, whether they are on the clock or not. Children admire aquatic staff and their encounters in the real world, whether it's a run-in at the grocery store or outside mowing the lawn, can have a positive or negative impact on your brand. Because customers have many options for where to spend their disposable income, they stop using your business because of their negative interactions or an encounter with a single person. Consistently reinforcing this idea with staff through interactive training exercises and secret shopper programs can ensure that you weed out employees who are not fully representing your park's brand. North-Richland Hills Family Waterpark, better known as NRH2O, believes that guest service is of utmost importance to their brand. "From the very beginning of our hiring process, before training even starts, we emphasize how important guest service is (after safety of course) to our park. We continue to stress guest service with statistics and examples through our Leadership, Lead, and Team Member trainings. Finally, we reward those who exemplify outstanding guest service. Even though outstanding guest service is expected from our team members, it is still nice to reward them for their hard work," says Stephanie Hee-Johston, NRH2O's Admission and Promotions Coordinator.
Bahama Bay: Updating an Already Successful Brand
The City of Dallas, TX opened Bahama Bay, a Caribbean-themed municipal waterpark, in 2005. Bahama Bay includes a continuous river, large water rain-fortress with a tipping bucket, and 6 waterslides of varying heights and thrill levels. By 2013, they felt that their park theming was becoming dated, so they contracted with a local advertising firm to freshen up their look and re-establish their brand of "Dallas' Family Waterpark, the place for family fun." Robin Steinshnider, Bahama Bay's Aquatic Services Manager explained that they desired to, "rebrand the waterpark in a way that would maximize and build on the positive aspects of the park while giving it a fresh new look. We already had a costumed character mascot, "Paco" the Parrot, and wanted to find a way to incorporate him into the new look." The worked with the firm to, "create a new palette of colors, graphic elements and a whole family of characters that would strengthen the brand presentation of Bahama Beach, establish a clear waterpark identity, bring the identity to life within the park environment, develop impactful décor elements that serve as an accent to the primary entertainment park attractions found throughout the facility, and improve overall guest experience," says Steinshnider. In addition to updating signage with their new look, Paco the Parrot's family joined him in representing Bahama Bay, adding another layer representing family-friendly and fun. Bahama Bay has seen a marked improvement in the customer experience and will be implementing the final phase of their signage update this summer season.
Don't Fall Into the Pit
Now that you have created a brand for your park, have communicated the message clearly to your customers, and your employees are ready to "be the brand," here are a few things to avoid:
Developing a brand, crafting a message, communicating that brand to customers and employees, and remaining genuine in your delivery is a journey. As you go through the process, you will discover that your park has unique attributes and opportunities that only you are aware of and there will be some strategies that will not work for you. Learn from and take advantage of those opportunities. By consistently reinforcing your brand, you will ensure that your customers will consciously and subconsciously continue to support your park through their attendance, willingness to spend their disposable income for admission and in your programs, and spread the word that your facility is the best place to (fill in the blank)!
Presented by: Scott W. Hester, P.E. and Nick Balsman
at the 2016 MPRA Conference
Featured in Athletic Business magazine Jan/Feb 2016 issue
What Are The Key Qualities of Great Leaders
Organizations need great leadership. Organizational success depends on great leadership. Organizational employees want and need great leadership. A direct correlation exists between the leadership at the top of an organization, and the productivity, work ethic and engagement of that organization's team.
Throughout my 13 ½ years as a municipal parks and recreation professional, I saw the best and worst of leadership. And, though I didn't necessarily realize it at first, but at times, I was part of the problem! For example, it took an off-handed comment by a first-year lifeguard before I realized that I had put a supervisory team in place that was viewed as lazy, entitled and unwilling to help their fellow team members. What a shock to me, and a disservice to my lifeguards. I wanted a team of great leaders, and I had the exact opposite.
You see, great leaders motivate, inspire, coach, discipline, encourage and develop their team. And, if their team members receive these things from the leaders, they will have a better work ethic, will buy into the organization's vision, as well as be more loyal, efficient and a team player. Unfortunately, the converse also happens if leaders don't exhibit great qualities. If leaders demean instead of encourage, suppress instead of empower, and criticize instead of support, the likelihood their team becomes lazy, disengaged, negative, entitled and get burned out increases. This is what happened within my aquatics division.
But, what relevance does this have to recreation professionals? What does organizational leadership look like, and how can you implement it? This article will share recent survey results from recreation employees about what they want from their leaders, overview some basic leadership principles, as well as provide an implementation plan for you to create a culture of success in your organization before I realized it and worked diligently to turn my team around. .
In a recent survey that I conducted with recreation employees in the Dallas area, I found several interesting correlations between quality supervisors, and how employees felt about their role in their organization and the value they have to it. I started by asking two simple questions:
As for the answers to the first question, employees dislike it when they have complacent leaders, their leaders get too comfortable in their job, play favorites and don't lead by example. They also don't like to be micromanaged, and don't like it when their efforts go unrecognized. Though the answers for the first question did not surprise me, they give those in leadership roles a great roadmap of things to avoid when dealing with their employees.
As for the positive attributes of leaders, all of them fell into one of four categories: vision, communication, character and work ethic. Employees want their leaders to focus on these areas. All four are individually necessary to the success of any organization, as well as how well they work together. Organizational leaders need to have a vision, and an effective way to communicate it. In the same way, great leaders must communicate with their team with character so they don't discredit themselves. When all four areas work seamlessly together from the top of the organization on down, success lies just around the corner.
Those interviewed described vision in a variety of ways, whether they stressed how great leaders know the importance of their job, display passion, confidence, decisiveness or motivation. It all came down to forward thinking and proactively being involved with their team to reach a common goal. Employees value leaders who show purpose and value in their work each day. This shows they have vision because they continually work towards something greater than what they currently have. Something as small as thanking an employee for great work and how it contributed to the quality of life for their guests, or how a team member's suggestion improved the operational efficiency of the organization, leads to a better service provided to the community and a more engaged team. Leaders seek to improve and move toward the goals they have for their team and organization. And, if you don't have goals for your team, take some time to set and communicate 1, 5 and 10 year goals for yourself, your organization and your team. You'll be glad you did.
Willingness to listen, empathetic and understanding topped the attributes that fell under communication. Employees like it when their leaders care about them, primarily shown through how they communicate with them. Leaders should constantly communicate with their team, even when the conversation does not revolve around something work related. Whether you give an employee direction on their work product, coach them to greater proficiency, or recognize them for a job well done, leaders need to consistently and effectively connect with their team. Small things such as friendliness, smiling often and engaging your employees in conversation while at work can go a long way towards employee satisfaction and productivity. Employees want to be seen as a person, not a number.
After vision and communication comes character. Helpful, respectful, trustworthy and hard-working characterize the traits and ideas mentioned in the survey. Employees will work harder for someone who keeps their word. Leaders who don't lead by example take advantage of their position, lose respect from their team and fail to be role models for the good employee behaviors that their organization needs. Modeling great character sets the standard for your organization's future. When leaders exhibit poor behaviors and character, they tarnish their organization for the next 5 to 10 years and train the next generation of leaders to act just like them.
Work ethic ties in nicely to the previous three characteristics, as the other three can immediately be discounted by your team if you don't exhibit a strong work ethic. Leaders need to be always present, punctual, organized and diligent in their work. Proactivity and leading by example shows your team that you believe in corporate success and have the high level of engagement that it takes to help an organization succeed. Leaders should be proactive in staff training and daily operations and train their team to handle situations before they come up. Proactivity is the cornerstone to a great work ethic, seeking things out before they surprise you.
Speaking of proactivity, Jim Wheeler, recreation manager with the City of San Francisco Recreation and Parks, often asks those in the aquatics industry an interesting question. "Why do you allow your pool managers to sit in the pool office? No one has ever drowned in a pool office!" This simple, yet profound, statement speaks volumes about both work ethic, and leadership in general. You want leaders in place who value hard work and are willing to go the extra mile to ensure you have a great operation.
Vision, communication, character and work ethic make up the foundation to great organizational leadership. Leaders need to develop these traits in themselves, as well as their team so they have a high level of success among their team and organization. Great leaders need to communicate these characteristics to their staff by modeling them on a daily basis, as well as teaching their team the essentials and importance of quality leadership. To do this well, leaders need to be intentional in training their staff and exhibit patience during the process. It won't happen overnight.
The Modern Competition Pool
If you've seen one competition pool, have you seen them all? While many pools today seem identical, the face of competition pools in the United States is changing.
A competitive swimmer born in the 1970s or 1980s probably swam most of his or her biggest meets on a major university campus—especially if one lived in the Midwest. Major meets were held at the University of Minnesota, the University of Texas, and even the University of Nebraska. Today, swimmers can compete at Southern Methodist University, at the Birmingham CrossPlex in Alabama, at St. Peters Rex Plex in Missouri, or at the Tupelo Aquatic Center in Mississippi. More and more pools are owned and operated by school districts, municipalities, private swim clubs, and individuals. The face of the modern swimming pool has changed.
Why are so many city governments and private organizations spending dollars on competition swimming pools? It's well known that water in any form is a great selling point for a community, but the biggest difference in today's market is the realization that a natatorium can be sustainable.
The key driver in this change has been sustainability. With creative programming, these facilities can help offset operating expenses and be a value-added asset to a community.
How is this possible? With revenue generated strategically, the average competition natatorium that is normally busy during post-school hours can be filled with activity throughout the day. Also, with strategic partnerships, natatoriums can target the right types of events and capitalize on all forms of revenue. Here are some ideas that help make this possible:
Swim lessons
Swim Lessons
The key to any facility's sustainability is a good lesson program. These programs create recurring memberships and provide a larger per-hour revenue generator than swim teams. Lessons also help fill the facility during the day-time hours as lessons can be offered to part-time, school-age kids and school programs. Some overlap might occur during the popular after-school hours, but a properly planned and designed facility can accommodate both swim teams and lesson programs at the same time, with relatively low impact on operating expenses.
Water-Fitness Programming
One of the significant off-peak-hour events to help generate revenue is water fitness. With the overall fitness market continuing to grow, water fitness has been an expanding trend. The term water fitness might mean different things to different people. Typically, water fitness includes water-aerobics classes, but may also include programming such as Water Zumba, a modern version of water aerobics, with pop music and choreographed movements. Other areas include water-running training for marathon teams, water-fitness boot camp classes, and cross-training space for basketball, football, and soccer conditioning. Marketing this time and space can pay dividends in the end-of-year balance sheet.
Physical Therapy
Yet another way to fill the daytime hours of an aquatic center is joining with a physical-therapy professional to offer water physical therapy. Some facilities offer areas of water solely for physical therapy. Many physical-therapy activities can take place in an aquatic environment designed for swim lessons and also in a competitive swim environment. Water treadmills and water bikes can be added to a "lesson pool" as part of a physical-therapy design for rehabilitating many different types of injuries.
The modern competition pool, as part of a complete aquatic facility, brings together many organizations. YMCAs, cities, school districts, hospitals, and swim teams are all joining forces to create aquatic centers that meet the needs of the community. Modern competition facilities might include special dedicated water for community hospitals. Pools that were historically used for warm-up/cool-down are now designed as multi-use spaces that can offer YMCA/Red Cross lesson programing and water-fitness programming during the day. Every partnership is unique, as some partners might bring upfront capital to the project, while others supply operating expertise or guaranteed revenue.
Meet Revenue
Renting out a competition facility for swim meets is a straightforward revenue source. However, some of the biggest revenue-generating meets do not have to be the most high-profile meets. Hosting a local summer-league championship can be a big revenue generator, especially if the facility is able to retain revenue from concessions, T-shirt and equipment sales, parking, and entrance fees.
Economic Impact
This is an important buzzword in today's business environment. Providing a competition pool for events and programming is more than offering a service to the community. Competition venues provide an opportunity to host large swim meets or water-polo matches that bring in teams from across the nation. These traveling teams will purchase hotel rooms, food and beverage, and entertainment while they are in town, bringing more revenue into the city and the aquatic program. Partnering with local businesses can help pay for the costs of hosting such a large event.
For-Profit Swim Teams
The changing face of the modern swim team is changing the face of the modern completion pool. National youth athletics have changed greatly since the 1960s. That world was filled with volunteer coaches and refs, and a swimmer was lucky to get a matching team uniform. Today, the swimming community is filled with professional coaches and head-to-toe uniforms from major athletic-apparel brands. These businesses contribute large rental fees to facilities, or may even allow a team to purchase its own facility.
Recreational Centers
While recreational centers are not a completely new element of competition pools, they have always been a key financial component of making competitive water self-sustaining. The revenue generated on the "dry side" and the shared expenses of management help create a sustainable bottom line.
Recreational Water
Along with recreation centers, recreation water has also been a key in offsetting operational expenses of competition water. Activities like "Swim-in Movies," climbing walls, and inflatable water features can change competition water into temporary recreational water to help create other revenue streams.
The Next Wave
The face of competition pools has changed greatly in the last 30 years, especially in the last 10 to 15 years. Obviously, the face of the competition pool will evolve further. For-profit swim centers and the idea of elite training centers are developing in today's competitive swimming market.
Travis Stensby, Project Manager for Counsilman-Hunsaker, is responsible for the design and engineering of commercial aquatic venues. His expertise and understanding of the aquatic industry provide practical, cost-effective, and efficient designs in dealing with the requirements of aquatic programs. Stensby is a graduate of Missouri University of Science and Technology with a degree in Mechanical Engineering and a Master's Degree in Business Administration. Travis is a former collegiate athlete as well as a former swim coach.]]>
Published in World Waterpark magazine, December 2015 issue
You have no doubt heard rumblings about the Model Aquatic Health Code and its potential impact on the waterpark industry, but what do you know about the Council for the Model Aquatic Health Code (CMAHC)? The CMAHC is the non-profit organization tasked with the challenge of managing updates and revisions to the MAHC. Their mission is to keep changes and revisions based on scientific evidence and presenting it in a way that is easily understandable by operators. Over the past few months, interested parties have submitted Change Requests to the CMAHC to ask for modifications or clarifications to the 1st edition of the MAHC. Over 160 change requests were submitted for consideration and CMAHC members had the opportunity to comment on the change requests. On November 21st, the first official ballot for MAHC revisions became available and members of the CMAHC will have the opportunity to cast their votes until December 20th. Once the voting period has closed, the changes will go through a board review process, be submitted to the CDC, and incorporated into the 2nd edition of the MAHC, which is anticipated to be released during the swim season of 2016.
The Government Relations Committee has been reviewing the change requests submitted and have determined which ballot items may have a negative impact on the industry and our operations and which will serve as a benefit to the overall safety of our patrons. For those of you who have been actively following the CMAHC process, thank you for being involved! There may be many of you who do not have time to wade through all the change requests and just want a general idea of how to vote. A recommended voting guide is available from the Government Relations Committee. Only CMAHC members can vote, but at $40 for a biennial membership, it is well worth the money as it directly impacts our industry. Visit Cmahc.org and click on "Register to Vote on the Code" to begin the process.
What can you do?
The MAHC is designed to serve as an industry standard for health and safety guidelines in the aquatics industry. Because public health is the primary goal of the CDC, public health officials are given a weighted vote of 50%, manufacturers and suppliers 10%, Designers 20% and Operators 20%. Besides voting, you can make the greatest impact by educating your local public health officials on your needs and how they can be useful when voting on the code. There are several states looking to adopt the code as-is, but the all or nothing adoption is not a requirement. Each city, state, or governing body can adopt pieces, sections, or modify as they see fit. Even if your local health department does not adopt any portion of the MAHC, it is likely that the MAHC will become the industry standard and your standard of care and operations will be measured in accordance. Working with your local health officials will help to ensure that you are part of the solution for your area and not on the receiving end of regulations that are difficult or unreasonable for you to comply with. The Government Relations Committee will continue following the CMAHC process and updating the membership on important revisions and updates. Now go vote on the code!


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A city man last summer shot up an Elbert Street home with three children inside, a prosecutor said Tuesday morning. It turned out to be the wrong house. The incident followed an argument between the shooter, Joshua Harwood, and his former girlfriend, prosecutor Peter Willis said in opening statements at Harwood's trial. No one was hurt in the shooting, and none of Harwood's targets were inside because he went to the wrong house, Willis said. ...
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A Eulogy for my Mother —
As I sat down to write this eulogy for my mother I had complete writers block as I tried to focus on the chaos surrounding my life since my mother died. I know from talking to every one of her friends that she loved me very much, and I loved her very much too. Read the rest of this entry »


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Castlevania: Lords Of Shadow 2 launch trailer arrives to sink your teeth into
Konami has released a nice new launch trailer for Castlevania: Lords Of Shadow 2 ahead of its arrival this week.
Lords Of Shadow 2 is the final part in Mercury Steam's epic trilogy chronicling the Belmont family and their struggle with the forces of darkness. Dracula, as Gabriel Belmont is now known must face off against Satan himself in order to win back his mortality and end his own life as the most notorious of vampires.
The game is still available to pre-order and anyone who does so on the PlayStation Store for PS3 will receive the second episode of the trilogy, Castlevania: Lords Of Shadow – Mirror Of Fate HD to download for free.
Castlevania: Lords Of Shadow 2 is out on PC, PS3 and Xbox 360 on February the 25th (tomorrow) in North America and February 28th in Europe and the UK. Keep an eye out for our review tomorrow when it goes live.
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text: Dave Holland The Career Of Dave Holland By Dennis Owsley • Aug 8, 2015 Dennis C. Owsley / Copyright Dennis C. Owsley Jazz Unlimited for Sunday, August 9 will be "The Career of Dave Holland." Bassist Dave Holland was born in England in 1946. He is self-taught, one of the few modern jazz musicians without conservatory training. Holland has been a professional musician since 1964. Miles Davis and Philly Joe Jones discovered him in Ronnie Scott's club in London in 1968. Since that time, he has played with many of the greatest musicians in jazz and taking part in 319 recordings, 24 as a leader. This show will highlight his work with his own groups and big band, Miles Davis, Charles Lloyd, Claudia Acuňa, Live Jazz From Other New York Venues-Part 2 By Dennis Owsley • Mar 4, 2014 Dennis C. Owsley / Copyright Dennis C. Owsley The Sunday, March 9 Jazz Unlimited show will be "Live Jazz from Other New York Venues, Part 2." Jazz played live is a different animal from jazz recorded in the emotionally sterile confines of a studio. The energy and emotion reflected back from an audience to the performers brings about better performances. We conclude our survey of New York venues with smaller clubs and Lincoln Center as well as presenting music from clubs that we did not have time for on earlier shows. The musicians feature include trumpeter Bobby Hackett with trombonist Vic Dickenson, the Art Tatum Trio, Sarah Vaug Compositions Of Benny Golson and Sonny Rollins + New Music By Dennis Owsley • Oct 26, 2013 Dennis C. Owsley / Copyright Dennis C. Owsley Jazz Unlimited on Sunday, October 27 will feature some compositions of saxophonists Benny Golson and Sonny Rollins on the "Keys and Strings Hour." These two jazz giants have written a number of compositions that are played by horn players, but rarely by piano players. The quieter side of jazz will present the compositions that piano players play. The artists playing these compositions will be Tommy Flanagan, the Modern Jazz Quartet, Grant Green with Sonny Clark, Milt Jackson with Wes Montgomery, Keith Jarrett, Phineas Newborn, Jr.


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Happening Now: Virgin America Flights Across the Country for $39
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Sydney's Town Hall has been illuminated by a holiday light show projecting images onto its sandstone facade.
Topics: community-and-multicultural-festivals, community-and-society, sydney-2000, australia, nsw
State Emergency Service (SES) crews and residents around Swan Hill are starting the clean-up after storms left a trail of damage last night.
Topics: storm-disaster, storm-event, mildura-3500, vic, charlton-3525, hopetoun-3396, swan-hill-3585, ultima-3544, woomelang-3485
The WA Police Union's president Russell Armstrong speaks to ABC journalist Graeme Powell about the Major Incident Group.
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Victoria's Country Fire Authority says a call out to a suspected gas leak in Central Victoria on Tuesday night was not what they were expecting.
Topics: animals, human-interest, axedale-3551
A major tourism and residential development at Boston Island is one step closer with the State Government approving its rezoning.
Topics: urban-development-and-planning, business-economics-and-finance, regional-development, port-lincoln-5606, sa
The Eurobodalla Shire Council on the New South Wales far south coast says it is preparing for an ageing population, which is set to sky-rocket.
Topics: urban-development-and-planning, local-government, moruya-2537
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Yachting identities from around Australia are expected in Port Lincoln today to farewell one of the sport's best-known characters.
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The building industry has moved to ease fears that the construction boom is attracting builders that are not proven in the work they are carrying out.
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A Sydney man will appear in court today charged with defrauding a fashion company of more than $16 million.
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Conservation groups have criticised a Queensland Government plan that will allow eco-friendly accommodation in some national parks.
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A jury in Perth will resume its deliberations tomorrow in the trial of a father and son accused of conspiring to murder the son's estranged wife.
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Trouble continues for the Bridport-based Southern Shipping service with the company's managing director seeking a court order against his landlord.
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The head of the West Australian Police Union says the public should be upset that a professional squad of officers who are the first to respond to serious crime is about to be disbanded.
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Mark Schwarzer's Fulham produced an outstanding second-half performance to beat Blackburn Rovers 3-0 at Craven Cottage in the English Premier League overnight.
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A driver died when two trucks crashed near Ceduna in the far west of SA.
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Two men face court in Sydney's south-west today, accused of starting a fire that threatened homes in Airds.
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Professor Alastair Nicholson, the former Chief Justice of the Family Court, says the Federal Government deliberately ignored the views of Aboriginal people on the Northern Territory Intervention. He is one of the authors behind the report,Will They Be Heard, which found that the government's "consultation" sessions were a sham.
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ABC journalist Barrie Cassidy discusses the media commentary surrounding Malcolm Turnbull's leadership battle.
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The Department of Sustainability and Environment (DSE) is red-faced after a an emergency fire warning was accidentally issued for the Otway region of Victoria yesterday.
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Legislation guaranteeing the Royalties for Regions scheme is funded has passed the upper house.
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A Federal Court hearing into the failed fuel technology company Firepower will go ahead in Perth today, without company boss Tim Johnston.
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Some of the Alice Springs town camps remain places of terrible despair and poverty.
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The Director General of Health is warning that more public health employees will be caught up in an investigation into fraudulent salary packaging claims.
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Surf Life Saving Queensland says there has been a small number of stingers at north Queensland beaches since the start of the season.
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Ernest Jacob Swanson and daughter Frances Dale Swanson
Ernest Jacob Swanson, born Oct 6, 1875, in Youngsville, Warren Co., PA, died Feb 19, 1943, in Jamestown, NY. He married Etta May Ball on Sept 30, 1901.
Their daughter, Frances Dale Swanson, was born Nov 25, 1912, in Edinboro, Erie Co., PA, died Apr 25, 1995, Jamestown, NY.
My husband Paul is the son of Frances Dale Swanson, the little girl in the photograph
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New 'X-Men: Days of Future Past' character portrait covers
The great, the good and the not-so good
Next gallery »12 Movie Stars Whose Careers Could Use a Boost in 2014
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Hugh Jackman is Old, er, Young Wolverine
Dear god in heaven, what are they feeding Hugh Jackman? Or not feeding him as the case may be? Look at those veins. He gets more disturbing each time he plays the part, and I'm starting to be afraid that I'm going to see a 75 year old Jackman who is nothing but one big vein.
[Editor's note: Or what are they photoshoping him with? Is this an Empire or a Vogue cover?]
Photo Credit:


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Movie Naveen
Movie Naveen has been in film industry for more than four decades. He started his career as a professional photographer to Kamal Hassan, Sridevi etc, then moved on to running a professional Movie Magazine in Malaysia. Currently Movie Naveen resides in Chennai and runs www.mykollywood.com
"Kaashmora" Movie Press Meet Stills & Technician List
October 25, 2016 . by Movie Naveen
Premam Success Meet Stills
October 20, 2016 . by Movie Naveen
Abhinetri Success Meet Stills
October 13, 2016 . by Movie Naveen
Devi Success Meet for Press
October 13, 2016 . by Movie Naveen


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