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08/26/2008 00 Agenda and Packet
CITY OF YAKIMA WASHINGTON AUGUST 26, 2008 r FILE City Hall Confidential — PL items ADJOURNED MEETING AND INFORMATION PACKET Yakima City Council Agenda 129 N. 2nd Street,Yakima,WA. 98901 Phone: (509) 575-6000 • Fax (509) 576-6614 Email: ccouncil@ci.yakima.wa.us • www.ci.yakima.wa.us David Edler, Mayor Micah Cawley, Assistant Mayor Kathy Coffey Rick Ensey Norm Johnson Bill Lover Neil McClure City Manager Richard A. Zais, Jr. Anyone wishing to address the Council, please fill out the form found on the tables and give it to the City Clerk YAKIMA CITY COUNCIL ADJOURNED MEETING AUGUST 26, 2008 8:00 -10:00 A. M. YAKIMA CONVENTION CENTER 10 NORTH 8111 STREET 1. Roll Call 2. Study Session regarding Yakima Aquatic Center Feasibility Study 3. Audience Comments (9:30 — 10:00 a.m.) 4. Adjournment City ofYakima Vision Statement: To create a culturally diverse, economically vibrant, safe, and strongYakima community. Adopted March 2008 Ya�klm! man Study Session Transmittal Memorandum August 26, 2008 To: Honorable Mayors and Members of the Yakima, Selah and Union Gap City Councils, Yakima County Board of Commissioners, and other Important Project Partners From: Yakima City Staff Subject: Study Session Materials for 8:00 a.m., August 26, 2008, Study Session at the Convention Center In 2005, the Yakima City Council made a difficult, yet seminal decision, to close three aging and poorly performing neighborhood pools. The savings were returned to the community in the form of spray and play water facilities at MLK and Miller Park, and, importantly, $75,000 of this "dividend" was allocated toward studying the feasibility of a modern and attractive Aquatic Center in Yakima to serve the entire region. To this end, a consultant was selected, various working committees engaged, and a feasibility report was prepared in final draft form in May 2008. Today's presentations will provide background, :discuss the. feasibility report, and the recommendations found in the report. 'file siting of the facilityW:is an acV.tOrial item for Council discussion, as well as the potential funding alternatives. Staff focused in on th€;,PFD (Public Facilities District) voted revenue source for this potential project, and has two sites that are under discussion for this year-round facility. A number of important partners, decision makers, and stakeholders have been- invited to the Study Session. This group will together hear the story regarding the feasibility of a regional aquatic center. The City of Yakima appreciates the interest, attention, and participation of those invited today. Aquatic Center Feasibility Study Session 8 to 10 a.m., Tuesday, August 26, 2008 Yakima Convention Center Agenda Presentation Outline Introductions: Mayor Dave Edler and Aquatics Chairman Kathy Coffey Acknowledgements: Aquatic Center Feasibility Study Executive Committee: Dave Edler, Neil McClure, Micah Cawley, Kathy Coffey, Mike Leita, Mike Nixon, Denise Nichols, Lynn Quesenbury, Tami Andringa and Traci Bennett Consultants: Project Lead Greg McCracken, USKH (architecture and engineering); Ken Ballard, Ballard King (recreation programming and operations) and Doug Whiteaker, Water Technology (aquatic planning and engineering). Task Oral/ Written Report Presenter Overview of Project Oral/ Written DZ/CW Origins/ History City Council Aquatics Committee II. Presentation by Consultant Both USKH Report/ Overview PowerPoint Executive Summary Hand Out Questions and Answers • Why does the aquatic center need 10 acres and how much is for parking? Can this be compressed into a smaller footprint? • Why not let a big-time developer build the aquatic center? • Why not have a hotel build an attached public aquatic center - like Great Wolf Lodge, for example? • Why no 50 -meter pool? • Are these costs relevant to 2010 construction? • What sites were reviewed and why was the Yakima Resources site recommended? • What does the future hold for the city's pools and other pools around the valley? • Describe the primary and secondary markets for the aquatic center? Discuss year-round and part -year operational differences Vetting process led to Council Committee's preference for year-round Focus on year -round's economic benefits to community Cost and location for year-round Capital costs including basic site preparation Define costs for site prep, engineering feasibility Current state of city pools III. Partnerships Oral DZ/ CW Public Facilities District Board Yakima County Commissioners Union Gap City Council and Mayor Selah City Council and Mayor Rotary, Kiwanis and Lions Trust YMCA Board of Directors CWSF Board of Directors Visitors and Convention Bureau Board of Directors Chamber of Commerce Board of Directors New Vision Board of Directors Yakima Parks and Recreation Commission Yakima Resources Representatives Aquatic Study's Citizens Steering Committee Committee for Downtown Yakima Board Young Leaders of Yakima Requests for proposals to operate facility (site dependent). IV. Staff Reports A. Capital Options: Revenue /Financing In packet DZ / RD Outside funding: state/federal/private Review local funding choices PFD: preferred/ suggested funding option by Task Force Create capitalization/major maintenance fund Sales tax vote; 0.1%; legal/financial requirements $2.2 million/ year Bond: 25 -year debt service Annual debt service B. Operating Expenditures Consultant projections: annual budget $1.6 million Year-round annual revenue minus expense = ($440,000) Pro forma estimates for attendance C. Management/ financial options to dose funding gap for operations Legal requirements for contract management of options YMCA operation saves an estimated $150,000 Current cost to City to operate Franklin and Lions = $320,000 Cost to decommission pools is unknown PFD sales tax growth (in later years) D. Site Selection — necessary before public vote Minimum need = 10.25 acres 10 sites examined 3 were preferred USKH DZ/CW MM 2 remaining: Yakima Resources and Fairgrounds Operating deficit risk is entirely Yakima's Siting decision is the Yakima City Council's Free parking Both ownerships have offered to gift land to the City for this project Site feasibility: engineering, geotechnical issues V. Next Steps Formal proposals from Yakima Resources and County Commissioners for site selection Yakima, Selah and Union Gap agreement on PFD vote Site assessments (2) Decide on site Calculate cost to determine engineering feasibility, site prep, 10% design Engage initial site prep design and engineering Invite reps to join Yakima City Council aquatic committee Comprehensive community outreach plan before decision on election date. Additional services by consultants Independent promotional group formation Formal, statistically valid polling/survey at appropriate time Comprehensive question and answer fact sheet VI. Questions from Electeds and Audience City of Yakima Revenue Sources Available to Finance Parks and Recreation [This chart presents some options provided by existing state law. No recommendation pro or con or prioritization is intended to be suggested by inclusion of or sequence of items in this chart.] REVENUE. OPTIONS POTENTIAL YIELD [April 2008 estimates] AUTHORIZED PURPOSES LIMITATIONS HOW ESTABLISHED. AUTHORITY 1. Yakima Regional Public Facilities District: (Selah, Union Gap & Yakima) Sales Tax Option—up to 0.2% 0.1 % raises $2,200,000 annually"Regional a 0.2% raises $4,400,000 annually Capital and Operating expenses of a Center" (as defined in the RCW) Election: Simple Majority within District (Yakima, Selah and Union Gap) InterLocal Agreement Forming PFD: RCW 35.57 (PFD) RCW 82.14.048 (Sales Tax) a. Voted Sales Tax Ballot Measure - requires approval of all 3 cities and the PFD Board. b. Acquisition of an additional Regional Center - requires approval of the City of Yakima. 2. County -wide PFD Voted Sales Tax o Option - Up to 0.2% 0.1 % raises $3M annually 0.2% raises $6M annually Capital & Operating Expenses of a Sports, Entertainment, Convention or Regional Center • Form PFD: CountyCommissioners • Impose Sales Tax: Election - SimpleMajority throughout Maori throu hout county RCW 36.100 0') RCW 82.14.048 (Sales Tax) 3. Non -voted debt ( < 1.5% Total Assessed Value (AV) within City ) $52,000,000 [unused debt capacity] $75,000 services $1 million bond for 20 years • General Government Capital • Revenue must be identified/Bond obligated to pay debt serviceCouncil (Real estate Excise Tax could be used for Parks capital purposes) Ordinance Passed by City WA Const., Art 8 Sec 6 RCW 39.36.020 Ch. 39.46 RCW 4. Voted Property Tax: Open Space, Park and Capital Facilities ( < 2.5% Total Assessed Value within City ) $115,000,000 [unused debt capacity— in addition to General Purpose capacity listed above] • Capital only • Acquiring or developing open ) space, park facilities, and capital facilities associated with economic development Election: 60% Majority General Obligation Bonds WA Const., Art 8 Sec 6 RCW 39.36.020 Ch. 39.46 RCW Rd Aquatics Revenue Sources 8/22/2008 Regional Aquatics Facility Revenue and Expenditure Estimates For Facility Option: Indoor/Outdoor - Year Round Facility Financing Option: Voted Sales Tax ( Imposed by Yakima Regional Public Facilities District ) Construction:(1) Annual Amount Annual Debt Service on Construction Bonds (2) $2,245,000 Annual Revenue Generated from .1 % Sales Tax (02% max allowed) $2,200,000 Excess / <Deficit> Revenue Generated ($45,000) * Operations and Maintenance: (3) Revenues (per/consultant's report) Operating Costs (per/consultant's report) Net Operating Costs: Gain / <Loss> * Possible Mitiaation Options: $150,000 Potential cost reduction - Operation by private contractor $320,000 Close Lions & Franklin Pools & transfer subsidy $$$$$ Future growth in Sales Tax revenues $1,064,000 $1,504,000 ($440,000) * Note: A voted sales sax requires an election and must be approved by a Simple Majority of voters within the District (Le.: majority of voters within combined areas of Selah, Union Gap, Yakima) Assumptions: (1) Estimates are as of 4/11/08 (2) Annual debt service estimate of $2,245,000 million is based on: $31 million bond, 25 year, at 5.2% interest rate (3) Maximum authorized voted sales tax is.02%; and is estimated to generate approx. $4,400,000 rd Aquatic Rev Exp 8/22/08 CD /) L CD ' CL Q LN cz z l inch equals 600 feet N 1,inch equals 600 feet Water Park Site 10 Acres .geCENTRAL AV r , 1� ,r„a to DI TOPIL� Aquatic Center Feasibility Quick Facts DEMOGRAPHICS Primary Service Area: defined by the distance people will drive to use a facility once a week/ 15 to 20 minutes/ =190,000 Overall this area's population is considerably younger than the national population. Secondary Service Area: extends north to Ellensburg and south the Grandview/ = 250,000 Census numbers indicate the greater Yakima area's population has a lower level of discretionary income. Population is expected to grown over the coming years. PROGRAMMING Target Critical Mass = 2,300 average bathers/ day to sustain the facility Parking = 445 stalls + adjacent on/off street parking SELECTED COMPONENTS Multi -generational design approach utilizes multiple water depths and temperatures to accommodate a wide range of programs and age/user groups. Key elements: wave pool, lazy river, outdoor activity pool, water slide complex and lap lane pool TWO PRIMARY OPTIONS • Outdoor, 11 -week Option Estimated 2010 Project Cost including land acquisition .$ 24,567,443 Estimated 2010 Annual Expenditures $ 652,352 Estimated 2010 Annual Revenues $ 638,613 Annual Deficit $ 13,739 • Outdoor/indoor, year-round option Estimated 2010 Project Cost including land acquisition $ 33,816,473 Estimated 2010 Annual Expenditures $ 1,503,118 Estimated 2010 Annual Revenues $ 1,063,912 Annual Deficit $ 439,206 * Estimated 2010 Cost to operate Franklin and Lions Pools $350,000 * Estimated savings if YMCA operates aquatic center $150,000 AQUATIC CENTER FEASIBILITY STUDY PROCESS CHRONOLOGY Following the dosure of three of the city's five swimming pools, the City Council, on July 19, 2005, authorized the construction of two water playgrounds - one at Miller Park and one at Martin Luther King Park. At the same time, the Council recommended establishment of a task force to study the feasibility of a regional aquatic center and authorized up to $75,000 to conduct a feasibility study for such a center. Dave Edler and Neil McClure were named to head up the task force. Over the next year, they met with Valley community leaders to gauge the interest in developing a regional facility. January, 2007: A panel (Neil McClure, Micah Cawley, Denise Nichols, Bob Romero, Greg Stewart and Russell Montiero) interviewed four potential consultants and selected USKH, an engineering architectural firm with a branch in Lewiston, Idaho. This firmsubcontracts with a Colorado firm, Ballard King, that specializes in recreation operations and with Water Technology, an aquatic design firm headquartered in Wisconsin. April, 2007: The consultants came to town for a "kick-off" meeting with citizens and stakeholders, a visit to area wet and dry facilities, a tour of potential sites and surrounding neighborhoods. A preliminary demographic and market analysis was delivered shortly after this visit. June, 2007; Consultant returned with an educational PowerPoint presentation coupled with an interactive informal survey for a variety of public meetings and focus groups. September, 2007: Consultant conducted three preliminary work sessions to facilitate initial programming direction and component selection for a Yakima aquatic center. Members of the citizen committee attended these sessions. November, 2007: Consultant brought copies of a preliminary report for the citizen committee that introduced four options: #1 Do Nothing; #2 Outdoor Only/ 11 week Summer; #3 Indoor- Outdoor/Year-Round and #4 No aquatic facilities. Identified major elements: zero -depth activity pool, lazy river, water slide complex, wave pool, 25 meter, 8 -lane competitive pool and indoor leisure/wellness pool. Identified South Kiwanis and Boise Cascade Mill sites and the two major preferences. Introduced financial and performance information. December, 2007: The Council Aquatic Task Force Committee met to begin discussion of funding options for an aquatic center. Staff began detailed study of the operations analysis and pro forma section of the preliminary report. Spring, 2008: Funding option discussions continue. Partnering with YMCA is explored. The consultants returned to brief the citizens committee and Council Committee on the final draft of their report. Site location discussions continue. 8/22/08 A REGIONAL AQUATIC FACIL -41= 9301!"' • WATER ('-, .,. , OLOOY, ; fit• ' fa I► SHARED `:ISIUr., Ut,IflU(7 APPROACH. 6.200 SF MAXIMUM BATHER LOAD - 223 INDOQR i$IURE FOOL SUN BERM PARKING 4 - VARIES 4'-0' DRO' -OFF IIIIO� I I N DOO FACILITY.. 32A00 SF FACILITY/ DECK LOAD -, 400 / LAZY RIVER 9.000 SF, 500 LF MAXIMUM BATHER LOAD - 600 -WATER 1 SLIDE 1 COMPLEX L 700 SF USER LOAD - 50 ENTRY PARKING 445 SPACES AMENITY - CONCESSION AMENITY SAND PLAY 4 AMENITY • SAND VOLLEYBALL WAVE PO 9,000 SF MAXIMUM BATHER I LOAD - 530 6,-a° 4 �Z ERO 'DEPTH If ,ACTIVITY POOL 5,000 SF MAXIMUM BATHER LOAD -331 m PARKING DUMPSTER ENCLOSURE I 116 1� �!Mb , MIS _1WWI _ _ _ FACILITY OVERVIEW OUTDOOR POOLS : INDOOR POOLS : BATHHOUSE & MECH: PARKING : SITE AREA : 23.700 SF 9,000 2.246 SF 445 SPACES 10.26 ACRES _ I _ _ I _ _ 1 _ 04. 1 111 Fi _ 1 _ _ 1 _ _ 1111A0.1111.111 _ 1 _ We 1 :1 _ _ 1 _ MIi 4 lift r 1 S _.i_Mr 1 _ SERVICE L ASSUMED PROPER-/ AREA • 10.26 ACRES I MECH. BLDG. 4 1 CONT. FENCE L i 1 MIMI Akii.j1111111t _ 3 MIN 3k731.111 1 4111 INDOOR & OUTDOOR FAMILY AQUATIC CENTER CONCEPTUAL AQUATICS DIAG M (Option 3) • - 0690 20 30 63 FEET MAY 2008 �xrA EXECUTIVE SUMMARY USKH Inc., in a collaborative partnership with Ballard*King and Associates, andL Water Technology, Inc., has prepared the following Aquatic Feasibility Study for the,. City, of Yakima Parks and Recreation Department. The study includes a market and demographic analysis; an aquatic analysis, which identifies necessary components and programs; aquatic facility options, which include various facility options, concept programs, conceptual drawings, and operations analysis; a site assessment, .which identifies preferred site locations and potential site(s) for the proposed facility; and a capital funding assessment. The study was conducted for a variety of reasons. First, it is the response to the City of Yakima's commitment to begin a study of modern aquatic facilities upon the closure of the , three pool facilities in 2005. Second, a substantial change in the use, design, and expectations, for: aquatic facilities has occurred on a national level. Third, the Yakima area and climate is superb for a recreational aquatic facility, yet current aquatic recreation needs are significantly. underserved. Fourth, the City understands the quality of life, health, and social benefits of providing quality aquatics recreation within the community. Last, the City of Yakima Parks and Recreation Department intends to plan for the future and prepare for a time when the existing aquatic amenities are no longer viable recreation facilities. - MARKET AND DEMOGRAPHIC ANALYSIS The Market and Demographic Analysis can be_ used in determining both he,; available}market and appropriate size for a proposed aquatic facility. Understanding the demographic realities of the area can also assist in the assessment of the potential financial: performance f,and. overall feasibility of the aquatic facility. There are several traditional tank type public pools, and various private. health, club pools. available within the local area. However, .these pools do not meet current community needs and recreational aquatic facility availability is extremely limited. Based on current national design standards, the City of Yakima lacks a leisure aquatic facility that would adequately serve the recreational interests of the community. The City of Yakima has a substantial population base from which to draw. The population base for the primary service area alone is estimated at 188,859 people (2006). The additional demand of people in the secondary service area, as well as a potential tertiary tourism. load, will also increase both usage rates and revenue. And, as stated above, users within both the primary and secondary service areas lack adequate aquatic recreation facilities. Therefore, considering Yakima's population and the size of the primary service area, younger demographic make-up, and lack of competing facilities, there is a very strong market for a new leisure oriented aquatic center in the City of Yakima. AQUATIC ANALYSIS Americans love to swim. Studies and census surveys have proven that among all outdoor recreation activities, swimming is second only to walking. Despite the public's preference for swimming, the City of Yakima existing facilities are aging and have limited lifespan and aquatic program opportunities. Ballard*King and Associates with USKH Inc. ii In the past 15-20 years, the definition of a "public swimming pool" has changed dramatically. The traditional definition of a rectangular tank of water, perhaps with a diving well, concrete deck, surrounded by a chain link fence is no longer successful. Public entities all across the country have shifted their thinking and are blending together new concepts and ideas into what we now call the Family Aquatic Center. The successful family aquatic center combines various aquatic components such as zero depth beach entry, interactive water play features, waterslides, lap swimming, and other leisure and/or competitive elements that create a hybrid aquatic center which accommodates multiple age and user groups. Varying water temperatures and multiple water depths increase progranuning opportunities including. swim lessons, competitive swimming, water fitness, and family leisure amenities — simultaneously. Developing an aquatic center with these elements, programs, and amenities can provide social, health, and economic benefit to the community. AQUATICS FACILITY OPTIONS With the information and understanding gained from the aquatic analysis, several aquatic facility options were developed and evaluated during this study process. Options were analyzed for appropriateness and feasibility within the Yakima community. Evaluations included, but were not limited to, aquatic programs and components analysis, attendance and age group analysis, and capital and operational cost implications. To assist evaluation and deterinine . the most appropriate direction for City of Yakima aquatics, four options, refined in the programming and planning process, were analyzed in greater detail: Option 1 "Do Nothing" (Utilize Existing Facilities) This option evaluates and analyzes the impact of maintaining existing aquatic programs and facilities currently provided and operated by the City of Yakima Parks and Recreation Department. Option 2 — "Outdoor Family Aquatic Facility" This option evaluates and analyzes the development of an outdoor aquatic facility featuring both recreational and competitive lap swimming components and orientation. The facility would include significant recreational elements such as a zero -depth activity pool, lazy river, water slide complex, wave pool, as well as a traditional outdoor eight - lane 25 -yard x 25 -meter pool. Option 3 — "Indoor and Outdoor Family Aquatic Facility" This option evaluates and analyzes the development of an indoor and outdoor .aquatic facility. The outdoor portion of the facility includes a significant recreational component, which would include elements such as a zero -depth activity pool, lazy river, water slide complex, and wave pool. The indoor facility would contain a recreational component such as a small activity pool, with interactive play features; and a competitive eight -lane 25 -yard x 25 -meter pool component. Ballard*King and Associates with USKTI Inc. iii Option`4 — "No Aquatics" This option evaluates and analyzes the impact of eliminating all existing pool facilities currently provided and operated by the City of Yakima Parks and Recreation Department. This option assumes that the City of Yakima would close the two existing pool facilities, Lions Pool (indoor) and'Franklin Pool (outdoor). ,However, the two water playgrounds, Miller Park and Martin Luther Kung spray grounds, would remain -in operation: Option 1 — "Do Nothing" and Option 4 — "No Aquatics", have no capital project costs associated with these alternatives. However, ongoing and escalating repair and - maintenance : cost are expected. The current operational subsidy for Option 1 is approximately $351,000 annually . (2007 costs). Assuming these costs increase approximately three percent annually, a :$382,406 operational subsidy for year 2010 could be expected. Option 2 "Outdoor Family. Aquatic Facility" (which maintains use of Lions Pool) has . an estimated capital cost of approximately $24.5 million dollars, with an operational subsidy of approximately $328,518 annually (2010 costs) (see Table 21). Option 3 — "Indoor and Outdoor Family Aquatic Facility" (which closes both Lions Pool and Franklin Pool) has an estimated capital cost of approximately $33.8 million dollars with an .operational subsidy of approximately $493,700 (see Table 22) annually (2010 costs). 'These options provide an''objective'analysis, of the cost for maintaining or eliminating City of Yakima existing aquatic facilities, as well as'the implications of developing either a' new Outdoor Family Aquatic Center 'or a dooi and' Outdoor Family Aquatic ` Center: The ' con i ittees ' "were able 6—Use this information during their deliberation and '°evaluation, and'Ojition f 3 — "Indoor and Outdoor Family Aquatic Facility was selected as the' preferred option 'because it provides the City of Yakima with the most current and broad range, of leisure and recreational aquatic amenities and opportunities. It also provides a state -of -the art indoor competition facility and leisure component for year-round use. It is important to note that a ,significant portion of stakeholder input consistently emphasized ,then need for . providing a year-round component :which included both recreational and competitive programs. Refined conceptual diagrams and colored -renderings 'for Option 3, located in Appendix Cl, have `been developed to provider a graphic 'representation of the proposed facility and a general understanding of aquatic amenity sizes, spatial relationships, capacity, and adjacencies. SITE ASSESSMENT The City of Yakima does not currently own any property suitable for an indoor and/or outdoor family aquatic center. The site assessment process evaluated numerous available local area properties and identified two potential preferred sites for the proposed aquatic center: South 'Kiwanis Site and Boise Cascade Mill Site. The Kiwanis site has tremendous potential for success due to I-82 access and visibility, adjacency to Kiwanis Park, shared parking prospects, and east side development opportunities; as well as "synergy" with the nearby ballparks, fairgrounds, and the Sun Dome. However, due to Ballard*King and Associates with USKH Inc. iv the multiple property purchase aspect associated with this site, reasonable property acquisition may be challenging and lengthy. The Boise Cascade Mill Site also has tremendous potential for success due to its I-82 access and visibility, as well as providing redevelopment opportunities for this .area. Redevelopment of the Boise Cascade area is a distinct advantage for the Boise Cascade Site, as it is a strategic goal of the City of,Yakima and fits well into future master plan strategies of area developers and the local market place. Environmental and geotechnical issues are of some concern with this site, because of the sites past use as a mill and landfill. However, availability of potential Brownfield and/or other redevelopment funding. assistance is a realistic opportunity. Therefore,,zit-is the recommendation of this study that the City of Yakima further investigate acquisition opportunities, environmental evaluation, geotechnical investigation, and development opportunities for the Boise Cascade Site. It is also important to note, that the minimum size of any site to be pursued should be 10 acres. CAPITAL FUNDING ASSESSMENT As is typical with most public recreation facilities, funding will be the primary challenge of developing a new aquatic center in the City of Yakima. Various realistic funding strategies for the proposed aquatic center were discussed and investigated. Broadening the tax base, as well as partnering with other local municipalities has definite advantages. However, final, direction was not determined. It should be noted that the Yakima community is extremely sensitive` to taxing issues and increased property taxes. Therefore, any funding strategy requiring a tax.,increase and/or bond should be pursued with sensitivity, caution, and a significant community educational and awareness campaign. FINDINGS AND CONCLUSION • The City of Yakima is well positioned for a new regional aquatic center. Yakima's location, climate, population, and currently underserved aquatic recreation market, prom`ote the development of a new aquatic facility. The existing City aquatic facilities, as well as the various local area traditional swimming pools, service only a small portion of the community. Even taking into consideration the number of private and non-profit facilities, the City falls well below the national standard for recreational aquatics. Additionally, the City owned swimming pools, which are currently subsidized for operations costs, are ageing and have a limited lifespan. Therefore, developing a Family Aquatic Center, as outlined in this report, has tremendous potential for success and benefit to the community. Final aquatics planning, programming, direction, location, and funding strategies, will be determined by the City of Yakima. This study provides information about the aquatic needs of the community and assists the City of Yakima and community stakeholders in making,educated and sound decisions. Results of the study process are objective in nature and balanced with the realities of economics. Community involvement and support are essential as these facilities are expensive and take many years to plan, fund, and construct. The City of Yakima and the Parks and Recreation Ballard*King and Associates with USKH Inc. v Department must continue to actively engage the community in order to raise awareness and support. Additionally, educating the Yakima community about the health, quality of life, and economic benefits an aquatics facility can provide the community will assist any marketing plan. CONSULTANT SUMMARY • The Yakima community is extremely well situated for a new leisure oriented family aquatic center. • Aquatics recreation has dramatically changed over the past several years and an aquatics facility combining both recreational and fitness components, utilizing multi -generational design, is key to a successful aquatic center in the Yakima Valley. • The City of Yakima's existing municipal aquatic facilities are aging and have limited lifespan and aquatic program opportunities and do not accommodate current aquatic needs. • An Indoor and Outdoor Family Aquatic Facility was selected as the preferred option as it provides the Yakima community with the most current and broad range of aquatic leisure, recreational and fitness opportunities in a year-round venue. • The Boise Cascade Mill site was identified as the preferred site. The City of Yakima should further investigate acquisition opportunities, environmental evaluation, geotechnical investigation, and development opportunities for this site. • The Yakima community is extremely sensitive to taxing issues and increased property taxes. Public -Private partnerships and/or other innovative funding opportunities would lesson the taxing implications to the community and should be diligently pursued. • A significant community educational and awareness campaign should be pursued. • Aquatic recreational facilities provide children and families with social, health, and cultural benefits. These facilities can offer proven alternatives that help high-risk youth and promote safer communities. Ballard*King and Associates with USKH Inc. vi tay t" "` M K Asn = _r,-4i44?lae rt•r=ate a SECTION 3 - DEMIOGRAFIIIIIC AND MARKET ANALYSIS In an attempt to determine the market and potential financial performance of a possible new aquatic center for the CoY, an analysis that looks at the demographic realities of the area, as well as reviews the existing indoor and outdoor aquatic facilities in the region has been:undertaken. The following is a summary of the demographic characteristics of the area around Yakima, Washington - and a comparison with basic sports participation standards: as produced by the National Sporting Goods Association (NSGA). Service Area:. The primary focus for a new aquatic center has been defined as the CoY boundaries the intent of the project is to serve the aquatic needs of the citizens of Yakima first and foremost:.However, an aquatics facility—With 'significant amenities will be able to draw from a larger area beyond the city boundaries As a result, is primary service area has been identified that includes Yakima, Selah, Naches, Toppenish, and Zillah. It is expected that the vast majority of potential aquatic center patrons will come from this geographic area. In addition an even larger secondary service area has been established that includes all of the primary service area, but extends: -north to Ellensburg and" south to Grandyiew It will be difficult to draw from this secondary service area on a regular basis "due to`distance and the presence of other providers. A service area is usually defined by the distance people will travel on a regular basis (a minimum of once a week) to .utilize an aquatics facility or:.,its programs -Use by people outside of the primary service area will be limited to occasional visits tothe facility from the secondary service area and by visitors to the area. A 15-20, minute` primaryservice area -is not uncommon for a significant aquatic facility. Within his primary service area, =there are currently a":number of indoor'and outdoor aquatic facilities available.-- _ vailable Table I` provides an analysis of the population of the service areas: f dli Y -,n, '''•;-''-u 4 a ��,� +' � y , z 3 S��.t`;. vs ..r. �,' r v.<. a,... ,..A- 3' .t. "1 Nt ti >�.A�rea Po 1ala4�®n � `alble 1 p .-u . a•, '.z --f' ,�-5-kk"-.+ ' : r , .I,' X?..-�' <-...1.. r... .. ,,, - : a -. .u� _^J rratr �i. ,. virga, ..:. .. ° " ' F 000E easans�ts k 2006 Est.imate 201 ,Pro,ec'ti'on City of Yakima 71,845 73,353 74,768 Primary. Service Area 181,609 188,859 193,685 Secondary Service Area 241,337 253,496 261;034 - Sourcc - U.S Census Bureau.and ESRi S Noce E i2I is a national company providis demographic and land planning information 10 a variety of clients rom commercial developers to governmental agencies , ° = , ,., ` ; . The demographic statistics for the primary service area will be utilized for this report with references to the secondary service area. Ballard*King and Associates with USK]EI Inc. 3-1 Figur 1 Prithary Service Area Ballard*King and Associates with USKH Inc. 3_2 Figure 2 Secondary Service Area Ballard*King and Associates with USKH Inc. 3-3 re7,011-• . ' ' ?"••=. • Population Distribution by Age: Utilizing census information for the primary service area, Table 2 illustrates that the following comparisons are possible. „ . . . • , .. ., - Oit.' I .r. . , 4 - , a e, ... . kges, -'iWWPop .' -'.... gr4;.5z":, .1).414 :%q .:. - ..,- -'' -Nat1Pop.._ ' — 4-* —5 .' 16;1817— : ‘. :8:6% .7 ,,, ' ' 6.8% +1.8% 5-17 .38,635 .- /0:4% — .17.6% 18-24 ' 19,707 • ... 1015% , 10:1% 25-44 49.761 - .• /63% ' . 27.8% —1.5% 445-54 24,834 , 1 •.: `•11.1% 14.5% —1.4% 55-64 :_. ,.. 18387 , 9.8% 10.5% —0.7% 65+- 7 .35.1.k...r. . ,.: 11:2%. . :` 12.5% —1.3% POpiallitiii: /KO ESRI eeiiiiik's7.- 0 -',-*i e1 gpti4 in e iiinail service• area _ .p. „on : :,/,i'-'iif o Percentagei'aiS- SI ir~atirtavrettpli ' .on m the age,group Natiioia1 PouIlation-iftrWri*IfitietfalaitTalghfig, e age.''group ''''''''' ' giiiieeW.Are01111K-141 gferrellieerg,i12M4tyr_r-re.767affetircif a'Waiatliiliatiairikiiiigiiioii'-:, Chart A Comparisoniof op on. PE Primary Service Area E National Population •The demOgraphiC:t41c4ip of the primary Service area, when compared to the characteristics of the national population, -indicatesthat there are significant differences. The population in the youth age groups is larger, while the numbers in the adult and senior age categories are lower than the national numbers. Overall, the population is considerably younger than the national population. When the demographics for secondary service area are compared with those from the primary service area they are only slightly different, with a larger young adult (18-24), and a smaller adult and senior age group. Overall the population is slightly younger than the primary service area. Population Distribution Compariso by Age: Utilizing census information from the primary service area, Table 3 illustrates that the following comparisons are possible: Ballard*King and Associates with USKH Inc. 3-4 *oaf, s "' >":ire Table 3 Changes xn Pup„pi* tion Beeen2an tw000 d 201Il r�r4 Ages c, 000 Pop ,2006 Pop .h . 2011 Projechomz� ;5 : 2011 Pop%''Change„; 31.6 31.6 -5 15,203 16,181 33.5 =16;806 ' 30.7 30.9 +:1;0.5% 5-17 40,809 38,36538;566. 37.5 -55% 18-24 17,423 19,707 18,959 i.: ' : '::+88% 25-44 50,351 49,761 50,436 ': :+0:2%0 45-54 22,375 24,834 25;013 -.: .411.8% 55-64 14,374 18,387 217;668 . - +50.7% 65+ 21,072 21,35.1 22;240 _r> +5:5% Primary. Service Area• from 2005census information and 1;SRI � .:. ;; Chart B Chart of Population Trends 2000 to 2011 60,000 50,000 40,000 30,000 20,000 10,000 0 -5 5yrs-17 18-24 25-44.' , yam. ®2000 ®2006 02011 Table 3 looks at the growth or decline in age group'numbers from th6•2000 census .until year 2011. It is projected that in all age categories (exceptthe 5 1 c7) thereh will be an' increase in population. The greatest increase would occur in the '5'S -§4, -„age category r It must be' remembered that the population of the United States as a whole is aging and4 it isnot unusual tofind=negative growth numbers in the younger age groups and net gains nearmg 30% m{ `tfie,ij45', plus age groupings in communities with more stable population numbers: i The`' secondary- service area has similar growth characteristics to the primary service area, but will see a- slightlyfaster rate of increase overall. Next, the median age and household income levels are compared with the national numbers. .f£ Both of these factors are primary determiners of participation in sports and recreation activities (see Table 4). The lower the median age, the higher the participation rates are for mostactiiities. i,.The level of participation also increases as the income level goes up. yG �' 4 Table 4 Me�daa�n Age sM x 4v t r.M „�. �• ._2000 Census ... 2006 Estimate ; .h . 2011 Projechomz� ;5 City of Yakima 31.6 31.6 32.1 , Primary Service Area 32.2 32.8 33.5 Secondary Service Area 30.7 30.9 31.7 Nationally 35.3 36.5 37.5 Ballard*King and Associates with USKH Inc. 3-5 • Chart C Median Age Graph Area 0 Nationally z ; mile ,fir da' t �opseho1d` fhto$ne ' 1Vfe` -;i. .A , �Yt fi'- ? r :" : *--• -' .r., k'�*1^_��r,S. UY AS'� q, itil. . - , i f...,: -„ .Area*2IIDOtf ensue - ' ' 241A6'Estate h ; 2201 t Projection City of Yakima s H ;; ''$29,501• . ;- 4'$36;067 ' „,' : ' $41,697 Primary Service Area; '` ' ' . ' ...$35,359 = ; $42;645 r „:$49,462 Secon Service Area.,.• ;: �' $33;974 :. ::,1$4908 ,. =.. ii.i-i$47,512 Nationally ', $42;1:64 $51;546..'..'$60,704 Chart D Median Household:Income Graph. $70,000 $60,000 $50,000 r $40,000: • -::$30,000 $20,000 ,$10,000 $o 2000 " 2006 2011 ® City of Yakima Primary Service. Area 13 Secondary Service Area 13 Nationally The median household- income, level must be balanced againstthe local cost of 'living to determine possible discretionary income available for recreation purposes. The income' levels for all the service areas are substantially lower .than the:national median number. Even: with a relative lower cost of living in the area, this still indicates a lower level of discretionary income ,for residents of the greater Yakima area. . Itis estimated that nearly 27W of the households have a household income level under $25,000 annually, with 15% making less. than $15,000 a year. Ballard*King and Associates with USKH Inc. 3-6 m - o Race and Ethnicity: Table 6 lists the distribution of the CoY population by race and,ethnicity based on the 2006 population estimates. Table 6 , Disgnb�taon T5 -*-U TST3 - f'7,,, i� F' 1 XMI �,s,.T of P9 1,4 .,.'<}- Race Q 'L3 +v lY +(n''. 4 -. a and lEthmcily i+- i 'y r Race .r s • uinber �:: ., x r :Perces ,i . 4 fi ':.r White 47,531 64.8% - .; T service area' Black/African American 1,450 , 2.0% _..,. -J. American Indian/Alaska 1,400 1.9% Nation ' Partici ation based' on nations statistics . 34 t ' % e.7,- s k '5,2-!e;,' Asian 927 1.3% Native Hawaiian/Pacific Islander 97 1% Other 18,738 255% -- Two or More Races 3,211 4:4% : Hispanic Origin 28,982 39.5% Source U.S. Census Bureau -and ESRI .-. . *NOTE:,Tl is number does not total 100%u Si pedple.thaybeiiiieVeiat differerit:categories ' .r., 3.1 DEMOGRAPHIC SUMMARY: The population is expected to increase steadily during the 2000s. - -• The population density is low to medium. The median age is significantly below the national average. Household size is substantially higher than the national average, which indicates a large number of households with children. • Median income is much lower than the national levels. There is a significant Hispanic population in the area. The demographic characteristics of the secondary service area are very similar to those of the primary service area, with a slightly younger population and lower income levels. - '~ Comparison With National Statistics: Utilizing information from the NSGA and comparing it with the demographics from the primary service area, Table 7 illustrates that the following participation projections can be made (statistics were compared based on age, household income, .regional population, and national population). 'Participation Estimates — Primary service area from the NSGA .(based on. 2006 population estimates). x ,. .y, -.a e ' -t*i ,h�-.y .i. 'f wr - :xyx .. x. r - , 3Table Participation Projections i :a.�:u } +.5..-`r' *.. -� .<+ -3• r7C1F '�"'#.-{'ix- ,s r w ,1 3 `�`*'' '"�n.kt -^w"°"-rte. a •"z t' � r',..' "... L s- y :.7t ;g. _ ._ + , (aog) ¢ Rego , .----, .. Na on `„ Average Swimming 25.4%o -23.1% 20:3% :22.2%0 ,;t 22:8%.rid Income, Parti043patron based on the;2006 estimated median householdincome :the CI -p410 T service area' Age; (avg )s Participation bssed on �. C 3 ..wC� .siu — IS, ^ area x..,�� aveAiaging partic�atibn mow%=fi: L� b dl�erent .age groups m theme Lh £ SAY "'i "i. i2.( = '_ ,� .1):i �, primary ss�er,%- ..L "' tt.tY'ii'. -J. , gi ,.r'-g,�t � 5:-sp{,..1,-,S,'"' Region- Participation•base dron•regiona afistic&•(,ac ific 5 ._. �F ,- .4 ;- . 0 t S _,,,, H, �3,,,. : , ,.. zt .,T Nation ' Partici ation based' on nations statistics . 34 t ' % e.7,- s k '5,2-!e;,' til- '_.::.•r. Y --:-. r a SS . e �• Average Average _of the other four cohmmS - .:.,.:r- _.., _.. - .. �.,.: � .. i.,. ...- -... 7' �.... v Ballard*King and Associates with USKH Inc. 3-7 - When looking at participation rates in various recreation activities, the NSGA uses four different determiners for their percentages. Utilizing the average of these four categories takes into. consideration each of the factors that can influence participation rates. Anticipated Swimming Participation Numbers: The participation numbers in Table 8 were reached by utilizing the average percentage from Table 7 above, plus the 2000 census information and census estimates for 2006 and 2011 (over age 5). P n f'7,, }'s ' ",,,,v.4. fi ,.S" 'Szt.,.., Table Ant SI tid Swumm�ng�Pa Y '1a WkbS s� � ;5 x• w x a � n rra' gpat�®n �• e.. Average-. r.;, 006 a;2006 ar k _ : a x fer nc 201,_'_..1:.,-,'''',,'',',''-"-',,,,.,m,2- Swimming 22.8% 37,251 38,710 39,651 +2,400 Note: The estimated participation numbers indicated above do Jnot necessarily translate in#o expected r attendance figures ata new Yakima aquatic center since many participants utilize, other pools or :7:,2,; bodies :f.1:i'tcq:te';eir aquatic activities However, at may lie„possible for the center to` caplur g 25%,:he articinantsa which wonid egnate to” u'st over 9 678 users (iiising 20 6 po ulatton estimarlk 3! -.1 1 "- .E 4 -c '(�z 'T' '14 �,.iai�..r��t K7-r-ucp-1in d' . n--' - the pmary ei1ice areal a fac�ty Yna�als©�aRrsome users from th8 secondary se.ice area u# 4t as more ,, ,r.. -- fo de ennune the ppreentage m thusarea Ho e er�d vumg e*-euy 5° 0 tl tota3 part capanis could add another 70©potenh users ° .. , :.- = ;,. ._ I.. . ,.-; .. � .,::: ' Anticipated Number of Times Participating Per Year: By taking'the nuiibe' of annual participants from Table 8, times the average number of times swum per>year'(fromF'2'005 NSGA standards), Table 9 provides the total number of estimated uses per year. t''"w et Swimming cra 36.5 Average. - the average number o. 06,111,4 1,359,662 1,412,915 1,447,262. +6.4% on„ ineoffie; sex and ria ionj a persoh Wl11 swittr Table 9 indicates that there are a high number of annual "swimmer days" (a swimmer day is calculated as one individual swimming one day) from which to capture a sizable market share. It also must be remembered that many of these "swimmer days" are being satisfied by texisting aquatic facilities. It is possible that a new Yakima Aquatic Center, with. a strong leisure orientation, could capture approximately 5% to 10% of the annual swimmer days. This: could translate into 70,646 to 141,292 swimmer days annually (based on the 2006 population numbers for the primary service area.) Drawing users from the larger secondary service area could add additional swimmer days to the facility. If only 2% of the secondary service area swimmer days were captured, this would add approximately 10,400 swimmer days to the facility. On top of this, the large number of visitors to the area provides another secondary market for:the' center. Participation by Ethnicity and Race: Participation in sports activities is also tracked by ethnicity and race. Table 10 compares the overall rate of participation in swimming nationally with the rate for Hispanics and • African Americans. Utilizing information provided by the NSGA's 2005 survey, the following comparisons are possible: Ballard*King and Associates with USKH Inc. 3-8 • -• '", • ..ti ,.;.• • - ,.. - ,..' --'-'.' ' , i ' . -- '.9.., 4 .1,,a47,4•7,4:11«.-9,',:,,TF,',,:tr.r-Za: ' .;,,,, .fi',W,''.1,'k ,.."1,,,,'",:ia",,,,,,I.i, • le .-". Cipatflo ". ._ : -_, ka %A R44. r , ,.., — ,,z., „ , -,2 , .. , t -,1- tazateht:WetaiStat g.itite-.$'"-`1117:v"."- t.7.4.MW2441:i.'„,._ ..'-7-61-4.040ME,---:-,, '''•64.11r,R4111-06 svvithiniitis . ,, ...:. .-.11.11.22.2%. --:.1- --- - ...'*,: -:::,,:a...18.5% - .•-:- 37.5%,.i'"..rirl",-.7.1 '.'.isT4tyeitiai --.t; 'iriiiiii.400:4-155fatiidilOi''.*Iii::07,. 745i4giii;'6winihnn7evAgi44.444;74. 40iiii.s.4i.:Rate-_ --IVeTeiiriiiirM7sifliilei*Iiii:Iiiiiialiiiriiiiwimmin'r. :'"figgi.:44,34g041.41MIS,-;.iiii • ...Aftiaii%) i'lliii'diA',-, tiRrIiThiNiteedaiiiAPlO:674)51 TiOffiaigt07',RIn.,:gZINfigitgag , It is inipOrtant :to note:that the 'rate Of participation in swimming is lower for Hispanics and dramatically less fOr African Americans. -Considering' the high percentage of Hispanics in the primary service area this could indicate a potential lower rate of use for a new aquatic center in Yakima. Participation Correlation: With indoor aquatic centers it is not unusual to include . other dry activity areas in the facility. With this in mind, and utilizing information. provided by the NSGA's 2005 survey, Table 11 illustrates the correlation between people who participate in swimming and other recreational activities. ---Table.11'PartDciipatilon Correlation011-11i0thOlt Recreational _ ... Pti*Itig - , ,,,,-M.-0:iaff;S:0$66fEaratt..40*Ifi-W:14.0.1.ir.Rf-i•igie-R-lw.iP4Y.C,:x.Ziklaktigf6, ,1 - ,: ' R.474AC-MAT-- Wii.*F.-;§.7..4-3,tilltf, .1..taggArigffitatifagitiliVaia$22 tia;:kififft.,%:*. 'g*lfialiee*t*ai;:'). MEN: l'it.07.--- ':.!..iiii:00141 Aerobics ' •-• - • — .- - - 21.8% .--..; 2.- ' - - .•-:- 37.5%,.i'"..rirl",-.7.1 ) • Basketball - - ' - ' - 26:5% :...,-,751:4..., Swimming , Extreise"Walking . 47.9% 32:39/or.;,1',-. • ' . • EketeiSFEquipnient3413%. ---. 7 - -..- - c - - 36:7%; 3 RiTain—gadg-gitig-- ' 25.2% -,;:. . . .. 49.9%., . , 18 - 24 -vouoyba-il-------- - ' - " - - • -12.4% . , . : 54.4% :,eiree-fittOtSAIno,.fweiroi-eirgowiamsalwwiii----, -----ardeiyilfaretrg,ype,a6tivi 25 - 34 v6f6t-----tt - - -- ' tiiirarw ;..,., 411.-:;.,eg,-'1''''4"; ''. .:.- _.op4-tp-i, . tsw:o _,.:. :. '. - .. -- 'fah e.,..- esigMagi-iiiir - -,,,., - vilk4,,g;-r.., ''''' .,','''''I•Z•t,_''AfA'VV';"X*I?;*'%"NT'A,.i. -4', 43' - g4''J'.'11'. '' '''''' ''''''." ---'%U.141.i,101:44VAT.ifsy,t, --7-F -- ,0_ ',4,4-,-:::. - ''-',..''' ' '''''fr ,A-4.mte.A..,,s,t4,0:0,;„4'. .-,:.'-al .,,,. „,41' • — _ The§eecdrrelation statistics indicate- the strong relationship between those people who participate in aquatics-and:other activities. These statistics also illustrate the cross marketing 'opportunities that _ ear _present in,aquatic.facilities that inalude.fother active use spaces. To help' understand the overall market strength in a number of sports, Table 12 lists a variety of indodr ,. reereation activities' and therelative:market strength and rate of participation. , Summary 4:Sports Participati9iii' - Table 12 summarizes participation in various sports and leisure 'acitirities utilizing information from the 2005 NSGA survey. , f',. ,,., -n. ,;, , ,_ - „ ''....: - - - , ., 7 ... -6.ivir--:.:TA,SP:g51.- -,,,,JAPIlimwii,'-: ', - , - •._„ - '''',J Tabile.12 raini:Sports Partiicipation -- 7 ' ,.- '''' '1'7' i'),A''.44if,W0.3i.itlilW9-4,- , '')f.;:i'X'• -.,d-RI,VVialig. r' -''':''.'.'-.:,-.!'"e4--:!:: , ,,,, - ,i --,' - . $0.40,sii.:•-we..,,,..E.,:21:,,R,..-•:::::::!-,V.;:,.M".•t°7kPart,it:',. ' .......‘ -',:,'Y; -..',.,:j-,',...7A0-.,:cjiiiiiiiia---JjA-11 ' Exercise Walking • ' . ' '1 ' '• 33.-2% ' 35 - 44 Swimming , 2-- : .. 20.3%7- ' 11 Exercise Equipment 3 19.6% 18 - 24 Workout Club 10 17.1% 25 - 34 Aerobics 11 15.2% 25 - 34 Ballard*King and Associates with USKH Inc. 3-9 It is significant that swimming is the second most popular sports activity in the United -States, with 20% of the population in the Pacific region of the country participating in the activity. Comparison of State Statistics with National Statistics: Utilizing 2005 information from the NSGA, Table 13 and Table 14 illustrate the participation numbers in selected sports for the State of Washington. Table 13 Washnngton Participa inn Numbers in 5eleted indonr, Sports Table 12 Su�nnnnn of Sports. Paa-t�cipatn�� . � < a ; � T r Sport IRaak DA, Pari.:' AAige,Group .. '; Basketball 12 10.7% :12,='=17: ' Running/jog 14 13.1% 18,E=24" Volleyball 23 4.0% . ..--.:. 12 ==17- RankPopuarity;ofsportbed`on national"sey . asrv. " :% Part Percent of population that would participate in thus sport based on the' '.acific'region o the USr „.,-i, "Age Group`: The a' a ori' with _the hi p p g gr � p guest level of � anc�i ation based: on natronal_ , ey _ , _ ,_ It is significant that swimming is the second most popular sports activity in the United -States, with 20% of the population in the Pacific region of the country participating in the activity. Comparison of State Statistics with National Statistics: Utilizing 2005 information from the NSGA, Table 13 and Table 14 illustrate the participation numbers in selected sports for the State of Washington. Table 13 Washnngton Participa inn Numbers in 5eleted indonr, Sports Sporf ._ ,. Participation (in thoissandsl , F �„ Age Group:. t.. s...... � , Largest - .: " Exercise w/Equipment 1,749 18-243'5" 44' .4 Exercise Walking 1,606 35-44 ....__... :47. : Swimming - 1,249 7-11 : _:`35-44`; Aerobics - 992 25-34 _15� Washington sports percentage of participation compared with the populatio 1, percentage of • the United States - Washington'spopulation represents 2.2% of the population of the United States (based on 2000 census statistics). Table fl4 Wastn�ii gton Percentage ofParticipation Yre vs PopWath n Percentage of they t} ` y � K „`a.' 5 ort Partici ahoy � �.. . p.: , p _.`.. K .f Percentages -er ";� :;, -: � ::,. Exercise with Equipment 3.2 Aerobics •. 2.9 , Running/Jogging 2.5 Swimming 2.2 Workout at Club 2.0 Exercise Walking 1.9 Basketball 1.8 • Volleyball 1.5 Note; Sport participant percentages. refer to- the total percent of the nationalpopulation, that comes from the o(ex State'. oasoatparticipates m a s sport - It isignrficant that,III.,--four sprts ec ism . with equipment aerobics,runiung/jogging, and swminung) the percentage of parttrcipal* is at or„abdire, theJ percentage of the national population The fact. that swimming is one of these sports' indicates th at ctuhe �` rST : >-.,.:•%-:'...-5 r _:: } t-,-,, '.j '�` 'iSY i 1 b? - i s"*. -` S ,. •?. , F.i d'st A i'Y `l' 'activity;is'reasonabl.ppularinthe,state> ,.;- { :: a � � Market Potential Index (MPI): Another method to measure possible participation in`recreation and fitness activities is through the MPI, where rates of participation by adults in the primary service area are compared with national numbers through the index rating. Utilizing information `• provided by Environmental Systems Research Institute (ESRI), Table 15 shows' • that the following comparisons are possible: a r - A J- 1 ^5 Y ^tX •nk"�' L? 4.i 1” yn k Table 15 Market P , eii l Inde � Y � { "'� 7 2 7 ?,-- 4i L fi{'(q: 4 'FJ F�.e 'i' S •f• 4�-_R'Y'FS. .`§f .. .� �� '•+ .t 'x - Vit:;; t 7. 0:64:'-''' n ` #.of .W. � ,}. ,,:. Percentage,: �� . _ .4 ...:: 1VLP��� � ,.. 2'. Swimming 21,629 16.1% ;9.4A,1-; ;_ _j, , # of Adults _The number of adultsin the primary; service area participatingm swimming_ , ,` ; :•,,' Percentage- T1ie pezcentageof adults m the:primar� service area participating,in swmim g . ; MN Market potential index as compared to the national number of 100 : ;:: ,, . 'The MPI index indicates that the rate of adult participation in swimming is lower than the national average. This shows a likely lower rate of usage of aquatic facilities. Spending Potential Index (SPI): In addition to participation in recreation activities, ESRD also measures recreation expenditures in a number of different areas and then indexes this against "' national numbers. Table 16 shows that the following comparisons are possible: Ballard*King and Associates with USKH Inc. . 3-11 -:hvt ` :f' ) b i ... ? t £ Y .. ,_hX't P ��, em' Table 1 6.'k� SpendIii otglA a ndex �-` .: d l y f - '; 1'- .„ ...` `- -J i�, a� - T'f r i -, - " r a _ ti -f ys, "'"`,4 t `A . d tr-Y, � .hyo }, i4 . ., . .... T _. n .. ., .-.. 7 . M ..." 4 Spent ..r .. Fees for Participant Sports - ,$90.81 • 80 - Fees for Recreational. Lessons , ,S98.63 ..78 ; _ , Social, Recreation, Club Membership . '$129.34 79 Average ountSpent .The, average amount spent for the service oritemin'a ear : ', r . ' = y '''&14,,,L. ,,, -. SP.I'' S end•m ,'potential Windex as corn - tired to .the 11ationa3. number of 100; The SPI index indicates that in all areas the rate of spending is well below the national average. This shows that there is most likely a lower rate of discretionary spending for 'the types of services that an aquatic center might provide. Aquatic Participation Trends: Without doubt the hottest trend in aquatics is the, leisure pool Concept. This idea of incorporating slides, lazy rivers (or current channels), fountains,.; zero depth entry, and other water features into a pool's design has proved to be extremely popular with the recreational user. The age of the conventional pool in most recreational settings' is nearly dead. Leisure pools appeal to the younger kids (who are''the largest segment of the population that swims) and to families. These types of facilities are able to attract and draw larger crowds, and people tend to come . from a farther distance, and stay longer to utilize such -1:1o61s`; ... This all translates into the potential to sell more admissions,, and increase revenues It is;, estimated conservatively that a leisure pool can generate up to 30% more revenue than, a Scomparable „;,conventional pool and the cost of operation,,, while being higher,has been:<offsetvthrough increased revenues. Of note is the fact that patrons seem willing to pay a higher °user4 fee with this type of pool than with a conventional aquatics facility.• Despite the recent emphasis on recreational swimming, the more traditional aspects of aquatics (including swim teams, instruction, and aqua fitness) remain as a part of most aquatic centers. The life -safety issues associated with teaching children how to swim is a critical concern in most communities, and competitive swim team programs. continue to be important. The family-oriented outdoor water park concept' continues to grow in acceptance; With the idea of providing a variety of interactive aquatics activities and programs in a park -like setting that features a lot of grass, shade structures, sand play areas, and natural landscaping. This idea has proven to be financially successful, with most outdoor aquatic centers being able to cover their operating costs with revenues generated by the facility itself. This has occurred by increasing the generation of revenues from patrons willing to pay for an aquatics experience that sis new and exciting. These outdoor aquatic centers have become identifiable:,centers for communities and have promoted "family" recreation values. The keys to success for this type of center revolve around the concept of intergenerational use in a quality facility that has an exciting and vibrant feel. This concept has carried over to indoor aquatic facilities as well. While the concept has had to be modified to meet the demands and limitations of an indoor environment, the presence of a family aquatic center has proven to be very popular. Ballard*King and Associates with USKH Inc. 3-12 • '4- A new concept is the spray ground, where a number of waterAoray features are placed in a playground settirigi there is no standing water and the water is treated and recirculated much like a pool. This provides a fun yet safe environment where drowning is not a concern and lifeguards are not necessary. • Swimming is second behind exercise walking in pOPulatity- of sportand leisure activities nationally,meanirtg that there is a significant market for aqt.4tiOgactiVities. Approximately 20.3%. of. the population in the Pacific region of the country participates in aquatics activities. The largest age group for participation in aquatics actiVities is ni th younger age group, with over 44% of all kids' ages 7-11 participating in swifinning. Mare lhaii 30% of all swimmers are under the age of 18 years, and nearly half are under the age of 25: Individuals that swim:do so on a regular basis with an average of 36 swimmer days a year. ThiS•. indicates that there is not only a large segment of the population that participates in aquatics activities but that they ,do so on a relatively consistent basis. Within the state of Washington, swimming is the number three most participated in sports activity. As a comparison, Table 17 lists some of the most popular and traditional sports and the percentage of growth or decline that each has experienced nationally over the last 10 years (0962005). • • i" • - L • • • 0.1. - . • - ; '''''i'', '''' --A - - '''' , x 1,. ,t, it _ -,.,1 '-.,g4T-7.:45iit2,., ;-- • ' i.:4-ftiieWiT MN -az:: ,,,,z,- ?i,,V...tP14-.4fs,WA., :- ' : _,.',' 0 ,, g* , -.,,,,,,; -i- , .44P. - :f4tV,47P-V-'=k-cty-;1;-.1,447,2,41.1.4,1, - -.. -:t.-?•;,, Mr- g ,,ifeEic.f:4,, __ , WARA. : 7 -"' ' MikKi4;, *.m.:_v 4,!,..i1.6-7-14gR7,31,1g,.., 645-0E% Aerobic Exercising 24.1 33.7 +40% Running/Jogging -,c,,' ' • 22.2 - 29.2 :ExerciseiWalleing. : .,, 73.3 •86.0 ' : '1.: .,:..",:i ,,i.:,... t17,% '.: .. Ice Hockey„1.:,„ , i: : , 2.1 2.4 r., --• i!. eF:: ,iM14%=..,.: •,:".. Exeicising yv/Equip. , „. 47.8 54:2 . ...... . — i3%. 60.2 60.2 58.0 : - _ _ .4% Tennis' ' r ' ' ' - 11.5 Basketball'. ' ' ' ', 31.8 299' :'.- . ".---" ' Volleyball ;:.';'1.,,,,,,,(.1 ,-, • L 18.5 132 . :' -' -''s ..:: 1 ' , -, r'iffiiiiii-' ' --e.':numberofparticipants'!.pet3,04t.be7-410,0friiiii040iiiUnitedStates.:-i,::i, per year mth i(m milliqns) ,WthTJthted States PercentCiianeThe7fiKe.04-thige-,iiiii*-liVel:off CliiailiiffiW:19962462005:QA:gt 1.i -T,,,,- Ballard*King and Associates with USKH Inc. 3-13 e PI Chart E Percentage of Growth or Decline in Sports Participation Graph 90 80 70 60 50 40 30 20 10 0 W g iz ea N R m J C 0 o c c - E E H ®1996 ®2005 Despite the recent decline in swimming participation, the sport overall still remains immensely popular. However, the focus of swimming has changed from an activity that was oriented around competitive aquatics, with deeper and colder water, to a more recreational approach that emphasizes shallow, warm water, socialization, and interactive play. Consiteiit lige 'of an aquatics facility by families and young children is dependent m large ,part ; on- the leisure amenities The sale of daily admissions, and more importantly annuaUseason passes, is 1also tied o the appeal of the leisure pool. r—Service Area Competition: Within the CoY itself there several indoor and outdoor pools. The City Parks and Recreation Department operates Franklin Pool, which is an older,_; outdoor pool locatedRnFranklin Park. This is a relatively small pool with a slide,- a five -lane 25 -yard lap area, and "shallow -area. However, the City has shut down the other outdoorpools in the' Community over thelast several years, leaving Franklin Pool to serve as the only municipal outdoor pool in the City.,. The pool is simply not sized properly for this function: CoY P&R also operates Lions Pool, wliich "is an indoor six -lane 25 -yard pool with a bulkhead that separates a divingtank with two, l ;meter, and one 3 -meter board. The pool recently received a renovation thatyimproved the lookd feels of the facility. This pool serves as the competitive venue ;'anfor a:nuiiber of high school swim teams in the area. The CoY has developed two' Outdoor spray pads, but these do not substitute for a full service aquatic center. Ballard*King. and Associates with USKH Inc. 3-14 Photo 1 Lions Pool Photo_2 Franklin Pool Other providers in the city include the YMCA, which has an indoor four .lane lap pool,, and the Yakima • Athletic Club which, has a .fabric bubble that covers a five -lane, 25 yard ,lap; :pool in . winter, spring, and fall and serves as.,an outdoor pool in the summer. This.site serves: as home to the local USA swim team and West VallY ey High School also practices here. ,akima ,Tennis Club .and Yakima Country Club also have traditional outdoor pools that serve their members.,;,;. Within the primary service area several .other communities have outdoor pools. Toppeii.ish has an. outdoor eight -lane, 50 -meter pool:Mthat is in relatively good: co Wapka ,--has an outdoor seven -lane, 50 -meter pool. However both of these pools have been experiencing financial problems, with Toppenish being funded by a local service club to stay open, and Wapato in danger of not opening at all. To the north of Yakima, Naches • has a. relatively new small outdoor pool with a slide,; zero depth- entry area, and a seven -lane lap pool.._, This pool is run by a small recreation district that: has also been experiencing financial: difficulties Selah has an eight -lane 40 -yard pool that is run by the City and its operation is not affected, by poor w rz prat.:._ finances. re' a. Photo 3 Naches Pool Photo.4s,,. ',a�ato,,Poo fa .. Despite the fact that most communities within the primary service area at least have an outdoor pool, many of these facilities are in danger of being closed due to financial issues. It is also interesting that most of these aquatic centers are conventional pools (with the possible exception of Naches) with little of the appeal of the newer family aquatic centers that are found in other areas of Washington. Also for a population of nearly 189,000 in the primary service area there is Ballard*King and Associates with USKH Inc. 3-15 only one public indoor pool:. and:,two`Amaller indoor pools .run by a non-profit and a private provider. It is also significant that Union Gap does not have a public pool at alk, Beyond the primary service area substantial distance from',Yakima Sunnyside an outdoor 50 -meter: poo indoor' 25 -yard pool. ' To the north ' conjunction with a fitness 'center traditional in nature. Ware several indoor and outdoor pools, butthey are a south, Grandview has an outdoor'40'yard4pool and Valley Racquet & Fitness Club in Sunnyside also has an Ellensburg has an indoor 25 -meter .pool that operates in Once again it is significant that all of these ;pools are Considering the fact that CoY hasonly one small outdoor pool, and the indoor pool must serve as the public pool for the entire primary service area, there is a sizeable market just in serving the growing population of the CoY and the immediate surrounding area. Despite the other'pools in the larger secondary market, with the growth in the region there are not nearly 'enough public pools to service the demand. This leaves a. strong market for a new Yakima Aquatic Center and an opportunity to serve as a regional family aquatics center for the area. It should be noted that this market assessment is based on the current aquatic providers located in the area at this time (year 2007). Other Aquatic Service Providers: Below is a list of pools that are known to 'be `a `part of the aquatic market in the greater Yakima area. '' ` '- `13.2 INDOOR PooLs IN TRE AREA Lions Pool Yakima Athletic .Club* Ellensburg Memorial Pool and Fitness Center * Functions as both an outdoor and indoor pool. 3.3 OUTDOOR PooLs IN THE AREA.: Franklin Park Pool Yakima YMCA Valley Racquet & Fitness Club Toppenish Pool Wapato Pool Yakima Country Club Sunnyside Pool Selah Pool Naches Pool Yakima Tennis Club Grandview Pool Note: This is a representative listing of the outdoor pools in the area and is not meant; to be a total accounting of all facilities :;There may be other pools located within the area that have an impact on the market as well. Ballard*King and Associates with USKH Inc. 3-16 • ^tern 413343.'31-.T, Figanre 3 Map of Other Pools 13. CONCLUSION ,S . S ,; Participation' ililaquatics activities by residents °of'the °Yakina 'primary •service area can be expected . to be around 23% of the population, which equals approximately 39;000individuals, (based on 2006 population estimates users over the age of five for the primary service, area). This is a significant populationbase to rely on for the operation of''an aquatics center: "If the"facility captured 25% of this number it would equate to 9,700 users.,With this number.. of users there are estimated to befapproximately 1,413,000 "mm swier Edays" Captunng`5%to 10% of this'number `could'result in possible attendance numbers 'of 'between '70,70'0' and 1`41,200 at a new Yakima Aquatic Center. Using the 9,700 estimate of possible users, and estimating a ;maximum of between 20% to 25% of these individuals could be using the center at any one time, this would result in, abather load of approximately 1,950 to 2,400. Utilization by indiyiduals,and families ,wtthm the larger secondary service area will certainly increase "the number of users and revenue for the facility, as .will capturing a portion of the large number of visitors to.the area It,also must be kept in mind that because there are a number of pools in the area, the rate of participation at the center may vary. However, the market should -stilt be yvery, strong, particularly since it is highlypossible that a number of the existing swunmmng pools m the surrounding area may close adue t6money issues: The 'emphasisof a new Yakima Aquatic Center should be placed on . promoting the total experience of a family -based aquatic .center that has interactive water features,.=play spaces, extensive deck areas for relaxing, as well as'concessions and a fun, uviting place to recreate. In Ballard*King and Associates with USKH Inc. 3-17 , .• -tfeRCTOVAZ.fe74.1aUrNEW-e,:g3:-P.M. ffg) • = , - • .,,e„ ' addition, the focus of the facility should be toward families, but specific areas of -the center should concentrate on certain age ranges (pre-school, elementary, pre -teen, teens, and adults) that also need to be served. Despite the fact that the center should have an orientation toward recreational swimming, the more traditional markets of competitive swimming, lap swimming, swim lessons, and aquatic exercise should not be ignored. - - Special attention should be given to the age grciups that have the highest level of participation, and the facility planned accordingly. The fact that the demographic statistics show a greater percentage of the population in the younger age categories should be kept in mind, since the principal age range for participation in aquatics activities is 7 to 17 years. The anticipated increase in the senior age groups is also significant. During the next five years the fastest growing segment of the national population will be in the 45 to 65 age category. The population in this age group is becoming increasingly active and in tune with fitness, therapy, and aquatic activities and therefore, their needs should also be recognized. The population in both the primary and the secondary service areas is projected to grow at a slow but steady rate over the -next five years, Which will add to the market for an aquatic center. Household income is also one of the prime determiners in recreation activity participation. Both the primary andthe •secondary service areas have a lower median household income level, which ,• will imliactfapi104sage and not allow for a more aggressive fee schedule. The rather large Hispanic ppip-ulation will also somewhat limit possible participation in swimming activities. Overall, after reviewing the demographic information and the alternative aquatic„proyiplers, there is a very strong market for a new aquatic center in Yakima. The development of a new aquatic center in Yakima should be seen as a strategic investment in the community that helps to reinforce the quality of life. 3.5 MARKET ORIENTATION • • Based on the market information, the existing pools, and typical swimming needs, within a community, there are specific market areas that need to be addressed with a new aquatic. facility. 3.5.1Market Areas 0 Leisure/Recreation Aquatic Acetyl ;es - This includes a variety of activities found at leisure pools with zero depth entry; warm water, play apparatus, slides, seating areas, and deck space: These are often combined with other non -aquatic areas such 'aS concessions and birthday party or other group event areas. Instructioal }Programming The primary emphasis is on teaching swimming and life saving skills to many different age groups. These activities have traditionally. taken place in more conventional pool configurations, but should not be confined to just these • spaces. Reasonably warm water, shallow depth with deeper water (4 -foot or more,) and open expanses of water are necessary for instructional activities. Easy pool access, a viewing area for parents, and deck space for instructors is also crucial. Ballard*King and Associates with USKH Inc. 3-18 b". ® Fitness Programming - These types of activities continue to grow in popularity among a large segment of the population. prom` aqua exercise classes to lap swimming times, these programs take place in more traditional settings with lap lanes and large open expanses of water available at a 3 1/2- to 5 -foot depth. ® Therapy — A growing market segment for many aquatic centers is the use of warm, shallow water for therapy and rehabilitation purposes: Many of these services are offered by medically based organizations that partner with the center for this purpose: ® Co petitive Swimming - Swim team competition and training for youth, adults, and seniors requires a traditional six- to ten -lane pool with 1- and/or 3 -meter diving boards, and a length of 25 yards or 50 meters. Ideally, the pool depth should be no less than 4 feet deep (7 feet is preferred). Spectator seating and deck space for staging meets is necessary: This market is usually relatively small, but very vocal in their demands for competitive pool space arid time. if'. ® Specialized Uses — Activities such as water polo and synchronized swimming can also take place in competitive pool areas as long as the pool is deep enough "(7 feet minimum) and the pool area is large enough. However, these are activities that have small participant numbers and require relatively large pool areas. As a result it may be difficult Ito'meet the needs of specialized users on a regular basis. • ' Social/Relaxatio - The appeal of using an aquatics area for relaxation has` become a primary focus of many aquatic facilities. This concept has been very effective in drawing non -swimmers to aquatic facilities and expanding the market beyond the 'traditional swimming boundaries. The use of natural landscapes and creative pool desigiis'`tlat integrate the social elements with swimming activities has been most effective in reaching thismarket segment. Special Events/Re tals - There is a market for special events including"kids birthday parties, corporate `events, community organization functions, arid general rentals to ` outside groups. The development of this market will aid in the generation of additional revenues, and these events/rentals can often be accommodated after or before regular hours, or during slow use times. It is important that special events or rentals not adversely affect daily operations or overall center use. 3.5.2Specifnc Market Segments ® Families - Within this market, an orientation towards family activities is essential. The ability to have family members of different ages participate in a fun and vibrant facility is essential. ® Pre -School Children,. - The needs of pre-school age children need to be met with very shallow or zero depth water, which is warm and has play apparatus designed for their use. Interactive programming involving parents and toddlers can also be conducted in more traditional aquatic areas as well. o School Age Youth - A major focus of this project should be to meet the needs of this age group from recreational swimming to competitive aquatics. The leisure components such as. slides, fountains, lazy rivers, and zero depth will help to bring these individuals to the pool on a regular basis for drop-in recreational swimming. The lap lanes provide the opportunity and space necessary for instructional programs and swim team use. Ballard*King and Associates with USKH Inc. 3-19 ® Teens - Another aspect of this project should be meeting the needs of the teenage population. Serving the needs of this age group will require leisure pool amenities that Will keep their interest (slides) as well as the designation of certain "teen" times of use. ® Seniors - As the population of the United States and the Yakima area., continues ,,to age, meeting the needs of an older senior population will be essential. As has, been noted, a more active and physically oriented senior is now demanding services to ensure their continued health. Aqua exercise, lap swimming, therapeutic conditioning, and even "learn to swim" classes have proven to be popular with this age group. The lap area will be the greatest area of use. • Special Needs Population - This is a secondary market, but with the American's with Disabilities Act (ADA) requirements and the probable existence of shallow warm water and other components, the amenities are present to develop programs for this population segment. Association with a hospital and other therapeutic and social service agencies will be necessary to reach this market. • Special Interest Groups - This is a market that needs to be explored to determine the use potential from a variety of groups. These could include swim teams, day care centers, and social service organizations. While the needs of these groups can be great, theirdemands on an aquatics center can often be incompatible with the overall mission of the facility. Care must be taken to ensure that special interest groups are not allowed to dictate,use_ patternsfor the center. With the proper utilization of the aquatics area, it is possible to meet all of the ;varied market orientations outlined above. However, it is critical that a balance be struck between the different market segments so no one area or market segment should dominate the facility. Ballard*King and Associates with USKH Inc. 3-20 SECTI®N 4 - AQUATIC ANALYSIS AND PROGRAMMING of ; . zcai iz d ti t Ri, s", J. `� +'�# 7, N d� ' f� , ,,.w.�,i�w ., .t.,:..a,,..:n. �t . `1s,.,.:2. �.. n- 3;*„ae��':.a„ £`'�"*�i-a.:7,.. Win, ��.... ��so < *�a�u� : -_ SECTION 4 - AQUATIC ANALYSIS AND PROGRAMMING Aquatic analysis for this'"study included a comprehensive review of existing facilities, market information, current aquatic trends," facility capacity, community needs, aquatic programming and component selection, and community benefit assessment. The primary analysis components are detailed below. 4.2 EXISTING AQUATIC FACILITIES The CoY currently operates one indoor pool (Lions Pool), one outdoor pool (Franklin Pool), and two small outdoor spray pads. Franklin Pool is an -older outdoor facility,- built in 1957 and renovated in 1989, which is located in Franklin Park.' The pool,.. area consists of a small "L- shaped" pool with a slide, five -lane 25 -yard lap area, waterslide, and shallow wading area. The bathhouse includes small- restroom/shower areas and a pool mechanical room. ' Capacity is approximately 275. The facility shows signs of aging and does not accommodate.Acurrent aquatic design features such as leisure aquatic components, family.changing rooms, private. showers, and/or private dressing areas. The CoY has shut down the other outdoor pools in the community over the last several years, leaving FranklmPool to serve as the only`municipal outdoor pool in the City. The pool is simply`not sized properly for this function ` Lions Pool is an indoor six-lane'25yard pool with, a'nidVeable b lkhead that'`separates4 diving ,2,511.,:;` tank with two 1 -meter, and 'One 3 -meter diving -boards: ''.Thi'-pool'Was• dedicated m 11973 and ' i I'recenf improvements to the meChaincar isystein ` and "=docker rooms were completed'' in 2007. Capacity' is approximately 200. This°�po'ol' serves as the competitr'e-Venlle'`fora number of high sehool'swiin teams in the area.' Howevei,gthe facility ha's`'hmited spectator viewingid pacity and minimae' deck areaeIOr Fddnipetitibn `events ''Additionally,1 the' facility,;' does not ''ineet -current applicable standards fora competitive venue: The CoY has also recently developed two outdoor spray pads; . brit -these do not substitute for a full -service -aquatic center: They include -Miller -Park Water Playground, a - 1,250-sf'spray pad established in' 2006; " and Martini 'Luther Kung' Water Playground, a 1,800-sf spray" pad also established in 2006.. Both Lions indoor pool and Franklin outdoor. pool are showing signs of age and wear. Additionally, both facilities have limited aquatic programming opportunities and do not meet current community and/or aquatic programming needs. Repair and Maintenance (R&M) costs have been consistent, as shown in the R&M Expenses Table 18 below, and these costs are expected to escalate annually as the facilities continue to age. Ballard*King and Associates with USKH Inc. 4-1 N..t,W."z2=-nTxr,_:4:-2:',2r4V1.VaWW191r- able 18 R&M E e4sesyfor Lions a d zgy0Wer4404WO, 2002 $8,427 $8,427 $1,059 $9,486 2003 $25,924 $5,886 $31,810 2004 $4,844 $25,184 $30,028 2005 $10,468 $43,256 $53,724 2006 $21,189 $3,022 $24,211 2007 * $4,690 $1,824 $6,514 Over the last several: years the CoY has spent over $25,000 annually (based on Itte6-year average as noted above) on repair and improvements for both pools. It is alsoimportantto note that in 2007, Lions Pool required $231,661 in capital improvements, which is not included in the .;;:R&M Expenses, char.Over the next few years it; should be expected that ,9peratingeNpenses would continue torise, while use numbers and revenue will remain much the same AsLcurrent levels. Additionally, due to the age and condition •of the Lions and,Franldin pools, :significant -;;repair,paintenance, and/or, replacementof key. systems should be anticipated. Considering both the "physical" artd :"program" i -life of the facilities, it can be, anticipated that the remaining „,lifespan of, these existing pools is approximately 10-12 years. Furthermore, it .can,be„expected that the R&M costs for each facility will substantially increase over the remaining.years.,,, 413444:pally, despite the public's preference for swimming, the CoY has seen a. decline in aquatic interest, andattendance over the past years. This is evident in the recent 2004 closures of three City pools and the declining attendance_ rates from 2006 to 2007 (Table 19.) :It could be assumed that the slight increase of attendance from 2005-2006 is due to the 2004 pool closures and distribution of the affected neighborhood bather load. Ballard*King and Associates with USKH Inc. 4-2 • Pior�®i.ia� t•�t�56n 7 7 ? r -. .gyp vp Y + Ty"t�n pp�'p�(sp {SYf 3�y+'s �" iTable'19 YearlyAtten4dan LJ6. -r'(�i'eC pp . �. -,ii at -Y. 5 i x �'� 1 so { � res tL' a 4 j C J LL �. cc++ k i � ".r+.�..S.Pr YJ 4• Zrt" '�i �X ^4-SFH uV,%d . t.„, 4f ". -71-'.2005 , t r x , l:t i ® :?s t. v"*. �t 200Ar. i... Franklin Pool 30,417 35,012. _ 30,464 Lions Pool 46,252 49,834 39,700 4.3 lE+ACILIIY CAPACITY AND BATHER LOAD Capacity and maximum bather loads are essential factors m determining success and performance for any aquatics facility. It is therefore imperative that ' a'Target `Critical Mass (TCM) be established. TCM for this AFS is defined`as`the target number of users'sufficient for the sustainability of the facility and the promotion of future growth. Designing' to rat` least the minimum critical mass for the facility is essential' for aquatic recreation facilities;` as it is common to see participation and use drop-off for undersized and/or overcrowded facilities. Additionally, due to the size of Yakima's market, as we11as the ladk of comparable aquatic recreation facilities, under sizing the facility could significantly affect user comfort, , bather returns, and overall participation. Bather capacity for this facility has been determined utilizing the demographic and 'Market information set forth in Section 3- Demographic and Market, Analysis Conseivative estimates indicate that the facility; could readily expect, 9,700 users from the pnmary service area alone. Additional users are expected from the secondary service area as well. Utilizing this information, along with the assumed swimmer days itemized in theihe Market Analysis, and'then balancing that information with -the ' nuimber and type of area pools, rate of participation, proposed aquatic components, weather, activities, ethnic diversity numerous other variables will`dete'tinihe the TCM for the facility. Assuming , a capture rate of approximately 23% to 25% of the; expected 9,700 users (which is a conservative industry standard approach,) this correlates to an approximate 2,231 to 2,425 maximum onetime daily use bather load. Therefore for this study we have "established a TCM of 2,300 bathers for the proposed facility. 4:4 PARKING REQUIREMENTS Parking is based upon the facility capacity and bather load. Industry design standards suggest that approximately one stall should be provided for every four bathers. Using the TCM load of 2,300 bathers, parking for a facility of this size would require approximately 575 stalls. To minimize initial capital costs, site footprint and design impact, it is not 'uncommon to assume approximately 20%-25% of these parking stalls will be accommodated off-site by adjacent curbside street parking. Therefore, for the purpose of this study, we have providedr44544king stalls on-site, assuming the additional load would be accommodated through adjacent `"shared and/or off-site street parking. 4.5 COMMUNITY NEEDS ASSESSMENT An integral part of the aquatic analysis included a community needs assessment to identify key issues of Yakima residents. Identifying relevant needs and support through community outreach -Ballard*King and Associates with USKH Inc. 4-3 included public participation meetings, focus groups, stakeholder interviews, informal surveys, and planning and programming work sessions;` asdescribed in Section 2- Methodology. Respondents provided input about the potential and feasibility of developing a new aquatic facility in the Yakima community, as wellas input on programming, location, and funding issues. A summary and assessment of the June 2007 informal survey responses is located' in Appendix A. Over 120 community members, leaders, and/or pool users provided input and response during the June 2007 presentations, while many others provided response to informal questionnaires and interviews. A majority of those surveyed noted their support of a family aquatic ,center and associated aquatic programs and components, although funding was a concern to many; This information was utilized to initiate the aquatics planning and programming process, as well as establish general parameters for component selection. 4.6 PROGRAMMING AND COMPONENT SELECTION Based on current market information established in Section 3- Demographic and Market Analysis, there are several specific market areas that need to be addressed with a new `aquatic facility.. These include leisure and recreational activities, instructional programming,, fitness programming, competitive swimmmg,'social activities, and special events. Additionally, specific 'market segments including families, pre-school children, school age youth, teens/young ,adults, seniors " and special interest groups must be accommodated. To address these requirements, the facility program and design should include a "multi -generational" design approach. This approach utilizes multiple water depths and multiple water temperatures to accommodate a wide ' range of both programs and age/user groups. Component selection and programming was initially developed by the design team to meet;these criteria and provide the primary elements for a successful aquatic center. The concepts, program, and components were then further evaluated and refined during the various programming and planning work sessions. The following aquatic components were determined for the proposed facility: • Wave Pool o Lazy River • Outdoor Activity Pool m Water Slide Complex ®. Lap Lane Pool Programming data, user demographics, component descriptions, and component pictorials for the selected aquatic components are included in Appendix B for reference and understanding: The selected features provide a balanced blend . of aquatic elements necessary for multiple programming, multiple water depths, and multiple age uses. These attractions, along with proper circulation patterns, zoning, deck layout, pool design, landscaping, and amenities (i.e.: concessions, sand play, sand volleyball) will enhance attendance, increase duration of stay, satisfy a broad range of interests, and address the aquatic recreation needs within the CoY. Ballard*King and Associates with USKH Inc. 4-4 4.7 QuALrrx OF LIFE Parks and recreation are an essential service within the Yakima community They provide a health and quality of life, as well as an economic benefit to the community. Due to increasingly sedentary lifestyles, public parks and aquatic facilities are becoming even more important to promote healthy lifestyles and physical activity. Additionally, aquatic recreational facilities provide children and families with social, health, and cultural benefits. Recreational aquatic facilities, along with creative programming, can also offer proven alternatives that help high-risk youth and promote safer communities. Recreational facilities, such as family aquatic centers, add economic value and improve the community's quality of life. They provide local businesses with a greater population base from which to draw, thus increasing economic opportunities within the community. They also help communities maintain their population and retain their youth. Recreational programs and facilities, such as the family aquatic center, improve the general quality of life within the community while providing a major asset for businesses and families considering relocation. Ballard*King and Associates with USKH Inc. 4-5 SECTION 5- AQUATIC FACILITY OPTIONS • SECTION .5 - AQUATIC FACILITY--OrTIONS • 5.1 FACELITY OPTIONS . . . Conceptual aquatic facility options, along with programming and operations- information, were developed utilizing information provided in the market analysis, aquatic analysis;Thnd., the community input presentations and informal surveys. Several conceptual options were analyzed during the September 2007 planning 'sessions. ArnalYsis included suggested components, component size, bather loads, programming Opportunities, and , estimated costs. Ad-clitionally, general information regarding operations and maintenance cotswas presentedanddisdUSsed. The preliminary concepts evaluated were: e Outdoor Aquatic Facility, Recreation Only— Small Community o Outdoor Aquatic Facility, Recreation Only — Regional o Outdoor Aquatic Facility, Recreation and Competition — Regional O Indoor and Outdoor Aquatic Facility, Recreation and Competition — Regional During the September 25th Executive Committee meeting .and wrap-up, the CoY P&R Department provided further input and the following four options were .further !analyzed and refined. These options were then thoroughly reviewed, refmed, and discussed during the November 2007 work sessions. These four options were .specifically with realistic and objective economic and programmatic information, to assist in sound decision- making and facility determination. . r ' OPTION 1— Do NOTHING: ,TIO option evaluates and analyzes the impact of maintaining existing aquatic i programs and facilities currently provided and operated bytheCpY F,'&R Dgpartment: This„optiort assumes that the two existing pool facilities, Lions Pool (indoor) and,-Franldin Pool (outdoor), aswelkas the two water playgrounds, Miller Park and Martin Luther King spray -grounds, will finaintain operations and current programs. Existing operational implications for these aquatic facilities are documented in Table 20: • , rah 'Operations $104,545 &641-Fgat--.Y.giV ERMEISK2 sIdy- -'Adminikration (16%). Subtotal $28,399 ."$132,944 $70,901 ($62;043): " ($67,627) - Operations $231,276 • Administration (84%) $149,094 Subtotal $380,370 $141,582 ($238,788) ($260,279) . a • Operations $25,000 0.00 ($25,000) ($27,250) Ballard*King and Associates with USKH Inc. 5-1 'en 'Wats. evenues: '2007 Subsidy rolecte,�. artais` ,�ather`:Kim. Operations $25,000 0.00 ($25,000) ($27,250) 563,314;;; ons:assume aLan increase o 12,483;; percent annually aintenance Operation budget and_those figures are based an es' 50. ounds are operate ewer' cost; Option 1 provides a patron load of approximately 475. This option maintains the current -•aquatic programs and opportunities, which are limited. Additionally, this option is limited°with regard to both user groups and age groups. There are no initial capital costs associated with this option. However, increasing repair and maintenance expenditures should be anticipated. The life expectancy of this option (existing Lions and Franklin pools) is anticipated to be 10-12 years, without significant improvements, upgrades, and/or replacement. Table 23 provides a summary chart of this assessment, clarifying patron loads, general programs, age use, annual operations, and overall cost implications. OPTION 2 - OUTDOOR FAMILY AQUATIC CENTER: This option evaluates and analyzes the development of an outdoor aquatic facility featuring both recreational and competitive lap swimming components and orientation. The facility would include significant recreational elements such as a zero -depth activity pool,. lazy liver; water slide complex, wave pool, as well as a traditional outdoor eight -lane 25 -yard x 25 -meter pool. This option assumes that the existing Lions Pool (indoor), as well as the two water playgrounds, Miller. Park' and Martin Luther King spray -grounds, would remain in operation. Lions Pool would need to maintain annual operation, as it would be the only year -around facility owned and operated by the City. Conceptual diagrams for Option 2, located in Appendix B, have been developed to provide a graphic representation of aquatic features and components; as well as a general understanding of the facility size, spatial relationships, and necessary adjacencies for the various components and amenities. Additionally, these drawings provide a realistic representation of parking parameters, potential circulation, access considerations, and minimum required lot size for. ,planning and development purposes. These drawings also assisted in presenting conceptual information during the collaborative work sessions, as well as developing conceptual construction. cost, data. Detailed programming data and construction cost data relating to this option is located in Appendix D. The existing outdoor pool (Franklin) would be closed, as all aquatics recreation and programs would be readily provided at the new outdoor facility. It is estimated that closing Franklin Pool would save the CoY approximately $62,000 (net savings) annually. The operational implications of the new outdoor pool are summarized in Table 21 and detailed in the operations plan located in Appendix D (Option 2). Ballard*King and Associates with USKH Inc. 5-2 able 2fl O out 2 Proaaaaected 2O O Baadwret Category .a`' - 'Mr- -u; o ®,tion Expenditures* r''' -" -' ($652;352).`` Revenues* - $638,613 - Difference ($13,739) Lions Subsidy ($260,279) Miller Park Sprayground** ($27,250) MLK Sprayground** ($27,250) Overalluhstaly ..--. F.. _ la"--: 'E=°' 3 :n (S32$5U *Based on proJee ed ©10 data -- **Annual Commoxufi. , Coninhutions' for:Lions 'ool andts ra t ,.z �? ��2'��*'�.���.r" "y,x�C�^cra�'�+z:�C„ay'�''�'`gm,r� ��L� -�. pads are based on revenue and expenditure projections or` 2010. The water playgrounds ar,eoperated through the4Park Maintenance Operation budget and triose figures are based oa estimated.waterand sewer costs . '- t{ _. :,- ,.. `_- Option 2 provides .a patron load of approximately 2,324. It also provides the CoY with a broad range of leisure and recreational aquatic amenities and opportunities. for seasonal use (generally June throughAugust). It also maintains an indoor competition and fitness venue for year-round use, by utilizing ` the existing Lions Pool. This option significantly : expands recreational and leisure aquatic programs seasonally, and maintains the current a floor competitive aquatic programs, however,`°this is somewhat limited due to the dated facility `,Additionally, this option is limited with regar 1 to both user groups and age groups when the seasonal outdoor facility is closed. Table 24 provides a summary chart of this assessment, clarifying patron loads, general programs, d age use (atihual operations, and overall cost implications. Additionally, these appendices'include a=conceptua1 diagram (Appendix B), amenity worksheet (Appendix` B) 4tidior'derr of -magnitude '-`eostsVAppendir D) A reasonably maintained aquatic facility Wi11. exper ence `al5O year -=or more service lifer Thefmarket appeal will be determined on the programs,• adopted,s-based{ ori' market -demand, andthe attraction value of the features upgraded to respondrto rmarket conditions'. OPTION. 3— INDOOR AND OUTDOOR FAMILY AQUATIC CENTER: }This option evaluates and analyzes the development of an indoor and outdoor ,aquatic facility. The= outdoor, portion of the facility includes a significant recreational component,- which would include elements rsuch as a zero -depth activity pool, lazy river, water ;slidecomplex;: and, wave pool: The indoor facility would contain a recreational .component such as;iarsmaLLll activity pool, with -interactive play features, and a competitive eight -lane 25 -yard. x 25 -meter pool. component. . This option assumes that both the existing Lions Pool (indoor) and the existing Franklin Pool ;(outdoor) would be closed. The two existing water playgrounds, Miller: Park and.Martin <Luther a King spraygrounds,,would remain in operation. . Conceptual diagrams for Option 3, located in Appendix B, have been developed to provide a graphic representation of aquatic features and components as well as a general understanding of the facility ,size, spatial relationships, and necessary adjacencies for.. various., components and amenities. Additionally, these drawings provide a realistic representation of parking parameters, Ballard*King- and Associates with USKH Inc. 5-3 • • •••1'; potential circulation,:access cOnsiderationS,'. and •minimum required lot size for planning and development pUrPoSes. These drawings also assisted in presenting conceptual information during the collaborative work sessions, as well -as -developing 'COnoefitual construction cost data. Detailed programining data and construction cost data relating' to this option is located in Appendix D. Both the existing outdoor pool (Franklin) and the existing indoor pool (Lions) would be closed, as all aquatics prograins would be readily provided at the new indoor/outdoor facility. It is estimated that closing 'both Franklin and Lions pools would:- save the city approximately $301,000 (net savings) annually. The operational implicationsi-of the new outdoor pool are summarized in Table 22 and detailed in the operations plan located in Appendix D (Option 3). , , • te ii I tSPnfNir4SirttrlirV.RMVZ9EMRIMIEZOT41'.tiAlfi,; .. Ex • enditures*: • $1,503;118 Revenues* .,, . $1063,912 Difference . , $439;206 Miller Park,S Ira ti ound** , -, , , ,$27,250, -, MLK S era u ound .. $273250 . --- _ .. 13 irM-rr*VM;W.AY--tnTdie-:* ' c;ittT*;--,:.: TiSar6M; I Bs ate )--c- ''-'.,,gwzffigi.e6brkeita:Vitif40.0*-44W4X4t4i-MZ-fraiigie-1 606n f'.., .. • .,,,-- - ,i , , . , , , .E.,--,,511.4.1. st`6.61: s ..., s , e - t•- as 6 e _.,ta115:4, ....,,,,,, • ' ' • ' r • v..,,,Dc,17,,?, e ..,PI:Ovicles a patron:load of aPprpximately 2,248. It also provides, the ..co)(,,witlina broad range of leisure, recreational; competition, and fitness aquatic,amenitiesFiand opportunities for year-round use. This option provides. ..a fully :developed -indoor ;and outdoor aquatic; facility, which significantly expands aquatic programs and opportunities for.,,tlaeiYakima community. Additionally, this option:addresses. multiple user groups and age -groups in both:a-seasonal outdoor component as well as a year-round indoor component. Option 3 places both an indoor and outdoor aquatic center at the same site. For financial reasons this is- a wisemoveas it consolidates aquatics staffmg and operations 'at onelo'cation:: It also allows for cross marketing between:the two facilities to increase -use and revenneS'ateach one. It is estithated: that placing an indoor and outdoor pool at -asingle location 1ocati�n' will saiie =between $25,000 and 350,000 a year,'and increase revenues by $25;000 to $35,000-ainnia0.These efficiencies are included in the cost irifenhatiOn above. ' • A summary. chart of this assessment, clarifying 'patron loads, general programs; age use,, annual operations, and overall cost implications, is located at the end" of this section. Referitojable 25. Additionally, a conceptual diagram, amenity worksheet, and order of magnitude costs are included inAppendix D. A reasonably maintained aquatic fai1it illexperience a 50 -year or more service life. The market appeal' Will be determined on the prokianidotited; based on market demand and the attraction value ofthe features upgraded to respond to marketconditions. Ballard*King and Associates with USKH Inc. 5-4 OPTION #4 — NO AQUATICS: L This option evaluates and analyzes the impact of eliminating all'existing pool facilities currently provided and operated by the COY P&R D'epartiiient. This oprion assumes that the COY- would •yti:'m close the two existing pool facilities; Lions Pool (in'door)'and FranklinPool (outdoor).;However, the two water playgrounds, Miller Park and MartinLuther King spraygrounds, would remain in operation. The City would no longer have a public pool (indoor or outdoor) for its, citizens. This option is more likely to occur as pools continue to age. A summary of this' assessmentis.located at the end of this section, Table 26. • 5.2 DETAILED OPERATIONAL ANALYSIS AND ,USE FEES A detailed operating pro -forma representing realistic expenses and revenue have been developed for both Option 2 — Outdoor Aquatic Center, and. Option 3 -= Indoor and Outdoor Aquatic Center. Refer to Appendix D for the detailed operations :analysis. ;The analysis includes ,.attendance estimates, fee- structure, sources. of income, revenue generation projections, . operating cost projections, revenue/expenditure comparisons,and profitability components::, Expenditures have been formulated based on the_ costs that are normally included in.the; ,perating budget for such a facility. The figures are based on the size of the center, the specific components of the facility, and the projected hours of operation. Actual costs were utilized wherever possible and estimates for other expenses were based on similar facilities in other areas of the country. Staffing is the single largest expenditure of the aquatic facility. Staffing levels are detailed within the pro -forma. All expenses were calculated as accurately as possible, but the actual costs are dependent on the final design, operational philosophy, and programming considerations adopted by staff. Revenue is based upon admission fees and projected attendance. Admission fee assessment includes daily use fee, multiple pass fees (bulk use purchase fees, i.e.: punch -cards,) and season passes (pre -purchased seasonal and/or annual passes). Projected attendance is affected by the selected admission fees and competing facilities within the service area. Appendix D provides detailed attendance/admission rate information, along with total admission revenue, for both Option 2 and Option 3. Additional information, including expenditure/revenue summaries estimated staffing costs, and the affects of alternative fees are also included in Appendix D. Peak attendance times for the outdoor pool are usually early afternoon between 2-3 p.m., and the heaviest use day is Saturday. For the indoor facility it varies by the season of the year. Typically, mid-afternoon to early evening during the school year, and Saturday and Sunday afternoon will be peak use for the indoor facility. However, during the summer the indoor pool has similar peak use times. Projections for lifeguard numbers in Appendix D correlate with expected peak use times as well. Peak days and hours (Fri -Sun, 2-3 p.m.) can experience the TCM as established in Section 4. However, average daily use is significantly lower throughout the entire week than the TCM, as clarified in the attendance projections. Ballard*King and Associates with USKH Inc. 5-5 Note: Concession revenue for both options is nearly identical, as concessions are primarily an outdoor pool function. For indoor pools the utilization (even with a leisure component) is relatively low. Thus, the revenue potential for the indoor facility is low despite year-round operation. Additionally, the outdoor pool in Option 3 is slightly smaller than the outdoor pools in Option 2, so it .will not produce the same gross revenue for the facility. 5.3 PREFERRED OPTION Option 3 — Indoor and Outdoor Family Aquatic Center was selected as the preferred aquatics option. This option was selected due to its year-round operation, multiple program.opportunities, full age range accommodation, and dual focus on both recreation and competition. Additionally, this facility serves the specific market areas identified in Section 3 - Demographic and Market Analysis, including leisure/recreational, instructional,- fitness, competition and social programming. These programming opportunities will be available in a year round indoor and outdoor facility. This option is projected to operate annually at about 29% higher than the current aquatics operation subsidy, while providing substantially more -aquatic programming opportunities and amenities. Option 3 will provide the CoY with current state-of-the-art aquatic facilities that will experience a 50 -year or more service life for' the community. Ballard*King and Associates with USKH Inc. 5-6 -T•2.71,1 • Table 23 Optioia 1 11112 and • . Mai tain . , NExIs-lint City Yalum atic Facilities and Prograin Aquatics . Lions Pool: Indoor 6 -lane w/diving well 4,400 sf-water . .„......,.„.„, Franklin Pool: Outdoor 5 -lane w/shallow water 4,000 sf-water Miller Park Water Playground: Spray pad 0 sf-water 200 patrons' 275'0kt-bits - • -N/A:7:: MLK Water Playground: Spray pad 0 sf-water N/A:. Total Total Aquatics ,..r4751A. Programs None Limited Moderate Excellent Recreational Instructional Wellness/Fitness Competitive Age Use Tots & Toddlers (0-5) None Limited .4c4Mglti .f7,?7'3•P!?2,%41PATili Children/Youth (5-12) Teens/Young Adults (13-25) Adult Seniors Annual ()iteration Year-aoud. (Lions)n , gereatii3nal- Welhiess/Fitness Competitive Operational Cost Implications (2010) Lions.Pbol: Indoor 6 -lane w/diving well ($260,279) Franklin Pool: Outdoor 5 -lane w/shallow water Miller Park Water Playground: Spray pad ($67,627) — ($27;25),-: Martin Luther King Water Playground: Spray pad ($27,250) - Overall Alin taal Community Contributions (2010) Contributions for Lions and Frankliui PooLs and y padsare 1:41111 ray . -.7 on revenue sewer Costs. - expenditure ppzgeetiPti Operation' f wa.wl d operated through the Park Maintenance Ballard*King and Associates with USIGI Inc. 5-7 -,.- a"'" - ---------- Outdoor Aquatic Facility: Multi-component 33,200 sf-water 2,324pattons Lions Pool: Indoor 6 -lane w/diving well 4,400 sf-water 200-patibils Franklin Pool: Close Pool 0 sf-water -0 patrons Miller Park Water Playground: Spray pad 0 sf-water MLK Water Playground: Spray pad 0 sf-water N/A Total Aquatics 37,600 SF -water Programs None Limited. Moderate Excellent Recreational Instructional Wellness/Fitness Competitive Limited 1!"-MtideititeF. 0444101i 47.ixte KAMM Tots & Toddlers (0-5) Children/Youth (5-12) • Teens/Young Adults (13-25) A dult Seniors , . . Annual Operation Recreational Yearound Instructional Wellness/Fitness Competitive , . Operational Cost lniphcations (2010).. , . Outdoor Aquatic' Facility: Multi-component ($13;739)* Lions Pool: Indoor 6 -lane w/diving well ($260;279)** Franklin Pool: Close Pool MillerPark Water Playground: Spray pad MLK Water Playground: Spray pad yerall Annual CuMmimy-y,Contrilintiobs (201 •M Based On-PrOjected,2010 .a ($27,250)** ($27;250)** - , Annual Conimunity ContribUtiOns for LiPns. Pcior and griraY Deawdsatbeatsr Deday9ilgrioeunvedsnue for 2010. Projections assumed - - ** MaintenanceOperation budget dinrOase. of 3% PtOJiati,6i1S'- an those figures are based cin estima ted- water aild—searweer913::74tlir Ballard*King and Associates with USKH Inc. 5-8 Indoor and Outdoor Fan IyAquatic Center New Recreation and Competitive Orientated INDOOR'and OUTDOOR Family Aqua Outdoor Aquatic Facility: Multi-component Lions -Pool: Close Pool 32,700 sf-water 2,248 patron's 0 sf-water Franklin Pool: Close Pool 0 sf-water • 0 patrois Miller Park Water Playground: Spray pad 0 sf-water '0 patroa5 - N/A MLK_Water Playground: Spray pad . . 0 sf-water 32;700 SF -water: `': Programs None Limited Moderate Excellent:: Recreational Instructional Wellness/Fitness Competitive Tots & Toddlers (0-5) None • Limited Children/Youth (5-12) Teens/Young Adults (13-25) _✓ Adult Seniors Recreational ear -around ew Facility)sr. F.✓..v,-..lF i Instructional ✓ Wellness/Fitness Competitive. Operational Cost Iniplacattons Outdoor Aquatic Facility: Multi-component ($439,206)* Lions Pool:.. Close Pool Franklin Pool: Close Pool Miller Park Water Playground: Spray pad ($27,250)**: MLKWater Playground: Spray pad. * Based on Projected2010 Data on�mumty Contrib�ataons (20fl0)- ($27,250)**, **The. 1ayo. id are operated through the.Park Maintenance Operationbudge#'and those based on estinited water and sewer -costs These costs are based on 2010 projections and assumed an increase o 3% annually: Ballard*King and Associates with USKH Inc. 5-9 No Acbnatics (Eli unite Existing Facilities) Eliminate Existing Lions and Franklin Facilities and Program. Lionc Pool: Close Pool 0 sf-water Close Pool 0 sf-water Q;patrons'. Miller Park Water Playground: Spray pad 0 sf-water 0 patrons N/A - MLK Water Playground: Spray pad 0 sf-water "N/A''; otal Aquatics Programs None Limited Moderate- •- • icelleni Recreational Instructional W ellness/Fitness Competitive Age Use Tots & Toddlers (0-5) None Limited Moderate:. Children/Youth (5-12) Teens/Young Adults (13-25) ✓ Adult Seniors Recreational Annual Operation Instructional W ellness/Fitness Competitive LionsP-eol: Close Pool Operational Cost Implication (2010). $0 Franklin Pool: Close Pool Miller Park Water Playground: Spray pad .($27;250)* MLK Water Playground: Spray pad ($27;256)* *The water playgrounds are. operated through: the Palk Maintenance .� on estimated water and sewercosts -az These costs are based`` on 2010 annually )peration budget and those fi projections and assumed an increase o Ballard*King and Associates with USKH Inc. 5-10 SECTION 6 - SITE ASSESSMENT SECTION 6 - MI, ASSESSMENT The CoY does not currently own any property suitable for an indoor and/or outdoor family aquatic center. Therefore, an extensive site assessment was performed as part of this feasibility study. The purpose of this assessment was to identify the locations appropriate for the development of a regional aquatic center, as well as to identify potential preferred sites for possible future acquisition and/or purchase. The assessment method was a multi -faceted process, which included the following: 6.1 YAICIMA AREA TOUR To gain an understanding of the area and existing conditions, the consultants *sot seletict CoY P&R staff toured the CoY and surrounding communities: Local -areas toured included Downtown Yakima, residential areas, I-82 corrrndor, Hwy-12(from I-82 to Naches) West Yakima -(Congdon and Airport area) East Yakima (including I-82, fairgrounds, Kiwanis Park area, and SunDome area) and South Yakima (Valley Malt'Area) =`Surrounding communities toured included Naches, Selah, Terrace Heights, Union Gap,'Wapato, Toppenish, and Zillah. 6.2 . POTENTIAL SITES AND TOUR , , E, elcf ,. In April 2007 the consultants provided the CoY P&R staff with some general parameters for potential aquatic facility`sites 'The -COY P&R staff, working with City planners, local economic ;' ° developers, `and local realtors, assembl'ed'a lstof fiOtentqf available'site for investigation and '' evaluation. These sites are -listed 'and graphically `identified onthe'E"Potential Aquatic Facility Sites" map in Appendix E. On April 24, 2007, the consultants (Greg and Ken) met with Denise ichols' Lynn Ques`enbury, Bruce Benson`(CoY),;``John Thomas (CoY P&R Superintendent), ave`McFadderi'(New Vision — Economic Development),and M chaelzMoralis (CoY) to discuss and investigate these and other potential aquatic sites. After' discussion, thorough on-site investigation and evaluation was performed. 6.3 PRELIMINARY SETE E+ VAL t AT ON Each identified potential site'was evaluated utilizing the "Preliminary :Site Evaluation and Analysis spreadsheets. l "located { in `Appendix E The consultants 'develop`ed these evaluation forms, with thorough input from the CoY P&R'staff, CoY planners; local economic developers, and local realtors. Additionally,, site preference information from the June 2007 Informal Survey is" included m the evaluation Tlie evaluation includes elements crrtical for the success of an aquatic facility located in the CoY `such as site features, civil/environmental/infrastructure, site access, community planning issues, and costs: inwOrtant to note,~thattheminimum size of any selected site should be. 10 acres. The following sites were initially evaluated: South Kiwanis Site Boise Cascade Mill Site K -Mart and SR 24 Site Fairgrounds Site Ballard*King and Associates with USKH Inc. 6-1 Roche Site Inik/in Site - Powerhouse Site Terrace Heights Site Congdon Site Valley Mall Site 6.4 FINAL SITE EVALUATION Upon preliminary site evaluation, the two top-rated sites, South Kiwanis and Boise Cascade Mill, were recommended for further review and analysis. Therefore, the design team refined The site evaluation spreadsheets and prepared a graphic Site Analysis Map for both the, South cKiwanis Site and the Boise Cascade Mill Site. Refer to APendix .E for the refined Updated Site Evaluation and Analysis spreadsheet,.dated November 7, 2007, and the Site Analysis Map for each site. Additionally, the K-MartISR 24 site was further discussed and reviewed .With the executive and steering' committees during the September 2007 work seSsions. Although there were some positives With this site, specifically CO( ownership, its adjacency to the Wastewater Treatment Plant, as well as flood plain issues, eliniinated this site from further Consideratioia. This site analysis was then further discussed, reviewed, and developed to enstire accuracy and suitability. After, further evaluation and input .from, committee, members, keyi stakeholders and staff, additional Criteria were included as they ,were deemed significant ,and provided„a more aOhlrakasSesshaehtoftheprefetred sites. Refer to Appendix E,fortheFinat Site Evaluation and Analysis and the, Site Analysis Map, dated May 2008 The additional site criteria are follows: Acquisitio i Potential Staff input indicated that the multiple property purchases required for the South Kiwanis Site might be challenging.' Therefore, site evaluations..Should address realisticpfdperty acquisition potential: City Redevelopment Goals: Per staff input, redevelopment of the Boise Cascade area is a distinct advantage for the Boise Cascade Site, as, it is a strategic goal of theCoy. Potential Site Funding Opportunities: Due to the Boise Cascade Site's former use as a • mill and OrOSpeCtiveredeVelCiptifent; this site has potential for additional ,fu.nding opportnnities(i.e.: Brownfield monies). Property Valtatio u: Land Acquisition Costs, Item 5C, were revised to reflect " more current and accurate 'property valuation information. Staff 'clarified and : confirmed that fair market values for both site are siinilar. Upon refmement of the fmal matrices, the Boise Cascade site rates slightly higher than the South Kiwanis site, with the ratings being 289 and 286 respectively. Ballard*King and Associates with USKH Inc. 6-2 6.5 CONCLUSION The site assessment process identified two potential preferred sites for the proposed aquatic center: • Boise Cascade Mill Site • South Kiwanis Site The Kiwanis sites has tremendous potential for success due to 1-82 access and visibility, adjacency to Kiwanis Park, shared parking prospects, east side development opportunities, and. "synergy" with the nearby ballparks, fairgrounds, and the Sun Dome. However, due to the multiple property purchase aspect of this site, reasonable property acquisition may be challenging and lengthy. The Boise Cascade Mill Site also has tremendous potential for success due to its I-82 access and visibility, as well as providing redevelopment opportunities for this area. Environmental and geotechnical issues are of some concern with this site, due to the sites past use as a mill and landfill. However, availability of potential Brownfield and/or other redevelopment funding assistance is a realistic opportunity. Therefore, it is the recommendation of this study that the CoY further investigate acquisition opportunities, environmental evaluation, and geotechnical investigation for the Boise Cascade Site. Ballard*King and Associates with USKH Inc. 6-3 SECTION 7 - CAPITAL FUNDING ASSESSMENT SECTION 7 — CAPITAL FUNDING ASSESSMENT Various realistic funding strategies for the proposed aquatic center were discussed. and investigated. The CoY P&R staff, fmance staff, consultant team, and members of the Executive Committee were involved in strategizing possible funding sources, scenarios, opportunities, and mechanisms (i.e., tax increase, fundraising, donations, grants, partnerships, etc.) Capital funding requirements for the new aquatic facility range from $23.4 to $32.6 million dollars (lia'sed on year 2010 cost assumptions,) depending on which facility option is selected. Funding `scenarios for both initial capital funding and operations were discussed and evaluated as follows: Partnerships/Strategic Alliances: The CoY will investigate partnering opportunities with local municipalities and/or businesses. Currently, no partnerships have been identified or confirmed. Fundraising/Donations: Fundraising and/or donation contributions for a public facility of this type and size typically are very limited, unless a large private donor is specifically identified and interested in the project. These types of funding sources may assist in minor improvements, equipment and/or furnishings; however, these sources are not expected to have much impact. Currently, no donors or fundraising sources have been identified or confirmed. Grants: Determination/identification of available grant opportunities and monies was not part of this study. However, youth recreation and/or outdoor recreation grants are available in the State of Washington such as, Interagency Committee for Outdoor Recreation (IAC) grants and Youth Athletic Facilities (YAF) grant programs. The availability and/or amount of grant dollars are undetermined. The CoY would need to investigate further if this is determined appropriate. Currently, no grant sources have been identified or confirmed. Taxing Options: The CoY has provided preliminary information of the following taxing options: Sales Tax: Limited monies available, not a realistic taxing option for type and size of project. Hotel/Motel: Limited monies available, not a realistic taxing option for type and size of project. Property Tax: Property tax increases are a potential funding source. The CoY provided the following property tax scenarios for discussion purposes only. These scenarios were based on CoY residents, year 2007: $20.5 u', on of debt for 20 years:. • Annual payment is approximately $1.5 million a year. • Cost per thousand dollars of home value is $0.30. • $150,000 home approximately $45. per year. • $300,000 home approximately $90 per year. • $28 million of debt for 20 years. A i nual pay ent is approximately $2.1 million a year: • Cost per thousand dollars of home value is $.41. Ballard*King and Associates with USKH Inc. 7-1 ° $150,000 home approximately $62 per year. • $300,000 home approximately $124 per year. Taxable Entities (Public Facilities District): The CoY and P&R Department will further investigate this scenario if a broadened tax base for this facility is deemed appropriate. City, and community leaders will need to determine final funding strategiesfor this facility. The Yakima community is extremely sensitive to taxing issues and increased property. taxes. Several recent 2007 bonds were soundly defeated in the Yakima community: Therefore, any, funding strategy requiring a tax increase and/or bond should be pursued with sensitivity, caution, and a significant community educational and awareness campaign. Ballard*King and Associates with USKH Inc. 7-2 y -51 tr„ Ballard*King and Associates with USKH Inc. 7-3 Eab1e27 Sources-ofRevnuA 'Sit • 1• 1 . ' proor cofl ii fil Al ' 11)k u1Io '6,-, rol&' ' * a kfliilitaCeTit ,A ,kiregti ' • t i to - i : existingstate mw W:ii• ,., RI, ' :S t ),,.. i of or oethis table 1- i., '.;.. 5 ., , %,,si • ,,, . ',.',,q Y„,0. A '. 4 . ,, ,, 111.gY )7'r 7 44Y ' r- '' . e Ci t r t ' ' * At.. ' i, '", , " .. .. 64., „, i' A01,4 -14i I ' 'I ri- !. ' ' ..F1 .,, ttio'1 iro- ,. 7 .. .r,:_, .i.,,s0.-d5 '7, , :' ', ', - ), 7, 1, ':.:. 110 ...' Stabb0 0 TT1 ....... g 0. r 111 tO 4IO... Non--Notedidebt < 1.5% Total Assessed Value (AV) - WitliiiititY- - - • ;.- . 1-, ;.- ': WA Const., Art 8 Sec 6 RCW 36.020 39. , ..... CH. 39.46 RCW General'aoinni'entCapital Rei,eiiiieiniiiigbe :-..identified/obligated- , to pay debt service ' , .._services,- (Real Estate Exeise Tax could . I•ei_L-be ilged Tot Parks capital puiPosea) ''' ] .• ' ` ' '' ' Bond Ordinance Passed by .. : city Council . Y052;000:000 [unused debt -capacity] $1 -million bond for 20 years Voted Debt -Open •1§1fi'al;PYri`'kila ' Capital Facilities < 2.5% Total Assessed Value within City - `WA'COnst ' ' Art 8'See '6 RCW 39.36.020 CH. 39.46 RCW Acquiring ofdeVeloping open space, , park faCilitlea-,E'and Capital : :-- facilities associated with economic r;.,',, ideveloPrhenti % " r:.c --e,..-... Debt Servicergupported by t:excess ,property-Iax`levy' r .. ., 60% Majority Election General Obligatiod Bond's $115 000 000 , , [unused debt capacity - in addition to General ' Purpose capacity listed above] Ballard*King and Associates with USKH Inc. 7-3 • .1.„1 _. ' q ,,,,,,q43;1.•ittiR5i-'il4004, ,,,, . , ' •,1;11- !•• •-::' 111 - "b142 ., 4. ,' - , i _,- - , nigtdo ft . N , ,!;;go•,i-.g,.aiv44;Wi:i,g•:rg,stp.WW"Siagi!,•3.4101,i:R .;,. m 5,,,• ; %ft . ,tingi , *cop o' n Iti effn‘tigii"fe ,,on ' i, kez..,,,, .., _ ., ''Igii, : a -i,'Y'.?•:!: ,., ;:Yi it,. :• -_4.. 1. ,c„.:0:, i... ,ar.„:,. 14MR,1I0iitgM1 •,7 nt, . , ' . ' .,, *.,;,:-.•r:-:,,:,..,..,.',?.,;r7g,,,,, ,., -,, - - .,•,? - - , ,-. & ., t ni state ayvf ,:.:.:; „, • ._ =T . .,.. 'g ,.,-db inclusioh of or sequenceofitemsawt,Im tnble' c „ , .-:;-: - ',i•-' , p ',-- ', g.1,,,,,-. .„.f A ,.. r • If- , ‘V ..: -V.M1/11. Qtr' ' '' ).', J .1.. t .4;, - • -'"'''14 • , ,,,i, . ••• .'''..;f ..;;;?,4' ',: -.7..r,' - . .kv,,I. • i P -, ' '' ,,,..A7 • .; .' ,. „[ rs •• R `; .., . .. . '.....r.4 . Ala;e.i":it'..J 1 4., I , % h4 ' "-V ' 7 „.,,,,,,,i4i,„„4;,,,,,p,g0A' . , ,,, `.,!.,,, tA,..,,,''''*fn:iM-.. 0 • i g .. ' r i 1 * iftw ' ,!.,- ,°,-..„..!'., ; ' , ,,, • P '''4-, :',', , -• 1', r7 4...'t ' A .14111* $ - • / :2c.:: 0,W4 stall4:40 , . ,,,,A•4 l a. N.I.WaRT,i ' „'', ‘' .,•=4 , "'el -*IP' , ''', ii,, ,,, ,.., -Potential -_ _. _ . ... _. _. . .- ,..t.,.. -, • Property. Tax -Levy • -a, -1, La .dLifr(nfi t 6 yrs) o • , , . .• _ , - , , . . „ RCW 84.55.050 RCW 84.52.043 ' _ .._ 7GiiiiiirtilWiiiirient -'‘ballot measure ' must state ,purpciad'andlax rate. There can be no supplanting. .. . . . . . . Cannot exceed Statutory makiimirdllevy,:': rate (currently:$160/thousand ': ' - - Y,,..'. ,less.,::1;` - ,c • • . briiry'lleViiiip-ioX':.' $0120/thoitaind . '' ••', "available - ' -• 7 Simple Majority Election In Sept. (primary) or Nov. (general) election . . .. . . , . $0.10/thousand raises $500,000 annually . -, , • $10/year on $100,000 AV .._ .. ., , , • , ' - ,.. Public Facilities District Sales Tax : Option - up to 0.2%leki6ififeeiiter . , .. •:,.: . ,.. ' • • , RCW 82.14.048 __. . .,„ ..i..•.---„. Capitat'aild Operating lis-dijofraf . . ''' , „,... .......„ .... ',-...;.••.; : ,- . •,,,- -..,,,,.. , ,- ... .,, -...'T,..1-,;,,,,...,.- Simple Majority'E Election in • - • ' Yakinia' Selah and Union Gap All 3City Councils must , . .. .,. . .. . • • -..:, 3c approve ..--. • -• - ., - • recommendationS.foLelectioi 0.1%,raises. $2,000,000 annually• 0.2% raises $4,000,000. • '''.. 'annually.. ':' _......,.._ . . ,..:: .... . . i Local Business and .. Occupation Tax Tax 0.2% ofgross ' h '; .; .- ; . ,,, . . receipts - • , — .. . ..-:-''., - . •;,'- -. 1., - .- , .RCW.35.21:710 , .', ',',, ir; ' , ' , ”. • ,, • ,..'' 6., 't, • , , -,,, ,. ... . .. !.,_ ...:.:...?,.='.:; ..!: - '' - - ' - - - .. 1. `, ' .. ., .. -- dtera Overtinient , ,---• • 0. % ki..*X4.'4,:Yq..VItr:5: z: ' ''. 4 . , ;:,.'.-.. ..• r,...; i f ''' '''' r'''''ll''''''''4‘;' '::''''' ' ''',.' - Ordinance passed by City ' . , „. Council . - -, • - . . -•-• ,-, : 5 ;,:".,;:r,„.... P l• ' 7 • - "5 '""" ' .- ".1. Y .1 Subject to Referendum - '.' ' ': I .S21700;000 annually . • - [$1,350,000 per each 0.1%] „ „ ' - • , •-- Anee4s,$17.5,pQ0.filn_e_w - . admix' cost for collection) Olilitica;i,e Electricity Telephone Naturat:Gas'..'. ',-;i.'-,•-:', -,- , .' :-z .„. ;LWy3.• -5.21816. 005 , '..ti.-•,:'..:.."..''.'..'' r "•4-" ..,.. ----- --- m,-,,,)Sth-- ener GOVet •,.., ,,,. -.,.-- • :1'7 t',‘-•."-• 45fEler tio•-•.:ii. r.. l -0e,.: Majority to exceed ' i-7,„ :-.4i/s, , 7-,''''''''."?''':::::`.:','•-' , -1,1001000,:044411S r - ;',Ode.dablii4V., , •";.;-- ''' ':‘,,i.;f- •'';`i'41:11. '!;,‘,..„. ,,A'p.;•;;, ;!'..,'•,,".11,•.1-. • • •••' ••••, 4,"'• %We.' • • • ,:'..."°,44•••; - •:'''''Ph';:• • • Ballard*King and Associates with USKH Inc. 7-4 .' r :F wf u. ai f4+. F E,! ti k . i i� 1... 7 • . @@ , r . t „ , . ,.. > $ -S(.x ,, x Es :>, a u 4 ;. r x r.. •,,.. pp d. '73'' "' a •: t:. 3` •�,. „ '{l y} k} �.f�:v +Ni.. 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S., _ n -3 ` (.: V �• � r + a t aE ..1 �..5 _ 4R' .: 7"�. f � Iiow:l+stabl�shed ,��' f ,� , .. �. , :. .. �..it�.,._ � c k, i J -�,s � 3'E�`,x {i �� �;, i } t 0, en � a +' Meld Private Donations Internal Revenue Code section 170(c)(1) Tax deductible as "charitable contribution if for "exclusive public purpose” May be restricted by Donor Variable Ballard*King and Associates with USKH Inc. 7-5 C3: CONCEPT PROGRAMS AND ORDER OF MAGNITUDE PROJECT COSTS C®NCE�T `PR®Glad 0�� OFGNITiJDE PIS®JEC'T C®S H'S OPTION #2 - Outdoor Family AquaticCenter ' ° -- Recreation and Competition :. City of Yakima Parks & Recreation Conceptual Program and Costs Yakima, WA ;:USKH, IncJWater Technology Inc. May 2008.. . : .: Project Phase: Conceptual Programming Div. Description Units Quantity Unit Cost - Cost Site Development ' ACRE Allowance E„A .EA - EA . EA EA SF SF . Allowance LS LS . LF•1600; LF LS LS SF LS EA EA EA SF EA SF EA ' EA EA SF LS 10.25 1 445 4. . :1 - 1. _ . •1 ,.; 30000 30000 1 1 1 300 1 10.00% 5800 1 5 5 2 10500 . ' .1 1 700 1 1 1 10000 1 80000 . ,. 21000 1200 ,5000 ., 20000 . ,- 20000 t.:,; 35000 .. ,:'-s c 1.1 160000. 25000 10000 x`45 26 5000 $1;992;800 210 210000 1300 1300 220 . 7800 1.0000 210 230000 145000 : , 145000 180 260000 `�'`' •• , �. FE, -il, :).m ;-il•,zo: inch hii;z:x t`- ,y' . '.-ii.. s _ .•r'+ .. a x$72,000 '`... •.. ;° ,` : ,' •. •- . - • ', $820,000 $21,000 $534,000 $20,000 $20,000 il $20,000 $35,000 $210,000_ $33,000 $160,000 $25,000 $10,000 $7,800 $5,000 .;.. i• $199,280 $2,192,080 :'$1;218,000 $210,000 $6,500 $6,500 R $1.6,000 $2 310,000 ,.. '$7,800 $10,000 $147,000 •- $230,000 $145,000 . $145,000 ..-., • $1,800,000 $260,000 General Site Work and Developmentt(Includes:) Earthwork, Clearing, Grading, Soil Prep. Site Utilities (Excavation and%Backfill) Turf & Irrigation " Landscape Storm Water Control (On Site Retention and Swales) Pedestrian Circulation_ (On Site Walks and Paths) Site Improvements (Bike racks, dumpster enclosure, etc.) Site Parking/Paving Shade Structures .- Shade Structures (Reservable) Sand Volleyball v Sand Play Area : K.:; .,< Pool Decks and Walkways .; .;, Pool Deck:Drainage .. Off Site Improvements.- •: e. Curb; Gutter and_Sidewalk .. 'Haf-sStreet Improvements and Pavement Security Site Lighting PA/Sound System "'Fence Perimeter_,. ,_,, Fence Barrier (Sand areas, directional, etc.) Site Signage Site Contingency Subtotal ;., Aquatics = Outdoor Leisure Component (Zero -Depth Activity Pool) -Water Play Structure -, •• • •. :Water Play Systems (Sprays) Water Play Systems..(Spray arches), . ;WPlay Systems (Wtr• Cannons/Safe Swap Anchors; 8000 iver Lazy (525 LF X 20 W) ..River Rapids... . „3.._. ..�- ..LS •Water Play Systems (Sprays) Water Slide -Landing Pool (Incl. in activity pool above) •:'Open Flume Tube&;Body Slide(w/28';tower &-platform) Open Body Flume; Slide Speed Slide Wave Pool Wave Generating Equipment OPTION #2 - Outdoor Family Aquatic Center Page 1 of 2 Div Description i ; 4,... `, .J -TT Ys, ;AA To; lUnits <: `Quantity. . Unit Cost 6 Cost 25 M x 25 yard; 8 -lane lap pool with diving/slide well 1 M. Diving Board Pool Equipment "(Platforms, lane lines; `etc.) Timing System (Modest & functional)-.' . Drop Slide & Tower • ,.. Aquatics Contingency .. Subtotal Bathhouse/Concession/Filter Buildings SF EA LS EA EA LS5.00% SF SF . - . SF; ,. :SF.;; : -, LS 6200 2 . 1 • • 1 1 4000 1200 1000 . 700 5.00% "210 4750 • - "36000 - 42000 68000 $4,451,800 175 165 165 '. 190 $1,196,000 , . .... s $1,302,000 $9,500 $36,000 $42,000 $68,000 $222,590 $8,191,890 ,$700,000 $198,000 $165,000 $133,000 $59,800 $1,255,800 Bathhouse Facility Pool Mechanical/Filter Building (Aquatic Support) Wave Pool Equipment Building Concession/Kitchen Building Contingency Subtotal • Subtotal: Pool Components and General Costs .. $11,639,770 =r.r - General Conditions/Construction Costs/Mark-ups/Taxes , Lump Sum Project 8.00% Lump Sum • Project , '::1.50% Lump Sum Project 2.25% Lump Sum Project 1:50% Allowance >,;-1 ,:: `: 10000 Allowance 1 ., ';20000 Lump Sum Project:-- •,,,'+8.00% Lump Sum } T:,..=:`Project ,-'' . ^ :.8.20% :., :., :,., r. .. _ _ _ „ `. :-. --,.. .. ,:;. . Y $931,182 $174,597 $261,895 $174,597 $10,000 $20,000 $931,182 $1,045,135 $3,548,586 General Conditions and Contractor Costs (PM, Sup't, QAQC) Mobilization/Start up/Temp facilities ..,-: Bonds/insurance -Allowance Permitting/Plan Review Fees (Bldg/plan review/WSDOH/eng,/etc.) e.t.a ROW Permits/Fees. _ ':',Z Misc. Taps/Fees (Watermeter, wateeconnections, fire line) • ';1'"E"'• Contractor Markup (OH&P) ... Washington State Sales Tax (WSST) Subtotal Total - Estimated Construction Cost ..'.$15,188,356 Miscellaneous ProjectCosts, Lump Sum Lump Sum Lump Sum Lump Sum SF Allowance Project Project Project Project 4,4,6490 12.00% 3.00% 5.00% 10.00% '7 - '. h. i $1,641,208 $455,651 $759,418 $1,163,977 $3;125,430 • 7.,: e::' Project Fees and Services (ArchJEng./Geo-tech/Survey/etc.) Owner Soft Costs (Project Admin, Test/Inspect, IT, etc.) Furnishings & Equip. (Deck furniture/tubes/sunshade/life saving) - Project Contingency (Subtotal Construction Cost) Site.Acouisition . Site acquisitionand purchase Subtotal$7,145,683 [ M Sts ,-. Total Project Cost (2008 Construction Costs) $22,334,039 Construction Escalation Factor (5% & 2010) '" "" "v°S^: Lump Sum Project ' 10.00% $2,233,404 r..,w4"' .Alis.' .YL' �,y �3C � +E- 31 't ?y�"` �' y S p"`i'. i �b s� k 15 fi' nom- _�- e �,e",' h {" "9 �i.K },. , t' 4 i '� 1 L $ Y �. 'i 4� $24 ., , y r+ .- 5�7 443` vA�nnually-2009 e..rcl •*.Sx+: "r.; �3' wei4cta,*'�, `s '` -c' �,�.. .$„ S x"^v�' s i', Y° 2"e % "'S_"SZJ'& ..p kyr .k °�'Y„c". f -' . �•aF y> ,alb 19yY f f ' }3a »-°"9 zlry�'.p^ apLy�Ii���4 /�yFq'_ yr`.2•'��5.>k'"'e''T'r stlI GAte "\ i ®e eVt V.®sii+''.c-sWar .. t,.,�,. �m-+,,' 4 ;`i,y.y OPTION #2 - Outdoor Family Aquatic Center Page 2 of 2 CONC1E]PT OF MAR->�NITJDE PROJECT R®JECT COSTS OPTION #3 - Indoor & Outdoor Family -Aquatic Center--- Recreation and Competition City of Yakima Parks & Recreation Conceptual Program and Costs Yakima, WA USKH, Inc./Water. TechnologyInc. May 2008 Project Phase: Conceptual Programming Div Description . Units Quantity ;,,Unit.Costl < Cost Site Development General,Site.Work and Development (Includes:) ACRE 10.25 . •: ,800.00 $820,000 Earthwork, Clearing, Grading, Soil Prep. 'Site Utilities (Excavation and Backfill) Turf & Irrigation Landscape Storm Water Control (On Site Retention and Swales) Pedestrian Circulation (On' Site Walks and Paths) Site Improvements (Bike` racks, dumpsterenclosure etc.) Allowance 1 21000 $21,000 Site Parking/Paving EA 445 1200 $534,000 Shade Structures EA 4 5000 $20,000 Shade Structures (Reservable) EA 1 20000 $20,000 Sand Volleyball EA 1 20000 $20,000 Sand Play Area EA 1 35000 $35,000 Pool Decks and Walkways SF 30000 " 7 . $210,000 Pool Deck Drainage ., SF 30000 1 1 $33,000 Off Site Improvements Allowance 1 160000 "i" ' $160,000 Curb, Gutter and Sidewalk "' i Half -Street Improvements and Pavement F r '- Security Site Lighting _ - • LS' 1 25000 ' - '$25;000 PA/Sound system . .. LS _ 1 10000 .. , . _..$10,000 Fence Perimeter 'ILF 1600 45 ' $72,000 Fence Barrer (Sand areas, directional;;etc.p' LF : • 300 ' 26 ''= •$7,800 - Site Signage LS' ; '''1 '''5000#$5,000 Site Contingency "' '' LS 10.00% $1,992,800 °' $199,280 a Subtotal .. _. , . ... r, $2,192,080 Outdoor Aquatics" -Recreation °` s ., SF 5000 =cal 210 ' n+'', ` ' $1,050,000 - Outdoor Leisure Component (Zero -Depth' Activity Pool) '' Water Play Structure ' -._ '`"' ' LS '1' ` `210000 ^-t: • ` $210,000 Water Play Systems (Sprays) EA 5 1000 `" $5,000 Water Play Systems (Spray arches) EA 5 . 1000 $5,000 Water Play Systems (Wtr.:Cannons/Safe Swap.Anchors) .. EA 2 , 6500 , . ., $13,000 Lary River (500 LF X 18 W) SF- 9000. 220 :,;,, 41;980,000 LS ;.1 • .7800 .; ... 47,800 Water Play Systems (Sprays) EA 1 . 1000 $1,000 Water Slide -Landing Pool (Incl. in activity pool above) SF 700 .,,210.•, ,,;5147,000 Open Flume Tube & Body Slide (w/20' tower & platform) EA 1 230000 "` $230,000 Open Body Flume Slide EA .1 ,.100000 $100,000 Speed Slide e x. c. EA 1 100000 $100,000 _ Wave Pool , Wave Pool SF 9000 180 $1,620,000 Wave Generating Equipment •, r. ; LS 1 160000'. ` " $160,000 ti Aquatics Contingency LS 5:00% $3,848,800 $192,440 Subtotal $5,821,240 OPTION #3 - Indoor and Outdoor Family Aquatic Center • -Page 1 of 2 '10-0(1. %•,t - Div f ,P - Div Description ; T, • , . _ .Y ,- �. r : Units _ ;Quantity • Unit Cost • .•.; costl Outdoor Pool Mechanical & Filter Buildings Pool Mechanical/Filter Building (Aquatic Support) SF 1200 170 $204,000 Wave Pool EquipmentBuilding ' ' =' ' :' ` :''t SF 1000 170 ' " r -$170,000 Subtotal ;..: ,:_.. ..: $374,000 Indoor Facility and Natatorium SF 6200 210 '"` $1,302,000 25 M x 25 yard; 8 -lane lap pool with'diving/slide well 1 M.,.Diving ,Board .. .... ....._ ...,.._ EA .._, 2 . ..,4800 . _. $9,600 Pool Equipment (Platforms, lane lines, etc.) LS 1 48000 $48,000 Timing System (Modest & functional) EA 1 42000 ,' $42,000 Drop Slide & Tower - EA ' 1 65000 "' •$65,000 Indoor Leisure Component (Zero -Depth Activity Pool) SFF2800 "'235 $658,000 Water Play Structure :LS ' 1 55000 '$55,000 Water Play Systems (Sprays) EA 2 - 1300 ? $2,600 Water Play Systems (Spray arches) EA • 3 1300 ; $3,900 Water Play Systems (Water Cannons/Safe SwapAnctior. EA 2 8000 $16,000 Natatorium (Indoor Pools and Deck) SF 18500 '• -190 $3,515,000 Pool Mechanical & Support r . " SF - 1500 160 $240,000 Locker Room/Showers/Lifeguard/Restrooms/Support SF 5000 ' 170 $850,000 Entry Lobby/Circulation/Administration SF 2500 170 $425,000 Fitness/Event Rooms SF 1700 170 $289,000 Concession/Kitchen SF 1000 ''`190 . $190,000 Spectator Seating (Mezzanine Seating for 200) SF 1300 160. $208,000 HVAC/Mechanical Support SF . 900 160 _ $144,000 Building Contingency ' LS 5.00% $5',851;661i: ' ` $293,050 Subtotal o= '' $8,356,150 Subtotal: Pool,Components and General Costs. $16;743,470 General Conditions/Construction Costs/Mark-ueslTaxes GeneraLConditions and, Contractor.Costs (PM, Supt, QAQC) Lump Sum.. ...Project 8.00% $1,339,478 Mobilization/Start up/Temp facilities - Lump Sum Project 1.5,0% $251,152 Bonds/Insurance-Allowance Lump Sum Project 2.25% • $376,728 Permitting/Pian Review Fees (Bldglplan review/WSDOH/eng/etc.) Lump Sum Project 1.50% $251,152 ROW Permits/Fees Allowance 1 10000 $10,000 Misc. Taps/Fees (Water meter, water connections, fire line) Allowance . 1 .20000 .. $20,000 Contractor Markup (OH&P)Lump Sum : , Project :8 00% $1 ` ` ;339;478 Washington State Sales Tax (WSST) Lump Sum Project.. 8.20% $1,503,396 Subtotal $5,091,384 Total - Estimated Construction Cost $21,834,854 Miscellaneous.Project Costs `r Project Fees and Services (Arch./Eng./Geo-tech/Survey/etc.)` 'Lump SLIM'. Project 12:00% $2,360,829 Owner Soft (Project Admin, Test/Inspect, IT, etc.) Lump Sum " ` Project ` 3:00% $655,046 ' Fumishings & Equip. (Deckfumiture/tubes/sunshadellife saving) Lump Sum Project ' 5:00% $1,091,743 Project Contingency (Subtotal Construction Cost) Lump Sum Project 10.00% ' $1,674,347 Acquisition - ,Site Site acquisition and purchase SF Allowance 446490 7 $3,125,430 Subtotal ` $8,907,395 Total Project Cost (2008 Construction Costs) $30,742,248 Construction Escalation Factor (5% Annually -2009 & 2010) Lump Sum Project 10.00% $3,074,225 ry. ,-::,4-- .r, 2010 Est rnatet8 47-197 1.0— Cos i * $33, 9 6,473° OPTION #3 - Indoor and Outdoor Family Aquatic Center Page 2 of 2 Die OPTION #2 — OUTDOOR FAMILY AQUATIC CENTER PRO—FORMA . _ . -f ASSUMPTIONS Option 2 pro -forma is based on the .following assumptions;_. o 2010 will be the .first year of operation. therefore, wage §cales forthe full-time. and part-time staffpositions reflect an anticipated Wage for 2010. o Tax is NOT included in the admission feecalculations, a this, is a .simple. pass through with the tax being collected on top of the listed fees and thert irenntted to -the state: ''.• o 'There are approximately 189,000 people m the pnmary service area and approximately another 65,000 in the secondary service area (for at total of 254,009) Ti,iePoPtilationjs.,.'eipeptedIo continue; to`i.grr(4 at a steady rate. 11 The population is younger than the national numbers, and the average household size is larger.... o The median household income is lower than the national numbers. ..... ▪ These pro -forma estimates are based on the design concepts, described in Section 5 as developedby:VSKH and WTI. m Revenue and use projections are predicated on the facilities accepting charge cards Ipva11 aedini4iOn's and services, as well as electronic funds transfer for annual passes. Cash would be accepted as \yell, ▪ The facility will have an active marketing plan to sell annual and season passes to the ceitteii,-;=,-:‘!:-.: 191 A scholarship program will need to be established for individuals that cahilot afford the fees to Use the o There will be strong promotion of the use of the facility by the tourists and visitors to- the This is predicated on a site that is easily accessible from 1-82. It is estimated that there are over 17,500 visitors to Yakima that come for either conventions or sports activities. It is conservatively estimated' that tthel total number of visitors could be in the 50,000 range. The outdoor aquatic center will;havethelftatestappal to the visitor market, and attracting as little as 5% of the 50,000 visitors could result in 2,500 additithahi§ers. o A 2,300 critical mass bather load range is assumed as adequate to service the greater Yakiina niarkefaiea. Appendix D: Operations Option 2: Pro -forma and Analysis D1-1 Ballard*King and Associates OPERATING EXPENDI'I'ZJRE'� Expenditures have been formulated based on the costs that are normally included in the operating budget: for such a facility. The figures are based on the size of the center, the specific components of the facility and the projected hours of operation. Actual costs were utilized wherever possible and estimates for other expenses were based on similar facilities in other areas of the country. All expenses were calculated as accurately as possible but the actual costs may be more of less based on the final design, operational philosophy, and programming considerations adopted by staff. A cost scenario has been devleoped for this option as noted below: Operation Cost. 0-del(Bather:- oao 574 Category Outdoor Personnel=c': ost Full-time 82,853 Part-time 286,999 Total Persona'. Comoro Office •supplies. (forms, ID. film) Chemicals.(pool/mechanical.) 25,000 MaintJrepair/,mat:. ,5;0.0.0 Janitor supplies 5,000 Rec. supplies (fitness, pool, etc.) 3,000 Uniforms 3,000 Printing/postage 2,000 Food (concessions) 70,000 Pro Shop 10,000 Other 2,000 Total Commodities: $126,000 Appendix D: Operations Option 2: Pro -forma and Analysis D1-2 Ballard*King and Associates Category utdoo Conata�actuaIl: �osl, a<Y Utilities* (gas and electric) 50,000 Water/sewer 50,000 Insurance (property and liability) 20,000 Communications (phone) 1,000 Contract services** 10,000 Rent equip. 1,000 Advertising 5,000 Training 4,000 Conference 500 Membership/dues/subscriptions 500 Trash pickup 1,500 Bank charges (EFT and charge cards) 1,000 Taxes 1,000 Other 1,000 Total Contractual i0 Capital Replacement fund*** Grand Total Note: Line,ite as not include Ate % -e e 'ior ST maintenance anti vehicle costs' ese-teansre IIt should be noted that at the ti energy rate for the centea once it ** Contract services coves maintenance' confl labor. *** This is yearly capital funding, for eguipme nt-replacement and other similar items. This funding w major capital maproveirients It is anticipated that in_ future years this budget amount will have to, be increa Appendix D: Operations Option 2: Pro -forma and Analysis D1-3 Ballard*King and Associates • r M„ �,'rk Ml'{} ki :1-.:.', !. ,t ,�. .:_: t� :-.�;;i,: .::-'.', -:; Ll✓ i� 3dnr:::j'3'.44 ��ur�t ' .}' p� 1.'�'i'..i':_ i .:..SY s'. ! 1-� �� �Y � �C%11 -i. . , r �i fu,l H.'k q qui �Ls4t'hPt fb tL t-<`� .y,i E q� NN>wA yy�� �j (�y i t ° Yd' a ,iG 4l '010 %} .. , si . J .,r ,;:. ..., s ',:., .,::i: , - • �' , - Y t 1 . .. 1'ry. -A'7r- $ 3 �, � . a] 1 it � .,r � 9 3 :. L.r .., M`9. 1 Y -:i 1 .qf , ,e '.,.,p a, .I:1... S.n. :. p � .:1 t. .f..} .,. .. I�ni,.,R',�. 2'. i. F..t - 5�%.r, ...}.e n4&: I'S _ .(r'Y ,eri ..c 4.. , J :a. ,.. , I'i .. ,.. -. 2 _. .. ...::., ; ic. 1. ,.., .. ,.[ G _tt: :. ...t1 4,.:. .- �. .. X. ... at ..�. J, o-61?J. Ji. ,„ v,l' sitabn. , ,u N , , rwY :1. 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Y a'. r �d�+�{� ',..f ...a �.,:.: 7. ,E',...:... � .is�" V ... :.�:P .. ti,w __ •, :. 'fit .a , _ -.r • ', - r.., _ hr �;k4r rs .<R . xzt .rt .' .. _.. .. ,. t.. zk. .•< .&.n.> , I�:�;,zi r:e'� ,dra .� _{� : � t ...y,�:e ,•r i r y. J. �r4 ) Y tii.4 �. r � �,r "� j { $ c hl 1?'P'#{,�:ji4 iA FJ ''3i y. �rk43,h�s� 67# t � ., Concession Attendant M -S 11 am -8 pm 9 • 4 7' 252.. ' 11 ' 2,772 i =$8.56 Hour $23,728:32' $3,559.25 ; $27,287 57 Lifeguard M -F 8 am -11 am 3 . 3 5 .45 11 495 $10.30 'Hour $5,098.50 `., . $764.78 $5,863.28 M -F 11 am -6 pm 7 19 5 665 . 11 • 7,315 $10.30 Hour $75,344:50 '$11,301.68 t 86'646:18 M -F 6 pm -8:30 pm 2.5_ 16 5 '200 11- ;,. 2,200 -. $10.30 Hour . ' $22,660.00 $3,399:00 = $26 0'59 00 Sa/Su 11 am -6 pm 7 19 2 266 • '11 2,926 ; _ $10.30 'Hour $30,137:80 ' '$4,520.67 . x,$34,658 47 Sa/Su 6-8 pm 2 16 2 64' .11,; 704 = $10.30 Hour $7,251:20' . $1,087.68$811,338 88 Rentals 4 ` 10: ` , 1 40 . 11 440 . . $10.30 Hour. $4,532.00 $679.80 $5',211 '80 Custodian M -S 6-10 pm 4 1< 7 28 11, 308 ;$8;.56 Hour $2,636.48, , $395.47 $3,0319,5 Instructors - Program Staffing $9,644.00 7$1,446.60 $11,090 60 .T.� ... ,.r*ftr.:. :;. -,, ,.. .. I +-. :"._.._ .:. s . 41 LaPr0 5 j1r d, ,, ,.: _ z u ,'r f �Ffv ?j'�`C✓, ,.... 286,999; , . _. Total Salarses v $.0,91;i., : -r_. +<�4 ..L•:.,,, .- ,.. ,:.$`'` .' ,. .':. ..i .uy ..�1) uy ..,, Dote.• Pa :rates er r. t r Y Patg*, . re , IIIt 'd se on Ca of Ya1�II a ;la a Q. .. , ;..r =v.� tY .�.. � } g • ..� �; _ .��. _.. .,r.� rx . ... �.,t:. � ,.. ;......• ., :.-., .- :. . _ :..- ... .:. � : . - nl I „-Ct: •i'..-:Fli. , ..., .. .. .. 1: •. .'� .e!IC ,;: ,ifi�i., //�� p X p y�.q` . �.,, 'j. . ,,.,._ .•, ., .t4, o e Fa'tion ,ias"d : Ae I' i. ' : 4 d O , 1 , T. P �' ..- w llas .:t'ti, ie aII� rdIIniruno the r ci$e,[. ..: ,.1. s P ,. r -,. �• ,. ,., _ . . , ...: .:.�:. _: :,,:. g..., _-;.. . ,. r..:;.. ��` ,�yv, .. r �.,., . � m. �, � -, err r,.,. s 1. v- i F yr . ._!! .... ,... M•: ...�i •.s 'i., ., .£i.�..,,!.�i: F1,', ,,...:.t e...F..: �. u.-.:; ,::'r..0 le :. .d r -J„en. � '" .9 ,i��, � ,.� .�,. .' ' $ US �' J• �rc�IInaieee� t a• r • �: ,i� a , , � :..- � ;' � . � , ma� �_. eII II � e.IIllch'. sc o 0�1 �' PC:s.. e✓ 1 lA. . , - �:.,.ea • �. [A..-rl1 .. 1:..,. ,,. ^ :. ., _. ,... , ..+ yy.. -. . ,F i' ... ,: .-},^lf .l. i. Yr , .;L'xR a.. ^,, .,.,. r....n ..:. , .,. ', X.7. (G' x.#+�.. ., .. ,- :Y,7.1 ,. r,.. .f..5;•r. r :k C , d M 41,i F5{. r r. r! f 1i _ 7S . t5 , 1�� #.:-- N {' �<: �.-:1�pM`,h , -.¢ J -A! r .., .,. F ->P` .. i.i ..,.1 ..�r,,'.�.. -„ +,. .. ;. �y_,„,}.,,�....•_. ..,r ,�.n .t.�n, .�... ...s'b� .. v,....K t f:fJ? ..,� � i, -. , ., ttx �'3� ��._ ..>>;.,.... ,.,. '5:� r ... r....ttl....jl��.�r_2iS".�,.1.1,Y.S.. .,.,. ,' b.:.r ...: .. ..:.... .t. .Y.»._.. ....�.:. a; .A e...• ,y. i .+._r+,:•: .-r, == ca n 11 t . _.... ... ,SII. S s, ed are.IIaece sa t '� P. _. , � � sets: re , -:o .ers� to ,ffiai- ad .r �. }}a . ,_ ._. �3' for tlae center s a ) ,..,. i� t J.1�}�w � a h.. -.: evY•�- �. Lt 4 i. �l,F .rb � )-,-1 .s -. Ste''. .. ., I f ..,'�a �'�Y ?'U,�e'y�,•rf Y n6"4. pC..; ..,�. .. ,.fit- ,,GhtY: '."Z%e!!Ct.� :. .eS,. ..._. 5 .. ...-.: s - . , ,Gale or th���et11 hmer��n�$� a �. �.. ,tII'AfLe Sia o 'IIiIIOYI r f: w s, >~a �1a$ed U ®ll '� y . p g� � ,• �: �� . ar �,,�� ,4�x 5�i� x. + r �- :� -,: �. t'4i r•ei•'.' a i"y,.,,.� , r f. p' Y:. t'• r.t. .,YT � C •.. G.:" cf ., ,y.. -'� �� M t.,�,fc R '13 ? ? :. •,may -. �t ,�Y: -k'r'•7`-:'dura' 1.. 41,E 4 '� 1 " ; r7p Y - ., "':(. J;. a s �• . k 7 1t ;sem. r =: o de � �,'� 'i s..+. �. t- ;1'- 4 � , q„..•�.ta tYa i ,��, �` ti , ! T I :_ f pp rP. Yl . t� u .. if .-. .. .�, ..1 J .7....L'. ,', S P'�F:a t'% � i '.i � u"Y ,1i - 5� , `-`'�:�^ ;� irl_", .(� : h T t, . r,•e (. x ✓,' .., a,. �. ..r '' ,� 3 ,A r+n' �" ,K.�. r,:4},- k,rr�,Sr gg �a� LY .. :.. ,t..6Ss�.� .��;.t Fl..�f7 ...., SYku„-s4. .. ,... ,.. .... , .t 4":��1Fite:, �,,'"}Y ;a3'�L'•-,.n,�a.-r--'sAr, ^.vinail!4iw, �',-��t...�. Annenriix ll: (lneratinns • ' ' • :•...,-..:,,A.f.r.ly.,,,ler•M,••-f!.545•41•;?.. PaYsi ours Duration Swim Lessons (weekday classes meet four days a week for two weeks) Infant and Preschool Mon.-Thurs. 10 classes 8 Days $5 Class 5 Each Learn to Swim Mon.-Thurs. 10 classes 8 Days $5 Class 5 Each MOW. Private Lessons (conducted by facility staff) Mon.-Thurs. 10 lessons 1 Day $12 Class 10 Weeks $1;209oi Sub -Total Swim Lessons Swim Team COach 10 Hours $11.40 Hour 6 Weeks r•draw Misc. 2 classes 4 Hours $20 Class 4 cl'Each $640 Water Exercise 3 classes 2 Days $15 Class 10 Weeks 2 classes 2 Days $15 Class 10 Weeks WM-IL 0.k.SV Sub -Total Other Total Aquatics Programs • Days/ Hours Rate 8324Ear Birthday Parties 1 staff ($15.00/party) 8 Week $15 Party 11 Weeks $1iTS Total Program Staff Expe ditures ' . • ...•• • • ; ;•••••••• Appendix D: Operations Option 2: Pro -forma and Analysis D1-6 Ballard*King and Associates REVENUES - 2010 The following revenue projections were formulated from information on the specifics of the project and the demographics of the service area as well as comparing them to national statistics, other similar facilities and the competition for aquatic services in the area. Actual figures will vary based on the size and make up of the components selected during final design, market stratification, philosophy of operation, fees and charges policy, and priorities of use. atego vi e e; afls` Admissio s Admissions $278,438 Multi. Admiss. $16,425 Summer Pass* $192,750 Annual Pass* Total Admissions .4$487,613 Group/1 ent Corporate/Group $1.0,000 Rentals* * $5,000 Total Group/Rental $15,000 Progra Aquatics: learn -to -swim, water fitness and special Activities _. ,$12,50.0. General '$2,000 Total Programs $14,500 Other Resale Items $12,500 Locker Rentals $1,000 Special Events $2,000 Concessions $105,000 Vending Machines $1,000 Total Revenue from Other Sources `$121,500 '-r UreS a e basso :active. ro toiglsk1 rise Appendix D: Operations Option 2: Pro -forma and Analysis D1-7 Ballard*King and Associates Da.1v Admission Adult ee $6.25 # Sold• 81 Revenue $506.25 Youth $3.75 130.5 $489.38 Senior $4.38 36 $157.50 Family $16.25 157.5. $2,559.38 Total Daily Admissions 405 $3,712.50 x 75 days $278,438 Multiple Passes Fee # Sold Revenue Totafl. Adult $50.00 135 $6,750.00 Youth $30.00 270 $8,100.00 Senior $35.00 45 $1,575.00 Total Multiple Passes 450 $16,425.00 $16,425 Season.Pass Adult Youth ee $118.75 $75.00 #`Sold'. 120 200 Revenue= $14,250.00 $15,000.00 Senior $93.75 80 $7,500:00 Family $243.75 640 $156,000.00 Total Season Passes 1,040 $192,750.00 $192,750 Fee Revernae Su e Total Fee Revenue Daily $278,438 Multiple Passes $16,425 Season Passes $192,750 otal Revenue' $487,613 Note: These work sheets were used to project possible revenue sources and amounts. These figures are estimates only, based on very basic market information and should not be considered as guaranteed absolutes. This information should be utilized as a representative revenue scenario only and to provide possible revenue target ranges. Appendix D: Operations Option 2: Pro -forma and Analysis D1-8 Ballard*King and Associates Projected Fee Schedule:. The following_fee.schedule has been developed and is utlizing a fee`' comparison analysis based on the fees charged another pools in the area and median income levels:. Care will need to be taken when setting fees due to the relatively low income levels in the area. Revenue projections and attendance numbers were calculated from this fee model. atgo'r Adults $6.25 $50.00 ..$118.75 Youth (16 and under) $3.75 $30.00 $75.00 Senior (60+) $4.38 $35.00 $93.75 Family* $16.28 N/A $243.75 * Up to four members $60 for an adult. ant Note. lV ultiple'admissions are 10 adimssions at a discoun t o AQUA`EXERCISIE CLASSES, I P -1N BAWLS) yp� Individual $5.00 Senior $3.50 Y utdoor $150/hr (0' 5o persons) * $40/hr. or $5 per lane hour,� .` $175/hr (51-100 persons) $200/hr (101-150 persons) Admission " ate Comparisons: The above rates were determined based on the competition in the area and the rates paid at similar facilities in the Yakima area. Appendix D: Operations Option 2: Pro -forma and Analysis D1-9 Ballard*King and Associates Attenda i,ce Projections: The following attendance projections are the basis for the revenue figures that were identified earlier in this report. The admission numbers are affected by the rates being charged, the facilities available for use, and the competition within the service area. These are averages only and are based on 75 days of operation for the outdoor pool. . r MISS o» Daily 30,375 (# daily admissions) 405 Multiple 4,500 (# sold annually) 450 Summer Passes 31,200 (# sold annually) 1,040 otal Year1 otal=-D a] asses are ;Counte Cason ani' mission O I iissi rns Hours of Operatio The projected hours of operation of the aquatic center are as follows: Outdoor: Season — Mid June- End of August — 11 weeks Monday - Sunday Hours per week: 66.5 11:OOam to 8:30pm It is anticipated that the outdoor leisure pool would be open for lessons, swim team practice, and aqua exercise classes from 8:OOam until 11:OOam on weekdays and after hours time would also be available for rentals. Appendix D: Operations Option 2:, Pro -forma and Analysis D1-10 Ballard*King and Associates Option 2 -Outdoor Aquatic Facility Fee Comparison Analysis Fee Option 2A Fee Option 2B Fee Option 2C #/day Forma Rate Sub total Totals #/day Potential Increase Sub total Sub total #/day. Potential Increase Sub total Sub Total . Daily Admissions x 75 Days Daily Admissions x - 75 days Daily Admissions x 75 days'''. Adult 90 $5.00 $450.00 $33,750.00 Adult 81 $6.25 $506.25 $37,968.75 Adult 72 $7.50 $540.00 $40,500.00 Youth 145 $3.00 $435.00 $32,625.00 Youth 130.5 $3.75 $489.38 $36,703.13 Youth 116 $4.50 $522.00 $39,150.00 Senior 40 $3.50 $140.00 $10,500.00 Senior 36 $4.38 $157.68 $11,826.00 Senior 32 $5.25 $168.00 $12,600.00 Family 175 $13.00 $2,275.00 $170,625.00 Family 157.5 $16.25 $2,559.38 $191,953.13 Family 140 $19.50 $2,730.00 $204,750.00 TOTAL DAILY ADMISSIONS $247,500 TOTAL DAILY ADMISSIONS $278,451 TOTAL DAILY ADMISSIONS $297,000 Multiple Passes/year Based on 8 visits Multip e Passes/year Based on 8 visits Multiple Passes/year Based on 8 visits Adult 150 $40.00 $6,000.00 Adult • 135 $50.00 $6,750.00 Adult 120 $60.00 $7,200.00 Youth 300 $24.00 $7,200.00 Youth 270 $30.00 $8,100.00 Youth 240 $36.00 $8,640.00 Senior 50 , $28.00 $1,400.00 Senior 45 $35.00 $1,575.00 Senior 40 $42.00 $1,680.00 TOTAL MULTIPLE PASSES $14,600 TOTAL MULTIPLE PASS $16,425 TOTAL MULTIPLE PASSES $17,5211 Season Pass/year Based on 15-21 visits Season Pass/year Based on 20 visits Season Pass/year Based on 20 visi s Adult 150 $95.00 $14,250.00 Adult 120 $118.75 $14,250.00 Adult 90 $142.50 $12,825.00 Youth 250 $60.00 $15,000.00 Youth 200 $75.00 $15,000.00 Youth 150 $90.00. $13,500.00 Senior 100 $75.00 $7,500.00 Senior 80 $93.75 $7,500.00 Senior 60 $112.50 $6,750.00 Family 800 $195.00 $156,000.00 Family 640 $243.75 $156,000.00 Family 480 $292.50 $140,400.00 TOTAL SEASON PASSES $192,750 TOTAL SEASON PASSES $192,750 TOTAL SEASON PASSES $173,475 TOTAL ADMISSION REVENUE $454,850 TOTAL ADMISSION REVENUE $487,626 TOTAL ADMISSION REVENUE $487;995 Note: have not addressed resident/non-resident issue. Note: These worksheets were used to project possible revenue sources and amounts. These figures are estimates only, based on very basic market information and should not be considered as guaranteed absolutes This information should be utilized as a representative revenue scenario only and to provide possible revenue target ranges. Appendix D: Operations Option 2: Pro -forma and Analysis DI -11' Ballard"King and Associates City of Yakama Pools:'. Category. aal 0 coupons- Adults o ujpons Adults $3.75 $30.00 $89.00 Youth (16 and under) $2.00 $16.00 $46.00 Senior (60+) $2.25 $18.50 $53.00 Family* $10.00 N/A $190.00 City o f Selah Pool Category, Daily Adults $2.75 Youth (16 and under) $1.75 Senior (60+) $1.75 Family* $5.50 Season Pass Single $50.00 $60.00 $65`:00 Family $110.00 $130.00 $166.00 aches :e eas i. AdultlSingle" $1.50 $65.00 Youth (16 and under) $1.50 $65.00 Senior (60+) $2.25 $65.00 Family* $8.75 $90.00 Moses: ake away,Aquatic; et By April 15' Seaso ' Pass lles/N®aa °ales After eason es/No Adult $7.00 $60.00 $70.00 $75.00 $85.00 Child (5-12) $5.00 $60.00 $70.00 $75.00 $85.00 Youth (13-17) $6.00 $60.00 $70.00 $75.00 $85.00 Senior (65+) $5.00 $60.00 $70.00 $75.00 $85.00 Family N/A $115.00 $140.00 $160.00 $185.00 Appendix D: Operations Option 2: Pro -forma and Analysis D1-12 Ballard*King and Associates EXPENIDITURE - REVENUE SUMMARY Categoay Expenditures $652,351.71 Revenues $638,612.50 Difference ($13,739.21) Recovery Future Years: Expenditure - Revenue Comparison: Expenses for the first year of operation of the centers should be slightly lower than projected with the facilities being under warranty and new. Revenue growth in the first three years is attributed to increased market penetration and in the remaining years to continued population growth. In most recreation facilities the first three years show tremendous growth from increasing the market share of patrons who use such facilities,. but at the end of this time period revenue growth begins to flatten out. Additional revenue growth is then spurred through increases in the population within the market area, a specific marketing plan to develop alternative markets, the addition of new amenities or by increasing user fees. rolect Asa result there is tio met as :there are many vena r arenaot consists o t in th'elr na NOTE: It should be noted that the fin, performance of an outdoor aquatk center is dnrectly., rely to the weather. A very warm,dry su nmer will tesult in higher revenues, while a wet, cool season wall greatly impact attendance and revenues. This pro forma is based on an average summer season. Appendix D: Operations Option 2: Pro -forma and Analysis D1-13 Ballard*King and Associates D2: 0 ?'TION #3 - INDOOR AND OUTDOOR FAMILY AQUATIC CENTER PRO -FORMA • • W5461 -&:01 4,e • M ASSUMPTIONS Option 3 pro -forma is based on the following assumptions: o 2010 will be the first year of operation. Therefore, wage scales for the full-time and part-time staff positions reflect an anticipated wage for 2010. 1° Tax is NOT included in the admission fee calculations, as this is a simple pass through with the tax being collected on top of the listed fees and then remitted to the state. ▪ There are approximately 189,000 'People in the primary service area and approximately another §;000 in the secondary service area (for at total of 254,000). The population is expected - to. continue:to grow at a steady rate. o The population is younger than the national numbers, and the average household size is larger. ▪ The median household income is lower than the national numbers. • These pro -forma estimates are based on the design concepts described in Section 5 as developed by USKH and WTI. _ . • Revenue and use projections are predicated on the facilities accepting charge cards .fonall 'ailihiSSiOns and services, as well as electronic funds transfer for annual passes. Cash would be accepted as well. • The facility will have an active marketing plan to sell annual and season passes to the cents o A scholarship program will need to be established for individuals that cannot afford the fees ith-use the o There will be strong promotion of the use of the facility by the tourists and visitors to the' area. This is predicated on a site that is easily accessible from 1-82. It is estimated that there are over 17,500ivi§itors to Yakima that come for either conventions or sports activities. It is conservatively estimated that the total number of visitors could be in the 50,000 range. The outdoor aquatic center.vill. have the4reatest aPPeal to the visitor market, and attracting as little as 5% of the 50,000 visitors could result in 2,500 additionalisers. . : , • ° A 2,300 critical mass bather load range is assumed as adequate to service the greater,Yakiiiiiiiitheetr4rea. Appendix D: Operations Option 3: Pro -forma and Analysis D2-1 Ballard*King and Associates • OPERATINGEXPENDITURES =6i0 Expenditures have been formulated based on the costs that ate normally included in the operating budget for such a facility. The figures are based on the size of the center, the specific components of the facility and the projected hours of operation. Actual costs were utilized wherever possible and estimates for other expenses were based on similar facilities in other areas of the country. All expenses were calculated as accurately as possible but the actual costs may be more of less based on the final design, operational philosophy, and programming considerations adopted by staff A cost scenario has been devleoped for this option as noted below: :,-...-i:. -•,•-" , - '' on. 17--kirr',:' ,---nzi,it7,,,,:,--kiti.---- e:.vsp:y,.z.:- ,,,_ tic , .„ '-,--• ..1:Vg;•:tti-gi. ;1:. ,,,,. ''' -1'; -:'' '!,L.19' t - ,..gA',,,..E, 2010.' ‘ -, OperationCost,, ,,,. ,..,.-mm..4.... ,,! , 02‘ .,„ id..,a„0iii.,.iit6....e...",.,.:,,.w....,.L,...,.. ;..,-..-.-:,..,A,:',..3..:.,,,,1,,g.,,:-.,e,.,,,,,..E,:,. .7,-...,: . Category 00460115?days Personnel , ,o.':,': -..i--..,.-;,;;. .:. , Cost ,.,..,.,.<.,.. 0 i Full-time 264,047 •-- ' Part-time . 647,321 _ .. ' TO4tViiii:iiiiiiii' '.' -,- --,. - -,,,.';:,•,-,.,. ---,-,:::;,..,':::41. 'i'----i•a-Mia-giii140:44.Ainiji%'...--2 0.4-:tii':•:'•::-A6,:•R-;',,„ .,',.`4.,•:•5-.4:,...--,:,:e",..,' it0.4.V.----7:001. -ip-14,,%-viisy,?,-,:tstt.,tiiiszcgq.. •;,, tiiiiiiiiiiiriNINi".64,- *03Agt,._:y.:.:,MagAiiii'll-fiagraig0aggaN.,rWafjk:';,4:::::aitV:!: OlitiomptagAtniol, .... Office. supplies,(forms, ID film) ... • .•. . ',.. 5,000 ,z•L-,7, i Chemicals (pool/mechanical.) ... , • 45,000.: )i•:•:',”. ' Mainta.repair/mat. . , ,•• - 15,000 * -•• Janitor supplies - . . .15,000 Rec. supplies..(fitnesS; pool, etc.) . 8,000 Unifornis, .-. 4,000 Printing/postage . 5,000 Food (concessions) 80,000 Pro Shop 15,000 Other . 4,000 Total Coin,nodities':.-:: '''.:,1::,::::::.: ' ''': „ -..' :: . :- •::,:;:....' ,... ... , ....,... , . :..:-;.*:',-..: 'E:,,,$190;404. Appendix D: Operations Option 3: Pro -forma and Analysis D2-2 Ballard*King and Associates W_-. ••••Tr'' --,...--.,--,?-..,--.A.,.-:-. -,-,•4.1.- ...., ' . .. v.,._....; , •,-,- .,,,.. ri•r7,v4--,c64,.?.._,,____„2.azaratiiikkoiletiiiiirtirr&eptirstrivt5---,,,,4.rw,-2.-,;°,—, .- • - • i - - Pi -,-;;-F;;:-.7-7- • .• door/utdorFaty AquaticrFac 4,..e.g*.11.tig1:741P Category .1 ................................................................................................. - AIWV,t'SgqIn.,kk Utilities* (gas and electric) Water/sewer ost 186,250, 85,000 Insurance (property and liability) 40,000 Communications (phone) 3,000 Contract services** 20,000 Rent equip. 2,000 Advertising 10,000 Training 5,000 Conference 1,500 Membership/dues/subscriptions 500 Trash pickup 3,500 Bank charges (EFT and charge cards) 10,000 Taxes 2,000 Other 2,000 • *• • Total Contractual • Capita ep aceineht futh •,, Note: tine the this report uaility rates were very volatile and coLild *. for the center once -. it:',;.„ energy rate opens. •-•-• 6'64 system, controi systems work, andconfrai *** This is yearly capital major capital to be rncreasf' ha • Appendix D: Operations Option 3: Pro -forma and Analysis D2-3 Ballard*King and Associates . Yd :+ i - ?:'3' R e,i :.> a U$i,.r' r Erti ;i' ",: x 'l. i .:is K, - ?ha:' ¢_ i. fi 7 ti a£fsx2a. 7. ,^ 5 r, ; i .::-.. 'i- ..K.. • r ... i"r� r s, �.:.t 7 ; rg ':-dl�'... ,..Y';�'4')?�-?'+rr f i�e'r ,� N.L r�: �( r„i '. !r t.. ..x et `. .StNi ,6s}- � '..d -4 ... } Ti' V4aJ R a .,t .: {. ..s ...�.. .. ?t'L7 r , . C� tion 3 1t 9 or f ata +x� K r. } x t, Q,i�y Y �9u, , c Facilty' .A J Y ✓ - '.: .;- n;v J-5.,+ fy,, Fid: .. .1� _. � S J"r `F ,� f -YY any t: yy.; ..-'r,::yy--. x. ''(r;, ,%.� i 5.-1,. , l ( 0 iF'-, S t - .fes !i :rt. � _ .}.. F _•Y, z7.. 1 "', . .,5+ '3.. ,:x j. M1�l 1 " :. {,:. z _ -.fK •C�.7'y,•! '•. •f 1. F A._�'i-.,]�a(3�:.t +rr ;.i 'i I c C',. �t '�, t� l 1 l��l/.. pp O f k�V�iV 'i_ . +,T . n '. .. �.. ...-.. .. .::_. d,.... ,..vr.-...:... K..k��ma�r� �wmrrw.:te*r ,..�., _ i ;. r- ;.gin -'r ;;. '�.Pd a 1 I"y r+` v L i:[rz.. yy r P �,in � ,� 't � � 5 _ i 1 F b f„y tt� .. ,.. P .. S;f }i 7"Y'<''�i:..,�i,.- r 'k' .,....,:'.e ..: y h4 -:. .. .x , . ., _.,. I!.1' S.: F �n.1 v .'S I.� . ..� .tY'.. �Eb.. p. 1 r ,., s., ,.. ae. i, .. ,:...1 ..f .S' Ex ,.'..7 �y.x,. a,. , r w. .:,+-., i, .,, .,l .1:.. k Z:l e. �' ..rxA „1'o ittbn # �f t ff ,. ,,. _ �� .�. �'.. `: : •• �� z 1� ��'u., oft � �..,,,: N i)3 b PL.{;:t ,..Q! .I .. ,. r ..?.:. 6.I ...L ..., `.4 t.•... _q '+.f '�,.,,. , r.. if r,.:a: f. 1.. -.:.-d-ro'��*.•.. .,_ >�' . �-G •. t Y 1. i? �,,.� i '"J' 3a {F- �i r,. �o.' �r�,�>;�: � - � �, �-,� ,,. .. �, ^`sn .. ..a ,� � __ ._. h...-' i,' 'T rq� r e, 18b�. '& I.Jt},, �. �� ' •i .z r.._f. i'=i: �: <�-... IF ,. C a i. i ,1 1 t -. ,rz•... : •'•,� � s �.q�+fi . n: la.. I �r4+ i ..,. �. ' .ar., t., if 5 A '>nf0�s:..1�7-�� ,... •,�„ k ,:. ..... =1-,-, � "�' r:..r ••4:�{! - s.y Penbd ; �� T .. i.i... : . u.•. } - f 4'•' Total��o�4t N, . ., r cr ., � , f ae t; f<• � u,_@ N {.., ; : yy.� : Benefits 1✓�,t .'-� `I. - � >�Yk-s .>, n iM,� T�t{ll IJ .�{xiFnC, ,Ar.' 1U' rfi d.. ii:fiv c 6r, b �. Yri t.l.u7..•e .: Pl...r,d-N...: o*i ...: , ` " .. siss I . h- ..... t .,'-I U(`a- .t:•. 1 .r,.`'ts. . bfi ' *stt• � �, t 4 n Recreation Supervisor 1 ° : 50% ; 1 26 $71,614 Annual Aquatic Specialist 2 , 100%0. 104 $37,581 Annual Pool Maintenance Technician 1 100%, 52 $49,357 Annual Maintenance Worker 1 100%' 52 $35,264 Annual $35,807.00 $12,532:45 l $48,339.45 $75,162.00 $26,306.70: $101,468:70 $49,357.00 $17,274.95 $66,631'.95 $35,264.00 $12,342.40 $47,606:40 r:. .. . ... 1. ,. -. ..,.. t. .. .,. ,. 1.. r r ... , ..0 • }. F . 7;..� 1. s ,Y. 3 �1 :.- '.r .. k. . -.. d ... ...... ... f d.,,', , Y•:. I ,. u, 1 »f .„ v'; r ,1 llb• . - 5 r"�9?,' �r ,' i' YF. �.. l .f Y AS" hi, „�1 r„!^. '�^,Ya� ^�M� 4 %�" l e-,ih hM.. ;,...i,44,.�Il �l Wt�r• � .: d ..� r° � ,,t..v rc'i ! f. r :.....,. , r r .. ,aL. ,., ?; , �•v s �, � :5 1 ;:. r � ... :..... � ,��, �1h,v?i,�,:.5 ,. .. A- F .. , �• 77 .r � ,:. , a,.J,, I r' .4 .w+h c" .,., fa. .:. ,, �.Y , ,. .,...-_..r.. .. ,-V.,, ai.. ,-^ ,' :-• .._r.>r3,>,.,...r=4 ., �, r ... 40 , .. .� -. 1 4 o£ - t ..a rnr".. . i J -"'! 7 �Ls !� .k�� �' .r, �� 1 ��r . �r...,:$.•I� A „264 0,E ice- ,.rt..,rn `f�. ..._, .�.,,i y�....,,.w Cx ,.J.,,.�`.. }'-. {,r-�l......',I, .err:, r ',5. .. ', a ; �' l,A !. 7 : r . G .iv.,!4.. G I, . i 1 s 1 /1.V 1, I+ A-•1,_.:}CYa t.Y .:..; 1. -r+i, > - i Yt5 y f. Y. .:7,�' 1 > -11aLC:'ri' !(,. }.r v�43(( tiTx. -G.. JI hd. 7 f .�u.. ..,.CK -!'� ' r• -""1 S is >: :.Y. �. . ., ,. 1:. P : v C 1 � a r. ... I:ii .v5 In. t ," '....,. .,5 .. t a "{.,1l� :, � ,.: ,.. ay.. � ] ..t l. , P�4� (. .•I -- Y�,, ,.h, .l e1�.1 .,,. ,..; .....:. r. , .t rA �.,4, , n .>,an . t OS�tIOR a • i R � (Y•'l9 'rzV �trEi .. t'» ..: '7 w•: .Y�� .a•-.- � .. �. t ;r.4 -.t l4 •y4 - 4 t ii� t •'+ I, lr .A +.+- :,a.�� . .. ;:' Ylotl .., 1. a' 4 .. �. { ..1. J2... � Y, � 1i- A :�.: v. ..a .. � j3+. ,rh ',}, [ 0 ...4 4 t .- '"". k ` . 1 I'4=� 9C ,.. �_ -., .r- .F.�. �; 4W' , ', :.4.. K t '; t8 Q ,Y } Tr ' �;y, J 4'. ,.Y.r . I , .. .,-iR . ,S -rr,. .f.-.,.#. it ''.:,. W /. 5 .t.w s� ; •� � , . � :A',1. _.� ,. rs. _ ^:as?y of .:.,•r b7 a & I.:. , , 7, t.r4,: x =1, _ i .:a. �i,.,, x i .�i y. s.4� :�. ter. -i.r. ,.,. tl! \ ,.. .. �tu: pp .,...:3.a. e 1" ',?a ,.» : .. Uig �t � �� . Y ry� ± uH, F. ; E - erte :_ ... r1' 9g ^:_'}i"" rfi- k.r. 4[ Y'' r i-,.�. k F,f:. r • <, . x' r ,!1 1�7§. . `. ., ,.$ ,��u` r. m .. � b, tr1 r. ..a. • ' . •., t:•. � .;, -'l. �t zw. Ij„• { - s - �il� .. .� e': t , . '• {: '^,`fi .(� �`YIr°.'. V{ W- ..&. �e AM .,. 1, ., . � .: 1J�.: L. .F. r A k� � M � . n _ ..c� ,_• ., -1. , ' e - , p 1 � ,rg, FI -2 "'x + JS': _' 71 1 rr.7 rf" Fa r+ ,_�f., --5. � { b � ^s :';. ` alta .. �... a .>r ,u._. 7 h :.� . (� .. r y':i' _ Via, P. 4, e- ,- of It - a,}ry { .... .-•:.} .t:..r 1.. -t :i.: 1. 4 :1 [ .. i , ,, .,ft k-&.. ,.s - �. y. a r,.?r ,'4a ",4. .� , r� e1110 _1' 1 ....:2 M14:t.. t .,y :,i(,i: S. I Y f �t �h,t ,', k ?V 1. ,rJ( -,s'y = x P .rt *�? : y. .. Tata a t w y. n`.7 SAY �,��' t1' x 1 �'y ',. E 7e' t -I. r -'.1: ,! a a..i „d > a 'Cs ,..� ,t 1 di �. �i �! Yr•.:,Sx , I. •;'F ` t -.t .:. r'tFLY F tf M,r a:. ,7, �W , ,. ��nefits x:...; t .r1 i. .f" 5. ,� - v x I Total Manager 8 10 1 5 40 13 ' ': 520 $12.35 Hour 3 7 210 11.' 2,310' $12.35 ‘ Hour 3 5 45 11 495 $10.30 Hour 16 5 560 11 - 6,160 $10.30 Hour 14 5 175 11- ' 1,925 $.10.30 Hour 16 2 224 11 .. 2,464. $10.30 Hour 14 2 56 11 616 $10.30 Hour 8 1 32 , 4< 11352- . $`'10.30 `Hour , r . 2 7 140 11 1,540 $8.56 Hour : . :.. $6,422.00 $963.30 ; ' $7,385.30 $28,528.50 $4,279.28 $32,807.78 $5,098.50 $764.78 $5,863.28 $63,448.00 $9,517.20 $72,965.20 $19,827.50 $2,974.13 $22,801.63 $25,379.20 $3,806.88 - $29,186.08 $6;344:80 $951.72 $7,296:52 $3,625.60 $543.84 , $4,169.44 $13,182.40 $1,977.36 $15,159.76 Sa-W 1-9 pm Head Lifeguard M -S 11 am -9 pm Lifeguard/Summer/Outdoor M -F 8 am -11 am M -F 11 am -6 pm M -F 6 pm -8:30 pm Sa/Su 11 am -6 pm Sa/Su 6-8 pm Rentals Cashier/Outdoor.1.7-1.1-15.11 3 7 2.5 7 2 4 10 M -S l0am-8 pm A nnonriiv Tl• n„a.-,.i,,.., ' , . '4', • ' • •••• " • • '••••!'"' - • •' .7 -7 ••• ' V..774101YANW:AF.Iiitnti24544,,A.'''' 11.4:44t;',11)k" 't 4'g thqiThiW 'itterti,14AVA: • ' ' ATIC FACIL1 Option 3 - lndoorh' . Vit Larniiy AquaticagIt' iv•',I „ ,, , , 14 _ ,.., • ' - .., ''' ;•,'' '.`, '4 • „ ' eY.• ) :LeLP „.„,-- • • , . _ f;',. Concession Supervisor 10 :1 -.7 70 13 : 91,0 $1235 Boar 0 • 9 4 7 252 11 2,772 $8.56 Hour • . , ,.• 4 .1 7 28 11 • 308 $8.56 Hour $F1;238.50 $23,728.32 $2,63.6.48 $1,685:78 $3,559.25 ... . ;..si : .;', $395.47 V1'2;924.28 $27,287:57, . .. . $3,031.95 MTS110 am -8 pm Concession Attendant M-S•11pm ..any -8„, A .....-,-,,,I1L's Custodian/Outdoor l\4418pit' 104'::tvAtt,Atikstiottkiii4iiiiWNVA.•:iY-...,:','-',,,,-'...]:,,_--:.-4--.A-.‘:-...,-.---:--„c..:.-,.-.- .R.$:,-,:,:!_:-::,- 240,879'- It ' . ...::,.. , •, •11 1 -1 qiit , ' ,. : '0' !1 --.: 'Hours/ , „„.v.,....„. .of '44,<6;+,..:: 52 •3,900 52 52 • 52 52 52- .,.. • 11 11- 1,...:1:;"7:330 11• ..:.11,..... , : , t , 0.0:,,,,- , LI . r 1;300 728 260 520 4 160 , ,.„.•. . 138 -= :::„..1,925, .-,,.., , 660, „, - ';,.---'-''t137)*A.P;I'''.1-1Oitr-' ,, , tqu j%1, . : , , ti -,'' ' ' „ ;# -,,s, ,,..'',, ' nefits, '"-- - : ' tal Cashier 15 5 14 5 5 - .- .8 _ .1 5 75, 1 5 25 1 1 14 1 1 5 -',..2 1 10 ..... 2 5 80 • - 1 5 12.5 — 2 5 30 5 5 , 175 : .4 5 60_ _ . 1", . —..-......1'' '.:-. ',1.5" ' ::-::::..",;11,1ifirAW11 :$8.56 Hour ,,$8..56 Hour $8...56, Hour $8.56, Hour $8.56 Hour $12.35 Hour $10.30 Hour 7.. $1:-6 H 36:.,- : ' ..... 410,31).. -, . Hour $1.0.30..... ,. .Hour . • • - ' $33,384.00 $11,128.00 $6,23L68 $2,225.60 $4,451.20 $51,376.00, $1,416.25 $3,399.00 $19,827.50 $6,798..00 '''"$P69..95 . , $5;007.60 $ F;669.20 $934.75 $333.84 $667.68 $7,706.40 - _ $212.44 $509.85 $2,974.13 $1,019.70. . ', r $2549 $3839160 $12;79120 $7;16643 $2;559.44 $5,118.88 $59,082.40 . $1,628.69 $3,908.85 $22,801.63 • , .- i$7,817.70 .. ''' , : $195.44 M-6.am-9 prn , 114-F 3"iim-8 pm ---`"'' Sa.aamprrt ,9.•: K.., 7j -- Sa.1p/m-6‘pm „..,..qp 5 Su;1prri-Opnp,. -,-...,. ....,,,-,. - , . ...., . Head Lifeguard/IndOor-, . Lifeivard/Surimer/Indoor '.--', ' ' '2.5'. ,• M4-8aiii:IT &ti 3 M -F 11 am -6 pm 7 M -F 6 pm -9 pm. • . 3 Sa,6464.ii,..,-; -f. -. : •.-:- ';‘,.;3-.i1,51.,''..'-f.z...: Appendix D: Operations , C ...:, . . ,..', p •,4 ; % r,r, r; . " - .t. ::„.,.•„-,-,.:-.,,, ...,,,,,,11,,,..1,,R4V:=:::,:z..,.a.L;-,:L., il'::: ,,, -- ..., ..,... ,......„, -, ., ....:5. .:-.,',. : ,,!.7:-.71,,,,,,,-,---,,,,,,,,,--_,,,,,,r•.,,,,,,,,I7,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, citirg:PrM-4435sir ,, ,i0,1,‘Fef.i.391001:ok'ffP' '',fi',Rumg1,33rAitokifivi,2,5* t .-7,..,,,:,. ,.),. ,-,4:.,1,1,,•6:`,,,„:;--,;-.::,,,,,,,,4*tt,::f.,,,..5,7„ ,- . 7 .: A -REG IONALA ° : FACILITY ,,,.... ,,,,,..., ,:,.,-,,,-;,,,,,,-„,:.,,,;,.-..,,,,,i,--;,,...,7-i:c.,,,,,,,,H„.-51,4.,:.„.,-,,,,,,,„,,,i,„,„, ,:,. ,7 T :1:1,am4E4cia_g, I, , ,,,,,„,,....., .,.., ..Y-".- ::,:,,, IP t t -;. tiatte:.:',aril , - StaftingLeve1s (2010) .- ,;,Ltiv4K1 IND.iTyi-Ap,,,Tiliv,0,,,„4,,,ma4,4m,--rr", !,,,r,, 0 l' ' „ , . ' - „ 0:44, ,t',, 11 - 'Days'-.„ aff it v i : , . _ 6u Wek a Weets1 0t '1-' 66 385 99 303 513 2,050 410 5,125 .. 492 62 328 1,230 369 1,128 1,040 208 364 . ., ' :104. t:i .,-'.-,‘:' 364 -''.'-,-:'' .., - _ , .,„ ... „, RaeCPiy 2- - $10.30 $10:30 $10.30 $10.30 $10.30 : $10.30 $10.30 $10.30 -- $10.30 -$-10.30 $10.30 $10.30 $10.30 $10.30 $8.56, $8.56 , $8.56 $8.56 .$8.56 -,,, . Period-, ' 'Total Cost Benefits 00 Lifegtiard/Siiiner/IndOor (Continued)- - 1 6 11 1 35 11 1 9 11 1 27.5 11 5 12.5 41 5 50 41 5 10 41-- 5 125 41 4 12 41 1 1.5 -41 1 8 41 1 30 41 1 9 41 1 27.5 41 5 20 52 1 4 52 1 7 52 1 2 52 1 7 52 , . , Hour Hour Hour Hour Hour Hour Hour Hour Hour Hour Hour Hour Hour Hour Hour Hour Hour Hour Hour $679.80 $3,965.50 $1,019.70 $3,115.75 $5,278.75 $21,115.00 $4,22300 $52,787.50 $5,06760 $633:45 $3,378.40 $12,669.00 $3,800.70 $11,613.25 :$8,90140 $1,780.48 $3,115.84 $890.24 $3,115.84 $65;869:00 $101.97 $781:77 $594:83 $4,560.33 j- $152.96 :$1,17266 $467.36 $3,583.11 $791.81 $6,070.56 $3,167.25 $24,282.25 $633.45 ' $4,856.45 $7;918.13 - - -- $60,705.63 $760.14-- : ---"-.-$5§27,74 " $95M2 - ' "-$728:47 $506.76 $3,885.16 $1,900.35 $14,569.35 $570.11 $4,370.81 $1,741.99 $13,355.24 $1,335.36 $10,237.76 $267.07 $2,047.55 $467.38 $3,583.22 $133.54 $1,023.78 $467.38 $3,583.22 $9,880.35 . $75749.35 'Sa 8-11 am 3 2 S 11,am76 pm 7 5 S4 6-9 PM , 3 3 Su [130 atn-6,ptn 5..5 5 Lifeguard/Rest of -the Year/Indoor 1/14'5:30:ani4 aiii 14;F 8' ath--1 Pin M -F 1-3 pm MIF'S-8'pm - MF8T9 pm,,, . ,., . . Si 63,078'airf' ' " ' Sa 8 am -noon S tioon7.0 pm Sa 6-9 Pm Su 1.2307.6 -pm:,, - ''.::.;1.,;,,C,,':;',:::•-. bUstoclin/Indoor 2.5 1 c 5 2 • 2 , .. 1 - 5 - - ' 5 1 , . 3 . . . ' 1 4 2 6 5 3 3 5.5 5 4 1 4 1 7 1 2 1 7 1 ' M7S 478 pm , . Sa 640 am .-, - Sa 3-10 pm Su 10 am -noon Su 3-10 pm Instructors.- .:. iiii('' - Part-Tint0 : if.„ O ''''' SiggitAiif:',...2 .,',;.,'fi,ri45',ii,gitgiNttAtall','X`i '".. 406,443' , '"“ -'=J - ' - 5-:,,,;--,-;,.i e, -..1*?;:aglf-2,..',‘:, :, '..,-, .',;ti caitiati.-Vi,;,t:i::',,,--.'::-.., '- twilAz, ' '•11Z1,..-:Zs'AI''''' ' -6'-,45i::,,i- • -..,;•:2„VilffitifK.,:- -..:::::: :,,:;-„.•,,,„;1,,,-,17,;:•i.:, ..., , ,.: • ' ''r . ..D if -' . ' ; 4F- vsillA.00.AilotoMvee -i; ‘4,.e.4, Pict' ,r-,: 4i4,-;-4,-4,-.,,,,, ,. --, . ,, , ,:: ,,,„.. o - ,A*,ftv-i',,,,t..p.t4ivool,= ,-5st., -4.1,,, .,,t, , .,...1.,,-,,- , ,,,,,,I, - „....,441.,1 `,Citn.W.,.}-,,„ ,%'-',..-,;.,,,,, Annendix n! Onerntiong • A REIGIOWALAQ ATIC FACILITY • Schedule Summer . easom. • u ugust) ,•Puratiou Infant and Preschool Mon.-Thurs. 10 1 8 Days 1 $5 Class 5 Each $2,000 Learn to Swim Mon.-Thurs. 10 1 8 Days 1 $5 Class 1 5 1 Each 1 $2,000 Private Lessons (conducted by facility staff) Mon.-Thurs. 10 1 1 1 Day 1 $12 Class 10 Weeks 1 $1,200 Sub -Total Swim Lessons $5,200 Other. Swim Team Coach 1 10 Hours $11.40 Hour 6 Weeks 1 $684 Misc. Staff , 2 4 Hours $20 Class 4 • — Each 1 $640 Water Exercise Staff 3 2 Days $15 Class 10 Weeks $900 Staff 2 2 Days $15 Class 10 Weeks $600 Sub -Total Other $2,824 Total Summer Season Aquatics Programs 8,324 Appendix D: Operations Option 3: Pro -forma and Analysis D2-7 Ballard*King and Associates Fall, Winter, and Spring Sp#0:41..r Yassesf urnon, wpm Lessons (weekday classes meet one lCay a wee or eight wee: Infant and Preschool Mon.-Thurs. 6 4 Days $5 Class 8 Each $960 Learn to Swim Mon.-Thurs. 24 4 ( Days $5 Class 1 8 Each 1 $3,840 Adult Staff 1 4 Days $5 Class 8 Each $160 Private Lessons (conducted by facility staff) Mon.-Thurs. 10 I 1 Day $12 Class 1 41 Weeks $4,920 Sub -Total Swim Lessons $9,880 Other: Miscellaneous Staff 1 4 Sess. $20 Class 8 Weeks $640 Lifeguard Training Staff 1 33 Hours $15 Class 3 Each $1,485 Sub -Total Other $2,125 Water Exercise (Year Round) Regular Classes Staff 50 2 Days $15 Class 4 Weeks $6,000 Staff 10 3 Days $15 Class 4 Weeks $1,800 Appendix D: Operations Option 3: Pro -forma and Analysis D2-8 Ballard*King and Associates 0®�'/®➢Dtd, Fall, Winter, and Seting Seasons (September -..May),.,,, lasses!'::,. Duration Therapy/Specialty Classes Staff 30 2 Days $15 Class 4 Weeks $3,600 Staff 20 3 Days $15 Class 4 Weeks $3,600 Sub -Total Water Exercise $15,000 Total Fall, Wi ' ter, and Spring Season Aquatics Programs $27,005 Schedule General Pr®grams #of .: Events Days/ flours • state Duration° Fitness (dry land) MWF 12 1 Days $15 Class 52 Weeks $9;360 TTh 9 1 Days $15 Class 52 Weeks $7,020 Weekend 4 1 Days $15 Class 52 Weeks $3,120 Sub -Total Fitness (dry land) $19,500 Birthday `Parties Staff 1 10 Week $15 Party 52 Weeks $7,800 Misc. (Dance, martial arts, etc.) Staff 1 9 Week $10 Party 36 Weeks $3,240 Total General Prograuis 0_ Totals uatics Programs 5 Appendix D: Operations Option 3: Pro -forma and Analysis D2-9 Ballard*King and Associates REVENUES - 2010 The following revenue projections were formulated from information on the specifics of the project and the demographics of the service area as well as comparing them to national statistics, other similar facilities and the competition for aquatic services in the area. Actual figures will vary based on the size and make up of the components selected during final design, market stratification, philosophy of operation, fees and charges policy, and priorities of use. � ti 3 a�®® if 60,t F� t o �, xAInt.nc " a N}+f' ,, H.„..!.,:P...,,.,Z d 9 ay 3 F `3Y,:g ^vAi`v'' + '. h. iF`a �'S,.tL ..t, w an' u: Irifa Y,1.4i.{+�4,�..J}T tPi1.4%�} �+N_Y ellll'�ltl� �II o te.o, -0 � �� 3 $ Y" i '� i -11-c.�i^p^ry'[``� 'firi s. �" . "do- f +1dY. rx ❑n•i y y� c� GO.,�`t4 'Y •4S 544 ®NYIL�®o��/�'14�L�.7 . �®�r - s� a4iY --iV . u.` x, , • ... ._...: f ::.. ..: s_ .. .:.i ., ., - -. �._._ ,r:.._ _.=r.fr4h'.:s"a:�'..c3Sfli5i.'�n�.F�A'.2 j a�CS! Categony _ _ _ 7 s , . Revernne >z k -;} s , a Ind®or/Outdoor Admissions ' Admissions $399,422 Multi. Admiss. $29,565 Summer Pass* $179,125 Annual Pass* $174,800 Total Admissions $782,912 l •." .ys _ JGrougpRena Corporate/Group $1.5,000 Rentals** $22,000. _..:' - ' Total Group/Rental $37,000 Pr®rams**.*, , 4 : Aquatics: learn -to -swim, water fitness and special Activities $53,000 General $46,000 Total Programs : $99,000 Other Resale Items $19,000 Locker Rentals $1,000 Special Events $3,000 Concessions $115,000 Vending Machines $7,000 Total Revenue from Other Sources . ;$145,000 $-Il)x 0 {. s �'®y�ve ces S, . *Fgresaebadoana v It ogram to pronnote the sae anfs aider passes ra Includes ani estmated.�$2,000 ($40 per ihour g 5 hrs/wl� 10 veel;sj: for use of tine outdoor lap pool'. by the svv team Generalpub c $150 g 2 hrs/vik z 0vyl s S3 --,•:_ t 3 * 2. >Fngures' are based oan x2 sessng fees 'that are at least 50% hflgher y s 7� I .e-��Ni _ „II_�drt .. .. T A Lhan the total cost of operatntn 7 i^ „..,6 r Appendix D: Operations Option 3: Pro -forma and Analysis D2-10 Ballard*King and Associates mission'. ua evh'Y. ennes (2011 eve are. 0 Adult $6.25 72 $450.00 Youth $3.75 121.5 $455.63 Senior $4.38 36 $157.68 Family $16.25 148.5 $2,413.13 Total Daily Admissions 378 $3,476.43 x 75 days $260,732 Multiple Passes Fee # Sold Revenue,, Total: Adult $50.00 117 $5,850.00 Youth $30.00 243 $7,290.00 Senior $35.00 45 $1,575.00 Total Multiple Passes 405 $14,715.00 $1.4,715 Season Pass RCVenv Adult $118.75 100 $11,875.00 Youth $75.00 180 $13,500.00 Senior $93.75 80 $7,500.00 Family $243.75 600 $146,250.00 :t Total Season Passes 960 $179,125.00 $179,125 Appendix D: Operations Option 3: Pro -forma and Analysis D2-11 Ballard*King and Associates v4' 1'! !ID DEMI Illt J nhlWIDOP. uT a oor Acip`anc ti.Aciiit vex 1 ,a, 'door 'aenYnty FeeRevenues (2010) X k Dan A fin ssion - �e # S0 ReVeIln�Ile.. Adult $6.25 22.5 $140.63 Youth $3.75 18 $67.50 Senior $4.38 13.5 $59A3 Family $16.25 13.5 $219.38 Total Daily Admissions 67.5 $486.63 x 285 days $138,690 Multiple Passes Fee # Sold Revenue Total Adult $50.00 180 $9,000.00 Youth $30.00 90 $2,700.00 Senior $35.00 _ 90 $3,150.00 Total Multiple Passes 360 $14,850.00 $14,850 Season 1Pass >Fee# Sold Revenue a w to Adult $237.50 160 $38,000.00 Youth $150.00 32 $4;800.00 Senior $187.50 80 $15,000.00 Family $487.50 240 $117,000.00 Total Season Passes 512 $174,800.00 $174,800 Note: These work sheets were used to project possible revenue sources and amounts. These figures are estimates only, based on very basic market information and should not be considered as guaranteed absolutes. This information should be utilized as a representative revenue scenario only and to provide possible revenue target ranges. ®fir/®utdoo Fee Reverniie Sum any . Total Fee, Revenue :. Daily $399,422 Multiple Passes $29,565 Season Passes $353,925 Tpta_l ®or/ utdoor Reve ue $782,912; Appendix D: Operations Option 3: Pro -forma and Analysis D2712 Ballard*King and Associates Projected Fee Schedule: The following fee schedule has been developed and is utlizing a fee comparison analysis based on the fees charged at other pools in the area and median income levels. Care will need to be taken when setting fees due to the relatively low income levels in the area. Revenue projections and attendance numbers were calculated from this fee model. ® Indoor/Outdoor Fa fly Aquatic Fadli y ` } . i1 ri { i J� [ N! 4 11 �ti { i { ., L 1 •M.., '� "� � tl �'� `1 . 4 . ®(1 (rn]� ®/♦p �-{}®®]7�� At yam. Y Y r , 4 Fees a &tteJnlda� a 010) k Catgory fi,sa $75/hr (0-50 persons) eY, .. _:Seaso 6 Pi A. <_ �-'' Adults $6.25 $50.00 $118.75 _$237.50 Youth (16 and under) $3.75 $30.00 $75.00 , ' $150.00 Senior (60+) $4.38 $35.00 $93.75 $187.50 Family* . $16.28 N/A $243.75 $487.50 * * Up to four members (2 adults; 2 youth) each additional $60 for an adult. Each additional': adult is $75 or a season pass holder is $40 fora youth in youth and $100 for an,:adult Note: Multiple admissions are 10 admissions at. a-dascounl 017:-20% AQUA. EXERCISE CLASSES (DROPRATES):: =. a: �. c ti � "' -� yp , S� .fi- K S4,.-4 :.. 7.a t7,:: p.'t k 'p Fl „C. _.� °... Sm T ' $75/hr (0-50 persons) $60/hr. or $8 per lane hour ,., 3�.r. � a.� ,� ,a-` x ' Rte . i 3. r���. $40/hr. or $5 per lane hour $175/hr (51-100 persons) Individual $200/hr (101-150 persons) $5.00; ",'' Senior $3.50 _ - y- ,.-v_". �.i1, :. - , 3 i ,+ t: k .. F.. - Y ' t: '.r' tr^.- k! C p...a t4 4 . 1. q` ,� 1 �SWS "- Fk dm"+Pr� c r. . _vim;! ^ � �; -� s 4�3_�'_S .. 4_ , iy `31Yi�""F t_ ; T� l Iflnd®'_®g Pool = S� .fi- K S4,.-4 :.. 7.a t7,:: p.'t k 'p Fl „C. _.� °... Sm T ' $75/hr (0-50 persons) $60/hr. or $8 per lane hour $100/hr (51-100 persons) $125/hr (101-150 persons) Outdoor P000ltperta ) ;Swim:T'earru $150/hr (0-50 persons) $40/hr. or $5 per lane hour $175/hr (51-100 persons) $200/hr (101-150 persons) Admission Rate Comparisons: The above rates were determined based on the competition in the area and the rates paid at similar facilities in the Yakima area. Appendix D: Operations Option 3: Pro -forma and Analysis D2-13 Ballard*King and Associates Attendance Projections: The following attendance projections are the basis for the revenue figures that were identified earlier in this report. The admission numbers are affected by the rates being charged, the facilities available for use, and the competition within the service area. These are averages only and are based on 75 days of operation for the outdoor pool. Ogntno i3; A a nual Att4nda re ro'ect0 s Pad Aa missnon rt k ® o 3 hl , qty J`' i . Y _. Oatdoor: �. ' \ Daily 28,350 (# daily admissions) 378 Multiple 4,050 (# sold annually) 405 . Summer Passes 28,800 (# sold annually) 960 Sub Total 61,200 Daily 816 Paid Admission i Optio . �Lz.u�Indoor } .h T.'• Daily 19,238 - (# daily„admissions) 67.5 Multiple 3,600 (# sold annually) 360 . Summer Passes 53,248 (# sold annually) 512 Sub Total 76,086 Daily 267 Total .'ear1y �' -h ; .13`7,286 }� Total Danly £ 38flY N 3 a x , Note All fanndv ad ssnons/passes are counted asp one adssa®an only Adnganss o s for season past` holders are based on 30 iiAl s a 'season and am uaal passes�o� 104 �Mf 5z _ r E- v_ ... , i-A..t ' a' / y_ 4R K-. l i put+ 7.. ic„Stf Outdoor pools are heavnfly tutnlnzed durang aflernoonn and early eveanang hours (seven days a veal) Y from li1,1 VImo,o it* August Y .. 5 l Appendix D: Operations Option 3: Pro -forma and Analysis D2-14 Ballard*King and Associates N1 .GY' Z. Hours of Operation: The projected hours of operation of the aquatic centerare 'as follows: Indoor: Monday - Friday. Saturday Sunday Hours per week Outdoor: Season - Mid June- End of August —11 weeks Monday - Sunday Hours per week: 6:OOam to 9:00 pm ,7:00am to 9:OOpm 1:OOpm to 6:OOpm 94 11:OOam to 8:30pm 66.5 It is anticipated.that the outdoor leisure pool would be open for lessons;`swiin team practice, :and aqua exercise Classes Troin' 8:00am until 11:00"am on weekdays and after hours'tune would also bel availableMfor +i d q l� 1 i 4 a rentals. '., _ I , Appendix D: Operations Option 3: Pro -forma and Analysis D2-15 Ballard*King and Associates sl,m440, A. REGIONALAQ A 1 . . Option 3 - Indoor/Outdoor Family Aquatic Facility • Fee Comparison Analysis • ... Fee Option 2A .. Fee Option 2B Fee Option 2C • .:1,.::•.'::•:LI:i•n' #/day Fornia Rate Sub total Totals #/day Potential Increase • Sub total Totals #/day Potential Increase Sub total •-::...:':-...'1..::•,: f9f#1.I',••. •... Daily Admission/Outdoor x 75 days Daily Admissions/Outdoor • x 75 days Daily Admissions/Outdoor . x 75 days ..r.:.....:..•.:J.L..... Adult 80 $5.00 5400.00 530,000.00 Adult 72 • 56.25 . 5450.00 533,750.00 Adult 64 57.50 5480.00 536,000.00 Youth 135 $3.00 5405.00 530,375.00 Youth 121.5 53.75 $455.63 534,171:88 Youth 108 54.50 5486.00 536,450.00 Senior 40 53.50 5140.00 510,500.00 Senior 36 54.38 1- 5157.68 • 511,826.00 Senior 32 55.25 5168.00 512,600.00 Family 165 $13.00 52,145.00 5160,875.00 Family 148.5 $16.25 ' , 52,413.13 5180,984.38 Family 132 519.50 52,574.00 5193,050.00 TOTAL DAILY ADMISSIONS/Outdoor 5231,750 TOTAL DAILY ADMISSIONS/Outdoor $260,732 TOTAL DAILY ADMISSIONS/Outdoor 5278,100 ' • Multiple Passes/Outdoor . Based on 8 visits Multiple Passes/Outdoor .. ' Based 011 8 visits Multiple Passes/Outdoor Based on 8 visits Adult .130 540.00 55,200.00 Adult 117 550.00 , 55,850.00 Adult 104 - 560.00 $6,240.00 Youth 270 524.00 56,480.00 Youth 243 530.00 57,290.00 Youtlt 216 536.00 57,776.00 Senior 50 528.00 $1,400.00 Senior 45 $35.00 51,575.00 Senior 40 $42.00 51,680.00 TOTAL MULTIPLE PASSES/Outdoor 513,080 TOTAL MULTIPLE PASSES/Outdoor 514,715 TOTAL MULTIPLE PASSES/Outdoor 515,696 1 1 1 Season Pass/Outdoor Based on 15-21 visits Season Pass/Outdoor . Based on 15-21 visits Season Pass/Outdoor; Based on 15-21.vislts ...- Adult 125 595.00 511,875.00 Adult 100 5118.75 511,875.00 Adult 75 5142.50 510,687.50 Youth 225 560.00 513,500.00 Youth 180 575.00 ! 513,500.00 Youth 135 . $90.00 512,150.00 Senior 100 575.00 $7,500.00 Senior 80 593.75 , • ..57,500.00 Senior 60 5112.50 -$6,750.00 Family ' 750 5195.00 $146,250.00 Family 600 5243:75 5146,250.00 .. Family 450 5292.50 5131,625.00 TOTAL SEASON PASSES/Outdoor $179,125 TOTAL SEASON PASSES/Outdoor 5179,125 TOTAL SEASON PASSES/Outdoor . . ''';'.1.16.1.413 Daily Admission/Indoor x • 285 days Daily Admission/Indoor x 285 days Dolly Adinission/Indoor. x - 285 days ,'' '• .., .• Adult 25 55.00 5125.00 535,625.00 Adult 22.5 56.25 5140.63 540,078.13 Adult 20 $7.50 S150.00 $42,750.00 Youth 20 $3.00 560.00 517,100.00 Youth 18 53:75 567.50 519,237.50 Youth 16 54.50 572.00 520,520.00 Senior 15 53.50 $52.50 $14,962.50 Senior 13.5 54.38 559.13 $16,852.05 Senior 12 55.25 563.00 517,955.00 Family 15 513.00 $195.00 555,575.00 Family 13.5 516:25 : ,• 5219.38 562,521.88 Family 12 $19.50 $234.00 $66,690.00 - .. TOTAL DAILY ADMISSION/Indoor $123,263 TOTAL DAILY ADMISSION/Indoor 5138,690 TOTAL DAILY ADMISSION/Indoor i- 5147,915 1 1 . _ .. Multiple Passes/Indoor ' Based on 8 visits Multiple Passes/Indoor Based on 8 visits - Multiple Passes/Indoor Based on 8 visits Adult 200 540.00 58,000.00 Adult 180 550.00 ',.- 59,000.00 Adult 160 560.00 59,600.00 Youth 100 $24.00 $2,400.00 Youth 90 530.00 c- 52,700.00 Youth 80 $36.00 $2,880.00 . Senior. 100 528.00 $2,800.00 Senior 90 535.00 :43,150.00 Senior 80 542.00 53,360.00 TOTAL MULTIPLE PASSES/Indoor 513,200 TOTAL MULTIPLE PASSES/Indoor 514,850 TOTAL MULTIPLE PASSES/Indoor 515,840 i I 7 • 1 Annual Pass/Indoor Based on 30-42 visits Annual Pass/Indoor -."' Based on 30-42 visits Annual Pass/Indoor - Based on 30-42 visits Adult 200 5190.00 538,000.00 Adult 160 5237.50 i538,000.00 . Adult 120 5285.00 534,200.00 Youth 40 5120.00 54,800.00 Youth 32 $150.00 '.7.,54,800.00 Youth 24 $180.00 54,320.00 Senior 100 5150.00 515,000.00 Senior 80 518750 f 515,000.00 . Senior 60 5225.00 513,500.00 Family 300 5390.00 5 I 17,000.00 Family 240 5487.50 5117,000.00 Family 180 5585.00 5105,300.00 TOTAL ANNUAL PASS/Indoor S174,800 TOTAL ANNUAL PASS/Indoor. .. $174,800 TOTAL ANNUAL PASS/Indoor ;•.:":.$157;3211 , 1 _ 1 TOTAL REVENUES FROM ADMISSION.FLBS • • . $715;218 TOTAL REVENUES FROM ADMISSION FEES :: •;:•;.• $782,912. TOTAL REVENUES FROM ADMISSION FEES Note: have not addressed residenthion-resident fssue. • . '.' : :.• ; • " - ' ''' • . 7., ' . " . I '., .i-',: - . '. ':..i. 1,1 t....! • - ,:!,! ' --", • .., . Note: These works heets were used to project possible revenueiources and amounts These figures are estimatel*Iy, baseill'on very basic maritotTtiformatinn end should not be consicieifil as guaranteed absolute& This informitiaa ;:•.;,.. ., ...... should be utilized as a representative revenue scenario only Radio provide 'possible reveaue target ranges. - e'' - -.: - . .• AppendiXD: Operations Option 3: Pro-fonna and Analysis D2-16 . • Ballard•King and Associates. • ,. • ..." • , • . ."7 • , City :of Daily ., • • • , • . . Adults $3.75 $30.00 $89.00 Youth (16 and under) $2.00 $16.00 $46.00 Senior (60+) $2.25 $18.50 $53.00 Family* -$10.00 N/A $190.00 , . . . . . . . . . . „ , . . • . . . • • . • Daily Adults $2.75 Youth (16 and under) $1.75 Senior (60+) $1.75 Family* $5.50 Season Pass.: Single Resident , .• „„..• „ ., • . $50.00 School District $60.00 • $65.bti Family $110.00 $130.00 $166:60 City. of _iiches- Po Categor Youth (16 and under) $1.50 $1.50 $65.00 $65:00 Senior (60+) $2.25 $65.60 Family* $8.75 $90.00 • . Moes.Lke-Fmi4.Aquatk ,ter Adult $7.00 By April 15 Season Pass Re/Non. Res. $60.00 $70.00 $75.00 $85.00 Child (5-12) $5.00 $60.00 $70.00 $75.00 $85.00 Youth (13-17) $6.00 $60.00 $70.00 $75.00 $85.00 Senior (65+) $5.00 $60.00 $70.00 $75.00 $85.00 Family N/A $115.00 $140.00 $160.00 $185.00 Appendix D: Operations Option 3: Pro -forma and Analysis D2-17 Ballard*King and Associates *3�`r :a_...W ,.�.r:� .,-�a..�i. � - �-?-•8=���`�'-'mac EXPENDITURE - REVENUE SUMMARY. Category Expenditures $1,503,117.91 Revenues $1,063,911.80 Difference ($439,206.11) Recovery % 71f® Future Years: Expenditure - Revenue Comparison: Expenses for the first year of operation of the centers should be slightly lower than projected with the facilities being under warranty and new. Revenue growth in the first three years is attributed to increased market penetration and in the remaining years to continued population growth. In most recreation facilities the first three years show tremendous growth from increasing the market share of patrons who use such facilities, but at the end of this time period revenue growth begins to flatten out. Additional revenue growth is then spurred through increases in the population within the market area, a specific marketing plan to develop alternative markets, the addition of new amenities or by increasing user fees. NOTE: It should be noted that the fi a ancnafl performance of an outdoor aqua c center is directly re �u. to the weather A; very warm, dry summer will result in gher revenues, while a wet, cool season will greatly 1 pact attenda i ce and revenues, This pro forma is based o an average sum er season Appendix D: Operations Option 3: Pro -forma and Analysis D2-18 Ballard*King and Associates