Council PKT 04-04-2006 Special
AGENDA
FEDERAL WAY CITY COUNCIL
Council Chambers - City Hall
April 4, 2006
Special Meeting
5:00 PM
(www.cityofJederalway.com)
******
I. CALL MEETING TO ORDER
II. COMMUNITY CENTER BUSINESS PLAN
Overview of Plan
Operating Budget
Employee Use of Facilities/Discount
Next Steps
III. ADJOURNMENT
CITY OF FEDERAL WAY
COMMUNITY CENTER BUSINESS PLAN - UPDATED
MARCH 25, 2006
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ACKNO~EDGEMENTS
CITY COUNCIL
Michael Park, Mayor Eric Faison, Councilmember
Linda Kochmar, Deputy Mayor Jim Ferrell, Council member
Jeanne Burbidge, Councilmember Dean McColgan, Councilmember
Jack Dovey, Councilmember
COMMUNITY CENTER ADVISORY GROUP
Parks & Recreation Commission C.T. Purdom, Resident, Commissioner
Arts Commission Donna Welch, Resident, Commissioner
Youth Commission Lindsay Newport, Resident, Chair
Planning Commission David Osaki, Resident, Commissioner
DiversitJ} Commission Ron Walker, Resident, Commissioner
Human SenJices Commission Julie Grant, Resident, Chair
Lodging Tax Committee Mike Dunwiddie, KC Aquatics Manager
Chamber of Commerce Mike Harris, Vice President Branch Manager Columbia Bank
Senior Representatives Harry Schreiber, Director, Federal Way Senior Center
Doo Bang Kim, Sr. Korean Services
Roger Simmons, Resident, Recently Retired, Volunteer
Senior Retirement Living Representative Donna Williams, Resident, Bellmore Retirement Community
Youth Athletics Representative Jeff Loats, Resident, Youth Sports Activist
Facility Manager (Maintenance) Mark Funkhouser, Weyerhaeuser Corp., Manager, Occupation
Health, Safety, Environmental Ser
School District Representative Diane Turner, Director, Community Relations
Instructor Representative Patrick Haas, RCS Fitness Instructor
Parent User/participant Charlene Harlje, Resident, RCS Participant-Fitness
Jan Owen, Resident, RCS Participant
Aquatics Representative Mike Anderson, Resident, Community Pool Activist
Adult A thletics Representative Bob Houston, Resident, Recreation Manager-Des Moines
CITY OF FEDERAL WAY PROJECT TEAM
Derek Matheson, Interim City Manager
Donna Hanson, Director
Betty Sanders, Park Planning and Development Coordinator
Mary Faber, Recreation Superintendent
CONSULTANTS
Bruce Flynn, President, Barker Rinker Seacat Architecture
Keith Hayes, Principal, Barker Rinker Seacat Architecture
Richard Murakami, Principal, Arai/Jackson Architects and Planners
Richard Scott, Vice President, Water Technology
Jill Krantz, Principal, GreenPlay, LLC
For more infonnation about this document, contact Barker Rinker Smeat Architecture at:
2300 15th Street, Suite 100, Denver, CO 80202
(303) 455-1366
T ABLE of CONTENTS
1. EXE CUTIVE SUMMARy..... .... .......... ..... ............. ........... .............. ........... ..... ......................... .............. 1
A. Overview... ................................... .................................................................................................. 1
B. Pu blic Process and Staff Inpu t.............................................................................. ....................... 1
C. Market Analysis......................... .................................................................... ..................... .......... 2
D. Facility Components............ ...... ........................................... ........................................................ 2
E. Opera tional Budget Planning ....................... ............................................................................... 2
2. INTR 0 D U CTI ON. ............. ........... .... ..... ............ ..... ......... ..... ....... ............. .......... ............ ............. ......... 7
A. The Tasks............... ........... .............................................................................................................. 7
B. Project Approach.......................... ............................ .................................................... ................. 7
C. C . P .. . 7
ommunl ty articlpa bon............ ......................................................... ...... .................................
3. BACK G ROUND INFO RMA TI 0 N ............ ......................... ...... ...... .................... ....................... ........ 9
A. The Overall Planning Context.................................................... ................... .............................. 9
4. MARKET ANAL YSIS (T ASK A) ...................................................................................................... 13
A. Community Profile/Demographic Study ...................................... ......................... ................ 13
B. Community Center Support............................................ .................................................... ...... 15
C. Review of Existing Department Organization and Relationship to a New
Communi ty Center................................................. ......................................... ....... ............ ........ 18
D. Al terna tive Providers of Recrea tion Services........ .......................... ...... ......... ......................... 21
E. Compara ble Fees................ ........... ......................................... ................................ ..................... 22
5. FACILITY COMPONENTS (TASK B) ............................................................................................ 25
A. Related to Programmatic Goals and Objectives ..................................................................... 25
B. Related to Functional Goals and Objectives............................................................................32
C. Related to Financial Goals and Objectives .............................................................................. 33
D. Space and Program Components Options .............................................................................. 35
6. OPERATION AL BUDGET PLANNING (TASK C) ..................................................................... 40
A. Parks, Recreation and Cultural Services Department Budget.............................................. 40
B. Recommendations for Financial Planning .............................................................................. 40
C. Community Center Operating Budget ....................................................................................41
APPENDIX A: FACILITY COMPONENTS SUPPORT MATRIX .........................................................1
APPENDIX B: FEDERAL WAY CITIZEN SURVEY RESULTS ......................................................... IV
APPENDIX C: NATIONAL SPORTING GOODS ASSOCIATION SURVEY.............................XIII
APPENDIX D: SURVEY OF MICHIGAN PARKS AND RECREATION DEPARTMENTS .....XVI
APPENDIX E: NATIONAL ENDOWMENT FOR THE ARTS...........................................................XX
APPENDIX F: TRENDS IN PARKS AND RECREATION ............................................................ XXIII
APPENDIX G: AL TERNA TIVE PROVIDERS .............................................................................. XXVIII
APPENDIX H: GENERAL OVERVIEW OF COMMUNITY CENTER POSITION
RESPO N SIBILITIES ........................................................................................................................... XXXVII
APPENDIX I: PROJECTED OPERATING BUDGET........................................................................... XL
APPEND IX J: ST AFFIN G PLAN .............................................................................................................XLI
APPENDIX K: WASHINGTON STATE TAX ASSESSMENT ........................................................ XLII
LIST of TABLES
Table 1: Projected Year One Community Center Operating Budget (Blended Average) .............. 4
Table 2: Facility Component Support Matrix .....................................................................................17
Table 3: Parks, Recreation and Cultural Services Department Organizational Chart.................. 19
Table 4: Actual Enrollments in Recreation and Cultural Services Operations Division Programs
............................................................................................................................................................21
Table 5: Fees - Comparable Fitness and Aquatic Facilities (as of 2006) .......................................... 22
Table 6: Fees - Comparable Large Meeting Spaces (as of 2003) .......................................................23
Table 7: Current Recreation and Cultural Services Operations Division Pricing Guidelines .....29
Table 8: Facility and Program Access Based on Fees ........................................................................ 34
Table 9: Recommended Fee Schedule - Facility Usage.....................................................................46
Table 10: Recommended Fee Schedule - Rentals...............................................................................46
Table 11: Projected Year One Operating Budget (Blended Average) .............................................51
Table 12: Facility Component Support Matrix .................................................................................... iii
Table 13: National Recreation Participation in 2002: Top Ten Activities Ranked by Total
Partici pa tion .. ...................... ............................................................................... ... ........... ............... xiv
Table 14: National Recreation Participation of Women in Selected Sports: Comparison 2002 vs.
1997................... ............................................................................................................................. .... xv
Table 15: Program Trend Values (Write-in Activities) ...................................................................xviii
Table 16: Top 20 Special Events ........................................................................................................... xix
Table 17: Rates of Participation in Leisure Activities: 1997 ........................................................... xxii
Table 18: Recreation Activities for Adults 55 and Older Based on Frequent Participation in 2002
..........................................................................................................................................................xxv
Table 19: Meeting Spaces Matrix ...................................................................................................... xxxv
LIST of FIGURES
Figure 1: Population Breakdown....................................................................... ............. ............... ....... 14
Figure 2: Popula tion Comparisons................................ .... .................................................................. 15
Figure 3: The Set of Marketing Activities............................................................................................27
Figure 4: Product Lifecycle............... ....... ............... ........................................................................ ....... 28
Figure 5: Pricing Pyramid.................................... ....... ................................................................... ........ 30
Figure 6: Organiza tional Chart.................................................. ................................................ ....... .... 49
Figure 7: Residency within Federal Way .............................................................................................. v
Figure 8: Zip Code within Federal Way ................................................................................................ v
Figure 9: Number in Household......... ........................................................ .......... ............... .......... ........ vi
Figure 10: Current Use of Indoor FaciIities.......................................................................................... vi
Figure 11: Satisfaction with Existing Indoor Facilities ...................................................................... vii
Figure 12: Importance of Potential Facility Features ........................................................................ viii
Figure 13: Five Features Most Likely to Use......................................................................................... ix
Figure 14: Importance of Providing Facilities for Various Groups ................................................... x
Figure 15: Anticipated Usage.......................... ....................................................................................... xi
Figure 16: Daily and Pass Purchases..................................................................................................... xi
Figure 17: Support for Partnerships and Sponsorships .................................................................... xii
Figure 18: MRPA/CMU Survey Trend Value -Increasing Participation (Fixed List)...............xvii
Figure 19: MRPA/CMU Trend Value -Increasing and Decreasing Participation (Fixed List)
................................................................................................... ...................................................... xviii
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CITY OF FEDERAL WAY
COMMUNITY CENTER BUSINESS PLAN
EXECUTIVE SUMMARY
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1. EXECUTIVE SUMMARY
A. Overview
Incorporated in 1990, the City of Federal Way has grown from a community of 67,000 to
today's 83,800. The existing community center, acquired in 1993, was designated as a
temporary facility, and it has long outgrown its capacity. In late 2002, the city agreed to
assume the responsibility of operating the community pool built by King County in 1971.
The Kenneth Jones Pool lacks many desired functionalities and operated under deep
subsidy under King County. During the 2003 capital facility planning process, the City
Council enacted an additional 1 % utility tax to finance the building and operation of a new
community center with pool to replace the existing facilities.
GreenPlay, LLC, in partnership with Barker Rinker Seacat Architecture, and AraiIJackson
Architects were selected as a team to perform facility design and planning. Under the
partnership, GreenPlay is responsible for the development of a business plan for the
proposed facility, including market demand analysis, facility programming, and operational
budget. To do so, Green Play researched the business plan related to building and
operating a community center in Federal Way. Critical steps in this process included
gathering public input, analyzing existing related planning efforts, conducting a market
analysis, identifying the facility components and estimated costs, and developing an
operational budget plan.
As this project moved into the construction phase, and nears opening, this Business Plan has
been updated to reflect more current information. Applicable research from the original
2003 Business Plan is incorporated as appropriate.
B. Public Process and Staff Input
Understanding the needs of the citizens and providing an opportunity for public
discussions was integral to the planning and design process. Beginning in May 2003, input
was gathered through several focus groups, community meetings, and monthly Community
Center Advisory Committee meetings. The formats of these meetings included
prioritization activities, design Charrettes, and open houses.
During the planning process, Recreation Division staff also had the opportunity to
participate in several discussions with the project team. Additional one-on-one input was
gathered from coordinators on numerous occasions as well. Several members of the
Recreation Division staff also participated in the public meetings and attended both the
Advisory Committee and City Council meetings.
City Council, representing citizen views, was also highly involved in the process and
decision-making. Several study sessions were held to provide Council with background on
the process and project. Moreover, six members of the Council, the City Manager, and
Chairman of the Advisory Committee toured five community centers in Colorado to
develop a more thorough understanding of the project.
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page 1
C. Market Analysis
Based on the market analysis, there is a need for an indoor community recreation facility
that serves a broad population, and offers a wide variety of activities. Virtually no facilities
with this make-up of program components exist within the immediate 10-mile service area
of Federal Way. While there are a limited number of private fitness clubs and meeting
venues within the service area, the Federal Way facility is designed to appeal to the broad
population as well as the event market with this facility performing as the "heart" of the
community.
The primary service area consists of the population within radii of 5-miles (186,675 persons)
and 10-miles (573,828 persons), which is adequate to support a community center with the
identified components. The secondary 20-mile radius service area for this type of facility
could extend to south Seattle including a population of 1,616,770.
As noted, indoor recreational programming through public, non-profit, and private entities
is currently limited in Federal Way, and the demand for the types of activities that could be
made available at a community center are growing.
D. Facility Components
A facility consisting of blended program components that match citizen desires, while also
balancing revenue-producing components, is essential to the success of this community
center. The preliminary models developed included two program options - a 65,100 square
feet (s.f.) facility that is similar to the facilities in various Colorado communities, and a
larger 83,000 square feet facility that is believed to be more adequate to meet the
community's need in the next 10-15 years.
The proposed facility is comprised of building and support spaces, administration spaces;
classrooms for recreation activities and rentals; birthday party room; pre-school space;
climbing wall; gymnasiums; aquatics areas including both lap and leisure pools; locker
rooms; child care; community multi-purpose rooms that can be divided into smaller spaces;
and an outdoor space including a natural amphitheater.
The estimated construction cost, including site development and soft costs, for the 72,000 s.f.
facility is approximately $20.5 million. This updated business plan is based on this facility
size and programming mix.
E. Operational Budget Planning
Building and operating the proposed community center will dramatically change the nature
of the existing Parks, Recreation and Cultural Services Department (PRCS), and significantly
affect its staffing and budget. The business plan identified an increase of approximately
eight new full time positions, $1.8 million more in annual expenditures, and $1.6 million in
additional annual revenues. In addition, operation of a community center of this nature will
bring the Department and City a higher level of public interaction and exposure.
A relatively high level of customer service is specified for this operation, which translates to
expenditures for staff, supplies, services, and capital replacement. This level of service is
advised to help ensure that not only are citizens interested in and excited about using the
.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 2
facility, but that they return numerous times. These same guests will be advocates of the
Center supporting it with praise to friends, acquaintances, and elected officials. In the long
run, the quality of the guest experience is heavily impacted by not only the program
components, but also the atmosphere created by staff.
In developing the operational plan for the center, the goal of the Business Plan is for the new
community center to stay within the 1 % utility tax enacted for the purpose with no
additional burden on General Fund. Additionally, the City will look at the opportunity to
provide programs and services that would result in greater earned revenues and potentially
increase the divisions overall cost recovery. By increasing the cost recovery for the entire
Division and developing and operating the Center with an entrepreneurial approach, the
City could maximize the amount available for funding the capital costs of the facility.
With the fixed subsidy level, the goal for this facility is a sustainable program, operations,
maintenance, and capital replacement within the corresponding budget. It is imperative to
maintain the City subsidy at a constant level adjusted yearly only by inflation; therefore, the
fee schedules for the center and programs will need to be adjusted annually.
As the following table indicates, the addition of the facility operational budget into the
current Recreation and Cultural Services budget will require the additional subsidy of
slightly under $290,000, including replacement reserve of $120,000. This budget reflects a
blended average calculated in 2006 dollars of approximately the first three to four years of
operation with moderate estimates of both revenue and expenditures. It is anticipated that
revenue during the near-term operating years may exceed these projections.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 3
J
Table 1: Projected Year One Community Center Operating Budget (Blended Average)
Total
"'iP0,)i!!lIIJfWl\lil"NS;'I)i!W-!"%"l\Ii~<l!.1w~-~'f",%wlJj;&gg_r%o/WWI%f6lliW';"I'iIlR'wnt!lP%/fIm'%rmt'!_w.!\_?,).~'t$289j82W9)
,\;M;"II"_ii;;)lt\'iIl1.4i~ig$~,,'f!I$~,A,mrI?R,,.t~fitlg,~iC,EIJlJ!JJll:"fi!,~~,*,,~J,. ..llt;. .~0i:0\I!l!%!);! .Aiiti;HMi\0Jffik", ""i+W",.. ,,;,w. !,%(,'~
I
!',.. .m' ... ...",.,",. .......'. ... ...,,', ,i,m.' ..."", .,1
I Note: It is recommended that annual re\enue exceeding the allocated subsidy ($319,000 in 2006) !
Lb~,plC3c;einC3I1...C3ccount forftJl1~iI19ftJtuE~,c;C3pital r~plac;~ITl~l1t I
.... -,..~
It is critical to note that this budget is for facility operations only, and does not include
existing programs or new activities that might be offered by Recreation and Cultural
Services. Furthermore, this budget consists of a blended average calculated in 2006 dollars
of approximately the first three to four years of operation with moderate estimates of both
revenue and expenditures. It is anticipated that revenue during the near-term operating
years may exceed these projections. It is recommended that annual revenue exceeding the
allocated subsidy level ($319,000 in 2006) be placed in a reserve account for funding future
capital replacement needs. Additionally, this operating budget does not include
maintenance of exterior spaces surrounding the facility.
The organizational chart, Figure 6, provides an overview of the facility staffing plan. New
benefited positions include the Community Center Supervisor, Fitness/ Athletics
Coordinator, Facility Services Coordinator, Head Lifeguard, two Office Tech IIs, two part-
time Building Supervisors, and two Custodians. The management and operations
responsibilities of several existing full-time staff will be modified to reflect new and/ or
additional roles at the center. A number of part-time, non-benefited positions have also
been added or expanded including Lifeguards, WSI Swim Instructors, Fitness Instructors,
Clerks, Child Care Attendants, and Custodians. Fitness Trainers will be contracted through
the City, and will provide fitness orientations and personal training by appointment.
Upon review of the staffing plan and completion of a job study of the new positions by the
City of Federal Way Human Resources Department, salary expenditure adjustments may be
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 4
needed. If significant changes to staffing expenditures are required, the operating budget
will need to be reviewed and possibly modified to accommodate the revisions.
It is also recommended that a staffing analysis be completed after the first twelve to 18
months of operation in order to adapt to the unique community needs of Federal Way.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 5
CITY OF FEDERAL WAY
COMMUNITY CENTER BUSINESS PLAN
INTRODUCTION
THE TASK
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
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2. INTRODUCTION
The City of Federal Way is the 7th largest community in Washington, incorporated in February
1990, and covers 21.5 square miles.
Barker Rinker Seacat Architecture in conjunction with Arai/Jackson Architects and Planners,
Water Technology and GreenPlay, LLC, developed the Communil1J Center Design and Plan.
Additional documents and materials regarding the site selection, planning, design, project
mission, were provided by the architect team at various stages of the project.
The work contained in this updated Business Plan focuses on the following three tasks
developed in concurrence with the architectural analysis and design related to the facility
program components and projected construction costs.
A. The Tasks
Task A: Market and Demand Analysis
. Provide a Market and Demand Analysis based on stakeholder interviews,
community meetings, internet survey, inventory of alternative providers, and
comparisons with similar communities.
Task B: Facility Components
. Provide an overview of the program components for the two key facility options.
Task C: Operational Budget Planning
. Based on the market and demand analysis, facility program components, various
comparable models, and operating assumptions specific to Federal Way, develop a
detailed year one operating budget with projections for future revenue and
expendi tures.
B. Project Approach
GreenPlay consultants reviewed existing information related to the City and the Parks,
Recreation and Cultural Services Department. The process included meeting with Jennifer
Schroder, Parks, Recreation and Cultural Services Director, Betty Sanders, Park Planning
and Development Coordinator, Mary Faber, Recreation and Cultural Services
Superintendent, other Federal Way Recreation and Cultural Services Division staff, and
touring the City facilities including the Dumas Bay Centre, Klahanee Lake Community
Center, and various similar facilities in nearby communities.
C. Community Participation
Community input, analyzed in creating the framework for this report, consisted of the
following elements:
. Focus groups,
. Community meetings,
. Design Charrette,
. Informal citizen survey administered on the City's web site,
. Staff discussions, and
. Advisory Group meetings.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
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CITY OF FEDERAL WAY
COMMUNITY CENTER FEASIBILITY
BACKGROUND INFORMATION
WHY A COMMUNITY CENTER?
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
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3. BACKGROUND INFORM A TION
A. The Overall Planning Context
Developing an understanding of community needs and desires was accomplished through
the previously described public processes. Various existing planning documents were
reviewed in developing this feasibility study, and summarized below are the significant
points learned through these planning efforts.
1. City of Federal Way Vision and Mission
Planning and designing a community center aligns with the current City vision and
mission.
Vision: Federal Way is a safe, attractive community known for its cultural diversity,
vibrant parks and strong neighborhoods and business centers.
Mission: The City of Federal Way is responsive, innovative and fiscally responsible in
delivering quality services, promoting economic development, improving infrastructure
and managing growth.
2. Parks, Recreation and Cultural Seroices (PRCS) Department Mission
The Departmental vision and goals provide a foundation for understanding where
efforts should be concentrated, and relate to the development of a community center.
The Mission of the Parks, Recreation and Cultural Services Department is to
build a better community through the provision and stewardship of parks, and
programs that enrich the lives of our citizens.
3. Parks, Recreation and Cultural Seroices (PRCS) Department Goals
The goals expressed in the Parks, Recreation and Open Space Comprehensive Plan (2000),
guide and facilitate the implementation of the Department Mission.
. Operate the Parks, Recreation and Cultural Services Department in a fiscally
responsible and creative manner.
. Protect and enhance parks, recreation sites, and public green spaces.
. Provide well-designed, developed, and maintained parks and recreation facilities
that offer leisure opportunities for citizens of all ages and interests.
. Encourage citizen involvement in the park and recreation planning process.
. Promote the philosophy that investing in the city's unique and diverse
recreational opportunities and natural resources will realize outstanding returns
for the quality and prosperity of urban life.
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
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4. Parks, Recreation and Cultural Services (PRCS) Department Overview
PRCS strives to:
. Provide cost-effective quality recreation and cultural programs and services to
meet the needs of all ages, interests and special needs;
. Provide a high quality of maintenance for all park areas and facilities;
. Plan and implement ongoing acquisition and development of parks to meet a
service level goal of 10.9 acres/l,OOO population;
. Promote ongoing public involvement through commissions, volunteers, public
hearings and surveys; and
. Manage the maintenance and operation of the City Hall and Municipal Court
facilities.
The Parks, Recreation and Cultural Services Department consist of three divisions:
Administration, Maintenance Operations, and Recreation and Cultural Services, which
also administers the Dumas Bay Centre (an enterprise operation), and the Knutzen
Family Theatre.
5. Federal Way Comprehensive Plan 2002
In updating the Comprehensive Plan, the City identified facilities to help deliver services
more efficiently and adjust to the changing demographics of Federal Way. Projected
needs were also identified including a senior center and community center slated for
2006.
A "larger, multi-purpose facility" would better meet the needs of the community and
accommodate increased participation in recreational programs. Furthermore, the plan
identified the benefits of such a center as "attracting a large customer base, and
projecting community pride and quality of life images that distinguish them from
surrounding communities." Additional rationalization for a new facility relate to the
limited parking and facility size of Klahanee which "restrain the nature and type of uses
possible."
Within the Comprehensive Plan, the need to increase the City's "focus on providing
facilities and services geared to the needs and interests" of the aging "baby boomer"
population was recognized. Rather than renovating the existing Klahanee facility,
interest was expressed in developing a "larger, more accessible senior center that could
be developed as part of a future community center or other public facility(s)."
6. Parks, Recreation and Open Space Comprehensive Plan 2000
Further support for a new community/recreation center was expressed by respondents
to the 1999 Parks and Recreation Survey that was conducted as part of the
comprehensive planning process.
City of Federal Way Parks, Recreation and Cultural Services Deparbnent Community Center Business Plan
Page 10
The survey, conducted in 1999 as part of the Comprehensive Plan, indicated that a new
community / recreation center was the most important facility or recreation program
needed.1 The Comprehensive Plan analysis also indicated a shortage of gym space in
Federal Way. Based on the recommended National Parks and Recreation Association
(NRP A) standard, three additional gyms were needed in 2000, and 24 additional gyms
by 2010.2
] Comprehellsive Parks, Recreation and Opell Space Plall, City of Federal Way, R.W. Thorpe & Associates, Inc., &
Jon Jainga, Parks Planning and Development Manger, 2000, p. IV - 2.
2 Ibid. Page IV - 14.
City of Federal Way Parks, Recreation and Cultural Services Department ConmlUnity Center Business Plan
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CITY OF FEDERAL WAY
COMMUNITY CENTER FEASIBILITY
MARKET ANALYSIS
UNDERSTANDING OUR NEEDS
City of Federal Way Parks, Recreation and Cultural Services Department Conununity Center Business Plan
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4. MARKET ANALYSIS (TASK A)
A. Community ProfilejDemographic Study
1. Service Area and Population
The primary service area for a community center in Federal Way encompasses the entire
community of approximately 83,500, with 186,000 people living within a 5 mile radius or
approximately 10 to 15 minutes travel time. The CitJ} of Federal Way Market Analysis and
Growth Allocation (2000) indicated that the community is expected to grow by about
20,000 people between 2000 and 2020, with the commercial sector increasing by
approximately 8,200 jobs.3 The 2010 population is projected to reach 93,431, and by 2020
it will reach 108,547 (assuming no major annexations during this time period).
The extended primary service area consists of the population within a radius of 10-miles
(573,828 persons), which is adequate to support community center with the identified
components. The secondary service area for this type of facility could extend to a 15 and
20-mile radius which includes populations of 1,616,770.
2. Population, Age Ranges, Family Infonnation
a. Age Distribution
In order to separate the population into age-sensitive user groups, and retain the
ability to identify future age-sensitive trends, the following age categories are
utilized based on the 2000 U.s. Census (see figure below).
. Under 5 years (7$1.)) - This group represents users of preschool and tot
recreation programs and facilities. These individuals make up the future
users of youth recreation programs.
. 5 to 14 years (16.1%) - This group represents current youth program
partici pan ts.
. 15 to 24 years (14.2 %) - This group represents teen/young adult program
participants moving out of the youth recreation programs and into adult
programs.
. 25 years to 34 years (15.9%) - This group represents involvement in adult
recreation programming with characteristics of beginning long-term
relationships and establishing families.
. 35 to 54 years (30.7IVo) - This group represents users of a wide range of adult
programming and park facilities. Their characteristics extend from having
children using preschool and youth programs to becoming empty nesters.
. 55 years plus (15.3%) - This group represents users of older adult
programming exhibiting the characteristics of approaching retirement or
already retired and typically enjoying grandchildren. This group generally
3 City of Federal Way Market Analysis and Grawtlz Allocation, ECO Northwest, July 2000, page 2-7.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 13
also ranges from very healthy, active seniors to more physically inactive
senIOrs.
Figure 1: Population Breakdown
7.8%
IlD Under 5 years
II 5 to 14 years
015 to 24 years
o 25 to 34 years
. 35 to 54 years
1355 years plus
15.9%
Source: 2000 U.S. Census
3. Gender
The population consists of 49.2% male and 50.8% female according to the 2000 US.
Census.
4. Ethnicity
The 2000 Us. Census data indicated the majority of the population in Federal Way is
white (66.1 %). Persons of Asian descent make up 12.2% of the population while 7.7% is
African American, 7.6% Hispanic or Latino, 1.0% is Hawaiian or Other Pacific Islander,
0.8% is American Indian and Alaska Native, 0.2% some other race, and 4.4% are two or
more races.
5. Household Income
Median household income in 1999 (2000 US. Census) was $49,278 with the largest share
of households (24.1 %) earning $50,000 to $74,999. However, 10.0% earn $14,999 or less,
10.6% earn $15,000 to $24,999, 12.0% earn $25,000 to $34,999, and 18.2% earn $35,000 to
$49,999. The remaining population earns more than $75,000.
6. Population Comparisons
The population of Federal Way is generally similar to both the state of Washington and
United States with slightly higher percentages of under 5 years, 5 to 14 years, 15 to 24
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 14
years, 25 to 34 years, and 35 to 54 years (2000 US. Census). In the over 55 category, the
Federal Way population is approximately four to six percent lower than the state and
national averages.
Figure 2: Population Comparisons
35%
30%
25%
20% !!J Federal Way
15%
I!iII Washington
10%
5% o National A \€rage
0%
Under 5 5 to 14 15 to 24 25 to 34 35 to 54 55 years
years years years years years plus
Age Category
Source: 2000 U.S. Census
B. Community Center Support
1. Federal Way Community Survey
During May 2003, the City conducted an informal citizen survey to obtain input
regarding the community center. Immediately upon reaching the City website
(www.cityoffederalway.com) a pop-up window appeared giving citizens the
opportunity to link to the survey. During the course of several weeks, 371 people
responded to the survey.
The following summary of the relevant survey findings indicate public support for this
project and its various components:
. Almost 75% of respondents indicated they currently use indoor recreation
facilities.
. Private fitness clubs, King County Aquatic Center, Dumas Bay Centre, Kenneth
Jones Pool, churches, the Center at Norpoint, Klahanee Lake Community jSenior
Center, and Federal Way Boys and Girls Club meet some of the needs for indoor
recreation facilities, but unmet needs were identified by respondents.
. Fitness space was considered very important by the largest share of respondents
followed by gymnasium. Fitness space was also one of the top three features
respondents were most likely to use.
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page 15
. Support for both the leisure and lap pools was very high.
. Key features identified as not important included the rock climbing wall and
diving pool.
. Respondents indicated they were most likely to use the leisure pool, lap pool,
fitness space (cardiovascular and weight equipment), and walk/jog track.
. Over 70% of respondents said they were likely to use the facility one to three
times per week.
2. Public Process
The table below summarizes the support for the various program amenities identified
through the survey, design Charrette, and discussions with staff conducted as part of
this planning process.
a. Survey Ratings
For the survey, the first rating is for the "importance of features" and the second is
for the "five features most likely to use."
Importance of Features
High "very important" greater than 50%
Medium "very important" approximately 33% - 49%
Low "very important" lower than 33%
Five Features Most Likely to Use
High greater than 100 responses
Medium between 50 - 87 responses
Low below 50 responses
NOTE: Leisure and lap pool questions were combined in reporting support
b. Charrette Ratings
High, medium, or low ratings were assigned to the various facility components
based on the following scale:
High four or more groups included it as a feature
Medium two or three groups included it as a feature
Low one or no groups included it as a feature
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 16
Table 2: Facility Component Support Matrix
F ACIUTY COMPONENT SURVEY DESIGN STAFF
CHARRETTE
Leisure pool with play features, water slides, warm water, zero- High/High High High
depth entry for exercise, classes, therapeutic swimming, etc
Lap pool for learn to swim classes, water aerobics, competitive High/High High High
swim and practice
Spa with warm water Low /Med n/a Med
Diving pool for competitive diving and practice Low /Low n/a High
Fitness space: cardiovascular & weight equipment High/High Low High
Active multi-purpose space: aerobics, cycling, etc High/Med High High
Passive multi-purpose space: dance, yoga etc. High/Med n/a High
Drop-in child care for parents while they use facility Med/Low Low High
Indoor track: walking/ jogging Med/High n/a Low
Gymnasium: basketball, volleyball, pickleball, etc. High/High High High
Gymnasium: gymnastics Low /Low n/a Low
Large community space: receptions, dances, events High/Med High High
Classrooms: arts, crafts, birthday parties, meetings Med/High High High
Senior space: computers, reading, socializing, lunches Med/Low Low High
Indoor play area: for young children Med/Low n/a Low
Teen area Med/Med n/a Low
Game area: with pool table, TV, etc. Low /Low High Med
Rock climbing wall Low / Low Med Low
3. Other Data Sources
Various data sources indirectly support construction of a community center. The
National Sporting Goods Association survey on sports participation revealed that
several activities that could be held at a community center are very popular or growing
in popularity. These include exercise walking, swimming, billiards/pool, aerobic
exercise, martial arts, running/jogging, and exercising with equipment. Additional
details of the survey findings are located in Appendix C.
Further support for indoor programs was identified through a recreational program
survey conducted by the Michigan Recreation and Park Association and the Department
of Recreation, Parks and Leisure Services Administration of Central Michigan
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
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University. A summary of those activities pertinent to programming at a community
center are highlighted below with additional detail in Appendix D.
. Daycare, before and after school programs, summer day camp, specialized
camps,
. Special events such as daddy / daughter and mother/son dances, holiday
programs, and
. Sports skills challenge events.
The nationwide Sllrve1} ofPllblic Participation in the Arts (SPPA), sponsored by the
Research Division of the National Endowment for the Arts in 1997, also provides insight
relative to potential program offerings at a community center (see Appendix E for full
review).
. Weaving
. Drawing or painting
. Creating pottery
. Creating photographs
. Creative writing
. Art
. Dance
A discussion of various national recreation trends is included in Appendix F, and
provides further insight into how a community center like the one being discussed in
Federal Way can be utilized.
C. Review of Existing Department Organization and Relationship to a New Community
Center
1. Existing Staffing Levels
As illustrated in the organizational chart below, as of 2003-2004 the Parks, Recreation
and Cultural Services Department consists of 30.4 full-time equivalents (FTEs), with 13.1
FTEs in the Recreation and Cultural Services Operations Division, including 3 for the
newly assumed Kenneth Jones Pool operation.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
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Table 3: Parks, Recreation and Cultural Services Department Organizational Chart
. Council Committee/Commission Support
. Department Direction
. Implement Parks, Recreation & Open Space
Comprehensive Plan
. Intradepartmental Coordination
. Regional Issues and Involvement
. New Community Center Project Management
'; MAI~TENANCE &OPE~ATIO~s,h RECREATION &CULTURALsERVICEsp,t
s~:~ "h~f~iI;'" ......:~:~:I:;~~~~.~w....);;;~~;;;.. ), '., ~:~i\~!f
:' PARKS, & F~CIL!TIE~N1AN'&'9ER""'"
>,'+ '~~'~;:,::':::_,"i-~:: '.,:J""" ,,' - " :-:,., ',~; ,', ::':.'''. - _,..~~~L{i~:~;f~,;>/,'L-;::~ ::~~:~t;'f::~~
. .'.. ';'}Administration:'2:0 FTE\,.:r . . yd!
. Director Support, Special Projects . Director Support . Director Support. Special Projects
. Parks Commission . Department Support . Arts Commission
. Division Administration . Council Committee Support . Youth Commission
. Budget Development & . Commission Support . Division Administration
Administration . Customer Service . Budget Development & Administration
. Park Maintenance & Operations . New Community Center Planning &
Mana ement
DUMAS.BAYi&'.KNUT~~.~
FAMILYpTHEA,.RE<,w';
'; '~L~:D,IVI~ION;*~~;,,;";
',:,-,' ,.'.' '~,,-:-,,- '\"i" >
t.,.;> ).- /' J e, ~~~-'
7.8 FIE FIE ;\6.8'FTE : 3.5 FIE.)':\!;t
. Athletic Field Maintenance Park Facility Maint: . New Community Center . Community Center . Conference & Retreat
. Grounds Maintenance . Contract Management & Project Operations Rentals
. Open Space & Trails Administration . Contract Administration . Kenneth Jones Pool . Business Rentals
. Park Renovation . Urban Forestry . Comprehensive & Operations . Theatre Rentals
. Recreation & Community . Special Projects Master Plans . Community Events & . Cultural Arts Programs
Event Support . Volunteer Programs . Acquisition Arts . Facility Management
. Play Structures . Turf Program . Developer Plan Review . Community Recreation . Grounds Maintenance
. Neighborhood Parks . Facility Maintenance . Grant Writing . Adult/Youth Athletics . Contract Administration
. Community Parks . Landscape Architecture . Senior Services . Marketing & Promotions
. Contract Administration Build & Furnishing: Services . Recreation Inc.
. Volunteer Programs . Maintain City Offices . Master Planning . Red, White & Blues
. Concession Contracts . Property Maintenance . Park Designl Renovation Festival
. Celebration Park Management . Project Management . Health & Fitness
. Facilities Security . Public Art Management
. Contract Administration
. Marketin & Promotions
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 19
2. Resources and Areas of Responsibility
The Parks, Recreation and Cultural Services actual budget for 2005 was $4,802,585 and
adjusted 2006 budget is $5,006,700.
Parks Maintenance, within Maintenance Operations, is responsible for athletic field
maintenance, ground maintenance, open space, trails, park upgrades, recreation and
community events/ program support, signs, play areas, neighborhood and community
parks, tournament facility maintenance, trail maintenance, and facility maintenance.
The park system consists of 981 acres including 23 developed parks, 17 undeveloped
open spaces, five special use areas, and two trails systems that the Park Maintenance
Division maintains. In addition, Park Maintenance is responsible for the maintenance
and operation of the City Hall, Steel Lake Annex, Steel Lake Recreation Office, Steel
Lake Maintenance Facility building and grounds, and operations and maintenance of
the fleet of vehicles, mowers, large and small equipment.
The Recreation and Cultural Services Division provides programs, services and special
events that provide activities that foster community spirit, build individual self-
confidence, and enhance the quality of life. With an adopted expenditure division
budget of $2,223,490 in 2005, and $2,352,579 in 2006 (including Dumas Bay Centre and
Knutzen Family, excluding one-time expenditures), the Recreation and Cultural Services
Division offers a variety of recreation programs in the following areas:
. Community Events and Arts,
. Arts Commission,
. Community Recreation,
. Adult and Youth Athletics,
. Senior Services,
. Recreation lnc., (programs for individuals with disabilities)
. Community Center
. Youth Commission,
. Kenneth Jones Memorial Pool,
. Health and Fitness, and
. Steel Lake Beach Lifeguards.
The Dumas Bay and Knutzen Family Theatre Division is responsible for:
. Conference and retreat rentals,
. Theatre rentals,
. Theatre programs and classes
As the following table indicates, participation levels in programs for years 2000 through
2005 grew slightly.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
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Table 4: Actual Enrollments in Recreation and Cultural Services Operations Division Programs
2005 1,951 3,166 2,128 2,251 9,586
2004 2,027 3,030 2,935 2,445 10,437
2003 1,528 2,646 2,113 1,711 7,998
2002 1,288 2,022 2,427 1,777 7,514
2001 1,228 1,756 2,149 2,112 7,245
2000 1,607 1,682 2,026 1,207 6,522
Recreation and Cultural Sen,ices Operations Division Data - Class Reports
Does not include facility rentals, community events, drop-in programs and adult athletics are listed as teams
D. Alternative Providers of Recreation Services
A variety of alternative, complementary recreation services providers exist in Federal Way
and the following section provides a general overview of those agencies with additional
detail in Appendix G. This information is relevant in defining the facility program
components of the new community center as it provides awareness of the alternative
providers and their distinct differences, insight regarding the market opportunities in the
area, how this new facility could provide services in an underserved market, and how
partnerships and open communication with various agencies could help limit duplication of
services.
. Generally, community centers appeal to a market somewhat different than those
interested in private health clubs. The Federal Way Community Center will
accommodate the needs of the youngest child through teens, adults, and seniors.
. The program components recommended for the Federal Way facility are unique in
two key ways:
. Several are not available anywhere else in the community, and
. Available in one facility, these program components offer the opportunity to
serve various target markets within the same facility.
. The City of Federal Way, YMCA, and Boys and Girls Club should make a proactive
effort to provide complementary facilities and programs limiting duplication.
. Synergy based on the opening of a new facility, expanded program offerings, and
collaborative efforts can be beneficial to all providers as interest grows and people
gravitate to the type of facility and programs that best suit their recreational needs
and schedules.
. The National Recreation and Park Association recommended Level of Service (LOS)
for swimming pools is one per 20,000 people. With a population exceeding 80,000,
the standard suggests that Federal Way can support another pool in addition to the
King County Aquatic Center and Wild Waves outdoor water park.
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page 21
E. Comparable Fees
Understanding market rates at similar facilities will provide an overview of the general
pricing options for the City. The following tables detail fees from fitness and aquatic centers
as well as similar meeting spaces in the area.
Table 5: Fees - Comparable Fitness and Aquatic Facilities (as of 2006)
Kenneth Jones'
Auburn
Mel Korum
24 Hour
Wild
pass; senior fee is for a senior couple; youth fee is for 14 to 20 years;
fee is above the annual fee
pass; adult fee is for 15 year & older; an additional capital joining fee is
above the annual fee
pass; youth fee is for 13 & younger; family fee includes 2 adult
an additional initiation fee is above the annual fee
6Tukw ila Resident rates for gym, fitness & pool for 3-months are listed, racquetball is a
fee; time is limited
pass (monthly payments); family of tw 0; initiation fee depends upon
deals available
824 Hour Fitness family members @ $20 to $25 per month; additional enrollment and
fees are above the fee
No initiation fee; monthly fee is $39/month; no senior discounts; youth under
must live in an adult household & are
10Wild Waves is for the 3-month summer season
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page 22
Table 6: Fees - Comparable Large Meeting Spaces (as of 2003)
Auburn Senior Center 189 . Entire Building - $100 per hour minimum
5 hours for 189 people
. Meeting Rooms - $12.50 per hour for 40
people
. Additional fees for commercial kitchen,
tableware, etc.
Best Western Fife Hotel & Up to 1,1 00 . $1,500 for 300 people (discount upon
Conference Center F&B order
Best Western Federal Wa 6 - 300 $125 - $600/da
Courtyard by Marriott 4 -150 . Larger ballroom - $1,200 for all 3
sections, $300 for smaller sections for 2 to 4
hours, seats 400 theater, 180 banquet
(rounds)
. Smaller banquet - $600 for all 4 sections,
$150 for smaller sections for 2 to 4 hours,
seats 96 ban uet st Ie
Dumas Bay Centre, City of 98 . Business rentals: $360 for 9 hours, $60
Federal Way per hour (does not include set-up/tear-down,
and rental time must include these plus time
to decorate)
. Weddin s: $990 for 6 hours
LaQuinta Inn and Suites 5 - 250 $1,200 discount u on F&B order
Centre at Norpoint 250 . Cascade Hall - $150 per hour minimum 4
hours (plus $150 cleaning fee), seats 250
banquet style
. Meeting Rooms - $30 per hour (plus $45
cleaning fee) seats 25
. Gym - $70 per hour plus $150 cleaning
fee
. Entire Building - $445 per hour plus $525
c1eanin fee
Tukwila Community Center 199 . Full Banquet - $650 for 10 hours, seats
199 banquet style
. Gymnasium - $1,600 for 10 hours (non-
athletic)
. Gymnasium - $400 (athletic)
. Meeting Room - $275 for 5 hours, seats
36 classroom style
. Rates for peak periods, residents receive
a discount
Twin Lakes Golf & Country 200 - 250 $7 per person plus tax. Catering additional.
Club
Weyerhaeuser King County 99 - 396 Banquet - $1,292 all day, seats 320 banquet
A uatic Center st Ie
Source: Federal Way Chamber of Commerce, Direct Contact with Organizations, Various Web Sites, Rental Brochures
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page 23
CITY OF FEDERAL WAY
COMMUNITY CENTER FEASIBILITY
FACILITY COMPONENTS
WHAT Is BEST FOR US?
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 24
5. FACILITY COMPONENTS (Task B)
A. Related to Programmatic Goals and Objectives
1. Space
Service should be provided to all ages. The new facility should provide the space to
enhance existing Parks, Recreation and Cultural Services programs, and allow for the
expansion of the programs, particularly health and fitness. Gymnasium space will
provide programming opportunities including drop-in activities, youth gymnastics,
athletic leagues, skills challenges, and community events.
As previously noted, existing programs at the Kenneth Jones Pool and Klahanee Lake
Community Center will be re-Iocated to the center. In determining re-Iocation needs for
other programs, it will be essential to understand the target market, reasons for success
at the current "remote" location, benefits, and drawbacks of re-Iocating the program, as
well as numerous other variables.
Additionally, it is understood that staff currently located at Klahanee Lake Community
Center, and Kenneth Jones Pool as well as new facility staff will work out of the new
community center.
2. Facility Mission
Developing a mission statement for the community center provides a foundation for
developing the facility components, service philosophy, and business plan including
revenue and expenditure projections. The following mission statement was adopted by
City Council on October 17, 2005:
The Federal Way Communihj Center will foster recreation, health and
enrichment opportunities that are inviting for all ages, abilities, and cultures.
3. Seroice Philosophy Components
In developing the facility service philosophy, several elements need to be addressed,
and were developed based on preliminary discussions with City Council, Advisory
Committee, citizens, project team, and staff. The following philosophical underpinnings
are put forth and detailed further in the material below:
. Target market
. Customer service philosophy
. Service philosophy
. PRCS marketing effort
. Pricing
. Transfer of existing programs
. Drop-in versus program usage
. Subsidy level
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 25
a. Target Market
The primary target market is Federal Way citizens in general with a particular focus
on families and seniors, as well as those hosting or facilitating meetings or
community events. Secondary target markets include the adult population
interested in health and wellness, as well as school district swim teams and local
swim clubs. Another potentially significant market includes amateur athletes from
the region and state of Washington.
b. Customer Service Philosophy
Guest expectations will be met and exceeded by responsive staff that
characteristically operate as community ambassadors and are available to
proactively assist guests.
c. Service Philosophy
The statements below depict the service philosophy as understood at this
preliminary stage of facility planning and design.
The new community center willlJe a welcoming and friendly place,
designed to serve the local communihj while creating the feeling that it
belongs to the communihI It will be a gathering place for families and
people of all ages, with communih} wing accommodating senior activities
as well as broad spectrum of other program and communih} uses. It
includes shared space for physical activihj including the swimming pool
and fitness areas. The community room and classroom(s) will fill the
need for social and educational activities. Programmed activities will be
scheduled throughout, but one could expect to be able to drop in to swim,
play basketball or volleyball, or use the weight room at a 'Vnriehj of times
during the day.
The program will be dynamic, yet traditional, focusing on the basic
program rather than specialized regional amenities. Qualihj customer
service will be the norm, with staff exceeding guest expectations by
knowing people's names, proactively offering assistance, and creating a
responsive environment.
d. PRCS Marketing Effort
When guests purchase "use" of this community center, they are actually purchasing
an experience which is essentially a bundle of benefits that is created by PRCS. For a
facility of this type to be successful in both the short and long-term, it is imperative
that PRCS operate with a "services marketing orientation" which focuses on the
needs and desires of its target markets as previously discussed, and illustrated in the
diagram below.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 26
Figure 3: The Set of Marketing Activities
MARKETING
Needs
~ AGENCY
SELECTION OF
TARGET MARKETS & MARKETING
ALLOCATION OF OBJECTIVES
RESOURCES
MARKETING MIX
Product
Distribution
Price
Promotion
IMPLEMENTATION IN THE
DYNAMIC ENVIRONMENT
I EVALUATION II
Particularly in the first years of operation, it is anticipated that the center will be a
unique attraction with extensive appeal to people living and/ or working in Federal
Way as well as the broader regional population. However, it is essential that the
overall operation from this initial planning stage to the construction, actual grand
opening and ongoing operation, focus on citizens and their needs and desires, guest
satisfaction, and efficiencies. Much like any product or service, the center and its
amenities have a lifecycle as exhibited in figure below. Consistent performance-
monitoring market research coupled with development and implementation of
marketing information systems and database systems will be critical to management
decision-making.
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page 27
Figure 4: Product Lifecycle
~38Jes
&
Profit
Level
0
TinlH
Maturity Declin1!
Oeveklpment Growth
Sou ree: hi Ip //www.bizhelp2 4 .com/small_business/smaICbusiness _porlaCprodu eUife _cycle 1.h 1m
e. Pricing
In 1995 the city conducted a recreation cost recovery analysis. In doing the analysis,
the city developed a policy for the Recreation and Cultural Services Operations
Division to achieve a recovery rate of 45% by 1999. In 1999, due to the budget
restraints General Fund subsidy for all of the Recreation and Cultural Services
DepartInent programs were capped in the amount of $2,000,000/year adjusted by
inflation. Therefore, the limited general fund subsidy drives the recovery rate.
The Recreation and Cultural Services (RCS) program revenues are predominantly
derived from user fees, with minor grants, sponsorships, or donations. Developing
program fees takes into consideration market demand, comparative pricing, direct
and indirect program costs, and overall operation costs. The following definitions of
direct and indirect costs provide insight into the pricing guidelines utilized by the
Department.
. Direct costs: includes all the specific, identifiable expenses associated with
providing a service.
A few examples of direct costs include wages and benefits, instructors, rental
of facility and equipment directly related to the service, and purchased
equipment and supplies.
. Indirect costs: encompasses program support such as customer service, class
registration, division overhead including the administrative costs of RCS,
facility maintenance, utilities, and allocated internal service cost for data,
phone, insurance, vehicles, postage and copying etc. Currently no overhead
for PRCS Department administration or general city administration is
assessed to any recreation programs.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
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To achieve the established subsidy level, the Recreation and Cultural Services
Operations Division uses the following pricing guidelines to set fees:
Table 7: Current Recreation and Cultural Services Operations Division Pricing Guidelines
General Recreation Direct Cost + 55 %
Athletics Direct Cost + 35 % to 55 %
Recreation Inc. (special recreation) Direct Cost + 25 %
Seniors Direct Cost + 20%
Summer Day Camp Direct Cost + 20%
Contracted S ecialized Pro rams Direct Cost + 20%
Source: Federal Way PReS Department
Developing a Pricing Philosophy, based on the Pricing Pyramid that follows, will
help identify which leisure services should be fee based and to what degree. This
will provide for a fair, equitable, and simple fee structure that allows for a
comprehensive operation that is financially feasible, sustainable, and affordable
while providing outstanding service to city residents. Developing a Pricing
Philosophy will involve examination of each program/ activity, facility rental, and
facility usage, to determine:
. Who benefits from the service
Is it the community in general or only the individual or group receiving the
service? The Pyramid Model below provides insight regarding the
individual versus group benefit levels.
. Whether the individuaVgroup receiving the service generates the need and
should bear the cost of providing the service
For example, the nature of the particular facility rental requires police
presence above and beyond the norm. To what degree should the rental fee
incorporate the cost of the extra service required?
. Whether the full cost fee will pose a hardship for specific users
If so, are there methods in place to ease these situations of financial hardship
(i.e., scholarships, sponsorships, sliding scale fees, etc.).
. To what degree community values support taxpayer subsidy of the cost of
service for certain special needs individuals
For example, is the community supportive of subsidizing services for
disabled or low income people?
. How the fee level will impact demand for the service
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 29
Figure 5: Pricing Pyramid
As personnel costs, maintenance costs, and capital outlay increase over time, PRCS
will need to face budget challenges with accurate tracking mechanisms and a plan
for sustaining revenue. Responses to these challenges can include:
. The reduction of costs through efficiencies or the reduction of service;
. Alternative funding through partnerships, marketing partnerships,
sponsorships or grants; and/ or
. Incremental and periodic fee increases through a justifiable pricing
philosophy.
f. Transfer of Existing Programs
Based on initial discussions with the project team and staff, it is projected that all
existing senior programs, Klahanee programs, and Kenneth Jones Pool programs
will be housed at the new center understanding that program offerings will change
over time.
It is assumed that programs provided by the school district, swim team/ club, water
polo organization, and synchronized swimming group will transfer to the new
facility, and agreements will need to be re-negotiated with each of the specific
entities. Here again, terms of the agreements and fees will need to consider the
potential negative impact on drop-in use of the pool. User fees should be set
accordingly to offset direct and preferably also indirect operating costs as well as any
lost business and revenue from drop-in guests.
Since offering scheduled athletic programs in the gymnasium at the new center also
incurs a lost opportunity for drop-in guests, athletics fees will need to be examined
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 30
and possibly revised to offset direct and also indirect facility operations costs as well
as the lost revenue potential.
The key assumption related to transferring existing programs or creating new ones
at the community center is built upon a "due no harm" approach. While it is
understood that the subsidy required to support these programs will vary, the
overall subsidy cannot increase or be added to the facility budget. In fact, it is
recommended that programs housed in the center generally cover some of the
indirect cost of operating the facility.
g. Drop-in versus Program Usage
This transfer of programs relates to the balance of drop-in versus programmed uses
of the facility.
Gymnasium Space
. A minimum of one basketball court will be scheduled at times during the day
for drop-in use by guests, and to develop new Community Center programs.
Two gyms will generally be scheduled for current recreation program sues
such as athletics, fitness, dance, and community special events.
Community Room/Classrooms
. On weekdays, the community room and classroom(s) will be heavily
programmed with existing recreation programs such as senior lunch and
activities, fitness, dance, and education. Evenings will also be comprised of
programmed use with existing recreation programs. The first priority use of
the community rooms on weekends will be rental activities such as social
events, weddings, receptions, and other special uses.
. Existing recreation programs will have first priority for scheduling the
community rooms and classrooms, although some Community Center
programs will also be scheduled. On weekends, the Community Center will
have first priority to use the community rooms for rentals such as social
events, weddings, receptions, and other events. When possible, existing
recreation classes will be scheduled on Saturday mornings in the community
rooms. This will typically limit Community Center rental revenue to
weekends, but fulfills the facility mission to serve the community.
. Priority use of the birthday party rooms will be for Community Center
rentals evenings, weekends, and out of school periods. Existing recreation
programs may schedule use during the school year on weekdays.
Aquatics Space
. The natatorium will balance drop-in and program uses such as swim lessons,
fitness classes, lifeguard and instructor training, various club and team
practices and events, and special rentals. At a minimum, two lap lanes will
generally be available for drop-in usage.
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page 31
. Drop-in opportunities include lap swimming, recreational swimming, and
water walking.
It is anticipated that the Recreation and Cultural Services Division may schedule a
number of special events in different spaces. Examples might include youth
basketball clinics, holiday celebrations, martial arts competitions as well as
numerous other options.
h. Subsidy Level
The subsidy goal for the facility involves the comparison of operating costs and
revenue. As the detailed budget outlines, operating costs consist of personnel,
supplies, services, and capital equipment and renovation. Revenues are made up of
operations (e.g., daily admissions, passes, childcare, fitness training,
concessions/vending, pro shop, and rentals), and programs (e.g., aquatics, leagues,
seniors). As previously noted, the general fund subsidy for the center cannot exceed
the subsidy established by the City Council, including an inflation factor. The
budgeted 2006 subsidy is $319,000.
4. Staffing
Existing program staff would be augmented by new staff specializing in facility
management and operations, building maintenance, custodial, marketing, pool
operations and maintenance, program registration, and health and fitness. It is
anticipated that the level and variety of existing recreation programs may change and
increase; however, the only staff position increase under consideration is increasing the
current 0.5 FTE Senior Recreation Coordinator to 1 FTE due to the addition of facilities
and increased demand.
After the first twelve to 18 months of operation, it is recommended that a staffing
analysis be conducted. With a large recreation facility of this type, it is critical that the
operation and programs adapt to the unique community needs of Federal Way resulting
in adjustments and fine tuning as the facility becomes established.
B. Related to Functional Goals and Objectives
1. Location
The two main sites scrutinized for development included Celebration Park and Steel
Lake Park. After extensive site review and evaluation, Celebration Park was selected for
construction.
2. Service Area
As previously discussed, the primary service area for a community center in Federal
Way encompasses a 5 mile radius or approximately 10 to 15 minutes of travel time.
Furthermore, it is anticipated that the leisure pool and rental spaces within the facility
will also have a regional draw until such time when a comparable facility is constructed.
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Conununity Center Business Plan
Page 32
3. Systems and Processes
Prior to opening of the community center, a new element will be added to RCS
operations and budget which will require planning and process development in the
following areas:
. Technology: recreation management software, video and audio systems
. Personnel: recruiting, hiring, training and supervising staff
. Marketing, marketing information systems, and database systems
. Financial management and tracking
. Facility maintenance: routine and repairs
. Capital replacement plan
C. Related to Financial Goals and Objectives
1. Subsidy Philosophy
Examples across the country show a wide range of facility subsidy levels, from 45% to
100%, depending upon the mission of the facility, construction funding payback,
operation funding availability, and the community's philosophy regarding subsidy
levels and user fees. The Federal Way City Council has specified that the operation of
this new community center should not result in an increase in the financial subsidy
currently allocated to the Recreation and Cultural Services Division. Moreover, if
possible an overall reduction in the subsidy for the entire Recreation and Cultural
Services Division is sought in conjunction with the additional service of a community
center. The 2005 general fund subsidy for the Recreation and Cultural Services Division,
excluding Arts Commission, was $850,016, which equates to a Division cost recovery of
61.5% (budgeted 58.4%). The 2006 subsidy is budgeted as $906,319 with a cost recovery
ratio of 61.7%
As the detailed facility operational budget depicts, specific elements will be attributed to
the community center, and others will be attributed to other areas within the Recreation
and Cultural Services Operations Division. This budget outlines only the costs to be
attributed to the facility operating budget.
As previously noted, the $319,000 general fund subsidy (2006 dollars) for the center was
determined by the City Council. It is anticipated that this subsidy may be lower in the
early years of operation with slight annual increases for inflation. Therefore, the cost
recovery will vary from year to year depending upon the actual revenues and
expendi tures.
Several high level key strategies will need to be implemented in order to balance
revenues with operating and capital costs. As the facility ages over time resulting in
increased capital costs, it is critical that the Recreation and Cultural Services Division
adjust fees and charges accordingly. In addition, any unexpended funds from the
annual subsidy should be set aside for use in future years. In any years when revenues
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page 33
exceed expenditures, these funds should also be set aside for use in future years. Lastly,
an in-depth a ten to fifteen year capital replacement and maintenance plan will need to
be developed and funded annually.
2. Fees
Usage fees for all participants were set so as to create a balance with the designated
subsidy level. At this point, the concept of resident and non-resident fees has not been
addressed by City Council so is not integrated into the fee structure.
This general subsidy information is considered along with information from numerous
other community centers to create a schedule of recommended fees, which is provided
in the Operational Budget Planning section of this report. The following table illustrates
how fees will be applied to usage.
Table 8: Facility and Program Access Based on Fees
Drop-in Rentals LoungejLobby
. Scheduled drop-in gymnasium . Small classrooms including the
use . Multi-purpose/community room games area
. Aquatics area (including lap and . Pool area
leisure pools) . Gymnasiums
. General fitness classes (aerobics, . Senior lounge
aquarobics, water walking, . Entire facility
spinning, stretching & toning, . Outside amphitheater
step, fitball, etc.)
. Fitness area Programs
. Walk/jog track . Drop-in child care at the Center
. Scheduled drop-in climbing wall . Specialized fitness (Yoga, Pilates,
use weight training, martial arts, etc.)
. Locker rooms . Personal fitness training
. Senior programs (according to current
Fitness Equipment Orientations fee structure)
. Scheduled appointments at no . Existing recreation programs other
additional cost than those listed as "included"
programs (e.g., preschool, Recreation
Inc., swim instruction, gymnastics,
dance, etc.)
. Special events
Athletics
. Youth and adult lea es
It should be noted that daily admission and passes will provide access for the drop-in
facility use of the active spaces within the facility as well as general fitness classes (e.g.,
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 34
aerobics, step, spinning, water aerobics, water walking, etc.). Facility rentals will also be
available, and a tiered schedule is suggested for private, non-profit, and "partner "
entities as well as other organizations.
D. Space and Program Components Options
1. Assumptions and Analysis
The building program model was developed based on what is known about Federal
Way to date; information gathered from staff, stakeholders and community meeting
participants; research of comparable facilities; and research regarding alternative
providers of recreation services in and nearby Federal Way.
In addition to this input, a mix of high revenue producing, medium revenue producing
and low revenue producing program components are included in the facility as
discussed below.
2. Preliminary Program Models
As previously outlined in the Market Analysis section, support for the various program
components was initially sought from the public, Advisory Committee, and City
Council. From this initial stage, additional investigation and refinement of the program
components resulted in the original development of two facility models of 65,100 and
80,000 square feet. The actual facility is approximately 72,000 square feet and includes
the following program components and well as the necessary building support spaces
(i.e., offices, lobby, locker rooms, etc.).
a. Gymnasium
The gymnasiums can be a high revenue producing component of the facility utilized
for drop-in activities, scheduled practices and/ or leagues, community events,
instructional programs, and rentals.
b. WalkfJog Track
This component can be a low to medium revenue producing element of the facility,
while broadening the fitness opportunities available. It provides a warm-up and
cool-down area; consistent, joint-friendly surface for walking and jogging; and an
indoor cardiovascular workout area during inclement weather.
The walk/jog track was the fourth feature most likely to use, and also received a
large portion of households indicating it is "very important" or "somewhat
important." This feature was highly supported by seniors who participated in the
focus groups as well.
c. Fitness Area
Support for fitness space was initially subdued at the first focus group and Advisory
Committee meeting. However, strong support was indicated by the survey results
where it received the largest number of "very important" ratings. Furthermore, it
was the third feature respondents were most likely to use.
City of Federal Way Parks, Recreation and Cultural Services Deparh11ent Community Center Business Plan
Page 35
Aerobic/ dance, cardiovascular, weight, and circuit areas can be high revenue
producing components of the facility, and must be sized to reasonably accommodate
peak demand times and appropriate participant to instructor ratios. It is critical that
these areas be sized for flexibility as they will need to be adaptable for new types of
equipment and classes in the future.
While it is not uncommon for municipalities to be concerned about adversely
impacting private fitness providers, existing data generally does not indicate such an
impact. Typically, the market utilizing public fitness spaces is interested in a
different type of experience than the one provided by the private sector.
Furthermore, with the mix of program components, this community center will have
a broader appeal to youth and seniors interested in fitness.
While it is important to speak to this concern about competition with the private
sector, it is important to be aware that numerous public sector facility managers in
various parts of the country have indicated that their fitness space, particularly for
cardiovascular and weight training equipment, is undersized due to demand. In
fact, many have noted that this space was too small the day the facility opened.
Consequently, a large number of public sector facility managers have expressed the
need to expand fitness areas in the near and long-term. However, in many cases
such expansion is not possible, resulting in fitness equipment being placed in
various center locations not designed for this purpose (e.g., along the walk/jog track,
stretching areas, etc.).
d. Climbing Wall
While not identified as a high priority through the public process, a climbing wall is
included in the facility as it is a fairly economical space to construct; can be
integrated into a highly visible space; has limited competition in the region; can
provide a unique attraction for drop-in, birthday parties, day camps, and corporate
training; can be operated fairly economically; and can provide a foundation for
adventure recreation programming.
e. Aquatics Area
According to the web-based citizen survey, the leisure pool was the feature
respondents indicated they were most likely to use, while the lap pool was the
second feature. This area includes a six lane lap pool as well as substantial leisure
water. The six lane pool will accommodate existing City programs and various
rentals now available at the Kenneth Jones Pool. The lap pool will also be utilized
for drop-in lap swimming, aqua aerobics classes, and swim lessons. Storage, office,
and mechanical support space for the natatorium is integrated into the facility
design.
f. Community Spaces
(1) Comlllunity/Multi-purpose Room
Large community space was identified as "very important" or "important" by a
large number of survey respondents, with 84 households indicating it was a
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 36
feature they were most likely to use. In addition, strong support was identified
by members of the focus groups and design Charrette.
A large community room (multi-purpose space) as well as several multi-use
classrooms, seniors lounge, drop-in childcare, pre-school classes, and games
areas are included in the facility. The 5,400 multi-purpose community room is
designed to accommodate events for approximately 290 people (banquet seating)
and will address some of the need for meeting and banquet space in Federal
Way. In order to achieve the projected rental revenues, this space will require a
RCS staffing resource, as included in the staffing plan, to market and service this
type of meeting and rental space. Proactive marketing and guest service will be
essential to the success of these spaces. Physical support spaces include storage
as well as a catering kitchen at the minimum which is sized relative to the
meeting room space.
(2) Classrooms
A number of multi-use and program specific classrooms are included in the
facility based on existing programs, anticipated programming space needs, and
public input. Classrooms will accommodate pre-school, arts and crafts, dance,
martial arts, birthday parties, general instruction programs, senior classes, and
also will be available for rental.
(3) Child Care Room
To increase the revenue potential of the rest of the facility, a child care room is
included to attract guests. Child care is typically considered low revenue as it
rarely covers even the direct expenses of providing the service.
(4) LobbyjLounge Area
The lobby/lounge area will serve all populations for social gathering, informal
activities, waiting for transportation, and possibly snacking. This is typically
considered as low or no revenue producing area, whereas games space is
generally considered as medium revenue producing especially if lucrative
agreements with vendors can be negotiated.
g. Administrative (Office) Space
Office space is provided for existing staff located at Klahanee Lake Community
Center and Kenneth Jones Pool as well as new facility management staff, facility
customer service staff, and front-line facility operations staff. Additionally, this
space will accommodate a copy /work room and small break room. Administrative
space provides no direct revenue for the facility. It is anticipated that the Parks,
Recreation and Cultural Services Division staff currently located at Dumas will
continue to operate out of that facility.
This space allotment is in addition to offices in the natatorium space allotInent to
office the Aquatics Coordinator and Assistant Aquatics Coordinator.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
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h. Support Areas
Support areas include the lobby/check-in area, locker rooms, public restrooms,
general storage, and receiving area.
(1) Locker Rooms
The locker rooms are sized to reflect the overall facility dimensions, and include
family locker rooms as they are extremely desirable and functional.
The revenue potential of locker rooms is low or none; however, their design,
appearance, and functionality playa major role in attracting and maintaining
patrons.
(2) Juice Bar, Vending/Concessions
A limited amount of space is included for a coffee/juice bar and a small area has
been designed for vending. A decision has yet to be made regarding operating
the coffee/juice bar contractually or in-house. The business plan assumes the
services will be contracted.
City of Federal Way Parks, Recreation and Cultural Services Deparbnent Community Center Business Plan
Page 38
CITY OF FEDERAL WAY
COMMUNITY CENTER FEASIBILITY
OPERATIONAL BUDGET PLANNING
CAN IT BE SUSTAINABLE?
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 39
------ --
__ ________________n___
6. OPERATIONAL BUDGET PLANNING (TASK C)
A. Parks, Recreation and Cultural Services Department Budget
Building and operating a community center not only adds a new dimension to the existing
Parks, Recreation and Cultural Services Department, but at the same time significantly
changes the scope of the budget. The Recreation and Cultural Services Division revenues
and expenditures will increase exponentially with the construction and operation of a
community center. This increase in budget is coupled with greater public interaction, which
makes RCS and its operations much more visible to the public. As previously noted, this
project will have a specified yearly subsidy that will increase annually with inflation.
B. Recommendations for Financial Planning
While the Recreation and Cultural Services Division generally prices programs at direct cost
plus a percentage of indirect costs, the addition of this facility will require an even more
rigorous methodology and tracking system.
1. Implement the Subsidy Philosophy
Developing and implementing a Subsidy Philosophy based on the Department and
facility mission will provide the foundation for setting fees and charges.
2. Adopt a Pricing Policy and Strategies
The existing Pricing Policy should be fine-tuned providing expanded detail in guiding
management decisions.
3. Track Costs
The Division currently tracks program costs, and this task will be even more critical with
the opening of the community center. Prior to opening, direct and indirect costs will
need to be assigned to specific facilities or programs in order to understand costs versus
revenues. The overall monthly, quarterly, and annual tracking systems will also be
essential to provide information relative to management decisions.
4. Identify Department-wide Participant Categories
The next step is to identify the various participant categories that should be utilized for
all Department services and facilities. Participant category examples include age,
resident and non-resident, partners identified through various inter-governmental
agreements, non-profit organizations, private organizations, as well as many others.
5. Detennine fee schedule and subsidy levels
Based on the Pyramid Pricing Model, for each program/ activity and facility determine
subsidy level incorporating participant categories.
. Partial Cost Fee: recovers something less than full cost. This partial cost fee
could be set at a percentage of direct costs, all direct costs, all direct costs plus a
percentage of indirect costs, or some combination.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 40
--------------- -------------
. Full Cost Fee: recovers the total cost of a service including all direct and indirect
costs.
. Market Rate Fee: based on demand for a service or facility. Determine the
market rate by identifying all providers of an identical service (i.e., private sector
providers, other municipalities, etc.), and setting the fee at the highest level the
market will bear.
C. Community Center Operating Budget
The operating budget is driven by the overall service philosophy, which should define the
Department's purposes: whom ReS is going to serve, and what level of service is going to
be provided balanced with the subsidy requirement. The service philosophy for the Federal
Way community center includes the following concepts:
. Services for all ages,
. Friendly and welcoming atmosphere,
. Community ownership,
. Gathering place for all types of people of varying ages, culture and different
interests,
. Programmed as well as drop-in access to the various facility amenities,
. Dynamic, yet traditional program components, encompassing a basic program
rather than trendy amenities, and
. Flexible and adaptable to changing community needs.
An operating budget developed in this preliminary stage serves several purposes.
. It assists in helping establish realistic goals and expectations with operations to
match;
. It provides a foundation for understanding what will be necessary to meet budget
expectations, and guides how marketing plans and strategies are developed and
implemented;
. It offers a guide for future project decisions by providing a framework for
understanding the impact of decisions about fees, building materials, operation
systems, staffing levels, etc.; and
. It provides information regarding the economic impact the facility will have on the
City and community, which allows City officials to determine if the timing for the
project is appropriate.
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page 41
1. Assumptions
,
a. Overall Budget
The operating budget in 2006 dollars is based on moderate projections of revenue
and expenditures, and is a blended average. While this initial budget provides a
baseline, it is anticipated that revenues during the first years of operation may
significantly exceed these projections for several reasons as noted below. In order to
help fund capital replacement as the facility and equipment ages, it is recommended
that annual revenue exceeding the allocated subsidy level ($319,000 in 2006) be place
in a reserve account for funding future subsidy needs.
. Leading up to, and during the first years of operation, city marketing, and
promotion efforts will be elevated thereby attracting an expanded
popula tion.
. Competition from similar facilities will be extremely limited until such time
when a comparable facility is constructed and operated possibly within the
next three to seven years. During these years, the facility will have a more
regional draw for the active portions of the facility as well as meeting space.
. Particularly in years one through three, the attraction of the facility will be
higher than in subsequent years when the "newness" of the spaces declines
and interest in participating weakens.
. If the guest experience does not deliver as promised, people who initially
utilized the facility will be disenchanted resulting in lower retention and
repeat visits, and negative word of mouth promotion.
b. Integration of Program Expenditures and Revenue
The Community Center budget included in this business plan only accounts for
revenues and expenditures specific to the facility operation, and does not include
existing programs other than aquatics and a small increase in senior programs. Any
new recreation programs developed as a result of the expanded facilities are not
accounted for in the Community Center budget, and additional subsidy dollars are
not available for new programs. Aquatics operations are included in the facility
budget as the Kenneth Jones Pool is funded with the same utility tax revenue, as is
only an interim facility until the new center is completed.
This is a significant operating assumption for the Division and must be adhered to
due to the dedicated special revenue source. In approving construction of the
Community Center, Council noted the need to account for its operation excluding
any cross subsidy for existing or new programs.
The updated operating budget developed is based on the experiences of comparable
facilities from Colorado, Michigan, Missouri, and Washington which include limited
programs directly linked to the opening of a new center (e.g., fitness, swimming,
rentals, etc.). It is recommended that the Recreation and Cultural Services program
budget be updated at this juncture for 2007 to ensure no new subsidy is required.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 42
c. State of Washington Taxes
State taxes will be required on a variety of sales at the new facility. Fees and charges
in this Business Plan do not include taxes, and all sales will be taxed accordingly at
the time of purchase. In addition, sales tax is not listed as a separate line item in the
detailed budget as it will be a wash of equal tax dollars received to tax dollars paid
out. The appendix provides a general overview of the tax
d. Hours of Operation
The operating budget is developed based on the following schedule. Operating
hours can be modified to accommodate various demands identified; however, it is
important to note that Center revenues and expenditures are based on these hours.
CENTER
Monday through Friday 5:30 am to 9:30 pm
Saturday 7:00 am to 6:00 pm
Sunday 10:00 am to 6:00 pm
It is anticipated that the center will be closed for three holidays including New
Year's Day, Christmas and Thanksgiving, and that reduced hours will be scheduled
for various City holidays. Seasonal schedule variations may also be implemented. A
one-week shutdown period for maintenance is also expected to be scheduled one
time each year, and as spaces age it may be necessary to close for significant repairs
or renovations. Rentals of the multi-purpose rooms, classrooms, aquatics area, and
entire facility extend beyond hours of operation, and typically include weekend
mornings and evenings.
The facility operating budget assumes the following hours of operation for the
aquatics area and drop-in child care.
AQUA TICS AREA
Monday through Friday 5:30 am to 9:00 pm
Saturday 7:00 am to 5:30 pm
Sunday 10:00 am to 5:30 pm
CHILD CARE
Monday through Friday 9:00 am to 1:00 pm, 4:00 pm to 8 pm
Saturday 9:00 am to 12:00 pm (September - June)
Sunday closed
It is anticipated that the child care hourly fee will be $2.00 per hour with a maximum
stay of 2 hours per day. This rate can be revised upon further investigation of
demand, willingness to pay, and philosophy relative to providing child care. A
maximum ratio of children to adults will be determined at the later planning stages
along with the minimum and maximum age of children. Seasonal schedule
variations may also be implemented particularly in regards to Saturday operation.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 43
e. Registration Hours
Primary walk-in registration hours for all activities and rentals will be 8:00 a.m. to
5:00 p.m., Monday through Friday. However, some services will be available during
other facility hours. Walk-in registration hours will be supplemented by telephone
and Internet registrations.
f. Credit Card Payment
The continuation of credit card payments, telephone, and Internet registration will
be necessary to keep staffing costs down in future years.
g. Salaries and Benefits
Where applicable, compensation for new positions is based on the current Federal
Way wage scales and benefit calculations. For budgeting purposes, full-time wages
are generally set at the "D" level of the pay range with benefits assumed at 28% of
wages. Part-time staff benefits are calculated at a rate of 15% of wages. For new
positions with no comparables, best estimates of salary were developed based on
knowledge of the current Federal Way wage scale and salaries at existing facilities in
other parts of the US. The Human Resources Department will need to review these
positions to make a final determination on position level. For further detail
regarding pay rates, refer to the staffing plan in the appendix.
h. Evening and Weekend Coverage
The staffing schedule includes evening and weekend coverage by full-time,
benefited staff during the majority of facility operation hours. Benefited part-time
staff will supplement full-time staff coverage.
1. Custodial and Maintenance Coverage
Routine, daily custodial and maintenance responsibilities will be provided by new
Departmental staff with deeper cleaning tasks in the facility completed after hours
through contracted services. The City will need to address funding and staffing for
exterior maintenance such as landscaping, parking areas, and the exterior building
envelope.
J. Subsidy Level
As mentioned previously, the overall subsidy level for the facility as determined by
City Council served as the basis for the facility pricing philosophy and will guide the
marketing plan and strategies. A supplemental goal includes, if possible, reducing
the subsidy for the entire Division. Specific to facility operations, accomplishing this
goal will require a focused staff effort, as well as high quality facility management,
customer service, marketing, and performance-monitoring market research coupled
with development and implementation of marketing information systems and
database systems.
It is anticipated that in the early years of operation, this facility will not require the
full subsidy level due to the initial high demand, and in later years the subsidy
would be more consistently at the level specified by Council. It is recommended that
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 44
any additional revenue generated during the early years of operation be
accumulated to help offset future capital replacement and renovation costs at the
facility.
k. Vending/Concessions/Games
At this juncture, the City has yet to determine which, if any, of these operations will
be contracted or managed in-house. For the purposes of the business plan, these
services are assumed contracted; therefore, all revenues are expressed as net.
1. Capital Renovation Allocation
It is essential that the RCS Division develop an in-depth ten to fifteen year capital
replacement and maintenance plan and fund it annually. This plan is critical to
ensuring the facility is kept up-to-date, and provides state-of-the-art equipment. It is
not anticipated that this allocation will be needed in the first several years of
operation.
m. Building Materials
Building materials were selected in an attempt to balance up front costs with long-
term maintenance needs and material life cycle.
n. All Figures are in 2005 Dollars
o. Recommended Fees
The following recommended fee structure reflects preliminary figures that
correspond to the operational budget and subsidy level. These should be reviewed
annually relative to community needs and changes to the service levels. The daily,
multi-visit, and pass fees include admission to the facility as well as participation in
general fitness classes such as aerobics, step, spinning, water aerobics, water
walking, etc. Separate fees will be charged for ancillary programs such as swim
instruction, senior classes, general instruction, specialized fitness (e.g. weight
training, yoga, etc.), and various others.
As previously discussed, the City should go through the exercise of developing a
Pricing Philosophy and Pricing Policy and Strategies possibly giving consideration
to the resident/ non-resident fees issue. While it is not within the scope of this
Business Plan to influence that decision, it should be noted that various pros and
cons are affiliated with this issue and should be thoroughly examined prior to
setting the pricing policy.
The recommended fee schedules for facility admission and rentals was developed
based on fees at comparable facilities in the region which are detailed in the
following comparable fees tables.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 45
Table 9: Recommended Fee Schedule - Facility Usage
!-w"w'''''''XWMf'''.J~t~'''~'2Y~g;;~I>~''A_g&'''A''d*;;;;'r''d>'''~_A~~;~",'ji%""'''''k'H,;UJj~;;;;r0Za'-'''~;;1
i-"'-...~.......mm...~m.,~.....~~........mm.m..m............!..m..................~m....m... ......., .........?..m......~m......m.......~.......i..m........m.............'".~..m............'...m....~m.~.....-m4
i Youth (3 - 12 years)! $3.501 i $35.0~~' $70.001 $250.001
f.....m..... ....... ....................... .........m.m..............m.........'""f....m.... ......... ..........~jm.<m.m........ .................+..... ................................~........m...........m..m....t
! Teen (13 - 17 years): $4.501 i $45.00" $83.001 $300.00~
,._...~m...mm.....m.m.......~..'"..mm~..........~..fmmo....m... ........m........~~m_......._...._~:nt..+._~..,.~._ml-......m~._.......
! Adult (18 - 64 years)1 $7.001 1 $70.00, I $124.00, $450.001
r_~_M'___~=~_._'W~N."_.__.mc,'~~N."~_~:N~~^'.V.V~W=_A_.~N~.,w._.~~__.'~~l__v_~'~_~.,='mw.'.~HN~W'.-~--'r-=1~A,~'~w'r.n^_~'=w.v_~=_-1'~.v.~..t,.'^"~mN..~-~...m~NN-^-~H^n1-A_~~_.v~m-~^~N~m.>>~
; Senior (65 + years); $5.001 i $50.001 1 $97.00, $350.001
i I Family 1 ... n/al i.nTa! 1.$192.001$700:001
[. . ..._..,...... .1-. .=.:=.:.......:....._.::.J ..~......... ......J...L.... ......m....].........1
I i I I Discount off Adult Base Fee (approximate) 1
,..... ,....... ... ..f . ... .....,.................; ......... ...........................;........... ........r..................i
II! 50% iYouth Discount (appro>omate) i i
,....m ....m........~..................m...,.......m..........m.........~---+..m', ...m.........^"....w............_+_..~_m..m....m...m_.~...._...m..m......m....~...l.m...._.mm....._._...1
I 1 : 35%jTeen Discount (approximate) \
r.............. ... . ....m.... .m.m.... ... .:............. .. .................,...........m ... .m...................... m................. ..............m..................m..........................~........................,..........................1
i 1 ! 28%iSenior Discount (approximate) i I
, . ; .. j .. ..!...; ........ ...... . ....... . ...... ......;......j.. .... '1
I.. ... i.... ........... ..I.. .......1550/0 iFamlly Increment (approXimate) I .... ..... ... ...1
1m ............... ......I...... ..... ..... ............ ..... 1..... ......... +J. ..' ....... ... 11'" ...... ..... ............ .... rm.. ."J
NOTE: The';adl.Jlt" feesarel.Jtillze'd as thebasefees which aredtsc;l.Jntedatvarious levels. . \
L.:...m.......m.....mm_~..m............'..~.m.~.....m._....~.._....._m..................~.__...m.._..m...m....._......._..~.....~_~.......m.....m.w.,
Table 10: Recommended Fee Schedule - Rentals
room rental fee includes down, staff
room rental fee includes admission for 12
a
for return after rental and examination for
City will need to determ ine if discounted rental rates will be
available for nonprofit organizations, the school district, and
other com m entities.
2. Detailed Operating Budget
A preliminary proposed line item operating budget for the 72,000 square foot facility is
found in Appendix 1.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 46
a. Expenditures
(1) Personnel
Personnel costs are the greatest single expense for a community center, and often
account for 60% to 65% of a center budget, which includes the benefits package
for the full and part-time staff. Compensation is based on the current Federal
Way wage scales and benefit calculations. For budgeting purposes, full-time
wages are generally set at the "D" level of the pay band with benefits at 28% of
wages. Part-time staff benefits are calculated at a rate of 15% of wages. For new
positions, best estimates of salary were developed based on knowledge of the
current Federal Way wage scale and salaries at existing facilities in other parts of
the U.S. For further detail regarding pay rates, refer to the staffing plan in the
appendix.
A growing trend involves utilizing a greater share of full-time staff than was
utilized five to 10 years ago. This trend is becoming more prevalent due to the
following issues:
. Smaller pools of potential applicants for part-time positions due to the
need for full-time benefits;
. Increasing wage per hour costs for part-time positions due to market
conditions and competition for applicants;
. Ongoing costs of recruitment and training to address significantly high
turnover rates of part-time staff; and
. Compliance with State and Federal Labor laws.
(2) Staffing Plan
The Recreation and Cultural Services Division including Dumas Bay Centre,
Knutzen Family Theatre, has 12.9 full-time equivalencies (FTEs). The operation
of the community center will require additional FTEs including supplemental
part-time staff as noted in the staffing plan in the appendix. The staffing needs
are based on these assumptions:
. Community Center Supervisor will be responsible for the operation and
management of the new facility;
. Existing recreation coordinator staff will program classes in the facility,
but will have limited management responsibilities;
. All existing senior programs at Klahanee Lake Community Center and
Kenneth Jones Pool will shift to the center;
. A variety of other existing programs such as preschool, general
instruction, fitness, etc. will shift to the center, however the affiliated
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 47
revenues and expenditures will be outside of the community center
budget;
. Parks maintenance staff will be responsible for the outdoor maintenance
in and around the facility;
. The Facility Services Coordinator will be responsible for coordinating and
scheduling facility rentals other than birthday parties, and will supervise
front-line staff, building supervisors, and child care staff;
. The Aquatics Coordinator and Custodial/Maintenance Specialist will be
Certified Pool Operators (CPO) responsible for lower and moderate level
repairs with high level repairs contracted out (e.g., HV AC, replacement of
a boiler, etc.);
. Facility staff will be moderately supplemented by part-time staff and to
some degree, volunteers;
. Part-time staff will work less than 17.5 hours weekly with lower level
benefits (FICA, unemployment, worker's comp, etc.) paid by the City.
. Three part-time Building Supervisor positions will be added with all staff
working less than 17.5 hours weekly (PT with benefits).
b. Organizational Chart
The following organization chart aligns the recommended additional positions with
the existing structure of the Federal Way Parks, Recreation and Cultural Services
Department, and the appendix contains a staffing plan that specifies coverage
requirements for the facility options. All new positions are highlighted in orange
boxes.
As previously indicated, existing staff within the Recreation and Cultural Services
Division, Dumas Bay Centre and Knutzen Family Theater divisions will continue
with current responsibilities, and will have the opportunity to schedule programs
and activities within the new community center, but will not have management or
revenue responsibilities directly tied to the center.
City of Federal Way Parks, Recreation and Cultural Services Department Conununity Center Business Plan
Page 48
OJ
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c. Supplies
Supplies generally account for eight to ten percent of a center budget. This category
of expenses includes items such as program, operating, office, computer, pro shop
merchandise, postage, pool chemicals, staff uniforms, janitorial, tools, equipment
parts, books and miscellaneous.
d. Services
Twenty-five to thirty percent of a center budget typically consists of services such as
contracted instructional services, marketing and advertising, printing and
publishing, travel and training, subscriptions and memberships, software
maintenance and support, bank charges and administrative fees, miscellaneous
(permits, licenses, taxes, fees), building and equipment maintenance (contractual or
rental services), other contracted services (security and fire systems, elevator,
garbage pick-up, etc.), utilities, property and liability insurance, building
maintenance and repair, and building and grounds.
e. State of Washington Taxes
As previously noted, state taxes will be required on a variety of sales at the new
facility. Fees and charges in this Business Plan do not include taxes, and all sales will
be taxed accordingly at the time of purchase. In addition, sales tax is not listed as a
separate line item in the detailed budget as it will be a wash of equal tax dollars
received to tax dollars paid out.
f. Revenues
Revenues are projected based on comparisons with facilities across the country as
well as knowledge of Federal Way, its citizens and the Parks, Recreation and
Cultural Services Department. This comparison takes into account program and
facility components, and various mixes of resident and non-resident use, multiple
admission and age discounts, as well as political realities. The revenue categories
include:
. Daily and annual admissions
. Child care
. Fitness training
. Concessions / vending
. Pro shop
. Facility rentals (including rooms, overnights, exclusive use)
. Aquatics programs
. Facility use fee for leagues
. Miscellaneous
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 50
g. Swim Lessons
The fee structure assumes $5.50 per half hour with varying costs depending upon
the length of the session. Revenue for lessons is calculated with an average of four
youth per lesson.
h. Long Term Operating Budget
Building a sustainable budget means that revenues and expenses will keep pace over
time. This operating budget is developed with sustainable revenue generating
components. It is anticipated that fees for admissions, programs, rentals, and other
services will be incrementally increased at a rate of 3 - 4 % per year to parallel an
anticipated 3 - 4 % per year personnel, supplies and services increases.
Table 11: Projected Year One Operating Budget (Blended Average)
Minor
Total
; ;
~___.____~.~~_~_.w~w._~__ _w__ww.w_...._..._...__.._...__....._._....._..w..w.._~.w....1........................... ........__.m_~. ..-1
,Note: It is recommended that annual revenue exceeding the allocated subsidy ($319,000 in 2006) i
I be place in an account for funding future capital replacement I
~"~~'~'._..m'.-~_.~'~'=NNm_~w_wo__,w_.~w_.._.'n.~.__NNm'N'~mN~_.<^~,.,'A_..a._~w,'~N^~~~~~~~___~._..,....._v."u~,p......_...____.__,_____y_w~_,_V__ww.w'__mN___w_'___'^W^w.v_...,v~N~W,'m'N^'~.h=','W.~'^W~"Nmw.v..~_,~~.~__v____~_w_._~_~v_~
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page 51
Appendix A: Facility Components Support Matrix
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Pagei
FACILITY COMPONENTS SUPPORT MATRIX
The following summarizes how the rating scale was developed for the web-based citizen survey
and community design Charrette.
SURVEY RATINGS
For the survey component, the first rating is for the "importance of features" and the second is for
the "five features most likely to use."
Importance of Features
High "very important" greater than 50%
Medium "very important" approximately 33% - 49%
Low "very important" lower than 33%
Five Features Most Likely to Use
High greater than 100 responses
Medium between 50 - 87 responses
Low below 50 responses
NOTE: Leisure and lap pool questions were combined in reporting support
CHARRETTE RATINGS
High four or more groups included it as a feature
Medium two or three groups included it as a feature
Low one or no groups included it as a feature
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page ii
Table 12: Facility Component Support Matrix
High/High High High
High/High High High
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Pageiii
---
Appendix B: Federal Way Citizen Survey Results
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Pageiv
FEDERAL WAY CITIZEN SURVEY RESULTS
Figure 7: Residency within Federal Way
III Yes Live in Federal Way
III Yes Work in Federal Way
25%
61% o No Do not live or work in
Federal Way
Figure 8: Zip Code within Federal Way
8%
III 98001
II 98003
D 98023
26% D 98042
.98198
1%
Ii III 98401
0%-0;1 1198416
II!
:11
O%~;! D 98447
1%-j! . Other zip code
1%- 37%
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page v
Figure 9: Number in Household
III 1 person
II 2 people
o 3 people
29% o 4 people
26%
. 5 people
III 6 people
. Other (number of
people in HH)
21%
Figure 10: Current Use of Indoor Facilities
lil Yes
.No
City of Federal Way Parks, Recreation and Cultural Services Department Conmmnity Center Business Plan
Page vi
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7%
III 1 to 2 times per week
11% II 2 to 3 ti mes per week
DOne ti me per month
o A few times per year
. Never
39%
Figure 16: Daily and Pass Purchases
7%
III 1 to 2 ti mes per week
Ii!!! 2 to 3 times per week
11% DOne ti me per month
o A few times per year
. Never
39%
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page xi
Figure 17: Support for Partnerships and Sponsorships
8%
Ii Not at all supportive
. Somevvhat supportive
o Very supportive
o Don't know need more
i nformati on
53%
City of Federal Way Parks, Recreation and Cultural Services Department Conununity Center Business Plan
Page xii
Appendix C: National Sporting Goods Association Survey
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page xiii
--
NATIONAL SPORTING GOODS ASSOCIATION SURVEY
Each year the National Sporting Goods Association commissions a self-administered mail
survey to obtain information on sports participation. Over 35,000 surveys were distributed
to pre-recruited households, and the male and female heads of household and up to two
other household members (at least seven years of age) indicate their age, sports they
participated in 2002, and the number of days of participation in 2002.
For the survey, a participant is defined as an individual seven years of age or older who
participated in a sport more than once a year. Several sports including aerobic exercising,
bicycle riding, calisthenics, exercising with equipment, running/jogging, step aerobics, and
swimming are categorized as fitness activities, and participation is defined as six times or
more during the year.
As the table below indicates, the top five recreational sports in 2002 were exercise walking,
camping, swimming, exercising with equipment, and fishing with the significant increase
continuing in aerobic exercise.
Table 13: National Recreation Participation in 2002: Top Ten Activities Ranked by Total
Participation
Sport Total Participation Percent Change
(in Millions) From 1997
Exercise Walking 82.2 7.7%
Camping (vacation/ overnight) 55.4 18.9%
Swimming 54.7 -8.2%
Exercising with Equipment 50.2 4.9%
Fishing 44.2 -1.2%
Bow ling 43.9 -1.9%
Bicycle Riding 41.4 -8.3%
Billiards/Pool 35.3 -2.0%
Hiking 30.5 7.7%
Aerobic Exercise 29.0 10.6%
Source: National Sporting Goods Association
Participation by women in certain activities has changed over time. Several activities that
are increasing in popularity - martial arts, running/ jogging, volleyball, swimming, and
exercising with equipment - could be programmed at the new community center. In
addition, the National Sporting Goods Association's Participation Survey found that in
2002, 15.6 million females indicated that they "worked out at a club," which represents
54.0% of all those who worked out at clubs.
City of Federal Way Parks, Recreation and Cultural Services Deparhl1ent Community Center Business Plan
Page xiv
Table 14: National Recreation Participation of Women in Selected Sports: Comparison 2002 vs.
1997
Sport Total Percent Percent Percent
Female Female Female Difference
2002 2002 1997
(in Millions)
Martial Arts 1.8 42.8% 36.4 % 6.5%
Mountain Biking 2.9 37.5% 31.5% 5.9%
(off road)
Running/ Jogging 11.4 46.0% 41.6% 4.4%
Volleyball 6.2 54.5% 51.1% 3.4%
Camping 26.7 48.1% 46.1% 2.0%
(vacation/ overnight)
Swimming 29.2 53.4% 52.8% 0.6%
Exercising with 27.1 54.0% 53.7% 0.3%
Equipment
Exercise Walking 51.6 62.8% 63.1% -0.2%
Golf 5.8 20.7% 21.5 % -0.8%
Aerobic Exercise 21.3 73.2% 76.3% -3.1%
Source: National Sporting Goods Association
Other miscellaneous recreational trends noted in the NSGA's 2002 study relevant to
building and operating a community center include:
. Calisthenics and step aerobics continue to have a steady decline of participants.
However, 2002 saw an increase in aerobic exercise, weightlifting, exercise walking,
and exercising with equipment.
. Exercise walking continues to be the number one sport Americans participate in,
increasing 5.0% from 2001 to 2002.
. Yoga and Tai Chi were introduced to the survey in 2002. Total participation was 7.1
million, with women comprising 79.4% of that totaL
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page xv
Appendix D: Survey of Michigan Parks and Recreation Departments
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page xvi
SURVEY OF MICHIGAN PARKS AND RECREATION DEPARTMENTS
Conducted by the
Michigan Recreation and Park Association and the Department of Recreation, Parks and Leisure
Services Administration of Central Michigan University
A useful tool in understanding recreation programs on a national level is a survey recently
conducted by the Michigan Recreation and Park Association and the Department of Recreation,
Parks and Leisure Services Administration of Central Michigan University particularly since few
state associations have conducted this sort of in-depth program research. While this survey is not
specific to Federal Way, it provides a baseline of data relating to programs offered through various
parks and recreation departments in Michigan.
In conducting the survey of Michigan community park and recreation departments, MRPA/CMU
received an 80 percent response rate. The survey included a program inventory wherein
respondents indicated the program activity, total number of teams/ group, total individual
participants, total number of agencies that offer the program, and the trend value.
Particularly relevant to Federal Way is the trend value which ranges from -1.00 (indicating a
unanimous trend that the activity is decreasing in participations) to +1.00 (indicating a unanimous
trend in increasing participation). A trend value of 0.00 would indicate that participation remains
level. The following programs received a + .60 or higher trend value by survey respondents.
Figure 18: MRP A/CMU Survey Trend Value - Increasing Participation (Fixed List)
Nature Study (outdoor)
Soccer (Outdoor)
Archery (Outdoor)
Canoeing/Kayaking (Indoor)
Col11Juter InstructionlWorkshop
Day Care
In line Skating (Outdoor)
Skateboarding
Bicycling (Outdoor)
In line Skating (Indoor)
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1
El Trend Value
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Figure 19: MRP AjCMU Trend Value - Increasing and Decreasing Participation (Fixed List)
._.._...........__........._....H ... .................H...___ ............. ...................._............_.... .... _.....M ....................._........_ .m. ...........................................__ ..................__......_..__....
El Trend Value
Outd
Lifeguar
Sign
Outd
-0.25 -0.2 -0.15 -0.1 -0.05 0 0.05 0.1 0.15 0.2
A large number of programs were also written in by individual responding agencies. Many of
these write-in programs were offered by a limited number of agencies; therefore, the trend values
are not as indicative as the values for the activities from the fixed list. However, of those with a
large number of agencies responding, several provide insight into program trends.
Table 15: Program Trend Values (Write-in Activities)
Sports Camp 17 0.76
Boating Safety Instruction/Workshop 10 0.50
Generic Day Camp 31 0.42
V olleyball Camp 20 0.22
Outdoor Volleyball 9 -0.13
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The survey also gathered information about the special events that Michigan organizations host,
and several events are hosted in multiple locations. The top 20 events are as follows:
Table 16: Top 20 Special Events
1 Daddy Daughter Dance
2 Mother Son Dance
3 Easter Egg Hunt
4 Concerts in the Park
4 Punt, Pass and Kick
6 Halloween Event
7 Christmas Tree Event
7 NBA 2Ball
9 Hershey Track and Field
10 4th of July Events
11 Winter Festival
12 Fireworks
13 Breakfast/ Brunch with Santa
14 Halloween Walk
14 Diamond Skills
16 Fishing Derby
16 Nursery School Olympics
18 Santa's Hotline
19 Lunch with Santa
20 Movies in the Park
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Appendix E: National Endowment for the Arts
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NATIONAL ENDOWMENT FOR THE ARTS
A nationwide Survey of Public Participation in the Arts (SPP A) was sponsored by the Research
Division of the National Endowment for the Arts in 1997. Over 12,000 people throughout the
United States were queried regarding (a) their attendance at live arts events, (b) their participation
in the arts through broadcast and recorded media, and (c) their personal performance or creation of
art.4
This information is particularly relevant to the Department as it relates to potential program
offerings focusing on personal participation in the arts as well as classes and lessons. The most
popular public arts activity identified by respondents was singing in choir with more than 20
million Americans involved. The percentage of surveyed adults participating in one of the
following arts activities in the previous 12 months are as follows: buying art (35.1 %), weaving
(27.6%), drawing or painting (15.9%), creating pottery (15.1 %), creating photographs (16.5%), and
creative writing (12.1 %).5
Many survey respondents participated in the arts through classes or lessons. Of those respondents
who took lessons ever in their lives, music proved most popular with 48.5%. Art classes (28.7%),
creative writing (24.4%), art appreciation (24.4%), music appreciation (23.3%), and dance, other than
ballet (19.9%) were also popular.
The majority of respondents participate in arts activities during leisure time, which results in the
arts competing with other activities for available leisure time. The following table overviews the
rates of participation in leisure activities.
41997 Survey of Public Participatioll ill the Arts, Summary Report. Natiollal Endowment for the Arts, Research
Division Report Number 39, December 1998.
5 Ibid.
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Table 17: Rates of Participation in Leisure Activities: 1997
Watched television on weekdays 96.0%
Watched television on weekend days 91.2%
Watched or listened to any arts via mediaa 78.3%
Exercised 75.7%
Personally participated in any arts activityb 66.6%
Attended any of 3 exhibiting arts activitiesc 66.0%
Home improvement 65.9%
Went out to the movies 65.5 %
Gardening 65.4 %
Went to a theme park 57.0%
Played a sport 44.9%
Camped, hiked, canoed 44.3%
Volunteer or charity work 43.2%
Attended any of 7 performing arts activitiesd 42.2%
Went to a sporting event 41.2%
Used a computer for entertainment 40.4%
alncludes 16 combinations of arts activity and broadcast and recorded media.
blncludes 14 forms of performing, creating, or purchasing works of art.
(Includes visiting an art museum, an historical park or monument, or an arts/ craft fair.
dlncludes attending a jazz, classical music, opera, musical play, non-musical play, ballet, or
other dance event.
Source: National Endawment for the Arts
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Appendix F: Trends in Parks and Recreation
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TRENDS IN PARKS and RECREATION
The greatest trend found in recreation is not a particular sport but rather a sport participant. Baby
boomers, defined as anyone born between 1946 and 1964, consist of 76 million people. By 2005 an
estimated 42 percent of baby boomers will be over 50 years of age. Below are statistical data on
boomers and implications on recreational services for this influential group. Information for this
report was gathered by NRP A, AARP, SGMA, and GreenPlay LLC.
1. Baby Boomers and Their Impact on Leisure Services in the United States
A. Demographics
. Median income level is $51,700
. 68 % of boomers are married
. Most boomers are well educated, with 50% having at least two years of college
. An estimated 23 % of boomers will not be financially prepared for retirement
. With an almost 20 year age gap, it should be noted that baby boomers are a diverse
group with regards to social behavior and attitudes
B. Lifestyle
. Known to work hard, play hard, and spend hard
. Place value on exercise and fitness
. Time viewed as a precious commodity
. Less interest in civic engagements (low rate of volunteerism)
. Do not associate with being" old"
. Retirement viewed as "mid-life"
. Tend to participate in more individualized activities rather than group events
C. Implications for Recreation
. Increased demand for well-equipped fitness centers
. Movement away from" senior" related programs such as bridge and shuffleboard since
many boomers associate these with being" old"
. Swimming pools better utilized by programs like water walking, water aerobics, and
active lap swimming
. Increased demand for on-going educational classes to create life-long hobbies
. Increased interest in computer courses from basic application to Web site design
. Length and timing of programs should be compressed
. Workshops preferable to six- or eight- week classes, weekend and night classes popular
. Increased interest in outdoor recreation and maintaining parks and open space
. Continued interest in arts and entertainment
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D. Business of Baby Boomers
It is important to realize that baby boomers have no intention of "slowing down" in retirement.
Many will work part-time, change careers, or create new businesses during this time.
Recreation services offered to this age group must be customized to suit each individual need
for:
. Self-fulfillment
. Healthy pleasure
. Nostalgic youthfulness
. Individual escapes
Table 18: Recreation Activities for Adults 55 and Older Based on Frequent Participation in 2002
Activity Days Per Year Participants
Fitness Walking 100 + 6,515,000
Stretching 100 + 4,107,000
Treadmill Exercise 100 + 3,887, 000
Golf 25 + 3,646,000
Freshwater Fishing 15 + 1,903,000
R.V. Camping 15 + 1,736,000
Lifting Free Weights 100 + 1,735,000
Bow ling 25 + 1,725,000
Day Hiking 15 + 1,545,000
Weight/ Resistance 100 + 1,513,000
Machines
Stationary Cycling 100 + 1,298,000
Running/] ogging 100 + 870,000
Source: Superstudy of Sports Participation, American Sports Data, Inc., January 2002
2. General Leisure Trends
A. Miscellaneous Leisure Trends
The following list of trends was produced by data collected by the Sporting Goods
Manufacturers Association, GreenPlay LLC, Roper Research, Leisure Vision, EDA W, Inc.,
NRP A, Leon Younger and Pros, NSGA, John Crompton Publications, and Athletic Business.
. More women than men participate in fitness programs outside the home.
. Americans have less leisure time than 5 years ago, but recognize the intrinsic and
extrinsic value of recreation and leisure more than ever.
. The greater the household income, the more likely that members started a new
recreational activity in the last year, and patronized public parks and recreation services.
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. Participation in structured programmed activities has decreased.
. Americans are participating in less of a variety of activities.
. Currently, opportunities for park and recreation participation are greater in mid-sized
cities, as opposed to smaller or larger cities.
. Americans spend more than $300 billion on recreation annually.
. The average recreation fee that people are willing to pay is slightly over $12. However,
the more satisfied they are with the experience, the more they are willing to pay.
. Choices for recreational activities continue to grow with malls, school activities,
entertainment centers (Dave and Buster's, Adventure Golf, etc.), movie complexes,
IMAX, skate parks, etc.
. Parks and Recreation Departments compete directly for recreation dollars with private
offerings (health clubs, country clubs, etc.), amusement parks, hobby clubs, and travel
and tourism.
. Many homes today are designed as central entertainment centers with televisions,
computers, home fitness equipment, workshop and hobby areas, etc.
. On average, Americans watch more than four hours of television a day.
B. Programming Trends
. People have less unstructured time, so length of programs and sessions should be
reduced.
. Activities are moving towards unstructured, individual, and drop-in programs.
. Information technologies allow for the design and customizing of recreation and fitness
activities (reducing the need for a "standard package").
. People are moving away from teams to more individual activities.
. Increasing demand for self-directed activities, with less reliance on instructors and more
flexible timing.
. Increased demand for family programs and more programs for girls and women.
. Increased pressure to open traditional male sports to females.
. More activities are being adapted for disabled participants. Programs should strive to
be "universally" accessible.
. Fitness and wellness are viewed as a lifestyle that stresses the integration of mental,
physical, and spiritual well-being.
. Recreation agencies are forming strategic alliances with health, social services, and
educational agencies to offer more comprehensive health and wellness assistance.
. Programs need to encompass a whole" experience," as people look to add quality to the
basic recreation activity with depth, self-fulfillment, and self-expression.
. People desire quality over quantity - a first class experience in the form of excellent
customer service, programs, and facilities.
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C. Facilities Trends
1. Transition of Amenities from" Alternative" to "Typical"
. Multi-purpose, large regional centers (65,000 to 125,000+ sq. ft.) for all ages/ abilities
with all amenities in one place. This design saves on staff costs, encourages retention
and participation, and saves on operating expenses due to economies of scale.
. Leisure and therapeutic pools
. Interactive game rooms
. Nature centers/ outdoor recreation and education centers
. Regional playground for all ages of youth
. In-line hockey and skate parks
. Partnerships with private or other agencies
. Teen centers
. Indoor walking tracks
. Themed decor
2. "Alternative" Amenities Increasing in Popularity
. Leisure ice rink
. Climbing walls
. BMX tracks and Indoor Soccer
. Cultural art facilities
3. Management Trends
. Agencies across the U.5. are increasing revenue production and cost recovery.
. Level of subsidy for programs is lessening and more" enterprise" activities are being
developed, thereby allowing subsidy to be used more appropriately.
. Agencies are hiring consultants for master planning, feasibility, and strategic/ policy
plans.
. Recreation programmers and administrators are being involved at the beginning of
the planning process.
. Information technology allows for tracking and reporting.
. Pricing is often done by peak, off-peak, and off-season rates.
. More agencies are partnering with private, public, and non-profit groups.
. The current national trend is toward a "one-stop" facility to serve all ages. Large,
multi-purpose regional centers help increase cost recovery, promote retention, and
encourage cross-use.
. Organization is structured away from specific geographic units into agency-wide
sections for athletics, youth/ teen sports, seniors, facilities, parks, planning, etc.
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Appendix G: Alternative Providers
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ALTERNATIVE PROVIDERS
1. Health, Wellness, Fitness and Aquatics
A. King County Weyerhaeuser Aquatic Center
650 SW Campus Drive, Federal Way, 206-296-4444
The King County Weyerhaeuser Aquatic Center is a world class facility which hosts national
water sport events including the US. Olympic Team Trials and Synchronized Swimming Duet
in 2003. The 50-meter competition pool and recreation pool are programmed with swim
instruction, exercise programs, pool parties, various competitions and events, drop-in
swimming and lap swimming. The facility also has an annex containing a banquet room which
accommodates up to approximately 400 people theater style, 320 banquet style without a dance
floor, and 280 banquet style with a dance floor. The rental fee for the larger banquet facility is
$1,292.50 plus a damage deposit with the fee including staff supervision, cleaning, set-up and
break-down, and insurance. The banquet facility hosts a number of events each year
considering the pool schedule due to parking constraints. This facility is also available for
weekday and evening rentals, and is frequently used by businesses, nonprofit organizations,
and other entities.
A recent economic study (http:/ /www.metrokc.gov / parks/ events/ aquactr.htm) reported the
impact of Aquatic Center events in excess of $4 million annually. The operating goal is for the
entire facility to recover 50% of its expenditures through fees and charges, and in 2003 fees were
raised in an attempt to reach this goal.
Hours of Operation:
Monday - Friday 5:30 am - 10:00 pm
Saturday 11:30 am -1:30 pm
Sunday 11:30 am -1:30 pm
Note: Special events and activities are schedule Saturday and Sunday mornings, and rentals
are available beginning at 1 :30 pm 011 Saturday and Sunday
. Containing a 50 meter pool, the Weyerhaeuser Aquatic Center is a unique competition
venue, and differs dramatically from the program components planned for the Federal
Way community center.
. The Weyerhaeuser Aquatic Center does not contain the type of leisure component
planned for the Federal Way facility.
. The banquet facility accommodates approximately 350 people.
. Traditional swim programs such as lessons, lap swimming, drop-in swimming, and
birthday party rentals are also available.
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B. Tukwila Community Center
1242442nd Avenue S, Tukwila, 206-768-2822
The Tukwila Community Center includes 10,750 square feet of gymnasium, fitness area,
aerobics area, banquet room, classrooms, two racquetball courts, swimming pool, and locker
rooms totaling 48,000 square foot with approximately 4,000 of that space encompassed in the
semor wmg.
The fitness area features an 18-piece weight training circuit, various cardiovascular pieces, and
free weights which can be accessed by individuals 13 years and older. The gymnasium is also
available for drop-in use, and is also utilized for various leagues and organized activities. There
is a separate fee for utilizing the racquetball courts which can be reserved up to 3 days in
advance.
The center also features a number of rental spaces including a 3,000 square foot banquet room,
2,050 square foot social hall, various smaller meeting rooms, as well as the gymnasium and
pool. The resident rental fees for the larger banquet facilities and gymnasium range from $60 to
$88 per hour.
Hours of Operation:
Monday - Friday 6:15 am - 9:00 pm
Saturday 8:00 am - 4:00 pm
Sunday 8:00 am - 12:00 pm (pass holders only)
The 2002 annual budget for the facility included expenditures of $1,810,000 (including all
recreation programs and services), and revenues of $745,000 equaling approximately 41 % cost
recovery (self support), excluding debt service on the facility.
C. Bally's
32828151 Avenue South, Federal Way, 253-838-3424
3170120lh Avenue South, Federal Way, 253-941-5990
There are two full service Bally's health clubs in Federal Way with fitness equipment for drop-
in use, and fitness class offerings in aerobics, power cycling, yoga, Pilates mat, kwando,
spinning, kickboxing, as well as other popular amenities including a swimming pool, whirlpool,
and running track. The facility features over 48 pieces of cardiovascular and 55 pieces of
resistance training equipment including machines from Life Fitness, Precor, 1carion, Magnum,
and Hammer Strength. Certified personal trainers are on staff to assist members with massage
therapy also available. Babysitting services are also available to members Monday through
Saturday 8:30 am to 1:30 pm, and Monday through Friday 4:00 to 8:00 pm.
Memberships can be purchased for the health club as outlined in the comparable fees table.
However, special promotions including an "Off-Season Sale," free one-month membership
certificate, and various others are offered throughout the year.
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Hours of Operation:
Monday - Friday 5:00 am - 10:00 pm
Saturday & Sunday 8:00 am - 8:00 pm
D. Curves for Women
28839 Military Road South, Federal Way, 253-946-4401
1500 South 3361h Street, Suite 11, Federal Way, 253-952-3301
Two Curves for Women, north and south, located in Federal Way, are part of one of the largest
franchise fitness centers n the United States. Curves for Women caters strictly to women, and
offers a 30 minute "total body" workout (circuit training) using hydraulic resistance strength
training machines.
Additional Curves for Women clubs are located nearby in Fife, Auburn, Puyallup, Edgewood,
Kent, south Seattle, Tacoma, Lakeland Hills, Vashon Island, Sumner, and Bonney Lake.
E. 24 Hour Fitness
2130 South 3141h Street, Federal Way, 253-839-5588
Located in Federal Way, 24 Hour Fitness touts "everything you need to achieve a balanced life!"
Full aerobics and cycling schedule, personal training, Kid's Club, pro shop, sauna, and tanning
along with a free weight room are available 24 hours a day. This facility is approximately
25,000 sJ. in size.
The fee structure is included in the comparable fees table; however, it is important to note that
various special rates were available including a special 90 day limited term trial membership.
A second 24 Hour Fitness, containing similar amenities, is located in nearby Kent, at 12966 Se
Kent-Kangley Road.
F. Federal Way Norman Center YMCA
33250 21S1 Ave SW, Federal Way, 253-838-4708
The Norman Center is part of the YMCA of Greater Seattle which has the mission of "building a
community where all people, especially the young, are encouraged to develop their fullest
potential in spirit, mood, and body. "
The YMCA is located on a partially wooded 5-acre parcel featuring an'outdoor sports arena,
playground, grass play area, natural pond, and walking trails. The indoor facility houses child
care, summer day camp, sports programs, and fitness classes. The child care program is open
Monday through Friday, 6:30 am to 6:30 pm, and is closed on Saturday and Sunday.
The YMCA fee structure is included in the comparable fees table. However, in fulfilling its
mission, special accommodation through financial assistance is available based on family
income, number of household members, and the availability of YMCA funds.
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G. Auburn Valley YMCA
1005 12th Street SE, Auburn, 253-833-2770
This Center is also part of the YMCA of Greater Seattle, and is a fairly small facility with a
multi-purpose room, fitness area, 25-yard pool, and outdoor basketball court. Current activities
include fitness programs and consultation, strength training, senior fitness, martial arts,
summer day camp, swim lessons, swim team, teen programs, pool parties, and various other
programs.
In 2004 the YMCA, in partnership with the City of Auburn and the Boeing Company opened.
The facility will address low-income, at risk youth and family needs, and the new, full-featured
facility has a variety of program components including a gymnasium, swimming pools, child
care, and fitness area.
Hours of Operation:
Monday - Friday 5:30 am - 9:00 pm
Saturday 8:00 am - 6:00 pm
Sunday 1 :00 pm - 5:00 pm
H. Korum Family Branch YMCA
302 43rd Avenue SE, Puyallup, 253-841-9622
Established in 2000, this Branch is part of the Tacoma-Pierce County YMCA serving over 13,500
youth, teen, and adult members each year. This 106,000 square foot facility features two
meeting rooms, nursery, two gymnasiums, four racquetball courts, rec room, a state of the art
gymnastics gym, two aerobics studios, free weight room, cardio equipment, free-motion weight
equipment, Cybex weight room, group cycling room, indoor track and chapel as well as lap,
instructional, toddler and therapy pools, steam rooms and a dry sauna
Programs include exercise classes, fitness classes for older adults, fitness orientations and
consultations, 12-week personal fitness program, and 8-weeks to wellness. Indoor and outdoor
adult sports offered include competition at three levels in basketball, volleyball, roller hockey,
softball, ultimate Frisbee, golf, and soccer. Fees for daily and annual passes are detailed in the
comparable fees table.
As a YMCA, strong kids, families and communities are built by integrating the core values of
caring, honesty, respect, responsibility, service and forgiveness into each of our programs. The
membership offers a 30-day money back guarantee refund if the YMCA does not meet
purchasers' expectations.
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Hours of Operation:
Monday - Thursday 5:00 am - 10:30 pm
Friday 5:00 am - 9:30 pm
Saturday 7:00 am -10:00 pm
Sunday 1:00 pm - 8:00 pm
I. Federal Way Boys and Girls Club
308 8th Avenue S, Federal Way, 253-941-2722
The Club was founded in 1959, and housed in school district facilities until 1978 when the
current 14,000 square foot facility consisting of a gymnasium, snack bar, locker rooms, as well as
offices and storage was opened. Club staff includes four full-time and three permanent part-
time employees, which is supplemented by over 600 volunteers. The majority of Club funding
is self-raised through dues and fees, contributions, grants and special events, with a minor
amount of funding provided by the United Way of King County. The Federal Way Boys &
Girls Club serves over 2,600 children grades 1 through 12 providing scheduled and drop-in
programs more than 300 days per year.
The club promotes appropriate activities in a positive environment for after school and summer
programs. Programs are focused in six core areas:
. Character and Leadership Development
. Education and Career Development
. Health and Life Skills
. The Arts
. Sports, Fitness and Recreation
The Boys and Girls Club offers a variety of options -- annual membership; PM Pals, an after
school program, is $75 per month; a day camp program at Mirror Lake Elementary for grades 1
through 6, which includes all day activities such as sports, crafts, games, computer education,
special events and field trips; summer Teen "travel" Camp, for boys and girls going into grades
7 through 9. A variety of summer sports camps are also offered through the Boys and Girls
Club.
The Boys and Girl's partnered with the Federal Way School District to build a Youth
Development Center on the Truman High School Campus. The building is 16,000 square feet
and includes media and class room space, a climbing wall, and cafe.
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J. St. Francis Hospital
34503 9th Avenue, Federal Way, 253-838-9700
Physical therapy services are available at St. Francis Hospital with a focus on innovative and
diversified programs to help patients achieve the fullest rehabilitation, overall fitness and
independence possible following an injury, surgery or illness. Services include orthopedic
rehabilitation, manual therapy, aquacise, and back stabilization.
K. Virginia Mason Federal Way
33501 First Way S, Federal Way, 253-838-2400
Information not available at this time.
1. Wild Waves Enchanted Village (Six Flags)
36201 Enchanted Parkway South, Federal Way, 253-661-8000
This Six Flags park includes a variety of amusement and water rides including roller coasters,
roulette wheel, carousel, train, super slide, Ferris wheel, drop slides, river ride, cable runs, and
activity splash area for younger children. Admission options include daily and season passes.
2. Senior Centers
A. Federal Way Senior Center
4016 South 352nd, Auburn, 253-838-3604
Located in Auburn, the Federal Way Senior Center provides adult day care and respite by
hosting a variety of activities including arts and crafts, bingo, old time music, seated exercise,
and lunch. Day care is available Monday through Friday from 9:00 am to 2:00 pm., with
transportation available.
A number of computer classes, from beginner to more advanced, are offered at the Center.
Additional services include advice on purchasing a new or used computer, upgrading an
existing system, and selection of appropriate software programs.
Another key program is Walk for Your Life which is held every week regardless of weather.
The cost is very low, and the difficulty of hikes ranges from easy level paths to hills and
irregular surfaces.
B. Auburn Senior Center
808 9th Street SE, Auburn, 253-931-3016
The mission of the Auburn Senior Center is "to enhance the quality of life of senior adults in our
community through social, recreational, health and wellness, educational, and nutritional
services and programs. This 14,000 square foot center also provides a respite program made up
of social, physical and creative activities with both a morning snack and lunch provided. A
number of drop-in activities are available such as pool, computer use, reading, and socializing,
as well as programmed activities ranging from health and wellness to education.
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The Auburn Senior Center, recently remodeled, includes a banquet space (break-out rooms),
cafe, basic and commercial kitchens, classrooms, lounge, and office space. The facility is often
used for rentals of various types.
3. Meeting and Banquet Facilities
There is currently a limited amount of meeting space in Federal Way. Listed below is an overview
of nearby options, with fees specified for those facilities with space comparable to the multi-
purpose room(s) in the new center.
Table 19: Meeting Spaces Matrix
Akasaka Restaurant 30
Auburn Senior Center 189 . Entire Building - $100 per hour
minimum 5 hours for 189 people
. Meeting Rooms - $12.50 per hour for
40 people
. Additional fees for commercial
kitchen, tableware, etc.
Best Western Fife Hotel & Up to 1,100 . $1,500 for 300 people (discount upon
Conference Center F&B order
Best Western Federal Wa 6 - 300 $125 - $600/da
Billie McHales 70
Cliff House Restaurant 56 - 102
Courtyard by Marriott 4 - 150 . Larger ballroom - $1,200 for all 3
sections, $300 for smaller sections for 2
to 4 hours, seats 400 theater, 180
banquet (rounds)
Smaller banquet - $600 for all 4 sections,
$150 for smaller sections for 2 to 4
hours, seats 96 ban uet st Ie
Dumas Bay, City of 98 . $360 for 9 hours, $60 per hour (does
Federal Way not include set-up/tear-down, and rental
time must include these plus time to
decorate
Federal Wa Comfort Inn 60
LaQuinta Inn and Suites 5 - 250 on F&B order
Lobster Sho 35
Marie Callender 60
Norpoint 250 . Cascade Hall - $150 per hour
minimum 4 hours (plus $150 cleaning
fee), seats 250 banquet style
. Meeting Rooms - $30 per hour (plus
$45 cleaning fee) seats 25
. Gym - $70 er hour Ius $150
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cleaning fee
. Entire Building - $445 per hour plus
$525 c1eanin fee
Old Count Buffet 90
Outback Steakhouse 1 - 20
Red Lobster 1 - 80
Ro al Coachman Inn 4-75
Su er 8 Motels NW, Inc. 1 0 - 40
Torero's Mexican 30 - 35
Restaurant
Travel Lad e 25
Tukwila Community Center 199 . Full Banquet - $650 for 10 hours,
seats 199 banquet style
. Gymnasium - $1,600 for 10 hours
(non-athletic)
. Gymnasium - $400 (athletic)
. Meeting Room - $275 for 5 hours,
seats 36 classroom style
. Rates for peak periods, residents
receive a discount
Twin Lakes Golf & Country 200 - 250 $7 per person plus tax. Catering
Club additional.
Vince's Italian Restaurant 50
Weyerhaeuser King 99 - 396 Banquet - $1,292 all day, seats 320
Count A uatic Center ban uet st Ie
Source: Federal Way Chamber of Commerce, Direct Contact with Organizations, Various Web Sites, Rental Brochures
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Page xxxvi
Appendix H: General Overview of Community Center Position Responsibilities
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page xxxvii
GENERAL OVERVIEW OF COMMUNITY CENTER POSITION RESPONSIBILITIES
Community Center Supervisor - Responsible for all operations, marketing, maintenance, and
management of the facility. The entire salary for this position is considered a facility expense.
Aquatics Coordinator II - Supervises pool operations and maintenance including swim lesson
programs, aqua aerobics, and fitness programs in the pool areas. Staff supervision responsibilities
include the Assistant Aquatics Coordinator, numerous part-time Lifeguards and swim instructors,
and a 1.0 FTE Head Lifeguard. Responsibility for seasonal beach operations continues. It is
anticipated that the Aquatics Coordinator II may work weekly as a Lifeguard and Instructor. The
salary for this position is a facility expense.
Assistant Aquatics Coordinator - Assists with supervision of pool operations, maintenance, and
instructional programs. While responsible for indirect management, this position has no direct staff
supervision/ evaluation responsibilities. Responsibility for seasonal beach operations continues. It
is expected that the Assistant Aquatics Coordinator may playa key role as Lifeguard and
Instructor. The scheduled hours will vary, but may include the periods when it is difficult to find a
consistent, quality staff person (e.g., opening shift, weekdays). The entire salary for this position is
considered a facility expenses.
Head Lifeguard - Responsible for substantial front-line hours as Lifeguard and Instructor. The
scheduled hours will vary, but may include the periods when it is difficult to find a consistent,
quality staff person (e.g., opening shift, weekdays).
Fitness/Athletics Coordinator - Manages all Community Center based general fitness, youth
athletics programs, and climbing wall with the exception of aquatics fitness and athletics.
Responsibilities also include hiring, training and supervising part-time Fitness Instructors and
Athletics Coaches, overseeing contracted Fitness Trainers. The entire salary for this position is
considered a facility expenses.
Fitness Instructors - Responsible for leading fitness classes of various types. Classes are held
during all hours of facility operations.
Fitness Trainers - Responsible for fitness orientations as well as personal training and testing.
Hours vary depending upon demand.
Youth Athletics Staff - Responsible for coaching and instruction in various youth athletics
programs. Generally, schedules include evenings and weekends. As this position is program
related, zero percent of salary is included in the facility expense. This is a facility based expense
with all new programs Community Center based. However, it should be noted that the facility
operating budget does not currently include any youth athletics staff funding so all youth athletic
programs must recover all staffing costs.
Climbing Wall Instructors - Responsible for direct supervision of climbing wall and instruction
programs. Schedule varies seasonally, but includes evenings and weekends.
City of Federal Way Parks, Recreation and Cultural Services Department Conununity Center Business Plan
Page xxxviii
Facility Services Coordinator - Supervises front-line facility operations and guest services staff
including Techs, clerks, Building Supervisors, and several part-time Child Care Attendants. As a
new position, 100% of this salary is assigned to the facility.
Administrative Assistant I - As an existing position, it is recommended that 0% of the expenditure
for this existing position at Klahanee be transferred to the Center budget. This position is
responsible for accounts receivable and payable, financial tracking, reporting, management
analysis, desktop publishing, back-up support to the front desk, and support for the Facility
Manager. The consistent tracking and flow of information will be essential to decision making with
an entrepreneurial management approach that enhances operational efficiency.
Office Tech II - Performs front-line operations tasks including registering participants for classes,
pass sales, point of sale transactions including facility access, scheduling birthday parties, general
customer service tasks, answering guest inquiries, as well as a variety of other responsibilities. One
person will have primary responsibility coordinating all program and rental scheduling within the
facility. One position is an existing expense in the Recreation and Cultural Services budget, and the
two new positions are funded through the Community Center.
Building Supervisors - Assist as front-line guest services representative directing staff and
addressing guest concerns. Generally scheduled during evenings and weekends, and plays a
primary role in supervising off-hour rentals.
CustodialfMaintenance Specialist - Responsible for custodial and maintenance tasks within the
facility ranging from routine cleaning, set-ups and break-downs of rooms, ordering supplies,
scheduling staff, scheduled equipment maintenance, urgent repairs, and various other tasks.
Possesses CPO, and assists with pool maintenance and equipment. Directly responsible for two
full-time custodians, and numerous part-time custodians.
Custodian - Responsible for custodial and set-up/tear down tasks within the facility ranging from
routine cleaning, set-ups and break-downs of rooms,
Child Care Attendants - Responsible for direct supervision to children in drop-in child care.
Generally scheduled mornings, evenings and Saturdays.
City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page xxxix
Appendix I: Projected Operating Budget
City of Federal Way Parks, Recreation and Cultural Services Department Conununity Center Business Plan
Page xl
Appendix J: Staffing Plan
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page xli
Appendix K: Washington State Tax Assessment
City of Federal Way Parks, Recreation and Cultural Services Deparhnent Community Center Business Plan
Page xlii
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11 hr Card Purch Sr ,01-Jan-03 I $37.50 I
Bf~;~~~===--=...=.~~~~===..~
f..-11YrADPass "b1-Jan-03 I $350.00 I taxable ===l
.,........._~'__m'_""._m.'_..._."'m.__~_'_mm.....'....'..'m'm~.m .m.......~.~......_.-,;~_..."_.'..m.~~..~mm_...m..."..m..,...'.....m_"'_"__'__
, j1 Yr Dsbl Pass .01-Jan-03 I $200.00 Itaxable
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I 11 Yr FamPass . 1-Jan-03 I $600.00 [taxable I
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i j1 Yr Sr Pass . "b1-Jan-03 $200.00 [taxable I
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! 11 YrYth Pass "b1-Jan-03 . $250.00 I taxable
[-,-11/2 hr DropTri-AdUlt"..-......."....... . ....m"..~'_m.... "61'~jan-03 "".'."'-1'- $4.50-!-..~--"~_...'...--~1
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' i 1/2 hr Drop In Senior ,01-Jan-03 [$4.00 1
t!~~~-=-~--==-~~-:-~-.......-~:~~;~--~~~~j
I i 3 Mth Fam Pass .01-Jan-03 i $250.00 i taxable
1'1 Fam Sw AD"" .. ... . "61~jan~b3 I $3.bb,taxable ~
rl Fam sw-5S51~--.m-_._.~"~..~~'----........."...-m..-r61"~.Jan::i53"""...,.""mr"" . $3.00 . taxable ,
"............__.._....._.......".........__,__~......_._.......m......m ,......-...,.,..,~........................... .........."........... ........................~.....................,............._....~......_...............m..,....mm,.......-.--."l
i !Fam Sw Sr l"'01-Jan-03 i $3.00 Itaxable
l:==l~~..~~!t~..........=.::-....==.........................=.....:-= ................,..,......." ...-=rd1.::J~:n~6.~::.=...:..:J..., .............~~?O.;.t~.~.~.~I:.......". .... ..,......:....._.m....~..".l
! I Float in Movie ,'51-Jan-03 i $6.00 . taxable I
r==tGoggje~.':====..:.. ............._....~._...."m...__..,_,,~:1~F.~~,~9b=...._.......J....."$6.b6Ilaxa5ie" . ... . ............ .......-.-mmj
rl Hydro-Fit Gloves i 01-Jan-03 I $20.00 i taxable -i
flap Sw'AD'--~..~""'---_. "._...~m~.._m m .n~__" '5.1::jan-03'.' m~.--:._ "'''$4.5()'taxablem
["-r:---...~---~....,_..".,_....,.... ,. .,. - .., . .... .. ._... .... .....,......". , """mmm" ..".. ..,.........,..... ...... -.... . .---~1
I Lap Sw Dsbl "b1-Jan-03 : $3.00 taxable I
_U ." ~ ._.. "..._."..... ..~... ._"". .w-~-...""m"...mmm.-"-.... ...,,___.___
[ I Lap Sw Sr 01-Jan-03 $3.00 taxable I
C~~2'"-=-==~___:~_=~~~:~~~_~=~;~~ab~~- =-~
I :Mugs01-Feb-00 . $2.50 Itaxable I
[ ...t~.~.:._,-....m::::=~==:=..=...:. ....._.. .._.. .,::__=':::.=1 ~..~~~:~:~~--..,-~.L.....'.=.:~~.:~?E~~~~I: '."..,~___._.....__...I
~. I :~f~~:s AD _..__....._....__._.._......_.......,,_..."..._m_n_._............~~~:~~g~ "~'I ....$~~:~~'H:~~:'''''' I
l....__,...,_m.....m.."........................,........................................_.. ,.... ........... . .......................,.., ........ .. .,..."... ............".,,"...."."'...mm.... ....."...."_..,,_"_......,..__.....,,.....,
I I Public Sw Dsbl'51-Jan-03 $2.25 I taxable
'IPUblicSwSr""61~jan~b3 1 "'$3.bbiiaxa5ie .. . ...... ......m'm".'''....,
-~--_..,.m..~"_.m......._.-...~...-...."..~mm"m...""."......."--I'r--.".__.mm..'..__.m..~~_.~~."
Public Sw Yth I01-Jan-03 ! $3.00 Itaxable
1_....fcS~i~~~,~"-=:::==~::::==::::..":....,,,..=.........=:..':~:::'=~""'--"~' .:m:::...:..~i~~j~.~~~~-.-.=:==~==:[==::.~~~~]i~~~!.~:,"....................._,__..
I lShower I 1-Jan-03 : $3.00 itaxable
..~...........~_w....o>__....."._._.~.................__....__..._...._"..""".""",. . .. .0>..... L_....._...._............, p' ,..... "~ .....,......__..~. N.
: f' Sw;m rl>1-Jan-03 ,$3.00 ,ta,ab.
1'''-' ..._...._..."'7.................._. ...............,..."" .. ...m.. .."".." ...... ..,.,........... ..........."..,.......... . .n5..........................,.....~...............,.............,-....."..._"..,..._.~.....""_..,......."..........._...".,.....,,...-1
I Sweatshirts , 1-Feb-02 : $10.00 itaxable I
~--............. .................,...."'....".."...,.............,....-.......- .....: ..,....."'.._.__......__._____.__ l..... .--.----~ . -..... . -.. --\
i SwimDiapers-L l"'01-Jan-03 .. $10.00 [taxable I
~._""_.........,........."....."........m.............. .............__.. ................."..... .."..........."... ......".. " ............~.._........,..... ....,.."......"...................._mm~..,......._.._...__..,.~..,..."',,,~-;
I Sw im Diapers - M ."b1-Jan-03 : $10.00 [taxable I
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. , Sw im Diapers - S l"'01-Jan-03 i $10.00 [taxable I
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I ! Sw im Diapers - XL , 1-Jan-03 . $10.00 [taxable \
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I ISwimDiapers-XS "b1-Jan-03 ,""$1().00:taxable I
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it-shirts l"'01-Feb-02 $5.00 ?taxable I
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! I Waddles : 01-Feb-00 . $5.00 Itaxable i
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City of Federal Way Parks, Recreation and Cultural Services Department Community Center Business Plan
Page xliv
FEDERAL WAY, WASHINGTON
Operational Pro-Forma
Estimated expenses and projected revenues are based on a basic understanding of the Federal Way Community Center and the best information available
regarding the market area and current practices of the City as of March 2006. There is no guarantee that the estimates and projections will be met as there are
many variables that cannot be accurately determined, and/or are subject to change during the actual implementation process. The estimated number of
participants is based on current program offerings or similar venues and does not guarantee the availability of participants to meet projected revenues.
Assumptions:
Opening date: Approximately late fall 2006/early winter 2007
Financials: all costs are in 2006 dollars
Facility Size: 72,000
Adult Daily Fee: $7
Adult Annual Pass $450
Subsidy Requirement: Maximum $300,000
Facility Hours: Monday - Friday 5;30 am to 9;30 pm
Saturday 7 am to 6 pm
Sunday 10 am to 6 pm
Pool Hours: Monday - Friday 5;30 am to 9;00 pm
Saturday 7 am to 5;30 pm
Sunday 10 am to 5:30 pm
Child Care Hours: Monday - Friday 9 am to 1 pm, 4 to 8 pm
Saturdays 9 am to 12 pm (Sept - June)
Miscellaneous: Annual 1 week closure for maintenance/cleaning
Budget reflects a blended average of 1 st 3 years of operations
Actual year-1 revenue expected to be higher
Actual year-1 capital expenditures expected to be lower
Actual funds available for year-1 capital reserve expected to be higher
Operating Expenditures Pro-Forma Overview:
Total Wages $966,794
Total Benefits $206,979
Benefits 11%
Personnel (excluding benefits) 54%
Supplies 8%
Services 26%
Other 1%
Total 100%
Approx Facility
~ize (s.f.)
72,000
(Based on 2006 dollars)
Full-time salaries $480,304
Part-time salaries $483,290
(Aquatics lessons, aquatics guards, guest services, custodial, child
care, etc.; not new programming staff)
Full-time overtime pay $3,200
Full-time benefits @ 28% of wages $134,485
Part-time benefits@ 15% of wages $72,494
Includes; employment taxes, retirement, worker's comp, disability, health for FT staff, & required
supplies $32,754
Operating supplies $20,000
Office supplies $13,000
Computer supplies $3,000
Concessions/vending (contracted operation) $0
Pro shop supplies $7,000
Postage $7,000
Pool chemicals $25,000
Uniforms $6,000
Janitorial supplies $15,000
Tools and equipment parts $6,000
Books and periodicals $500
Miscellaneous $3,000
i!i0j;i':h'\1(i'01\~!i: 'il":I:I;i{{Zi,,,I{I!i:,1I:ll:P 1::1':':,:':$ !i?i1i:!\lii!i:I:rII'1Silbtotal, Operational Supplies $138,254
Revised 2:40 PM, 3/30/2006 Page 1 of 2
Expenditures (continued):
- contracted $0
Bldg/eqmt maintenance - eqmt rentals, vendor services, etc. $28,000
Custodial services - contracted $39,092
(Contracted@ $21.901hr, 5 hrs/day, 7 days/wk, 51 weeks)
Other services - contracted (I.e., bus planning, marketing,
advertising, graphics design) $20,000
Printing/publishing $6,000
Employee training and travel (FTE) $9,000
Employee recognition
Dues, subscriptions, memberships $1,500
Internal Services City of Federal Way charge (insurance, IT, etc.) $119,118
(Based on estimate developed by Finance Dept) I
Miscelianeous $5,000
Utilities - gas, water, electrical, sewer $221,000
(Per "energy Design Assistance: Bundle Report by The Weidt Group + $ for sewer)
Building maintenance and repair $18,000
Building and grounds (partial subsidy to Parks) $6,000
Taxes (retail sales, resale of linens, etc.) $0
(Fees DO NOT reflect taxes which are charged at purchase; a
separate account is suggested for all taxes fwash" account))
- new, replacement $10,000
Building improvements, refurbishment, renovation $12,000
(Reflects funding for years 1 - 3; operating years 4+ need to fund
additional capflal replacement incrementally)
il'N4Ii{jj!!1li1l4l.)!jiii)ii11.'1\I~41iiii4l)i)";ii!;4I';1!i'GRANOii'T;,OTAUiEXeENDIT.URES1i)il4lti.i1~i1lii1i{i!;~i0JL!i;':J"" +i;ji!i;i<!i$1,806,736
Approx Facility
"Size (s.f.)
72,000
admissions $558,000
Annual passes $720,000
Revenue reduction (existing Klahanee revenue) ($26,500)
(Lost revenue due to Klahanee closure)
Child care fees $26,442
(450 to 500 children/month @ $21visit)
Fitness training fees $18,750
(Fflness training is contracted service w/FW receiving $15/hr session)
Concessions/vending $14,400
(Contracted out - assume net revenue from contractor, or just vending revenue)
Pro shop merchandise $9,100
(Based on 30% mark-up)
Facility charge-back fee $0
(Additional fee could be charged for league use of the gym space for games)
Facility rentals $143,475
~;j~?;:;fj~\t'!) ""h~~t;iJt; ~r;;t"t:",~~,t~a____lf1t:)~~s~GtFV<" ';j;~.t~i1}i1f{:Ki ('Subtotal: Operations "~ $1,463,667
Aquatics programs $142,240
(Addflional fee charged for aquatics programs such as lessons,
private instruction, swim team, specialty classes, non-passholder
aqua fitness, etc.)
Fitness programs $20,000
(Dally fee/pass includes participation in basic fitness classes. This
revenue reflects other classes such as yoga, etc.)
General Interest $0
(GI revenues are program rather than facility revenue)
Incremental increase in senior programs $5,000
(Per Federal Way staff estimate)
Miscelianeous $6,000
i,il1iiiii'i;iiiiiii'i;i!iiii;ii!ii'~i_.ilYJjjii0iiiT' Iii]' 'iiiti'!ii1:r'c/'1'1',;Subtotal Programs $173.240
~*~W~1I'~<t~."~l'fr~I1~1;_*~ii~r%i~;"':'~l~Jlt\;"1~~!~1[!~lt~;?ij0;frotaJ,:Operatlng'ReVei1iJerm~.,>st~' ,.Wf ;VCt'.'t;)U~w/_, i: $1 ;636,907
~~.__i;j!l!I\lIi~\ljll\!!i;)\iii!!/j1-j.Opetatlng'Deflclt:aeqtJlrfngSubsldy. I!I:':,,' //),i1'; " +-.<qdl!-~~I!',:~'k1_. ($169,829)
J:ji:I'i)illiii'1']iiliiliilii '!ljlliii.i~.MaJor.CapltafReserve!FundExpendlture ($120;000)
(Major capflal reserve fund projection estimated by Federal Way
Finance Dept)
'ijii'1']i'i1:,ij"II:jl'ii!';;ji!'!'ii!" i/"ij!"!{1TOTALjSUBSIOY.'(dpetatlng'&'Capital reserve"deficit} ($289,829)
Note: It is recommended that annual revenue exceeding the allocated subsidy ($319,000 in 2007) be place in an account for funding future capital
replacement.
Revised 2:40 PM, 3/30/2006 Page 2 of 2
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FEDERAL WAY
RENTAL RATES. Multl-purpo.e and Classroom (birthday party) Space.
Typical MP Rental Hours: Friday 2pm _ 11 :59pm Dumas Bay Rentals
Saturday 8am . 11 :59pm $60 per hour
Sunday lOam. 4:30pm OR 9 hours for $360 (equivalent of $40/hour)
Banquet 3 & 4 capacity: 96 people
m Rental Rates for Federal Way Multipurpose Room
8:00 AM Banquet capacity range: 220 to 260 people
Staff is responsible for arrangement of chairs, tables. stage, etc.
7:00 AM Rental time must include setup/decorating and take down/cleanup time (minimum 1 hour each)
8:00 AM 4 Hour Rental Rate (minimum time period)
Based on Dumas Bay fee (2 times Dumas rate per hour)
9:00 AM $120 per hour (2 times the Dumas Bay hrly fee), minimum 2 hours (plus 2 hours for seVtear dooo)
10:00 AM $480 4 hour rental fee
$44 plus 2 hours slaff lime 10 setup/take down (each - 4 hr total), 2 staff @ $11 per hour
11:00AM $59 plus 4.5 staff supervision hours during event @ $13 per hour
$563 Total charges for minimum 2 hr rentals (plus 2 hours for set/tear down)
12:00 PM $117 + 20% 10 Cover indirect expenses
5699 Total rental fee for 4 hr rental (includes 2 hours for saUtear down)
1:00PM
2:00 PM 9 hour Rental Rate. Smaller MP Room
Based on Dumas Bay fee (2 times the Dumas 9 hour rate per hour)
3:00 PM 3:00 PM $60 per hour (2 the Dumas Bay hrly fee), 9 hours (plus 2 hours for set/tear down)
4:00 PM S720 9 hour renlal fee
S44 plus 2 hours staff time to setup/take down (each - 4 hr total), 2 staff @ $11 per hour
5:00 PM S124 plus 9.5 slaff supervision hours during event@ $13 per hour
saaa Total charges for 9 hr rental (includes 2 hours for set/tear down)
6:00 PM $178 + 20% to cover indirect expenses
$1,065 Total rental fee for 9 hr rental (includes 2 hours for seUlesr down)
7:00 PM
9 hour Rental Rate. Larger MP Room
8:00 PM Based on Dumas Bay fee (2 1/2 times the Dumas 9 hour rale per hour)
$100 per hour (2112 limes Ihe Dumas Bay hrly fee), 9 hours (plus 3 hours for set/tear down)
9:00 PM
$9CO 9 hour renlal fee
10:00 PM $66 plus 3 hours staff time to setup/take down (eaCh - 6 hr lolal), 2 staff @ $11 per hour
$124 plus 9.5 staff supervision hours during even I @ $13 per hour
11:ooPM $1,090 Total charges for 9 hr rental (includes 3 hours for set/lear down)
$218 + 20% 10 cover indirect expenses
12:00 AM 12:00 AM $1,307 Exact rental fee for 9 hr rental (includes 3 hours for seUtear down)
1:00AM $1;'300:ActiJairentai'i~8fot9,hr r.n~i(lntlude'~3 hours staff time for setltear down)
9 hr rental
213 Community Room $953 9 hrrental
113 Community Room $477 9 hr rental
Birthday Party Rooms' $100 per hour
Class Room $125 per hour
Senior lounge $150 per hour
Leisure or Lap lane Pool $150 per hour
Entire Facility TBD per hour
.Communlty room rental fee Includes set-upltear down, staff supervision
'Birthday party room rental fee Includes admission for 12 people
Assumptions:
~ Specific rental fees will be determined pnar to opening for additional
areas such as the kitchen, amphitheater, lap swim lanes, AV
equipment, etc,
. In addition to the rental fee, a damage deposit will be required
for return after rental and examination for damages
~ The City will need to detennlne if discounted rental rates will be
available for nonprofit organizations, the school district. and other
community entitles.
~~~~"EbER,,\L'WAVi,..e,~ENf~'iltr:YI!!\R)il\j: :~ Total Rental Revenue from Camps
n
Wheat Ridge $110.000
North Boulder $37,400
1.25 rentais per week (51 weeks) Longmonl $27.963
63.75 rentals (9 hr) per year Golden $96,487
$82,875 projected rental revenue Tukwila $190.000
Example.. Southwest Community Center
Approximately 612 SO party rentals. per year 13 per week 663 per year
13 per week 51 weeks@ $35 = $23,205 BD party revenue per year 663 rentals per year
$35 per hr rate is strictly for the room . admission is extra
SWoffers a number of "Party Plus" paCkages at a higher fee which include admission to center, host/hostess, decorations, etc.
Federal Way
8 per week 51 weeks@ 5100 = $40,800 BO pal1y reVt~llue per year 40S rf:nldls Of:r v83r
$100 per hr rate includes admission f(Jr 12 people@$4.75fperson($57 i:KhniSsions, $43/hr mot<'l!)
$15,000 includes School District rentals as well as a few private rentals
Example.. Wey.rhaeullr KIng County Aquatic Center
Pool rentals (Including lifeguards) 1~25 people $87/hr
26-80 people $1201hr
Room rental $35/hr
lobby rental $65/hr
Federal Way
a additional renlals (4 hr) per year
$150 per hour
4 minimum number of hrs per rental
$4,800 projected rental revenue
$143,475
Revised 2:36 PM, 3/30/2006 Page 1 of 1
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