Strategic Plan Briefing Community Meeting 31 May 2012.

Strategic Plan Briefing Community Meeting 31 May 2012

Sponsors 2

Strategic Plan Outline Why and Why Now? Project History Woodland Aquatic Project Guidance Documents Funding Scope Location Next Steps: Acquisition Strategy Prequalification Requirements Schedule 3

Goals and Objectives http://www.woodlandaquatic.com/

Why an Aquatics Center An economic benefit Opportunity for their kids to be able to swim a consideration for young families when deciding to move to Woodland Park Employee recreational opportunities an important consideration for high end primary businesses A health and welfare benefit Adults (especially seniors) benefit from water aerobics and water therapy Kids need to learn to swim. Drowning is the second leading cause of accidental death for kids under 14 There are two things that if you havent done by the age of 21 you most likely never do in your life. One is smoke cigarettes, the other is learn to swim. Swimming is a required skill for the Navy, Marines, Coast Guard and all Special Forces 5 Economic Benefit, Health & Safety, Responsibility to our Nation

Why an Aquatics Center Long-time community desire* Improve Woodland Park family friendly status Local school enrollment is on a dramatic decline (50 more seniors than kindergartners). An aquatic center would attract families with children to Woodland Park Competitive swimming programs are desired and bring revenue to the city. Competitive swimmers would not have to go to Manitou Springs or Colorado Springs to join a team Provides a constructive venue for after school activity Current local options for winter indoor activities are extremely limited. The Aquatic Center would benefit the entire community and visitors. * Based on community survey results, 2000 Woodland Park Master Plan and 2010 Woodland Park Comprehensive Pan 6 Aquatics is Woodland Parks top community desire

Why Survey 3/31/2011 Which enhancements to the recreational offerings in Woodland Park would you tell the City Council to fund first? (Select one) Aquatic Center 1031 responses (74%) New bike paths 177 responses (13%) Winter activity park 98 responses (7%) Ice hockey rink 63 responses (5%) Covered tennis courts 25 responses (2%) 7 An Aquatics Center is the overwhelming community choice for new funding

Why Now? Historically low interest rates may go up Construction costs will probably go up Option on donated land could go away Some promising funding opportunities available nowno guarantees for future 8 Delays may cost the city

Where have we come from? http://www.woodlandaquatic.com/

History The first effort to bring an aquatic center to Woodland Park was in a general election in April 1996, where two mill-levy increases were proposed by city government; one for a swimming pool and one for a complete service recreation center. Both mill-levies lost the swimming pool by 120 votes and the recreation center by 394 votes. March and April of 2005 in the lead-up to the public vote on a Big Box store (i.e., Wal-Mart) moratorium on May 3, 2005 saw ads in the local newspaper stating that additional sales tax revenues from a Wal-Mart store could fund a recreation center. The general belief among the public was vote for Wal-Mart and the city will get a Recreation Center. The voters of Woodland Park voted down a moratorium on Big Box retail centers. 10 Two previous attempts failed

History Consequently, Wal-Mart was built and opened in 2007. The city still does not have the recreation center or pool that was alluded to during the Wal-Mart campaign despite a net increase of sales taxes in the order of $600,000 per year. The Y-Yes campaign began in June of 2009, out of a frustration that nothing was being done to build a proposed YMCA. The city council had voted against putting a 1% sales tax increase for the purpose of funding a YMCA on the April, 2010 ballot for the citizens of Woodland Park to decide. Y-Yes was successful in a citizen petition drive with nearly 1300 signatures that put the 1% sales tax increase on the April 2010 ballot as Ballot Issue 1A. 11

History TA-Fit was formed by a citizens action group to provide a swimming-pool-only alternative to the YMCA proposed in Ballot Issue 1A. Ballot Issue 1A went down to a 4 to 1 defeat in the April election. The Woodland Aquatic Project (WAP) Board of Directors is an off-shoot of TA-FIT The Woodland Aquatic Project is focused on aquatics. The WAP board has met regularly as a Board since April of 2010 and has held numerous meetings with city government, city staff, community leaders and in front of community organizations to that end. 12 Lessons learned from previous failures, our focus is on aquatics

Who? http://www.woodlandaquatic.com/

WAP Mission Statement The Woodland Aquatic Project seeks to build a state- of-the-art, community centric Aquatic Center within the city limits of Woodland Park for the purpose of delivering a variety of recreational and wellness activities to include aquatic instructional, competitive and safety programs. The Aquatic Center shall also serve as an appealing gathering spot for residents of and visitors to Teller County. 14 Focus is Aquatics

WAP Accomplishments In March 2011, the WAP conducted a survey of Woodland Park residents (zip codes 80863 & 80866) to determine level of support for an Aquatic Center. Woodland Park residents overwhelmingly support an Aquatic Center by 80%. Site visits and investigation of other Colorado Aquatic Centers to obtain Business Plans and construction and O&M costs On February 15, 2012, Dana Duncan donated three acres of land at the intersection of Hwy 67 and Kelley Road for an aquatic center. In March 2012, the WAP f iled for 501c3 status and held a Strategic Planning Meeting to develop a draft Business Plan for community consideration. 15 Moving forward

What have we been told to do? http://www.woodlandaquatic.com/

Guidance Documents Woodland Park Comprehensive Plan Survey and Final Plan(2009/2010) Economic Development Action 1.6.4: Continue planning and secure funding for a community recreation center and the enhancement of community amenities Parks, Trails and Open Spaces Action (PTOS) 1.2.1: Optimize the Intergovernmental Agreement with the Woodland Park Re-2 School District to expand the joint use of facilities and to meet the communitys recreational programming needs PTOS Action 1.3.2: Work with the Olympic Training Center and other training entities to develop high altitude training opportunities PTOS Action 1.3.3: Develop a plan for an Aquatic Center and Recreation Center to be built. The plan should evaluate what facilities the community desires and what they are willing to pay for. It should also detail funding options and phasing 17 Planning based on Woodland Park Comprehensive Plan actions

Guidance Documents Woodland Park Comprehensive Plan Survey and Final Plan (2009/2010), continued: Economic Development Action 1.6.4: Continue planning and secure funding for a community recreation center and the enhancement of community amenities Recreation Action 1.1.2: Continue to coordinate the sharing of recreation facilities with other local governments, the Woodland Park Re-2 School District and private recreational facilities and develop new relationships as appropriate Recreation Action 1.1.6: Continue to explore other funding options that support expansion of recreational services in Woodland Park. 18 Planning based on Woodland Park Comprehensive Plan actions

How are we going to pay for the project? http://www.woodlandaquatic.com/

Construction Funding Survey 3/31/2011 Are you willing to support an increase in property taxes to fund the construction of an Aquatic Center: Yes 28%, No 56%, Dont know 15% How do you think the construction of an Aquatic Center should be funded? (Check all that apply) Private funding (donations, etc.) 1462 responses (88%) Grant funding 1252 responses (76%) Sales tax 506 responses (31%) Property tax 368 responses (22%) Other 214 responses (13%) 20 Taxes unpopular for an Aquatic Center construction

Operations Funding Survey 3/31/2011 Would you consider purchasing a membership to an Aquatic Center? Yes 1301 responses (93%) No 101 responses (7%) Membership fee averages: Individual ($20-30), family ($40-100), Senior citizen ($5-25) per month Would you consider purchasing a membership to an Aquatic Center, even if it lacks full recreation center options like gymnasium and fitness/cardio equipment? Yes 974 responses (70%), No 211 responses (15%), Dont know 200 responses (14%) Consider cooperative memberships with WFC & YMCA 21 Strong Interest in Membership

Operations Funding Survey 3/31/2011 The annual operations and maintenance costs (employees, equipment, utilities, and other expenses) of a Aquatic Center cannot be covered solely with membership fees. Select the supplemental funding approach that you would support for operating and maintaining the Aquatic Center. (Check all that apply) Private funding 1119 responses (81%) Grant funding 1101 responses (80%) Sales tax 555 responses (40%) Property tax 379 responses (27%) Other (corporate sponsorships, fees for events, Walmart, medical therapy, research grants for high altitude athletics) 150 responses (11%) 22 Taxes unpopular for Aquatic Center operations

Funding: Considerations Review General Fund for future fiscal opportunities to finance an aquatic center capital and operations cost. Consider a ballot initiative to allow flexibility on the 1% road & street sales tax revenue Consider creation of a Recreation District Consider public private partnership via the DDA Consider other public private partnerships Grants and naming rights for single year investments 23 Many funding possibilities

What are we going to build? How much is it going to cost? http://www.woodlandaquatic.com/

Scope - Use and Core Features Survey 3/31/2011 If the Woodland Park area had an Aquatic Center, would your household use it? Yes 81%, No 19% How do you plan to use the pool? Exercise ~1125 responses Leisure ~950 responses Classes ~550 responses Medical ~210 responses Competitive ~150 responses If you checked Competitive tell us which facility option you would like to have included: Leisure pool and 6-lane lap and competitive pool (176 or 50.4%) Leisure pool and 3-lane lap pool (115 or 33%) Six-lane lap and competitive pool only (15 or 4%) 3-lane lap pool only (12 or 3% Other (31 or 9%) 25 Survey indicates high use rate

Scope - Programs Survey 3/31/2011 If Woodland Park had an Aquatic Center, would you use or your family participate in the following programs? (check all that apply) Aqua aerobics - 913 responses (67%) Lap swimming - 745 responses (55%) Swimming lessons - 548 responses (40%) Specialty classes (scuba, water safety) - 532 responses (39%) Aqua therapy - 499 responses (37%) Parents and toddler classes - 239 responses (18%) Competitive swimming - 159 responses (12%) 26 Programs determine facility requirements

Scope Additional Features Survey 3/31/2011 What additional features of an Aquatic Center would you use? Fitness/Cardio equipment 63% Spa 62% Outdoor deck area 53% Adult only locker rooms 52% Slides 43% Gymnasium 33% Community Room 29% Food vending machines 28% Family-only locker rooms 27% Rope swing 22% All other responses (Hot tubs, Diving boards, Racquet Ball Courts, Water Park Features, Steam Room/Sauna, Dance Yoga Space, Smoothie/Coffee Bar, Juice Bar, Local Sales Vendor Area, Indoor Running Track and Tennis Courts) 15% 27 Key features generate interest/membership

Survey Conclusions: Most respondents want an aquatic center for fitness benefits Smaller number of respondents stated a desire for competitive use Most desired features include a fitness & cardio equipment, spa, outdoor deck area, community room 28

Scope Core Features Pools: Zero-entry leisure pool with aqua therapy capacity, slides, and an integrated Flow Rider and Lazy River Competitive pool with six, 25 meter lanes and diving boards/platforms Separate Toddler Pool Jacuzzi/Hot tub/Spa Support the following Aquatic Activities: Aquatic Fitness (laps and aqua aerobics) Swimming Lessons Scuba lessons Kayak lessons Competitive events 29 3 primary bodies of water support balanced programs

Scope Support Facilities Entry area for selling and checking membership, providing security, selling swimsuits, goggles, and caps, and locker keys Office for manager and life guard break room Family changing rooms Sauna/steam room Deck area Community room Storage and Utility Rooms 30 Support facilities required for aquatics

Scope Revenue Generating Bowling alley with snack bar, full service bar, party room, pro shop, laser tag, and video arcade Rock climbing wall w/sporting goods store Racquetball court(s) Flow Rider Short time child care 31 Non-aquatic facilities for revenue generation

Scope Future Growth Senior and Youth Centers Gymnasium Indoor Track Field House (baseball, soccer, football, events, etc.) Kiddie gym for gymnastics and toddler programs. 32 Focus is on Aquatics, plan for growth

Scope Conclusions WAP key assumption: cannot compete with private fitness centers Core features must include: Competitive pool and diving platforms Indoor/outdoor leisure pool with slide and integrated Flow Rider/ Lazy River; with capacity for aqua therapy Revenue generating features may leverage private vendors Growth features should be considered in basic plans 33

Scope In and Out Indoor/outdoor Leisure Pool w/slide and integrate Flow Rider and Lazy River Competitive Pool w/Dive Platforms Fitness SpaDeck Area Adult Only Lockers GymClimbing Wall Community Room Racquetball Courts Core Features Revenue Generating Features Growth Features Track Senior & Youth Centers Toddlers Pool Out do not compete Family lockers 34 Bowling Alley w/snack bar, full Service bar, video Arcade, laser tag Short-term Child Care Kiddie Gym Field house

Where are we going to build? http://www.woodlandaquatic.com/

Location Survey 3/31/2011 If the land for an Aquatic Center can be acquired by donation or other no cost method, would you be more willing to support any location anywhere in the Woodland Park area? Yes ~1100, No ~150, Dont know ~180 36 Location with no cost vastly preferred

Location Survey Conclusions Most respondents preferred Meadow Wood Sports Complex location However, would support any location if dictated by other-than-city funding source Other considerations included proximity to school, use of DDA property, near golf course, or old Saddle Club property 37

Location Options Today Hwy 67 property near Meadow Wood Sports Complex (option to procure from donor Dana Duncan) Memorial Park (city-owned) Meadow Wood Sports Complex (city owned, but currently dedicated to sports fields) 38

Location Considerations Cost of property Ease of access Existing infrastructure (parking, utilities) Proximity to schools and Senior Center Access to lodging and dining Aesthetics (view of Pikes Peak) Environmental - maximum sun exposure and minimum tree cutting Potential for growth expansion Compliance with Comprehensive Plan guidance 39 Thorough consideration for location recommendation

Distance Comparison 40 Meadow Wood Sports Complex preferred location, no cost options vastly preferred

Location Analysis 41 Location AnalysisOptions CriteriaWeight (0-10) Meadow Wood Park Stone Ridge Memorial Park Saddle Club Site Proximity to schools70.022.775.604.83 Proximity to Sr. Center60.002.5510.008.63 Land Cost107.5 0 Solar Exposure676910 View553910 Growth Room74.2910.003.655.51 Infrastructure57797 Access028910 Lost Opportunity641083 Total Weighted Score 231326392287 Maximum Score46050%71%85%62% Higher scores are better (e.g., a higher cost score means less expensive) #1 Memorial Park #2 Stone Ridge #1 Memorial Park #2 Stone Ridge

Board Recommendation Memorial Park Property belongs to the City, so no cost Easy access using downtown street grid Existing infrastructure supports the Aquatic Center Within walking distance of Woodland Park schools. Close to lodging and next to many restaurants Magnificent view of Pikes Peak Maximum sun exposure; minimum tree cutting Room for future expansion (Gym, Senior & Youth Centers) Complies with Comprehensive Plan Guidance DDA can facilitate private funding 42

How are we going to acquire the Aquatic Center? When are we going to get to project completion? http://www.woodlandaquatic.com/

Acquisition Team WAP Board of Directors/City Task Force with City Council representatives City & County Management Representatives, as appropriate Planning Department (Zoning) Building Department (Design and Construction) Parks and Recreation (Operations) Public Works Department (Maintenance) Financial Representative which will issue municipal bonds Project Manager and engineering team Design- Build Contractor vs. Design-Bid-Build 44 Step 1: Form the acquisition team, employ design-build

Prequalification of Bidders Prequalification of the Design-Build Contractor Required qualifications: Experience building aquatic facilities (criteria and efficiency) Experience constructing to LEED Gold or Platinum Experience using BIM suit of design software for architecture, systems, cost estimating, energy analysis, Total Ownership Cost, LEED checklist, scheduling, and project management Experience designing structures which fit into the mountain environment (log columns and beams, rock walls, etc.) Selected based upon demonstration of these qualifications to the Team by providing a 10% design with parametric cost estimate for construction and estimated energy costs, along with renderings/scale models 45 Step 2: Prequalify bidders and obtain 10% design, with cost estimates

Business Plan Outline of the business plan to follow the outline of this document Scope and cost estimate for both construction and operation and maintenance taken from the information contained in the demonstrations provided by qualified design-build contractors City Council to approve the Business Plan Business plan and Bid documents, plans, and specifications to be modified to reflect Council decisions 46 Step 3: Use construction cost estimates to create business plan

Acquisition Strategy Request for Proposals Defines scope (and which LEED elements are most critical; e.g., energy efficiency, local materials, building commissioning) and Completion Date (liquidated damages) Specifies use of 3-D BIM for design, construction (to include as- built documents and warrantee; with all deliverables made electronically (with software provided to the City Manager), and schedule with estimated progress payments Specifies mandatory subcontracting to Woodland Park/ Teller County firms, with subcontractors to be identified. Inclusion in firm fixed price of two years of energy cost Defines bid evaluation criteria (to be developed by the Project Manager and the Engineering team) to include points for aesthetics Selection of Design-Build Contractor and Award based upon best value 47 Step 4: Issue RFPs and award construction contract

Schedule May 2012 Community Meeting to finalize public comment on funding, scope, and location June 2012 Advertise for the Prequalification of Design- Build contractors, Bidders Conference held three weeks after the advertisement. July 2012 Schedule demonstrations by each individual firm responding to the Prequalification announcement August 2012 - Complete Business Plan September December 2012 City Council Consideration and approval of the Business Plan 48 Aggressive, success based schedule

Schedule January 2013 Issue Request for Proposal or Invitation for Bids and Bidders Conference February 2013 Bid Closing Date; Begin evaluations March 2013 Make Recommendations to City Council for the winning proposal April 2013 Contract negotiations and award May 2013 - Construction starts September 2014 Certificate of Occupancy >September 2015 Begin payments on Bonds 49 Grand Opening as soon as Fall 2014

Questions? 50

Strategic Plan Briefing Community Meeting 31 May 2012.

Documents

Transcript of Strategic Plan Briefing Community Meeting 31 May 2012.