HomeMy WebLinkAbout2024-08-28 D01 Aquatic Center Feasibility Study Final ReportAGENDA ITEM:
CITY OF WAUKEE, IOWA
CITY COUNCIL MEETING COMMUNICATION
MEETING DATE: August 28, 2024
AGENDA ITEM:Consideration of approval of a resolution accepting Waukee Aquatic Center
Feasibility Study Final Report
FORMAT:Resolution
SYNOPSIS INCLUDING PRO & CON: The City of Waukee requested Waters Edge Aquatic
Design to provide professional services to provide an Aquatic Center
feasibility study. The study was conducted in two phases. Phase 1 included a
study to identify options and recommended size and character of a new water
recreation facility in Waukee, with corresponding opinions of cost for
development and annual operating projections. Phase 2 utilized the
information developed in Phase 1 and focused on developing the
recommended character of a new outdoor aquatic center based on community
feedback. Phase 2 included a survey that resulted in roughly 1,700 responses,
two public input meetings, and multiple stakeholder meetings .
The Aquatic Center Feasibility Study, including the report, imagery, and
projections, are intended to be used for planning purposes only and are not
intended to be final documents or to imply that all information is final and
guaranteed. The information is intended to be used in the decision making
process and is anticipated to adjust over time to meet budget and operating
goals.
FISCAL IMPACT INCLUDING COST/BENEFIT ANALYSIS:
COMMISSION/BOARD/COMMITTEE COMMENT:
STAFF REVIEW AND COMMENT:
RECOMMENDATION: Approve the resolution.
ATTACHMENTS: I. Waukee Aquatic Center Feasibility Study Final Report
PREPARED BY: Matt Jermier
REVIEWED BY:
PUBLIC NOTICE INFORMATION –
NAME OF PUBLICATION:
DATE OF PUBLICATION:
D1
THE CITY OF WAUKEE, IOWA
RESOLUTION 2024-
ACCEPTING WAUKEE AQUATIC CENTER FEASIBILITY STUDY FINAL REPORT
IN THE NAME AND BY THE AUTHORITY OF THE CITY OF WAUKEE, IOWA
WHEREAS, the City of Waukee, Dallas County, State of Iowa, is a duly organized Municipal
Organization; AND,
WHEREAS, on November 21, 2022, the Waukee City Council approved an Agreement for
Professional Consulting Services with Waters Edge Aquatic Design to conduct an aquatic center
needs assessment study (Resolution #2022-480); AND,
WHEREAS, on August 21, 2023, the Waukee City Council approved an Agreement for
Professional Consulting Services with Waters Edge Aquatic Design to conduct an aquatic center
feasibility study (Resolution #2023-361); AND,
WHEREAS, Waters Edge has submitted an Aquatic Center Feasibility Study Final Report for
consideration and acceptance by Waukee City Council.
NOW THEREFORE BE IT RESOLVED by the City Council of the City of Waukee, Iowa on
this the 28th day of August, 2024, that it hereby accepts the Waukee Aquatic Center Feasibility
Study Final Report.
____________________________
Courtney Clarke, Mayor
Attest:
_______________________________________
Rebecca D. Schuett, City Clerk
RESULTS OF VOTE: AYE NAY ABSENT ABSTAIN
R. Charles Bottenberg
Chris Crone
Rob Grove
Anna Bergman Pierce
Ben Sinclair
Aquatic Center Feasibility
Study
June 2024
Page 1 of 62
Table of Contents
1. Project Introduction ......................................................................................................... 2
2. Needs Analysis ................................................................................................................. 3
3. Concept Plan and Costs ................................................................................................ 28
4. Business Planning .......................................................................................................... 43
5. Recommendation ........................................................................................................... 60
Appendix
Page 2 of 62
1. Project Introduction
Background and Scope of Work
The City of Waukee has been engaged in the study of outdoor aquatics since 2023,
with the focus on evaluating options for offering outdoor water recreation in
Waukee. The study was conducted in two phases as described below.
Phase 1 included a study to identify options and recommended size and character of
a new water recreation facility in Waukee, with corresponding opinions of cost for
development and annual operating projections. A copy of the Aquatic Facility Study
report from 2023 can be found in the Appendix.
Scope of Work included:
• Market analysis
• Sizing recommendation
• Program development
• Preliminary range of opinions of capital project costs
• Preliminary projections for revenue, expenditures, and operations
Phase 2 utilized the information developed in Phase 1 and focused on developing
the recommended character of a new outdoor swimming pool based on community
feedback. Findings from the study are summarized in this report.
The Scope of Work included::
• Site analysis
• Public input and program development
• Concept plans
• Magnitudes of cost
• Operating projections
• Final report
The Aquatic Center Feasibility Study, including the report, imagery, and projections,
are intended to be used for planning purposes only and are not intended to be final
documents or to imply that all information is final and guaranteed. The information
is intended to be used in the decision-making process and is anticipated to adjust
over time to meet budget and operating goals.
Page 3 of 62
2. Needs Analysis
Site
The proposed site at approximately University Avenue and 6th Street is known as
Civic Campus. This site was identified as a possible location for a new aquatic
center in Imagine Waukee 2040, the city’s Comprehensive Plan adopted in 2019.
The site is in central Waukee, and continued development is anticipated to the
north and west, further establishing Civic Campus as a centrally located park
and amenity.
Waukee Public Works currently sits just to the north of the site, north of
University Avenue, and Sugar Creek Golf Course sits to the east, on the east side
of 6th Street. The blue location marker on the Location Map below demonstrates
where the site is located in relation to the City of Waukee (in green) and the
Waukee School District (in red).
Location Map
Page 4 of 62
Civic Campus is made up of approximately 225 acres, and a new outdoor aquatic
center may require between 5 – 10 acres for the pool and parking lot. The new
outdoor aquatic center is anticipated to be located in the northwest corner of the
site, south of University Avenue and east of what is anticipated to be come 11th
Street in the future. Civic Campus and the potential aquatic center site are
currently undeveloped. At the time of this report, SVPA Architects was
conducting a Master Plan Study for Civic Campus, and there are plans to
enhance street infrastructure in and around the area, including on University
Avenue. Additionally, there are plans for expanding the trail system in and
around the area. These infrastructure improvements will provide enhanced
accessibility opportunities to the site, and connectivity from north and east
Waukee. With increased accessibility and development of the site overall, comes
increased visibility and exposure of the facility.
Images of the potential outdoor aquatic center site from March 2024 are included
below. The perspective is from approximately University Avenue to the north
and future 11th Street to the west of the proposed aquatic center site.
Potential Aquatic Center Site: Looking East (L) and Southeast (R)
The Civic Campus property has a tributary or intermittent stream located to the
north and east of the site, although is anticipated to fall just outside of the aquatic
center boundary. Within the boundary identified for the aquatic center, there are
grade and elevation changes, up to approximately 16’. The elevation slopes
down to the north and east, and up to the south and west. The Base Map below
Page 5 of 62
showcases the elevations for the proposed aquatic center site, along with the
tributary to the north of the overall Civic Campus site.
Base Map
The Aquatic Center Feasibility Study and Civic Campus Master Plan teams are in
coordination and are working together to establish the plan for where the aquatic
center will be placed on the site, and how it may engage with other areas and
facilities in the area. At the time of this report, the Civic Campus Master Plan
provides the most up-to-date site layout for Civic Campus, including the location
of the aquatic center.
Page 6 of 62
Public Input
The Aquatic Center Feasibility Study placed importance on hearing feedback
from the community to develop, and gain consensus on, the preferred plan.
Solicitation and execution of public input were conducted to understand how the
community utilizes pools, how they would like to use a future pool, and collect
general household and program information. Full Public Input reports and
surveys can be found in the Appendix.
The study utilized multiple methods of collecting public feedback, and the team
worked with an Aquatics Steering Committee to establish goals, to receive
feedback on ideas, and provide updates and education on the project.
Communication of each of the online surveys and public meetings was released
via several platforms, including social media posts, through the city’s
communication department and through the Aquatics Steering Committee.
Methods of collecting public input included:
• Online Survey #1
Available November 1 – December 2, 2023
Total responses: 1,756
Total Waukee resident responses: 78% or 1,215
• Public Meeting #1
November 9, 2024 @ City Hall @ 5:30 p.m.
Estimated attendance: 20 - 30
• Online Survey #2
Available March 25 – April 7, 2024
Total responses: 41
Total Waukee resident responses: N/A
• Public Meeting #2
March 6, 2024 @ City Hall @ 5:30 p.m.
Estimated attendance: 35 - 45
• Stakeholder phone calls:
Waukee School District & Waukee YMCA (October 2023)
Page 7 of 62
• Aquatic Center Steering Committee Meetings
November 2, 2023, January 16, 2024, April 30, 2024
• Ongoing meetings with City staff, City Council, and Park Board
• Ongoing project website
Available throughout the duration of the study as a central resource for
information about the project, ways to get involved, FAQs, and was home
to the Online Surveys
Public Meetings
Public Meeting #1
An open house meeting was conducted to meet and talk with community
members, with a focus on presenting and collecting information about their
aquatic needs and ideas about future swimming opportunities in Waukee.
The open house meeting was conducted on November 9, 2023, from 5:30 – 7 p.m.
at Waukee City Hall with an estimated 20 - 30. Waters Edge Aquatic Design staff
and City Staff were present.
The following are key takeaways from the open house meeting:
• Overall support for a new aquatic center
• Some concern over increased taxes to fund the project
• Interest in accessibility and streets improvements
• Interest and support in a multi-generational facility with modern
amenities
• Consider opportunities for adult use
Page 8 of 62
Public Meeting #1: Welcome Poster
Public Meeting #1: Completed Posters
Page 9 of 62
Public Meeting #2
An open house meeting was conducted to meet and talk with community
members, with a focus on summarizing public input findings, showcasing two
(2) pool concepts, and answering questions.
The open house meeting was conducted on March 6, 2024, from 5:30 – 7 p.m. at
Waukee City Hall with an estimated 35 - 45. Waters Edge Aquatic Design staff
and City Staff were present..
The following are key takeaways from the open house meeting:
• Overall support for a new aquatic center
• Overall Concept 1 was the preferred layout
• Interest in the separate lap pool that could be used for programs or adult
use
• Interest in having a separate space for kids and younger users
• Need to consider visibility between the leisure/kids pool
• Need ample seating and shade areas
Page 10 of 62
Public Meeting #2: Online Survey #1 Results Posters
Page 11 of 62
Public Meeting #2: Concept 1 with Notes
Public Meeting #2: Concept 2 with Notes
Page 12 of 62
Public Meeting #2: Concept Notes
Page 13 of 62
Online Surveys
Online Survey #1
The first online survey was available November 1 – December 2, 2023. 1,756
surveys were completed, and 78 % of those, or 1,215, were from respondents
who indicated they lived in Waukee. Full survey results can be found in the
Appendix. Of note, survey results for all respondents and for Waukee residents
only are both included. An overview of the full survey results is below.
Respondent Demographics
The majority of respondents reported having a Waukee address (78%),
and most respondents were between the ages of 35 – 44 years (45%).
36% of respondents have children between 4 – 8 years in the household,
30% have children between 9 – 12 years of age, and 23% have children
between 13 – 17 years of age.
Have a Waukee
address
78%
Live outside of
Waukee city limits
but within the
Waukee School
District
18%
Live outside of
Waukee city limits
and outside of the
Waukee School
District
4%
Respondent Residency
Page 14 of 62
Aquatic Usage
Most respondents do not have access to a pool through a homeowner’s
association, apartment, etc. or have a pool at their home (88%), and most
have visited an outdoor swimming facility in the last 2 – 3 years (89%).
For those who have visited an outdoor swimming facility, the following
facilities were reported as having been visited and are listed in order by
percentage of respondent reporting.
66%
61%
32%
27%
22%
17%
10%
7%
0%
10%
20%
30%
40%
50%
60%
70%
Clive Aquatic
Center
Valley View
Aquatic
Center
Adel Family
Aquatic
Center
Holiday Park
Aquatic
Center
Other Cascade Falls
Aquatic
Center
Prairie Ridge
Aquatic
Center
Dallas Center
Pool
Outdoor Swimming Facilities Visited
Page 15 of 62
If an outdoor aquatic center was located in Waukee, 35% of respondents
would visit several times a week.
The highest percentage of respondents are willing to drive up to 20
minutes to an outdoor aquatic facility that meets needs (54%), and 93% are
willing to drive up to 10-minutes.
7%
35%
19%
22%
11%
6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Nearly every day
(5 -7 times per
week)
Several times a
week (2 - 4 times
per week)
Once a week Several times a
month (2 - 3
times per month)
A few times in
the season (1 - 3
times per season)
I (we) would not
visit
Visit Frequnency
39%
45%
9%
3%5%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Up to 10 minutes Up to 20 minutes Up to 30 minutes More than 30
minutes
I do not/would not
visit outdoor aquatic
facilities
Drive Time
Page 16 of 62
Aquatic Center Support
Most respondents support the development of a new outdoor aquatic
center (82%).
Yes
82%
No
13%
I don't know
5%
Support for Development
Page 17 of 62
The following are important considerations when planning for a new
aquatic center. Fun features and amenities were ranked as the top area for
consideration (3.2 weighted score). Each area is listed in order according
to their weighted score for level of importance (highest score ranks
highest).
3.2
3.1 3.0
2.9
2.4
2.0
2.2
2.4
2.6
2.8
3.0
3.2
3.4
Fun features and
amenities
Operate efficiently to
maximize income and
lesson costs
Fees and cost to use How the City will pay
for the project
Classes and programs
offered
Levels of Importance
Page 18 of 62
Respondents who indicated that they have a Waukee address were asked
their willingness level to pay increased property taxes to fund the
development of a new outdoor aquatic center. The question read as
follows, “A new outdoor aquatic center will require voter approval. Using
general estimates, how much are you willing to pay in increased property taxes
annually to develop a new outdoor aquatic center? These are high-level estimates
only at this time; more detailed estimates will be based on final design which this
study will work to identify.”
Results to the question are included below, and the majority of
respondents reported they would be willing to pay at least $100 - $160 per
year ($8 - $14/month) (70%).
43%
18%
9%
30%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
$100 - $160 per year ($8 -
$14/month)
$161 - $220 per year (14 -
$19/month)
$221 - $280 per year ($19
- $24/month)
I do not support raising
property taxes to develop
anew outdoor aquatic
center
Annual Property Tax Increase
Page 19 of 62
Aquatic Features
Respondents were asked what types of features are of most interest to
their household for the following categories: small features, medium
features, large features, and support features.
The small pool features are listed in order according to their reported
percentage of interest for respondent households. Toddler features are the
highest-ranking feature in the category (64%).
64%
47%
41%
28%
0%
10%
20%
30%
40%
50%
60%
70%
Toddler features Climbing wall In-water basketball In-water volleyball
Small Features
Page 20 of 62
The medium pool features are listed in order according to their reported
percentage of interest for respondent households. Waterslide(s) features
are the highest-ranking feature in the category (92%).
The large pool features are listed in order according to their reported
percentage of interest for respondent households. A lazy river/current
channel feature is the highest-ranking feature in the category (86%).
92%
56%55%52%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Waterslide(s)Water walk Youth play structure Diving
Medium Features
86%
65%62%61%
36%36%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Large Features
Page 21 of 62
The support features are listed in order according to their reported
percentage of interest for respondent households. Shade is the highest-
ranking feature in the category (86%).
Respondents were then asked to rank each feature regarding how
important each is to the household for a new outdoor aquatic center.
Those rankings are listed according to their weighted score for level of
importance (highest score ranks highest).
86%
80%
58%
37%
23%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Shade Lounge/deck chairs Universal/family
restroom(s)
Outdoor
party/rental space
Indoor party/rental
space
Support Features
6.2 6.0 5.9
4.6 4.4
3.8
3.2
2.4
2.0
2.5
3.0
3.5
4.0
4.5
5.0
5.5
6.0
6.5
Importance of Features
Page 22 of 62
Aquatic Programs
Respondents were asked what types of programs are of most interest to
their household. Programs are listed in order according to their reported
percentage of interest for respondent households. Recreational Swimming
is the highest-ranking program (60%), followed by swim lessons (57%).
60%
57%
36%34%32%
27%25%
18%
12%11%
8%7%
3%
0%
10%
20%
30%
40%
50%
60%
70%
Programs
Page 23 of 62
Additional Findings
• There is support and opposition* for the project
*Opposition is often related to concern over tax increases and funding for
development
• Fun features and amenities are important
• A new facility should promote family and leisure opportunities,
and provide a unique experience and one that is different from
others in the area
• A new facility should serve and be utilized by all ages and abilities,
with considerations for accessibility (travel and while utilizing),
direct and support/periphery spaces, with ample shade
Page 24 of 62
Online Survey #2
The second online survey was available March 25 – April 7, 2024, and 41
responses were collected. This survey consisted of an open-ended Feedback
Form. The Feedback Form stated, “Please share what you like about the preliminary
concept below and any other feedback about outdoor swimming in Waukee.” The
concept referenced was Concept 1 as shown in Public Meeting #2.
Online Survey #2: Concept 1
Feedback submitted included themes such as:
• Support and opposition for the project
• Concern over the project, having a third pool in Waukee, and costs and
how the city will pay for the project
• Provide enough seating and shade opportunities
Page 25 of 62
Focus Group Meetings and Competition Swimming
As a part of public input, virtual meetings were conducted with representatives
from the Waukee School District (WSD) and the Waukee YMCA. It was the goal
of the study to identify ways in which aquatic service was currently being met in
Waukee and how a new outdoor aquatic center could enhance, grow, and work
with existing services without undue competition and dilution of service. As a
part of that, it was important to understand how the new WSD Natatorium and
the Waukee YMCA operate and what their vision for the future was regarding
their responsive indoor pools.
The following were key takeaways from focus group discussions:
• Both indoor facilities offer lap lanes, space for swim and dive team
competition and practice
• WSD anticipates placing focus and priority on serving students within
the school district
• The Waukee YMCA anticipates continuing to serve family leisure,
recreational fitness, and competition uses
• The indoor pools and a new outdoor aquatic center can coexist, with
each having their role in serving the community
• The new outdoor aquatic center would focus on leisure swimming
initially, but the door will not be closed for competition capabilities in
the future
Page 26 of 62
Program Development
A diverse offering of activities will generate interest from a wider audience,
maximizing revenue potential. Throughout Public Input, a variety of programs
were discussed, and the community shared their needs and priorities for what
types of programs are of most interest to their household. Several of the
programs were commonly discussed included:
• Programs for adults / adult swim opportunities
• Recreation / open swimming
• Rentals and birthday parties
• Senior programs
• Swim lessons
• Water aerobics / fitness
• Water walking (lap pool & lazy river)
The Online Survey that was conducted specifically asked the community about
what programs and activities are of need and interest. The Program and Space
Graph on the following page showcases the percentage of respondents reporting
a need and/or interest in the program, with the corresponding spaces that may be
able to accommodate the program.
Additional ideas for programs and activities to supplement base or core
programs, and as need and interests grow, are listed below:
• Adaptive aquatic classes
• Boy scout/girl scout classes for badges
• Fit mat / Glide Fit fitness classes
• Homeschool groups, gym classes
• Infant survival classes
• Post-summer season dog swim
• Special events: boat races, movie night, membership appreciation
• Specialty work-out (aqua cycling, yoga, etc.)
• Splashball – USA Water Polo (for youth)
• Swim conditioning training
Page 27 of 62
Program and Space Graph
Page 28 of 62
3. Concept Plan and Costs
Concept plans, features, and amenities developed for this study are intended to
explore a new outdoor aquatic center in Waukee and were developed based on the
needs and interests identified throughout this study. Concept plans are intended to
demonstrate project capital and operating costs, revenues, and expenditures; they
are not intended to be the final design documents but to be used as a guide for
future development.
The following primary goals are appropriate when considering development of a
new aquatic center:
• The right mix of modern amenities:
o Certain features should be considered as a foundation, including zero-
depth entry and shallow water, waterslides, a lazy river, some degree
of lap lane space, and diving
o Varied water depths
o Unique and varied features to capture attention, excitement, and
continued use
• A variety of programs can be accommodated, with flexibility in use of the
pool spaces
• There is space to offer desired amenities now, and in the future if/when
expansion is needed
• Create a positive experience for the guests, with comfort amenities such as
shade and seating
• Maximize revenue potential and offer reasonable fees
• Appropriate size for a growing population
Information and findings from the Phase 1 – Aquatic Facility Study were utilized to
create a foundation for concept sizing and character development; that information
can be found in the Appendix. Several concept iterations were explored throughout
the duration of the study, varying in size and offerings. After completing public
input and narrowing down the City’s goals for the new facility, one final concept
plan was developed. A business plan was created for that final concept plan.
Page 29 of 62
Aquatic Trends
Aquatic trends are created when the experience and perspectives of guests,
operators, designers, and manufacturers/suppliers come together, with guest
experience and operator feedback leading the charge. Budgets and goals are also
considered when exploring and selecting which trends are the best fit for your
facility.
Trends change over time and do not replace fundamental offerings, such as zero-
depth entry, lap lanes, water slides, and diving boards, but they influence what
guests expect and can enhance the appeal of the facility. Current and up-and-
coming trends for larger, more modern facilities that focus on optimizing
functionality that we are seeing include:
• Forethought on activity programming
• Multi-generational spaces
• Flexibility in use of space
• Moving water, such as a lazy river or wave generation
• Inclusive use play for all abilities
• Signature feature(s), such as an innovative waterslide
• Increasing or skill improvement-based features
• Focus on aesthetic, experience, and comfort/periphery support spaces
• Consider revenue generating opportunities
• Sustainability and efficiency, in operations and systems
• Staffing considerations, such as lifeguard requirements
Specifically, regarding construction, materials, and systems, there are several
areas that are trending in aquatics and that could be explored during design:
• Use of UV treatment for pool water to enhance disinfection
• Use of regenerative pool water filtration systems allow for smaller pool
mechanical rooms, less water waste, reduced chemical waste, and reduced
heat loss,
• Use of recent innovations in pool water heating systems has reduced
energy consumption and allowed for longer equipment life
Page 30 of 62
• Use of VFD’s (variable frequency drives) for pumping systems has
allowed for fine-tuning operation points and therefore reduced energy
consumption
Each of these areas have been considered and incorporated into the concept for
the new aquatic center. A few examples include:
• Separate bodies of water that can service varying groups of people
simultaneously, each with its own unique offering
• The facility is set up to provide a more active area (leisure/kiddie pool,
lazy river, slides and deep water) and a more relaxed, quiet area
(separated lap pool)
• The concentrated kid’s area, separated lap pool, long lazy river,
intermediate kid slides, and rentable areas attached to the lazy river are
specific signature feature that help set the facility apart from others and
add interest to the facility
• The concept is laid out in a way that would allow the lap pool to be used
for open swim, scheduled programs and closed for open swim, and/or for
adult-use
• Each pool has been assessed for programming opportunities and
scheduled in the Business Plan to maximize use and identify
opportunities for future activity planning
Preliminary Concept Plans
Two preliminary Concept Plans were created based off preliminary public input,
programming goals, and operating expectations. The two concepts were shown
to the public during public meeting #2, and Concept Plan 1 was made available
on Online Survey #2, to solicit public comment and feedback. These preliminary
concepts and corresponding notes were used to create the Final Concept Plan.
After receiving public and city input, Concept Plan 1 was the preferred concept.
Page 31 of 62
Concept Plan 1
Concept Plan 1 offers 21,800 square feet of water surface, with four (4) distinct
pool spaces and an adjacent splash pad. A breakdown of the pool spaces is
provided below. The intent of the concept is to offer spaces and pockets for
various user groups to congregate, and to allow for various experiences while
providing both more active and quiet zones. This concept allows for a distinct
kid’s space, more active and older guest space, and a program or special use lap
pool.
Splash Pad – 2,800 s.f.
• ADA inclusive play structure with water sprays and slide
• Various deck level sprays
• Shade structures around the perimeter
Leisure/Kids Pool – 7,100 s.f.
• Depth: 0’0” – 3’6”
• Zero-depth entry
• Small and medium sprays
• In-water bench and shade
• Toddler slide
• Intermediate slides
• Basketball
Lazy River – 10,700 s.f. (860 linear feet)
• Depth: 0’0” – 3’6”
• Width: 10’0”
• Zero-depth entry and ramp
• Shade over sections of water
• Rentable cabanas with direct accessibility to the lazy river
• Large waterslide(s)
• Storage for inner tubes (with consideration for inflation capability
for ease)
• ADA accessible bridge to access the interior of lazy river
• Staff bridge to access the interior of the lazy river
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Deep/Dive Pool – 1,800 s.f.
• Depth: Approx. 12’0” – 13’0”
• 1-meter diving board
• 3-meter diving platform
• Climbing wall
• Located in the interior of the lazy river to create an older guest
space and to help distance the deeper water from the kids area
Lap Pool – 2,200 s.f.
• Depth: Approx. 3’6”/4’0” – 5’0”
• 4, 25-yard lap lanes
• Shade and seating
• Set back from the rest of the pool space with opportunity to elevate
it above grade
Page 33 of 62
Preliminary Concept Plan 1
Page 34 of 62
Concept Plan 2
Concept Plan 2 offers 20,700 square feet of water surface, with three (3) distinct
pool spaces and an adjacent splash pad. A breakdown of the pool spaces is
provided below. The intent of the concept is to provide a pool space that allows
for younger and older children to have something that interests them in the
leisure pool so they can be together if needed, and a more active space for older
children, teens, and adults in the lazy river and deep/diving pool.
Splash Pad – 3,600 s.f.
• ADA inclusive play structure with water sprays and slide
• Various deck level sprays
• Shade structures around the perimeter
Leisure Pool – 10,400 s.f.
• Depth: 0’0” – 5’0”
• Zero-depth entry
• Small and medium sprays
• In-water bench and shade
• Toddler slide
• Intermediate slides
• Large waterslide(s)
• Basketball
• 4, 25-yard lap lanes
Lazy River – 8,500 s.f. (750 linear feet)
• Depth: 0’0” -
• Width: 10’0”
• Zero-depth entry and ramp
• Shade over sections of water
• Rentable cabanas with direct accessibility to the lazy river
• Storage for inner tubes (with consideration for inflation capability
for ease)
• ADA accessible bridge to access the interior of lazy river
• Staff bridge to access the interior of the lazy river
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Deep/Dive Pool – 1,800 s.f.
• Depth: Approx. 12’0” – 13’0”
• 1-meter diving board
• 3-meter diving platform
• Climbing wall
• Located in the interior of the lazy river to create an older guest
space and to help distance the deeper water from the kids area
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Preliminary Concept Plan 2
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Final Concept Plan
Following public input and receiving feedback on the Preliminary Concept
Plans, Concept Plan 1 was the preferred layout and the selected option to refine
for the Final Concept Plan.
The Final Concept Plan for the new outdoor aquatic center offers 22,600 square
feet of water surface area. The Aquatic Center offers four (4) distinct pool spaces
and an adjacent splash pad. A breakdown of the pool spaces is provided below.
The intent of the concept is to offer spaces and pockets for various user groups to
congregate, and to allow for various experiences while providing both more
active and quiet zones. This concept allows for a distinct kid’s space, more active
and older guest space, and a program or special use lap pool.
Splash Pad – 3,000 s.f.
The splash pad offers an ADA accessible play structure with interactive
sprays for infants, toddlers, and young children to enjoy water playtime,
with shade and seating for all. It is located adjacent to the concession
stand and the leisure pool, making accessibility between the spaces is
quick and easy.
Features include:
• ADA inclusive play structure with water sprays and slide
• Various deck level sprays
• Shade structures around the perimeter
Leisure/Kids Pool – 7,100 s.f.
The leisure pool is designed to offer a fun and inviting space for younger
and older children, with shade and seating for all. It is located just outside
of the bathhouse entrance and is the first pool guests see when they enter
the aquatic center. The pool is designed to offer a variety of features for
various ages and abilities in the same space but without the deeper water
and active features more associated with older guests.
Features include:
• Depth: 0’0” – 3’6”
• Zero-depth entry
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• Small and medium sprays
• In-water bench and shade
• Toddler slide
• Intermediate slides
• Basketball
Lazy River – 11,500 s.f.
The lazy river is truly lazy, with 802 l.f. of floating space that can
accommodate inflatable tubes.
Attached to the lazy river is a zero-depth entry ramp and two sets of
staircases, allowing for multiple methods of entry and exit from the pool,
each providing a space for riders to get on/off tubes. There are two bridges
that allow access to the center of the lazy, one via an ADA ramp and one
via a traditional bridge that could be used by staff and/or the public.
A unique element to the lazy river are the rentable areas that have direct
access points to the lazy river via staircases in the water that lead to the
shaded area. These can be used for private parties, allowing for a
customized, elevated, and exclusive experience.
Also located on the lazy river are several shades that extend over the
water to create a tunnel-like experience as the rider passes under them.
This shade also provides a brief break from the sun.
The large waterslide plunge area is located just off the lazy river, allowing
for a centralized area for those seeking a high-energy space. These riders
and their tube(s) are contained in this area and do not enter the ride path
of the lazy river.
Features include:
• Depth: 0’0” – 3’6”
• Width: 10’0” – 15’0” in some areas (e.g., near an entry/exit point)
• Zero-depth entry and ramp
• Shade over sections of water
• Rentable cabanas with direct accessibility to the lazy river
• Large waterslide(s)
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• Storage for inner tubes (with consideration for inflation capability
for ease)
• ADA accessible bridge and standard bridge to access the interior of
lazy river
Deep/Dive Pool – 1,800 s.f.
The dive pool offers a deep-water only area with diving and climbing wall
features. The dive pool is located in the island, or center, of the lazy river,
providing separation between the kid’s spaces at the leisure pool and
splash pad and the deeper water. This separation from the kid’s area and
adjacency to the waterslides and lazy river, also helps to create a space for
older guests. There is an opportunity in this pool to close the features and
allow for deep-water swimming and play.
Features include:
• Depth: Approx. 12’0” – 13’0”
• 1-meter diving board
• 3-meter diving platform
• Climbing wall
Lap Pool – 2,200 s.f.
The lap pool is a multi-functional space that was designed and placed in
such a way that various activities could be accommodated throughout the
day. Open swim, lap swim, fitness, and swim lessons are all uses that
could easily be accommodated in the pool at various times. The placement
of the pool allows for its closure from the general public easily if
structured programs, such as swim lessons, will occur.
The pool and its placement also provide an opportunity for adults-only
swim time. With the separation of the lap pool from the more active
spaces, and its position towards the perimeter, the intent is that the space
could be quieter or more relaxed to accommodate use such as adults-only
time.
In order to create a more relaxed environment and to help support the
possible modified use schedule of the pool, there is an opportunity to
elevate the pool above grade, which would place it higher in elevation
from the rest of the pool space. With it elevated, a retaining wall would be
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created ahead of the lap pool, between the lap and lazy river pools. To
activate this space and create a fun and enhanced atmosphere, a treated
wall with a waterfall feature could be integrated into the retaining wall.
Although there is not a strong need for outdoor swim team competition
now, the layout is such that the lap pool could be expanded in the future
to add in lap space to expand to a 6-lane or 8-lane competition pool. Of
note, in order to accomplish this type of expansion, shade structures and
landscaping would need to be relocated. If swim team or other
competition swim program were to be interested, the 4-lane pool could
accommodate practice, however there are not starting blocks.
Features include:
• Depth: Approx. 3’6”/4’0” – 5’0”
• 4, 25-yard lap lanes
• Shade and seating
Additional Amenities
Comfort amenities are included throughout the facility, which increases
guests’ experience and are often requested as much as, or more than,
“fun” features. They also contribute to increased revenue through rental
opportunities and maximizing the amount of time guests can spend at the
facility because comfort needs are being met.
Features include:
• Deck space for seating and chairs
• Shade throughout the facility
• Concession area
• Universal/family changing rooms
• Rentable shade/cabanas for parties or special use
• Potential for additional amenities as the budget and site develop:
▪ Indoor rentable space
▪ Shared concessions with adjacent park space
▪ Opportunity for food truck integration
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Final Concept Plan
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Magnitudes of Costs
The table below demonstrates the opinion of a magnitude of cost for the
development of the project, which include capital costs, design costs, other
soft costs, and testing. Operational projections for expenditures, revenues,
and cost recovery are also provided.
It is anticipated that this project will not be in development for one to two
years (2025 - 2026). We developed costs in today’s dollars to begin and
added an inflation rate of 4% annually to account for the increase in costs
over time, which is listed as the Magnitude of Project Development Costs
in the table below. It is expected that costs will continue to go up every
year.
Opinion of Costs
Magnitude of Project Development Costs
(2026 bid)
$29.3 - $35.2 Million
Operating Budget
Expenditures $589,000 - $678,000
Revenues $471,000 - $644,000
Cost Recovery 80% - 95%+
A detailed cost worksheet for Opinion of Probable Cost for facility
development can be found in the Appendix. Further information on
operational projections can be found in the Business Plan section of this
report.
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4. Business Planning
Introduction
Planning for a new aquatic facility is multi-faceted, and successful and informed
planning includes both what it will take to build the facility and how it could
operate once the doors are open. This planning will help guide how guests can
utilize the pool and will demonstrate what it will take to meet operational goals
for cost recovery. This exercise is intended to be used for planning purposes;
details may change to meet needs at the time of development and operation.
The business plan is created utilizing historical operating data from benchmark
facilities of like character and industry best practices. The business plan includes
information for:
• Programs
• Hours and schedule
• Fees
• Revenues
• Expenditures
• Attendance
• Staffing
• Alternative Funding
Benchmarking
Benchmark facilities allow for the study of how comparable facilities operate.
The benchmarking exercise allows comparison between revenues, expenditures,
and attendance across facilities as available. It includes assessment of:
• City population
• Estimated water surface area
• Expenses & revenues
• Cost recovery
• Attendance
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To develop parameters for projecting operational performance for the new
aquatic center, up to nine benchmarked facilities were utilized to study the
areas noted above; outliers to the data were removed if they showed atypical
to other metrics and/or other facilities so as not to draw the average one way
or another.
Benchmarked facilities used to gather financial data and projections were
selected due to meeting at least one of the following criteria:
• Population size similar to Waukee
• Water surface area like the new aquatic center
• The character of the facility is like that of the new aquatic center, with
more modern features and amenities
Of note, there is a wide variation in how agencies track finances for aquatic
facilities, and at least one agency studied does not separate revenues,
expenses, and attendance from its second pool location; due to this, formulas
were implemented to best project metrics not made available.
The metrics found from this analysis are used as a guide to project operations
of the new aquatic center. Expenses and revenues are impacted by facility
size, and to account for this, expenses and revenues are broken down into
these categories:
• S.F. Ratio Amount of square footage of water surface per capita
• Expense Ratio Cost per square foot of water surface
• Revenue Ratio Revenue per square foot of water surface
• Cost Recovery Level to which revenue offset expenses
• Attendance Ratio Amount of usage per capita
S.F. Ratio Expense Ratio Revenue
Ratio
Cost Recovery Attendance
Ratio
Average of up to
9 Benchmarked
Facilities
.56 s.f. $27 / s.f. $24.51 / s.f. 95% 2.33
New Waukee
Aquatic Center
.65 s.f.
(Waukee)
.31
(WSD)
$26 - $30 / s.f. $22 - $26 / s.f. 80 – 95%+ 1.93 – 2.33
(Waukee)
1.24 – 2.33
(WSD)
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Programs
The Business Plan utilized some of the information included in Section 2 - Needs
Analysis – Program Development.
Hours and Schedule
The projected operating season for the new aquatic center is anticipated to be
Memorial Day to Labor Day. From approximately mid-August to Labor Day
there would be an adjusted schedule due to school going back in session.
Hours for the facility are broken down by day, as each day is slightly different.
The table below demonstrates projected schedules for known possible programs
and general open swim.
• Monday – Saturday: Open Swim Noon to 8:00 PM
• Sunday: Open Swim Noon to 6:00 PM
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Hours and Schedule
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Fees
Fees for memberships, daily admissions, and programs were all of interest to
community members during planning, and they set the tone for revenues and
cost recovery. Fees have not been formally set or adopted, and this exercise
serves only as a starting point for understanding what types of fees may be
charged and at what levels. These are not intended to be final or to imply these
are the exact fees to be assessed.
Fees are provided on the following page for all known activities, programs, and
general access to the facility. Fees are based on case study facility fees, including
facilities in the area, and are in-line for the size and character of the facility in
2024.
It is of note that fees change over time; as area facilities modify and increase their
fees, it will be a consideration to review and modify these fees at the time of
design and construction.
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Revenues
Revenues include fees collected for season passes, daily admission, rentals,
programs, concessions, and other methods. Based on benchmarked facilities, fees
and sales have been assessed to generate a revenue projection.
It is projected that the new aquatic center will bring in approximately $435,000 -
$644,000 in revenue annually.
A comparison of this projection to the benchmark facilities can be found in the
Benchmark section on pages 43-44. A detailed Revenue Projection can be found
in the Appendix.
Expenditures
Expenditures include ongoing costs that can be anticipated annually. That would
include personnel, utilities, chemicals, and contractual/commodities.
Expenditures often are more set than revenues, and therefore slightly less
variable.
It is projected that the new aquatic center will cost $545,000 - $678,000 in
expenditures annually.
The personnel line item is often the most expensive expenditure line item in the
budget, often up to 50% - 70% of total expenditures. In creating a Business Plan
for the new aquatic center, a detailed staff schedule was created to generate an
accurate expenditure for personnel. It is expected, however, that this line item is
conservative and staffing efficiencies will be considered for actual operation. The
staffing schedule can be found in the Appendix.
A comparison of this projection to the benchmark facilities can be found in the
Benchmark section on pages 43-44. A detailed Expenditure Projection can be
found in the Appendix.
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Cost Recovery
Cost recovery is the amount of revenue generated to offset expenditures. The
higher the cost recovery, the less will have to be used from another financial fund
to cover the gap, such as the city’s general fund.
Modern aquatic centers tend to have higher cost recovery levels than their
smaller, community pool peers because they offer more amenities and features
that are attractive to a wider audience, thus increasing utilization. These facilities
often have unique offerings, and guests do not often experience them. This
attracts guests from outside of the area in addition to community members who
currently travel elsewhere.
It is projected that the new aquatic center will have a cost recovery level between
80% - 95% in expenditures annually.
The key to cost recovery is to maximize revenues and reducing/keeping
expenditures down. Several key areas to plan for and monitor to increase cost
recovery levels are:
• Increase participation by offering programs and activities that are
revenue-generating. Programs and activities can help offset the costs for
general operation.
• Maintaining brand awareness and communication with the community.
• Monitor fees to ensure your fees are competitive in the area; if
neighboring facilities increase fees, it may indicate your fees need to be
evaluated.
• Closely monitor personnel expenditures, including day-to-day and hourly
schedules. This is the largest line item in the expenditure budget, and
close monitoring and maintaining staff efficiency is one of the most
effective ways to keep costs down. However, safety guidelines and
requirements should always be met.
• Reducing the number of days pool heaters are operating can reduce
operating expenditures; natural gas can get expensive.
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• Monitor discretionary spending in the contractual/commodities line items.
Researching costs for goods and services, and competitively bidding when
applicable, is another way to manage costs.
Occupancy and Attendance
Our design process will follow the applicable codes as they pertain to the City of
Waukee. At the time of this report, the City of Waukee follows the 2018
International Building Code (IBC) and the Iowa Department of Health code.
Based on the size of the swimming pool areas in the facility, using the Pool Code
under the Iowa Department of Health, it is estimated that the maximum
occupancy of the facility would be approximately 1,570. This does not take into
account deck and bathhouse spaces; however, due to the fixture count required
for an occupancy at this level, we would anticipate not maximizing occupancy
levels higher than this level. Rather, we would expect a reduction in occupancy
to best balance bathhouse size, fixture count, and budget.
If the City requires following the IBC, this patron count would require significant
numbers of water closets, lavatories, and showers. If the maximum occupancy
were to be reduced, the number of these units may be reduced to be more in line
with the budget and what we would expect for a facility of this type.
Based on benchmark facilities and the revenue projected, annual attendance is
expected to be in the 94,000 range, with an average daily attendance of
approximately 990 guests.
We have applied assumptions to convert a projected average of 990 visits per day
to peak attendance and traffic patterns. Our assumptions are based upon our
experience with other similar aquatic centers. The following includes our
assumptions and calculation of projected peak traffic.
• Most traffic will occur between noon and 3:00 p.m. We are assuming
3/4ths of the guests will arrive during this time.
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• We anticipate the 95th percentile attendance to be approximately 1.75 times
that average day at 1,733 visits in a day. There would likely be a day or
two each summer that exceeds the 95th percentile.
• If 3/4ths of guests arrive within the first three hours, we anticipate it could
equate to a peak of 866 guest occupancy within those three hours.
• The majority of those will arrive by car (either parking or being dropped
off). The remainder will walk or bike to the aquatic center. For this
exercise, we are assuming this to be minor.
• Assuming most guests arrive by car, we anticipate the result will be
approximately 347 cars arriving in a peak three-hour period for a busy
day. This assumes an average ratio of 2.5 guests per car for a peak arrival
of 866 guests.
Staffing
A preliminary staffing and lifeguard plan was developed on the Final Concept Plan.
The Lifeguard Plan is intended to be a sample only and not a final recommendation.
Lifeguard locations and zones of patron surveillance should be verified in person, at
low, medium, and high attendance times, along with at different times throughout
the day. Zones of coverage should be set and verified when the facility is operational
to account for facility specific considerations (e.g., glare, shadows, sun, etc.).
The new aquatic center is projected to utilize 25 to 33 staff at any given time. The
breakdown of positions on any given day includes:
• Pool Manager: 1
• Head/Lead Lifeguard: 1
• Lifeguards (on pool): 16 - 18
• Break/First Aid (Lifeguards): 5 - 7
• Admissions: 1 - 3
• Concessions: 1 - 3
The Lifeguard position will require the greatest number of staff, and due to that, a
breakdown was created for the total number of hours needed to be filled by
Lifeguards to understand the total number of Lifeguards that may need to be hired.
It is estimated that there will be approximately 15,665 hours to be filled by
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Lifeguards. At 20 hours per week per Lifeguard, the new aquatic center would need
to hire approximately 50 - 60 Lifeguards, and as many as 70 – 80 due to scheduling
conflicts and requested time off. Most frequently an agency will hire as many
lifeguards as possible, regardless of estimated hire count.
A Preliminary Lifeguard Placement Map and Detailed Staff Schedule can be found
in the Appendix, which demonstrates hours per day and number of staff at a time.
Alternative Funding
Alternative funding methods are revenue sources for the new aquatic center to
cover expenses and include options outside of being funded by a general fund or
other City budget.
Bond Sales
Further evaluation of exiting bonds and debt service will need to be conducted
further, however, this is an option for financing a new project.
Capital Campaign
A capital campaign is typically coordinated for capital improvements. This
study, and associated imagery and Business Plan, can be used to create a capital
campaign that solicits support from other alternative funding sources, such as
charitable contributions and sponsorships.
Charitable Contributions
Charitable contributions include gifts, endowments, trusts, donations, etc. At the
time of this report, no known charitable contributions were identified to assist in
funding operations or capital improvement.
Other options for charitable contributions are for the targeted donation for the
development of specific areas of the facility. Examples could include:
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Shade and Cabana Spaces
Donor Type: Multiple Donors
The shade and cabana spaces will be utilized daily by guests. These areas can
become donor-paid areas, where a donor would reimburse the city for the capital
costs of a shade or cabana structure and receive naming rights for that space,
including adequate signage. Packages for naming rights for capital
reimbursement could range from $8,000 for a smaller structure to $20,000 for the
larger structure.
Pools and Features
Donor Type: Multiple Donors
The pool spaces themselves, along with the larger features, are available to
receive donations for development. Any of the bodies of water could be
developed utilizing funding from outside resources, either during development
of the project or to add amenities later. Nice signage or placards could
accompany the sponsorship, along with naming rights.
Sponsorship costs for these areas may vary by amenity, but packages could
range from $20,000 - $50,000+. Possible options to sponsor would include:
• Splash pad play structure
• Inclusive features and/or amenities
• Waterslide(s)
• Waterfall feature at the lap pool
Applicable Grants
There are grant opportunities available for development of aquatic facilities.
Each program varies in the amount of funds available and where priorities rank
year-to-year, however, these have been known and viable opportunities for grant
funding.
• American Academy of Dermatology (AAD) Shade Structure Program
provides an opportunity to purchase permanent shade structures.
o Up to $8,000 for permanent shade structures
o Deadline to submit is December with award in March the following
year
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• Community Development Block Grant (CDBG) – to develop viable urban
community development needs, possible bathhouse opportunity (pool
ineligible)
• Land Water Conservation Fund (LWCF) – a federal program that matches
funds up to 50% for the development of outdoor recreation, including
swimming pools.
o The deadline to submit is in June with award in March of the
following year.
• The following grants are available for non-development purchases and are
available for funding for facility supplies.
o Association of Aquatic Professionals – lifejackets and swim lessons
o Pool & Hot Tub Alliance – helps promote pool safety
Partnerships
Partnerships are considered a method of alternative funding because there can be
a financial benefit when more than one agency or group cooperates to operate a
facility. The financial benefit can come through direct compensation or through
non-monetary support. At the time of this report, no known partnerships were
identified, however, several non-monetary partnership ideas are offered. Those
include:
• Work with neighboring communities without pools to market and offer
services to those residents, increasing use and revenues.
• Coordinate or combine pool usage with a surrounding community (ex.
offer memberships or agreement for Waukee residents to utilize a
neighboring community pool, and vice-versa).
• Offer a multi-jurisdiction pass, to allow non-residents to add the new
aquatic center onto their local pool pass at a reduced rate.
• Work with a local food establishment to offer unique or atypical
concession food out of the concession stand. This could also reduce the
resources needed to cook and prepare food, and the company would get
their name out to the guests via packaging, signage, advertisements, or
other incentives.
• Work with the YMCA on promoting and/or selling combination passes or
other cooperative agreements.
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Sponsorship
Sponsorships are like partnerships, with a major distinction that one party will
financially contribute to the other party for the exchange of promotional
advantages or other perks. Sponsorships can be used to support operations in a
variety of ways at varying levels of contribution, and often are renewable and/or
available annually.
Sponsorship packages could be sold per season, or in bulk for a multi-season
package that provides a discount. Additionally, sponsorships could be
structured in a tiered format, where there is a lower-end, cheaper tier to a higher-
end, more expensive tier that is more inclusive.
Inner Tubes
Sponsorship Type: Singular Sponsor
A business or businesses can reimburse the city’s purchase of inner tubes and
put their logo on the tubes. Day passes can be provided to hand out to family
members and friends as an additional incentive. This sponsorship could also be
combined with other types of sponsorships, such as Radio Advertising, due to
the capital costs of purchasing inner tubes. This could range from approximately
$7,000 - $10,000 in the first year, with a reduced rate in subsequent years.
A variation of this program would be that the city would purchase the tubes, and
a business would contribute a lump sum to have their logo put on them. Day
passes could also be provided as an incentive. This could range from
approximately $2,000 - $5,000 annually or bi-annually.
These options are thought to be either / or and would not be offered
concurrently.
Radio Advertising
Sponsorship Type: Multiple Sponsors
Utilizing a proprietary system for radio, such as Splash Radio as an example, is a
way to offer not only music, but also customized messages, PSA’s, advertisement
for facility programs and city events, along with advertisements for businesses.
Packages could range from $1,000 - $2,000 annually.
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Other Ideas
• Some aquatic facilities offer sponsorship packages that allow for signage
to be displayed prominently on fence lines of the facility (e.g., baseball
fields). Packages for this could range from $500 - $3,000 annually.
• Offer specific sponsorships for targeted programs, such as swim team or
swim lessons that would come with advertising mentions, website
presence, and/or a combination of other advertising methods. Packages
could range from $500 - $2,000 annually.
Marketing Strategy
Developing a plan for communicating and marketing a facility is an integral part
of generating revenue and attendance. Marketing the facility and offerings
inform, educate, and provides opportunities for users to prepare schedules,
purchases, and plans in both a preparatory and reactionary way. Well-timed and
strategically executed marketing techniques target the appropriate audience in a
way that captures attention, awareness, and ultimately revenue.
Most respondents to the online survey (80%) report that they utilize the City’s
Facebook page or other social media to receive information about services
offered by the City of Waukee, and 62% utilize the City’s website, followed by
45% receive information by word of mouth. This suggests that a well-planned
online approach is important to generate interest and use from community
members and should receive adequate resources to maintain their effectiveness.
Platforms for marketing include digital, printed, and word-of-mouth, each with a
strength and consideration to optimize their respective reach.
• Make the City’s website easy to use. Examples include:
o Update the website for the following season by December.
o List prices on the web page for passes and programs to reduce the
need for clicks.
o Create a program page that includes swimming lessons and aqua
fitness, but also all other programs available to make it easy to
understand what is available. It may also be a benefit to include a
separate rentals page that includes during and after-hours rentals
(e.g., birthday parties and pool rentals).
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o Include photos and video of the facility to increase interest and
showcase what fun can be had.
• Social strategy
o Have social media callout buttons on the main pool page to educate
on the platforms and what community members can expect from
them (e.g., if updates are made on social media and to follow those
accounts for up-to-date information for unplanned modifications to
the schedule).
o The City’s and Parks Recreation Department’s Facebook pages can
contain general facility information such as hiring, general hours,
season, season pass, and program information. Cross-promoting on
other city pages is also an option.
o Targeted advertising to certain groups of people who may be
interested in fitness swimming, pools, family, and outdoor
activities.
o Using an automated messaging system for alerts, weather
cancellations, and other announcements can be useful in
communicating with the community, including for open swim and
programs.
• Word-of-mouth
o Cross-marketing to other programs can increase the interest of
those people who are active and already participating in city
services.
o Focus on positive customer service and educating staff on the
facility and its offerings, particularly when it is new; this will help
build trust and confidence in the facility.
• Additional Opportunities
o Coupons, or perks, for early-bird or combination purchasing.
o Special events or admission discounts, for example on Father’s Day,
Independence Day, Labor Day, or for Parks and Recreation Month.
o School e-backpacks, bulletin boards, or paper distribution (if
permitted).
o Concessions is a high revenue area. To maximize revenue, a diverse
menu with pre-packaged and cooked items would add a benefit to
guests; particularly those who are staying for the day. Updated and
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attractive signage, for the concession stand and the displayed
menus, will help drive attention and interest in buying food and
drinks.
An example timeline is included to demonstrate when certain elements of
communication could occur throughout the year to maintain interest and
visibility of the facility. Key dates will be shown with short and acute time
frames, emphasizing the importance of the timing of completion.
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5. Recommendation
We believe there are specific goals to be considered for the future of outdoor swimming
in Waukee. Recommendations developed should create a solution for the community as
a whole, and three perspectives should be considered: public goals and needs, city goals
and needs, and industry trends/consultant experience.
Primary Goals
• Offer a modern and attractive aquatic center that offers fun amenities, flexible-
use spaces, and that can offer enjoyment to the maximum number of people.
• Offer an appropriately sized facility that will serve the Waukee community and
Waukee School District.
• A variety of programs and activities should be accommodated to serve varying
aquatic needs and interests.
• Keep costs for guests affordable.
• Maximize operational efficiency and financial sustainability.
Recommendation #1
The recommendation is to develop a modernized aquatic center with the right mix of
amenities to serve the immediate community and school district boundary.
This approach would best serve the community and meet the needs as identified
throughout public input and as seen in communities like Waukee. Offering a
comprehensive facility with a focus on leisure and family use will accommodate all the
anticipated aquatic programs and result in maximum efficiency for operational
performance.
Constructing a more inclusive facility would allow for more amenities to be constructed
at a larger scale, making the facility more attractive for higher attendance and revenue.
Similar facilities, such as Cascade Falls in Ankeny and unique features like at Lost
Island Waterpark in Waterloo (e.g., slides and wave pool), are examples of facilities that
offer the character and features representative of what is being recommended for
Waukee.
Recommended features include:
• Comfort and Support Amenities
o Bathhouse with universal/family changing areas and bathrooms
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o Shade areas
o Deck chairs and space for lounge seating/observation
o Rentable areas
o Concessions
o Adequate parking
• Pool Features
o Zero-depth/beach entry
o Sprays and toddler features/slide
o Shallow water (2 – 4 feet)
o Deep water (5+ feet)
o Lap lanes (for general community and program use, not for competition
swimming)
o Lazy river
o Large water slide(s)
o Diving board(s)
It will be important to accommodate a variety of programs without major service
interruptions of other groups or programs, which is feasible under this concept
approach. The separate lap pool area is an example of this, where it is located on the
periphery and has its own access point to control entry.
There is an additional consideration that a barrier (e.g., fence) is in place to separate the
leisure pool/kid’s area from the lazy river, deep pool, and lap pool area. This would
potentially allow for a reduction in the staff needed to operate the facility at the end of
the season when school is back in session. With this in place, there would be an
opportunity for only a portion of the facility, such as the leisure pool, to be open at
certain times, thus limiting the number of lifeguards needed.
Recommendation #2
The proposed aquatic center is anticipated to be located at Civic Campus, a currently
undeveloped piece of property that will be developed into park land in the future. The
aquatic center would be one amenity on the site amongst others, and thoughtful
integration of the site’s amenities is recommended. Continued coordination with all
appropriate team members to ensure that the site layout and plan will serve the needs
of the community is a task that will be ongoing after the acceptance of this specific
aquatic center plan.
Page 62 of 62
Additional considerations for Civic Campus may include:
• Utilization of parking for the proposed aquatic center and other site amenities
• Indoor space utilized for the aquatic center and other site purposes (e.g.,
concessions, indoor party space, restrooms)
• Visibility of the aquatic center from key roadways
Recommendation #3
Utilize the Business Plan and/or further develop the plan to ensure maximum use and
cost recovery potential. This would include offering a variety of activities and programs
that are of interest to different groups of guests, including different ages and abilities.
Regularly monitoring fees, detailed participation reports, and soliciting feedback from
users are all methods to study performance for the facility. This close attention allows
the facility to continue to offer what works but also to identify and adjust areas that are
not meeting goals.
Developing a staffing recruitment, training, and retention plan will assist in acquiring
and maintaining enough lifeguards to fully operate the facility. It is critical to the
success of the facility that it can be operated safely, and that amenities and features are
open.
Waukee, IA
New Outdoor Aquatic Center
2024 Expense Projections
Personnel Costs (excl. rentals & parties)$/Hour Hrs / Wk #Weeks Season
Pool Manager (Regular Season)20.00$ 56.50 12 13,560$
Pool Manager (School Season)20.00$ 31.50 2 1,260$
Head Lifeguard (Regular Season)17.00$ 74.00 12 15,096$
Head Lifeguard (School Season)17.00$ 14.00 2 476$
Lifeguard (Regular Season)15.00$ 1145.25 12 206,145$
Lifeguard (School Season)15.00$ 503.00 2 15,090$
Admissions (Regular Season)12.00$ 137.25 12 19,764$
Admissions (School Season)12.00$ 42.00 2 1,008$
Concessions (Regular Season)12.00$ 110.25 12 15,876$
Concessions (School Season)12.00$ 24.50 2 588$
Maintenance 24.00$ 19.00 14 6,384$
Instructors (swim lessons)16.00$ SEE CLASS WORKSHEET 14,016$
Instructors (aqua fitness)22.00$ SEE CLASS WORKSHEET 2,530$
Benefits (FICA, insurance, etc.) @ 12%37,415$
Sub-Total 349,208$
% of Total 57%
Utilities Monthly Season
Water SF Ave Depth Gallons GPM Duration $/gallon Total Cost
Fill Pool - Leisure Pool 7,100 2.5 133,125 0.009$ 1,198$
Fill Pool - Lazy River 11,500 3.5 301,875 0.009$ 2,717$
Fill Pool - Dive Pool 1,800 12.5 168,750 0.009$ 1,519$
Fill Pool - Lap Pool 2,200 4.5 74,250 0.009$ 668$
Backwash Filters 1,413 75 0.009$ 3,814$
Pool Make-up 22,600 0.0625 10,594 40 1,800 0.009$ 2,592$
Clean-up 20 900 0.009$ 648$
Dressing Room & Concessions 2 1000 1,800 0.009$ -$
Sewer charge: 80% of water @ $12.04 per 1000 gal 195,938 12.040$ 1,887$
Sub-Total 15,043$
Electrical hours/day kWh/day $/kWh Season
Recirculation Pumps 60 hp 24 1343 0.13$ 15,711$
Water Slide Pumps (5) 75 hp 9 629 0.13$ 7,364$
Water Features Pumps 30 hp 9 252 0.13$ 2,946$
Play Structure Pumps 0.13$ -$
Lazy River Pumps 100 hp 9 839 0.13$ 9,819$
UV 0 watts/hr 24 0 0.13$ -$
Pool Lighting 10000 watts/hr 4 40 0.13$ 468$
Parking Lot Lighting 10000 watts/hr 4 40 0.13$ 468$
Concession Equipment 5000 watts/hr 9 45 0.13$ 527$
Demand Charge -$
Sub-Total 37,303$
Natural Gas days 100 CF/day $/CF Total Cost
Pool Heater 5,000,000 BTU/hr 30 8,182 11.25$ 92$
Domestic Water Heater 500,000 BTU/hr 90 2,455 14.00$ 34$
Sub-Total 126$
9%
Chemicals lbs./day $/lb. Total Cost
Chlorine 175.00 4.00$ 63,000$
pH Adjustment 30 2.50$ 6,750$
Alkalinity/hardness Adjustment 0 1.20$ -$
Sub-Total 69,750$
% of Total 11%
General (Commodities and Contractural)Total Cost
Cleaning supplies 4,000$
Concessions 47,500$
Credit card fees 800$
Food (Staff)1,500$
Fuel/Milage 3,000$
Insurance 12,000$
Landscaping 8,000$
Licenses/certifications (Facility)1,500$
Licenses/certifications (Personel)10,000$
Lifeguard/medical equipment 3,000$
Maintenance (non-CIP)15,000$
Office supplies 2,000$
Printing/Postage/Promotion 1,500$
Program Equipment 3,000$
Technology (e.g., scheduling software, radio subscription, etc.) 5,000$
Telephone/internet 3,000$
Trash 4,000$
Training (non-seasonal)3,000$
Uniforms 8,000$
Miscellaneous 3,000$
Sub-Total 138,800$
% of Total 23%
Summary of Expenses Total Cost
Personnel Costs (excl. rentals & parties)349,208$
Utilities 52,472$
Chemicals 69,750$
General (Commodities and Contractural)138,800$
Total Expenses 610,230$
% of Total (all Utilities)
Waukee, IA
New Outdoor Aquatic Center
2024 Revenue Projections
Dates # of Days # of Weeks
Memorial Day to Mid August 84 12
Mid August to Labor Day 15 2
Total:99 14
Total (minus est. closure days): 95 14
Item Number # Days Proposed Fee Total
Season Passes
Individual 240 -- 100$ 24,000$
Senior (60+) / Military 40 -- 80$ 3,200$
Family or Household 370 -- 225$ 83,250$
Non-Resident: Individual 60 -- 155$ 9,300$
Non-Resident: Senior (60+) / Military 20 -- 124$ 2,480$
Non-Resident: Family or Household 90 -- 349$ 31,388$
Childcare Provider 20 -- 75$ 1,500$
Sub-Total 820 155,118$
% of Total 29%
Daily Passes Number # Days Fee Total
Child - 2 & Under 7,600 95 3$ 22,800$
Individual 16,625 95 10$ 166,250$
Senior (60+) / Military 1425 95 8$ 11,400$
10-Punch Pass 50 -- 80$ 4,000$
Sub-Total 25,700 204,450$
% of Total 38%
Rentals (Before/After Hours )Total # Per Rental
Rental: Full Facility 2 -- 1,625$ 3,250.00$
Rental: Kiddie Pool & Splashpad 3 -- 860$ 2,580.00$
5,830$
Rentals (During Hours)# Rentals Hours per Rental Per Hour
Shelter Rental (small) 4 2 25$ 200$
Shelter Rental (small) - Peak Time 72 35$ 490$
Shelter Rental (large) 3 2 35$ 210$
Shelter Rental (large) - Peak Time 52 50$ 500$
Shelter Rental (2.5 hr block) - lazy river 3 2.5 55$ 413$
Shelter Rental (2.5 hr block) - lazy river - Peak Time 3 2.5 75$ 563$
# Parties Hours per Rental Per Party
Pool Party (2.5 hr block) - small shelter 3 2.5 380$ 1,140$
Pool Party (2.5 hr block) - small shelter - Peak Time 6 2.5 410$ 2,460$
Pool Party (2.5 hr block) - large shelter 2 2.5 505$ 1,010$
Pool Party (2.5 hr block) - large shelter - Peak Time 5 2.5 545$ 2,725$
Sub-Total 15,540$
% of Total 3%
# Days Avg. Per Day
Concessions 95 1,000$ 95,000$
% of Total 18%
Classes & Programs # of Participants Fee
Baby Pool 864 --3$ 2,592$
Lap Swim 336 --3$ 1,008$
Swim/Dive Lessons 713 -- 65$ 46,332$
Non-Resident: Swim/Dive Lessons 79 -- 101$ 7,979$
Private Swim Lessons (half hour) 192 -- 26$ 4,992$
Aqua Fitness - Session 230 -- 24$ 5,520$
Aqua Fitness - Drop-In 50 -- 8$ 400$
Sub-Total 68,823$
% of Total 13%
Total Revenues 538,931$
Opinion of Cost Spreadsheet Waters Edge Aquatic Design
Waukee Aquatic Center
6/4/2024
Pool Structures & Deck Unit Qty Total Cost
*Includes construction of swimming pools and treatment systems.
Splashpad sf 3,000 600,000$
Leisure pool sf 7,100 3,372,500$
Lazy River sf 11,500 5,462,500$
Deep Water Pool sf 1,800 810,000$
Lap pool (4 lanes)sf 2,200 990,000$
New pool deck sf 74,200 742,000$
Pool Building(s)Unit Qty Total Cost
New admission and restrooms building sf 6,102 2,135,700$
New pool mechanical & chemical building sf 3,164 949,200$
Pool Amenities Unit Qty Total Cost
Spray features ls 1 75,000$
Play Structure ea 1 280,000$
Basketball goal ea 1 5,000$
Water slide - toddler slide ea 1 30,000$
Water slide(s) - intermediate ea 3 303,000$
Water slide(s) - open body ea 1 277,800$
Water slide(s) - tube ea 1 303,000$
Diving board (1-meter springboard)ea 2 60,000$
Diving platform (3-meter springboard)ea 1 100,000$
Climbing wall ea 1 65,000$
Pool heater ea 1 175,000$
ADA lift ea 3 24,000$
Lazy river bridge (ADA)ls 1 187,500$
Lazy river bridge (stairs)ls 1 125,000$
Lazy river pump and piping ls 1 30,000$
Lap pool elevated lap pool cy 926 92,600$
Waterfall feature ls 1 75,000$
Water features piping, pumps, pits 25% of features 336,000$
Shade Unit Qty Total Cost
Square (15')ea 18 153,000$
Square (35') - concessions ea 1 15,000$
Hexagon (30') - rentable areas at lazy river ea 2 20,000$
Lazy river shade (15')ea 4 36,000$
Rectangle (20'x12') - tube storage ea 3 36,000$
Trellis structure (60'x10', 70'x6')ea 2 40,000$
Sails (various sizes)ea 3 66,000$
Electrical Unit Qty Total Cost
*Includes pool area and pool equipment electrical.
Pool area and equipment sf 25,600 640,000$
Sound system ls 1 40,000$
Pool security lights ls 1 75,000$
Pool overhead lights (for night swimming)ea 30 300,000$
Parking lot lighting (per overhead lights)ea 10 100,000$
Site Unit Qty Total Cost
Excavation cy 9,956 298,700$
Pool subgrade/grading cy 3,556 284,400$
Grass deck sf 46,700 186,800$
Sodding ls 1 50,000$
Post and rope (waterslide)lf 986 59,200$
Rock (waterslide)sf 6,800 27,200$
Parking sf 150,000 1,350,000$
Landscape/hardscape sf 4,000 48,000$
Fencing and gates lf 1,527 91,600$
Utilities ls 1 75,000$
Misc. electrical ls 1 50,000$
Pool Structures 11,977,000$
Pool Building 3,084,900$
Pool Amenities 2,543,900$
Shade 366,000$
Electrical 1,155,000$
Site Costs 2,520,900$
Mobilization 150,000$
General Conditions (8%)1,731,800$
Construction Subtotal 23,529,500$
Contractor O&P (10%)2,353,000$
Total Construction Subtotal 25,882,500$
Contingency (10%)2,588,300$
Soft Costs (10%)2,588,300$
Project Subtotal 31,059,100$
2025 Bid 32,301,360$
Total Construction Subtotal 26,917,800$
Contingency + Soft Costs (20%)5,383,560$
2026 Bid 33,593,414$
Total Construction Subtotal 27,994,512$
Contingency + Soft Costs (20%)5,598,902$
Note: These costs are opinions only and cannot guarantee costs submitted during bidding.
Waukee Pool Concept
Bathhouse/ Admin/ Concessions
Leisure Pool
Intermediate Kid Slides
Splash Pad
Toddler Slide
Water Features
Zero Depth Area
ADA Lift
Lazy River
1
2
3
13
14
17
4
5
6
7
8
9
10
11
12
15
16
Concessions Area
18
19
20
21
22
ADA Accessible Play Structure
Filter Area
22
23
24
25
Elevated Water Feature
Bathhouse/ Admin/ Concessions
Leisure Pool
Intermediate Kid Slides
Deep Water Pool
Tube Storage
Splash Pad
Toddler Slide
Water Features
Zero Depth Area
ADA Lift
Lazy River
Lazy River Bridge
Slide Complex
Plunge Area
1
2
3
13
14
17
4
5
6
7
8
9
10
11
12
15
Shade Structure
16
Concessions Area
18
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20
21
Rentable Seating Area
Lap Pool
1M Diving
3M Platform Diving
Climbing Wall
Grass Deck Area S.F.
S.F.Concrete Deck Area
S.F.
S.F.
S.F.
L.F.
S.F.
Lazy River Length
Rockscape Area S.F.
Landscaping Area S.F.
Splashpad Area S.F.
7,100
Lazy River
Total Water Surface Area
Deep Water Pool
Leisure Pool
S.F.Lap Pool
11,500
2,200
1,800
22,600
74,200
802
12,700
6,800
4,000
3,000
N
Waukee, IA 06/05/2024
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