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2019, 04-09 Regular MeetingAGENDA SPOKANE VALLEY CITY COUNCIL REGULAR MEETING FORMAL FORMAT Tuesday, April 9, 2019 6:00 p.m. Spokane Valley City Hall Council Chambers 10210 E Sprague Avenue Council Requests Please Silence Your Cell Phones During Council Meeting CALL TO ORDER INVOCATION: Pastor Mike Szott of Living Hope Community Church PLEDGE OF ALLEGIANCE ROLL CALL APPROVAL OF AGENDA INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS COMMITTEE, BOARD, LIAISON SUMMARY REPORTS MAYOR'S REPORT PROCLAMATIONS 1. CONSENT AGENDA: Consists of items considered routine which are approved as a group. Any member of Council may ask that an item be removed from the Consent Agenda to be considered separately. Proposed Motion: I move to approve the Consent Agenda. a. Approval of claim vouchers on April 9, 2019 Request for Council Action Form Total: $1,853,395.76 b. Approval of Payroll for Pay Period Ending March 31, 2019: $500,720.53 c. Approval of March 19, 2019 Council Meeting Minutes, Study Session d. Approval of Resolution 19-005 Initiating Street Vacation 2019-0001: NE Industrial Area e. Approval of Resolution 19-006 Setting Planning Commission Public Hearing for St.Vacation 2019-0001 NEW BUSINESS: 2. Proposed Resolution 19-007 Setting Planning Commission Public Hearing for Baldwin Avenue Street Vacation, 2019-0002 — Connor Lange [public comment] 3. Motion Consideration: Bid Award, Wilbur Avenue Sidewalk — Bill Helbig [public comment] PUBLIC COMMENTS: This is an opportunity for the public to speak on any subject except those on this agenda as action items. (Action items include public hearings, and those items under NEW BUSINESS. Public Comments will be taken on those items at the time those items are discussed.) When you come to the podium, please state your name and city residence for the record and limit remarks to three minutes. ADMINISTRATIVE REPORTS: 4. Update on Tourism Venues — John Hohman, Chelsie Taylor, Mike Stone 5. Advance Agenda — Mayor Higgins Council Agenda 04-09-19 Formal Format Meeting Page 1 of 2 INFORMATION ONLY (will not be reported or discussed): n/a CITY MANAGER COMMENTS 6. Executive Session Review the Performance of a Public Employee [RCW 42.30.110(1)(g)] ADJOURNMENT Council Agenda 04-09-19 Formal Format Meeting Page 2 of 2 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: April 9, 2019 Department Director Approval: El Check all that apply: consent ❑ old business [1 new business ❑ public hearing AGENDA ITEM TITLE: Approval of the Following Vouchers: VOUCHER LIST VOUCHER NUMBERS 03-22-2019 47171-47191 03-26-2019 8115-8121 03-27-2019 47192-47232 03-29-2019 47233-47237 04-03-2019 47238-47265; 6497358 04-03-2019 8122-8129 TOTAL AMOUNT $58,716.93 $1,612.00 $163,267.75 $5,283.40 $1,621,617.68 $2,898.00 GRAND TOTAL: $1,853,395.76 Explanation of Fund Numbers found on Voucher Lists #001 - General Fund 001.011.000.511. City Council 001.013.000.513. City Manager 001.013.015.515. Legal 001.0 16.000. Public Safety 001.018.013.513. Deputy City Manager 001.018.014.514. Finance 001.018.016.518. Hunan Resources 001.040.041. Engineering 001.040.042. Economic Development 001.040.043. Building 001.076.000.576. Parks & Rec—Administration 001.076.300.576. Parks & Rec-Maintenance 001.076.301.571. Parks & Rec-Recreation 001.076.302.576. Parks & Rec- Aquatics 001.076.304.575. Parks & Rec- Senior Center 001.076.305.571. Parks & Rec-CenterPlace 001.090.000.511. General Gov't- Council related 001.090.000.514. General Gov't -Finance related 001.090.000.517. General Gov't -Employee supply 001.090.000.518. General Gov't- Centralized Serv. 00I.090.000.519. General Gov't -Other Services 001.090.000.540. General Gov't -Transportation 001.090.000.550. General Gov't -Natural & Eco. 001.090.000.595. General Gov't -Pavement Preser. 001.090.000.560. General Gov't -Social Services 001.090.000.594 General Gov't -Capital Outlay Other Funds: 101 — Street Fund 103 Paths & Trails 105 — Hotel/Motel Tax 106 — Solid Waste 120 — CenterPlace Operating Reserve 121 — Service Level Stabilization Reserve 122 — Winter Weather Reserve 204 — Debt Service 301 REET 1 Capital Projects 302 — REET 2 Capital Projects 303 --- Street Capital Projects 309 — Parks Capital Grants 310 — Civic Bldg. Capital Projects 311 Pavement Preservation 312 — Capital Reserve 314 — Railroad Grade Separation Projects 402 — Stormwater Management 403 — Aquifer Protection Area 501 — Equipment Rental & Replacement 502 — Risk Management RECOMMENDED ACTION OR MOTION: Move to approve attached list of claim vouchers. [Approved as part of the Consent Agenda, or may be removed and discussed separately.] STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: Voucher Lists vchlist 03122/2019 1:00:41 PM Voucher List Spokane Valley Page: 1 Bank code : apbank Voucher Date Vendor Invoice 47171 3/22/2019 000150 ALLIED FIRE & SECURITY 47172 3/22/2019 001081 ALSCO 47173 3/22/2019 000030 AVISTA 47174 3/22/2019 000918 BLUE RIBBON LINEN SUPPLY 1NC 47175 47176 47177 1490100 LSP02144093 LSP02149108 Feb 2019 Feb 2019 0026703 0028626 0030565 0032507 0034449 0036388 0038343 0040295 0042222 0044178 0046017 50208428 S0210029 S0210180 S0211476 3/22/2019 006516 CITY OF SPOKANE VALLEY, PERMIT CEI SEPA Fees 3/22/2019 000795 EARTHWORKS RECYCLING INC. 3/22/2019 003274 EXCHANGE PUBLISHING LLC 360663 Fund/Dept 001.076.305.575 001.016.016.521 001.016.016.521 001.076.300.576 101.042.000.542 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 303.000.295.595 001.076.305.575 Description/Account Amount SECURITY MONITORING AT CENTE Total : PRECINCT FLOOR MAT SERVICE PRECINCT FLOOR MAT SERVICE Total : UTILITIES: PARKS MASTER AVISTA UTILITIES: PW MASTER AVISTA FE Total : LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C Total : CIP 0295: SEPA APPLICATION FEE: Total : RECYCLING COLLECTION AT CP Total :: 522512 001.076.305.575 ADVERTISING FOR BIDS 523098 001.076.305.575 ADVERTISING FOR BIDS 127.53 127.53 24.12 24.12 48.24 9,201.17 28, 849.64 38,050.81 411.74 411.74 411.74 411.74 411.74 411.74 411.74 411.74 509.33 701.02 496.82 138.85 87.80 51.23 108.32 5,387.29 350.00 350.00 35.00 35.00 18.17 17.25 Page: 1 vchlist 0312212019 1:00:41 PM Voucher List Spokane Valley Page: 2 Bank code : apbank Voucher Date Vendor Invoice 47177 3/22/2019 003274 003274 EXCHANGE PUBLISHING LLC (Continued) 47178 3/22/2019 005927 EXHAUST HOOD & DUCT SERVICE 20550 47179 3/22/2019 004813 FIRST CHOICE COFFEE SERVICES 47180 3/22/2019 001447 FREE PRESS PUBLISHING INC 47181 3/22/2019 002810 INLAND NW PARTNERS ASSOC 47182 3/22/2019 004926 LE CATERING CO 47183 3/22/2019 000252 LOWE'S BUSINESS ACCOUNT 47184 3/22/2019 000997 OTIS ELEVATOR COMPANY 47185 3/22/2019 002592 PURE FILTRATION PRODUCTS 47186 3/22/2019 000709 SENSKE LAWN & TREE CARE INC. 238459 49623 3-21-2019 E01551 March 2019 SR04008119 53056 8991922 8993777 9013130 47187 3/22/2019 000404 SPOKANE VALLEY HERITAGE MUSEUM Feb 2019 Feb 2019 47188 3/22/2019 006422 SUPPLYWORKS 478864705 480146729 480583723 Fund/Dept 001.076.305.575 001.076.305.575 001.076.305.575 DescriptionlAccount Amount Total : STEAMCLEANING EXHAUST SYSTI Total : COFFEE SVCS FOR CENTERPLAC Total : ADVERTISING FOR BIDS Total : 001.011.000.511 2019 SPRING CONFERENCE REGI: Total : 001.076.305.575 E01551: ACTION COACH 001.033.000.518 OPERATING SUPPLIES: CITY HALL Total : 001.076.305.575 ELEVATOR SERVICE CONTRACT A Total : 001.076.305.575 AIR FILTERS FOR CENTERPLACE Total: 402.402.000.531 402.402.000.531 001.076.300.576 001.090.000.560 001.090.000.560 001.033.000.518 001.033.000.518 001.033.000.518 Total : 895 CONTRACT MAINTENANCE 895 CONTRACT MAINT SNOW REMOVAL ON SIDEWALK -1 Total : 2019 SOC SER/ECO DEV GRANT R 2019 SOC SER/ECO DEV GRANT R Total : SUPPLIES FOR CITY HALL SUPPLIES FOR CITY HALL SUPPLIES FOR CENTERPLACE 35.42 946.56 946.56 129.71 129.71 33.60 33.60 40.00 40.00 886.93 886.93 344.92 344.92 1,835.16 1,835.16 95.35 95.35 530.94 530.94 355.78 1,417.66 786.90 202.11 989.01 232.66 87.39 707.71 Page: 2 vchlist 03/22/2019 1:00:41 PM Voucher List Page: 3 Spokane Valley Bank code : apbank Voucher Date Vendor Invoice Fund/Dept Description/Account Amount 47188 3/22/2019 006422 006422 SUPPLYWORKS (Continued) Total : 1,027.76 47189 3/22/2019 007149 TAURUS POWER & CONTROLS INC 3988 001.076.305.575 SERVICE/REPAIR EMERGENCY BA 2,185.98 Total : 2,185.98 47190 3/22/2019 003175 VISIT SPOKANE Feb 2019 105.000.000.557 2019 LODGING TAX GRANT REIMB 4,000.00 Total : 4,000.00 47191 3/22/2019 001793 WWRC WWRC19-Mem 001.076.000.576 2019 WWRC MEMBERSHIP DUES 750.00 Total : 750.00 21 Vouchers for bank code : apbank Bank total : 58,716.93 Total vouchers : 58,716.93 21 Vouchers in this report I, the undersigned, do certify under penalty of perjury, that the materials have been furnished, the services rendered, or the labor performed as described herein and that the claim is just, due and an unpaid obligation against the City of Spokane Valley, and that 1 am authorized to authenticate and certify said claim. Finance Director Date Council member reviewed: Mayor Date Council Member Date Page: 3 vchlist 03/26/2019 3:54:09PM Voucher List Spokane Valley Page: Bank code : pk-ref Voucher Date Vendor Invoice 8115 3/26/2019 007161 BARTLETT TREE EXPERTS 8116 3/26/2019 007163 GILMORE, MARIETTA 8117 3/26/2019 006302 KAISER ALUMINUM 8118 3/26/2019 007164 LORENZEN, JAMIE 8119 3/26/2019 007165 NAS1NEC, TYCE 8120 3/26/2019 007068 TIRUMALAREDDY, GOWTHAN 8121 3/26/2019 007166 WFG NATIONAL TITLE 7 Vouchers for bank code : pk-ref 7 Vouchers in this report PARK REFUND PARK REFUND PARK REFUND PARK REFUND PARK REFUND PARKS REFUND PARK REFUND Fund/Dept 001.237.10.99 001.237.10.99 001.237.10.99 001.237.10.99 001.237.10.99 001.237.10.99 001.237.10.99 Description/Account Amount DEPOSIT REFUND: AUDITORIUM Total : DEPOSIT REFUND: FIRESIDE LOUI Total : DEPOSIT REFUND: ROOM 216 Total : DEPOSIT REFUND: FIRESIDE LOUI Total : DEPOSIT REFUND: FIRESIDE LOUI Total : REISSUE DEPOSIT REFUND: ROOT Total : DEPOSIT REFUND: AUDITORIUM Total : Bank total : 47.00 47.00 841.00 841.00 61.00 61.00 500.00 500.00 89.00 89.00 22.00 22.00 52.00 52.00 1,612.00 Total vouchers : 1,612.00 vchlist 03/27/2019 10:02:37AM Voucher List Spokane Valley Page: Bank code: apbank Voucher Date Vendor Invoice 47192 3/27/2019 000921 ATO Z RENTAL & SALES INC 47193 3/27/2019 006455 ACI NORTHWEST INC 47194 3/27/2019 000212 ANS OF WASHINGTON INC 47195 3/27/2019 001117 BASINGER, MICHAEL 47196 3/27/2019 004231 BELSBY ENGINEERING 47197 3/27/2019 000101 CDW-G 47198 3/27/2019 000322 CENTURYLINK 47199 3/27/2019 001888 COMCAST 47200 3/27/2019 000683 DAVID EVANS & ASSOCIATES 47201 3/27/2019 002604 DELL FINANCIAL SERVICES LLC 47202 3/27/2019 007030 ERVIN, ANDY 47203 3/27/2019 000869 EVCO SOUND & ELECTRONICS 363381-1 31088 141890 EXPENSES 18477 RFT2637 RKN4634 MARCH 2019 Fund/Dept Description/Account 101.042.000.542 101.000.000.542 001.013,000.513 001.040.042.558 001.040.041.558 001.090.000.518 001.090.000.518 001.076.000.576 Mar 18 -Apr 17 2019 001.090.000.518 440330 440611 440612 79906129 BLD -2018-2141 6880 309.000.268.595 101.042.000.542 311.000.269.595 001.090.000.548 001.040.043.322 001.033.000.518 Amount EQUIPMENT RENTAL: MAINTENAN Total : ON-CALL GRADERS FOR SNOW RI Total : NOTARY RENEWAL: C. BAINBRIDG Total : EXPENSE REIMBURSEMENT Total : PROFESSIONAL SERVICES Total : RACK RAILS FOR SYNOLOGY NAS BARRACUDA APPLIANCE HARD DF Total 2019 PHONE SVCS: ACCT 509 Z14 - Total : INTERNET CITY HALL Total : 0268-APPLEWAY TRAIL CROSSING TRAFFIC SERVICES 0269 -TRAFFIC CONTROL PLANS Total : COMPUTER LEASE: 001-8922117-0 Total : REISSUE PERMIT REFUND: BLD -2( Total : 443.90 443.90 33,666.00 33.666.00 134.40 134.40 31.07 31.07 1,552.50 1,552.50 116.49 223.57 340.06 553,17 553.17 106.17 106.17 1,300.00 4,805.88 16,431.31 22,537.19 1,050.24 1,050.24 49.00 49.00 REPAIR SUPPLIES: CITY HALL 62.39 Page: vchlist 03127/2019 10:02:37AM Bank code : apbank Voucher Date Vendor Voucher List Spokane Valley Invoice 47203 3/27/2019 000869 000869 EVCO SOUND & ELECTRONICS (Continued) 47204 3/27/2019 003274 EXCHANGE PUBLISHING LLC 47205 3/27/2019 001447 FREE PRESS PUBLISHING INC 523733 524420 524422 524423 524424 524425 524426 524428 524429 524430 524431 524433 49668 49669 49670 49671 49672 49673 49674 49675 49676 49677 47206 3/27/2019 002975 FREEDOM SALES AND SUPPLY LLC 2019176 47207 3/27/2019 000410 GRIFFIN PUBLISHING INC. 22386 47208 3/27/2019 006457 JH LANDWORKS LLC 1999 2011 Fund/Dept 303.000.278.595 001.013.000.513 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040,043.558 001.013.000.513 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 101.042.000.543 001.040.042.558 Description/Account Page:` Amount ADVERTISING LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION LEGAL PUBLICATION FIRST AID SUPPLIES Total : Total : Total : Total : HOT TOPIC NEWSLETTERS AND P Total : 101.000.000.542 SNOW REMOVAL 101.000.000.542 SNOW REMOVAL Total : 62.39 71.89 39.50 60.83 58.46 57.67 81.37 66.36 79.00 60.83 53.72 82.16 65.57 777.36 44.20 70.55 65.45 73.95 91.80 89.25 68.85 62.05 92.65 73.10 731.85 85.16 85.16 11,449.77 11,449.77 3,445.47 1,239.64 4,685.11 Page: vchlist Voucher List 03/27/2019 10:02:37AM Spokane Valley Page: Bank code : apbank Voucher Date Vendor Invoice 47209 3/27/2019 001944 LANCER LTD 47210 3/27/2019 004632 LEVEL3 COMMUNICATIONS 0473104 78912521 47211 3/27/2019 007113 MICRO TECHNOLOGY SERVICES INC 00923651 47212 3/27/2019 002203 NAPA AUTO PARTS 47213 3/27/2019 000662 NAT'L BARRICADE & SIGN CO 47214 3/27/2019 006997 NICHOLS CONSULTING ENGINEERS 0538-917216 0538-917275 0538-917291 102807 993012506 47215 3/27/2019 003090 NORTH 40 OUTFITTERS 088585/3 088608/3 47216 3/27/2019 000307 OFFICE OF THE STATE TREASURER 47217 3/27/2019 004621 OREILLYAUTOMOTIVE STORES INC 47218 3/27/2019 001604 PACIFIC NW PAPER 47219 3/27/2019 003653 PARTSMASTER 47220 3/27/2019 000019 PURFECT LOGOS LLC FEBRUARY 2019 2862-325578 197693 23392683 51188 Fund/Dept 001.040.041.558 001.076.305.575 001.090.000.518 101.000.000.542 101.000.000.542 101.000.000.542 101.042.000.542 001.040.041.543 101.000.000.542 101.000.000.542 001.016.000.589 101.000.000.542 001.040.041.543 101.000.000.542 001.033.000.518 Description/Account Amount BUSINESS CARDS TELECOM SERVICES SOFTWARE MAINTENANCE Total : 42.98 42.98 1,350.39 Total : 1,350.39 Total : VEHICLE REPAIR & MAINTENANCE VEHICLE REPAIR & MAINTENANCE VEHICLE REPAIR & MAINTENANCE Total : SUPPLIES: STREET DEPT PROFESSIONAL SERVICES Total : Total : SUPPLIES: MAINTENANCE SHOP SAFETY EQUIP: MAINTENANCE SI - Total : STATE REMITTANCE Total : SUPPLIES: MAINTENANCE SHOP Total : COPY PAPER: CPW Total : SMALL TOOLS/MINOR EQUIP: MALI' Total : 2,500.00 2,500.00 111.96 71.63 19.04 202.63 939.16 939.16 6.860.00 6,860.00 171.86 211.02 382.88 31,705.77 31,705.77 59.30 59.30 126.75 126.75 49.89 49.89 ASSISTIVE LISTENING SIGNS 65.28 uchlist 03/2712019 10:02:37AM Voucher List Spokane Valley Page: Bank code : apbank Voucher Date Vendor Invoice 47220 3/27/2019 000019 000019 PURFECT LOGOS LLC 47221 3/27/2019 003407 RIGHTS SYSTEMS INC 47222 3/27/2019 002616 ROADWISE INC 47223 3/27/2019 002520 RWC GROUP 47224 3/27/2019 002531 SIX ROBBLEES INC (Continued) SI -160403 58187 58188 94689N 5-846765 5-846775 5-846986 47225 3/2712019 000308 SPOKANE CO PROSECUTING ATTY FEBRUARY 2019 47226 3/27/2019 000001 SPOKANE CO TREASURER 110100233 47227 3/27/2019 002540 SPOKANE HOUSE OF HOSE INC. 729877 730134 730517 47228 3/27/2019 004099 SPOKANE VALLEY ACE HARDWARE 25603 47229 3/27/2019 000065 STAPLES ADVANTAGE 47230 3/27/2019 002092 THOMPSON, CHRIS 3401317728 3401317729 3407163478 3407163479 FundlDept 001.090.000.518 101.000.000.542 101.000.000.542 101.000.000.542 101.000.000.542 101.000.000.542 101.000.000.542 001.016.000.589 101.042.000.542 101.000.000.542 101.000.000.542 101.000.000.542 101.042.000.542 001.040.043.558 001.040.043.558 001.040.043.558 001.040.043.558 EXPENSES 001.040.043.558 DescriptionlAccount Amount Total : RUCKUS WIRELESS ACCESS POIN Total : LIQUID MAG LIQUID MAG Total : VEHICLE REPAIR & MAINT. SUPPLI Total : VEHICLE REPAIR & MAINT. SUPPLI VEHICLE REPAIR & MAINT. SUPPLI VEHICLE REPAIR & MAINT. SUPPLi Total CRIME VICTIMS COMPENSATION F Total : FEBRUARY 2019 ENGINEERING Total : VEHICLE REPAIR & MAINT. SUPPLI VEHICLE REPAIR & MAINT. SUPPLI VEHICLE REPAIR & MAINT. SUPPLI Total : REPAIR & MAINTENANCE SUPPLIE Total : OFFICE SUPPLIES: COMM. DEV. OFFICE SUPPLIES: COMM. DEV. OFFICE SUPPLIES: COMM. DEV. OFFICE SUPPLIES: COMM. DEV. Total : 65.28 350.46 350.46 6,376.49 6,350.72 12,727.21 142.83 142.83 -78.34 84.69 202.87 209.22 485.47 485.47 26,137.71 26,137.71 106.60 14.66 91.74 213.00 18.59 18.59 48.56 -48.56 12.72 44.25 56.97 EXPENSE REIMBURSEMENT 13.46 Page: :-4� vchlist 03/27/2019 10:02:37AM Voucher List Spokane Valley Page: Bank code : apbank Voucher Date Vendor Invoice Fund/Dept Description/Account Amount 47230 3/27/2019 002092 002092 THOMPSON, CHRIS (Continued) Total : 13.46 47231 3/27/2019 005352 ZHUKOV, OKSANA EXPENSES 001.018.014.514 EXPENSE REIMBURSEMENT 230.00 Total : 230.00 47232 3/27/2019 001163 ZIGGY'S 1009711472 101.042.000.543 SUPPLIES: MAINTENANCE SHOP 142.46 Total : 142.46 41 Vouchers for bank code : apbank Bank total : 163,267.75 Total vouchers : 163,267.75 41 Vouchers in this report the undersigned, do certify under penalty of perjury, that the materials have been furnished, the services rendered. or the labor performed as described herein and that the claim is just, due and an unpaid obligation against the City of Spokane Valley, and that I am authorized to authenticate and certify said claim. Finance Director Date Council member reviewed: Mayor Date Council Member Date Page: vch1ist 03/29120/9 2:37:16PM Voucher List Spokane Valley ( Page: rT� Bank code : apbank Voucher Date Vendor Invoice 47233 3/29/2019 001606 BANNER BANK 47234 3/29/2019 001606 BANNER BANK 47235 3/29/2019 001606 BANNER BANK 47236 3/29/2019 001606 BANNER BANK 6368 Mar 2019 6368 Mar 2019 6368 Mar 2019 6368 Mar 2019 6368 Mar 2019 6368 Mar 2019 6368 Mar 2019 6368 Mar 2019 6368 Mar 2019 6368 Mar 2019 8573 Mar 2019 8573 Mar 2019 8573 Mar 2019 8573 Mar 2019 8573 Mar 2019 8573 Mar 2019 8573 Mar 2019 8573 Mar 2019 8599 Mar 2019 8599 Mar 2019 8599 Mar 2019 8599 Mar 2019 8599 Mar 2019 5214 Mar 2019 5214 Mar 2019 5214 Mar 2019 5214 Mar 2019 Fund/Dept 001.090.000.518 001, 018.014.514 001.040.041.543 001,090.000.517 101.000.000.542 101.000.000.542 001.013.000.513 106.000.000.537 101.042.000.542 101.042.000.542 001.011.000.511 001.011.000.511 101.042.000.542 001.013.015.515 001.013.015.515 402.402.000.531 402.402.000.531 402.402.000.531 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.011.000.511 402.402.000.531 402.402.000.531 402.402.000.531 Description/Account Amount COSTCO.COM WFOA DEPT OF LICENSING HEARTSMART.COM HOME DEPOT TANK - MAG TRUCK OFFICE DEPOT WASH. STATE RECYCLING ASSN. ASPHALT KINGDOM INT -TRANS FEE Total : PANERA BREAD CREDIT: PANERA BREAD WA DEPT OF ENTERPRISE SERVIC WSAMA WSAMA WSU CONFERENCE MGMT WSU CONFERENCE MGMT WSU CONFERENCE MGMT HOME DEPOT HOME DEPOT UPS STORE UPS STORE HOME DEPOT Total : Total : CREDIT: CAPITALAEROPORTER ALASKA AIRLINES ALASKA AIRLINES ALASKAAIRLINES Total : 979.17 75.00 116.00 187.00 29.04 1,204.26 221.94 555.00 298.00 2.68 3,668.09 194.96 -18.91 163.35 235.00 235.00 75.00 75.00 75.00 1,034.40 17.27 150.45 75.98 -75.98 21.73 189.45 -143.40 126.60 126.60 126.60 236.40 Page: vchlist 03/29/2019 2:37:16PM Voucher List Spokane Valley Page: Bank code : apbank Voucher Date Vendor Invoice Fund/Dept Description/Account Amount 47237 3129/2019 001606 BANNER BANK 9713 Mar 2019 001.040.043.558 AMAZON.COM 13.77 9713 Mar 2019 001.040.043.558 AMAZON.COM -77.48 9713 Mar 2019 001.040.043.558 ETSY.COM 60.93 9713 Mar 2019 001.040.043.558 AMAZON.COM 5.66 9713 Mar 2019 001.040.043.558 OREILLYAUTOMOTIVE STORES IN 45.67 9713 Mar 2019 001.040.043.558 NAPA AUTO PARTS 42.43 9713 Mar 2019 001.040.043.558 AMAZON.COM 16.26 9713 Mar 2019 001.040.043.558 AMAZON.COM 47.82 Total : 155.06 5 Vouchers for bank code : apbank Bank total : 5,283.40 5 Vouchers in this report Total vouchers : 5,283,40 I, the undersigned, do certify under penalty of perjury, that the materials have been furnished, the services rendered, or the labor performed as described herein and that the claim is just, due and an unpaid obligation against the City of Spokane Valley, and that I am authorized to authenticate and certify said claim. Finance Director Date Council member reviewed: Mayor Date Council Member Date Page: vchlist 04/03/2019 11: 51: 50AM Voucher List Spokane Valley Page: -I-- Bank code : apbank Voucher Date Vendor Invoice 47238 4/3/2019 004439 BIRCH COMMUNICATIONS INC 47239 4/3/2019 003122 CALHOUN, MARK 47240 4/3/2019 000101 CDW-G 47241 4/3/2019 000322 CENTURYLINK 47242 4/3/2019 000143 CITY OF SPOKANE 47243 4/3/2019 002604 DELL FINANCIAL SERVICES LLC 47244 4/3/2019 000734 DEPT OF TRANSPORTATION 47245 4/3/2019 000278 DRISKELL, CARY 47246 4/3/2019 003274 EXCHANGE PUBLISHING LLC 47247 4/3/2019 001447 FREE PRESS PUBLISHING INC 47248 4/3/2019 004179 IDABO 47249 4/3/2019 003185 LAMB, ERIK 27178921 EXPENSES RPL2843 3-19-19 to 4-19-19 IT -032587 79908458 RE-313-ATB90318048 R E-313-ATB90318057 EXPENSES 525137 49696 4780 EXPENSES Fund/Dept Description/Account Amount 001.076.305.575 PHONE SERVICE AT CENTERPLAC 001.011.000.511 EXPENSE REIMBURSEMENT 001.090.000.518 CRADLEPOINTAER1600 FOR SWIP Total : Total : 001.090.000.518 001.040.043.558 001.090.000.548 101.042.000.542 101.000.000.542 001.013.015.515 CITY HALL PHONES Total : Total : HEARING EXAMINER - INTERLOCA Total : COMPUTER LEASE: 001-8922117-0 Total : REIMBURSE TRAFFIC SVCS REIMBURSE SNOW & ICE MAINT. Total : EXPENSE REIMBURSEMENT 001.040.043.558 LEGAL PUBLICATION 001.040.043.558 LEGAL PUBLICATION 001.018.016.518 JOB POSTING Total : Total : Total : Total 001.013.015.515 EXPENSE REIMBURSEMENT 454.27 454.27 540.53 540.53 1,881.26 1,881.26 259.24 259.24 1,630.00 1,630.00 862.93 862.93 2,107.97 41, 827.71 43,935.68 344.40 344.40 55.50 55.50 128.00 128.00 25.00 25.00 29.84 Total : 29.84 vchlist 04/0312019 11:51:50AM Voucher List Spokane Valley Page: Bank code: apbank Voucher Date Vendor Invoice 47250 4/3/2019 007115 MADDY, BOBBY 47251 4/3/2019 002552 MDM CONSTRUCTION INC. 47252 4/3/2019 001295 NORTH CODE ENFORCERS 47253 4/3/2019 005963 NW MOBILE FLAGGING ACADEMY 47254 4/3/2019 000652 OFFICE DEPOT INC. 47255 4/3/2019 007133 PRUNTY, CAITLIN 47256 4/3/2019 003407 RIGHT! SYSTEMS INC 47257 4/3/2019 000031 ROYAL BUSINESS SYSTEMS 47258 4/3/2019 004535 SHRED -IT USA LLC 47259 4/3/2019 000658 SPOKANE CO SUPERIOR COURT 47260 4/3/2019 000001 SPOKANE CO TREASURER 47261 4/3/2019 000668 SPOKANE CO TREASURER EXPENSES 7547 5-8-2019 2312 285415472001 288479807001 289905171001 EXPENSES SI -160558 1N100335 8126976904 3550.289 42000595 35241.4101 45093.0646 45105.9010 Fund/Dept Description/Account Amount 001.018.014.514 EXPENSE REIMBURSEMENT 101.000.000.542 EQUIPMENT RENTAL/SNOW REMC Total : 001.040.043.558 FIRESTOP SEMINAR 5-8-19 001.040.041.543 FLAGGER CERTIFICATION Total : Total : 001.076.000.576 001 018.016.518 001.076.305.575 Total : OFFICE SUPPLIES: CENTERPLACE OFFICE SUPPLIES: HR OFFICE SUPPLIES: CENTERPLACE Total : 001.013.015.515 EXPENSE REIMBURSEMENT Total : 001.090.000.518 JUNIPER SWITCH SUPPORT RENE Total 001.040.043.558 MARCH 2019 COPIER COSTS Total : 001.090.000.518 DOCUMENT DESTRUCTION 001.013.015.515 FILING FEE 001.016.000.554 ANIMAL CONTROL SERVICES APR Total : 001.076.000.576 001.076.000.576 001.076.000.576 Total : Total : 1ST HALF 2019 STORMWATER/AQI 1ST HALF 2019 STORMWATER/AQI 1ST HALF 2019 STORMWATERIAQI 36.54 36.54 33.00 33.00 90.00 90.00 1,170.00 1,170.00 195.82 25.24 61.83 282.89 44.20 44.20 793.43 793.43 1,324.66 1,324.66 156.30 156.30 240.00 240.00 21,792.39 21,792.39 127.45 873.99 1,412.58 Page: �2� vchlist 04/03/2019 11:51:50AM Voucher List Spokane Valley Page: e3 - Bank code : apbank Voucher Date Vendor Invoice 47261 4/3/2019 000668 SPOKANE CO TREASURER 47262 4/3/2019 002597 TWISTED PAIR ENTERPRISES LLC 47263 4/3/2019 000087 VERIZON WIRELESS 47264 4/3/2019 001792 WHITEHEAD, JOHN 47265 4/3/2019 000711 WMCA TREASURER 6497358 3/29/2019 000001 SPOKANE CO TREASURER 29 Vouchers for bank code : apbank (Continued) 45114.9015 45121.9118 45162.0327 45174.9059 45182.9132 45201.0122 45222.0227 45271.9007 45271.9008 45273.9036 45332.1517 55073.3101 55074.4701 55074.4702 55172.0159 55182.1553 55182.1624 3272019 9826436750 EXPENSES 02681 02775 9290201511 Fund/Dept 001.076.000.576 101.042.000.543 001.076.000.576 001.076.000.576 001.076.000.576 001.033.000.518 001.016.016.521 001.076.000.576 001.076.000.576 001.076.000.576 001.076.000.576 402 402 000.531 402.402.000.531 402.402.000.531 402.402.000.531 001.076.000.576 001,076.000.576 001.011.000.511 001.076.302.576 001.090.000.517 001.013.000.513 001.013.000.513 001.016.000.521 Description/Account Amount 1ST HALF 2019 STORMWATER/AQ1 1ST HALF 2019 STORMWATER/AQI 1ST HALF 2019 STORMWATER FEE 1ST HALF 2019 STORMWATER/AQI 1ST HALF 2019 STORMWATER/AQL 1ST HALF 2019 STORMWATER/AQ1 1ST HALF 2019 STORMWATER/AQL 1ST HALF 2019 STORMWATER/AQL 1ST HALF 2019 STORMWATER FEE 1ST HALF 2019 STORMWATER/AQL 1ST HALF 2019 STORMWATER/IRR 2019 IRRIGATION FEE 2019 REGULAR TAX & IRRIGATION 2019 REGULAR TAX & IRRIGATION 2019 PROPERTY TAX 2019 AQUIFER FEE 2019 AQUIFER FEE Total : BROADCASTING COUNCIL MTGS Total : MARCH 2019 VERIZON CELL PHOt1 Total : EXPENSE REIMBURSEMENT Total : C KOUDELKA: MAY 2019 -APRIL 20; C BAINBRIDGE: MAY 2019 -APRIL 2( Total : LE CONTRACT BILLING MARCH 20 Total : Bank total : 371.52 411.85 552.72 28.39 214.45 358.41 357.60 81.03 151.20 158.85 153,70 3.64 3.49 2.45 1.04 30.00 30.00 5,324.36 1,214.00 1,214.00 3,130,63 3,130.63 409.63 409.63 75.00 75.00 150.00 1,535,279.00 1,535,279.00 1,621,617.68 Page: vchlist 04/0312019 12:01:52PM %5- Voucher List Page: �'IJ Spokane Valley Bank code : pk-ref Voucher Date Vendor Invoice Fund/Dept Description/Account Amount 8122 4/3/2019 007169 ADULT FAMILY HOME COUNCIL PARKS REFUND 001.237.10.99 DEPOSIT REFUND: ROOM 212 52.00 Total : 52.00 8123 4/3/2019 007174 BOYD, ANNIE PARKS REFUND 001.237.10.99 SUMMER DAY CAMP EARLY BIRD [ 20.00 Total : 20.00 8124 4/3/2019 007170 CROY, KARI PARKS REFUND 001.237.10.99 DEPOSIT REFUND: FIRESIDE LOUI 210.00 Total : 210.00 8125 4/3/2019 007162 FISCHER, ROB PARKS REFUND 001.237.10.99 DEPOSIT REFUND: GREAT ROOM/: 210.00 Total: 210.00 8126 4/3/2019 007175 FLETCHER, BREEANNA PARKS REFUND 001.237.10.99 SUMMER DAY CAMP REFUND 120.00 Total : 120.00 8127 4/3/2019 007171 MILES, SHAWNA PARKS REFUND 001.237.10.99 DEPOSIT REFUND: FIRESIDE LOUI 210.00 Total : 210.00 8128 4/3/2019 007172 MORAN, JASON PARKS REFUND 001.237.10.99 DEPOSIT REFUND: FIRESIDE LOUI 210.00 Total : 210.00 8129 4/3/2019 007173 SPOKANE COUNTY CSHCD PARKS REFUND 001.237.10.99 DEPOSIT REFUND: RM 1101CANCE 1,866.00 Total : 1,866.00 8 Vouchers for bank code : pk-ref Bank total : 2,898.00 8 Vouchers in this report Total vouchers : 2,898.00 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: April 9, 2019 Department Director Approval : Item: Check all that apply: ® consent ❑ old business ❑ new business ❑ public hearing ❑ information ❑ admin. report ❑ pending legislation AGENDA ITEM TITLE: Payroll for Pay Period Ending March 31, 2019 GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN: BACKGROUND: Budget/Financial impacts: Employees Council Total Gross: $ 291,622.50 $ 10,265.00 $ 301,887.50 Benefits: $ 186,823.59 $ 12,009.44 $ 198,833.03 Total payroll $ 478,446.09 $ 22,274.44 $ 500,720.53 RECOMMENDED ACTION OR MOTION: Move to Approve above payroll. [Approved as part of the Consent Agenda, or may be removed and discussed separately.] STAFF CONTACT: Raba Nimri DRAFT Attendance: Councilmembers MINUTES SPOKANE VALLEY COUNCIL MEETING STUDY SESSION Spokane Valley City Hall Council Chambers Spokane Valley, Washington March 19, 2019 Staff Rod Higgins, Mayor Brandi Peetz, Councilmember Linda Thompson, Councilmember Ben Wick, Councilmember Sam Wood, Councilmember Arne Woodard, Councilmember ABSENT: Pam Haley, Deputy Mayor Mark Calhoun, City Manager Cary Driskell, City Attorney Mike Stone, Parks & Rec. Director Bill Helbig, City Engineer Chelsie Taylor, Finance Director Mark Werner, Police Chief John Hohman, Deputy City Manager Christine Bainbridge, City Clerk Mayor Higgins called the meeting to order at 6:00 p.m. ROLL CALL: City Clerk Bainbridge called the roll; all Councilmembers were present except Deputy Mayor Haley. It was moved by Councilmember Woodard, seconded and unanimously agreed to excuse Deputy Mayor Haley from tonight's meeting. APPROVAL OF AMENDED AGENDA: It was moved by Councilmember Woodard, seconded, and unanimously agreed to approve the amended agenda. 1. Arts Council — Mike Stone; Dr. James Harken Parks and Recreation Director Stone introduced Dr. Jim Harken and Mr. Jim Sullivan, both of the Spokane Valley Arts Council; said now that the agreement between the City and the Arts Council has been finalized, they have been invited to begin dialogue with Council about potential art objects. Dr. Harken talked about starting this new process and that this is an opportunity to give some advance information to the City for funding and placement purposes; and he mentioned information about several sculptures noted in the packet material, including a sculpture that he personally owns and is willing to donate to the Arts Council to give to the City; said the "Indomitable Spirit" originally cost $26,000 to build and he would let the City have it for $25,000 delivered, adding that maybe when Balfour Park is updated that would be a good place for it. Dr. Harken said that the "Huckleberry Daze" sculpture might be placed in Greenacres Park, or Mission Park; and that the "Rock Star" also might be best placed at Balfour Park near the music venue that might be over there; and said these are only suggestions. The last piece described by Dr. Harken was a piece he said is currently in his yard, and one that he plans to donate to the Valley Arts Council to give to the City, perhaps near a veteran's memorial; he noted the last time it was appraised it was valued at $80,000. Dr. Harken proposed giving the City all three bronze sculptures in 2020, for free, except for the placement cost; and said he and the artists discussed this and if the City could come in around $32,000 or $33,000, they could do all three in one year. Council thanked Dr. Harken and Mr. Sullivan for their presentation. 2. Department of Ecology Agreement — Bill Helbig City Engineer Helbig explained the background surrounding the Department of Ecology's call for projects as noted on his March 19, 2019 Request for Council Action, including the proposed agreement; and he went through his PowerPoint concerning the Drywell Retrofit Program, what that program includes, and the financial information showing Ecology's share, our share, and total eligible costs. There was brief discussion about this program and Mr. Helbig explained that this program is only associated with water Council Study Session: 03-19-2019 Page 1 of 3 Approved by Council: DRAFT quality issues. There was Council consensus to place this agreement on the next Council's consent agenda for approval consideration. 3. Historical Review of Spokane Valley Mayoral Ball Events — Cary Driskell, Chris Bainbridge City Attorney Driskell went over the information contained in the Request for Council Action concerning the previous mayoral ball events, stressing that these events were not city -sponsored events, nor were any staff members involved in the event planning or preparation. 4. HB 1406/SB 5646 Encouraging Investments in Affordable and Supporting Housing — Mark Calhoun City Manager Calhoun explained that at the March 5, 2019 Council meeting, Councilmember Wick asked for a report concerning this bill which is currently being contemplated by the State Legislature. As noted in his March 19, 2019 Request for Council Action, Mr. Calhoun went over the background of the bills, which he said appear to be nearly identical, and about the sales and use tax, what occurs if a City does or does not levy a qualifying local tax; what constitutes a qualifying local tax, and how such might or could be imposed and collected. Mr. Calhoun also noted the tax would expire twenty years after first imposed, and that the tax would be based on taxable retail sales in the jurisdiction for state fiscal year 2018. Discussion included a suggestion from Councilmember Wood about the idea of setting up a fund similar to what we use with our outside agencies; or as Councilmember Woodard added, just for those specific types of organizations such as Hearth Housing. Mr. Calhoun confirmed that we would not necessarily have to impose a tax if we wait an additional twelve months, but we would have to adopt legislation to allow us to participate; and Councilmember Wick likened it to the process used for Lodging Tax funds. It was noted that while staff and members of Council are in Olympia next week, this would be a good topic to discuss with some of the legislators, and discuss further here if the bills get adopted. Mr. Calhoun agreed this is something to examine further as we don't manage the money or incur administrative costs for such things as the auditor's office filing fees that are earmarked for the homeless, so if we were to take on something like this, there would be some administrative costs. 4a. City Hall Update — John Hohman Deputy City Manager Hohman explained that in addition to the City Hall building punch list of items to be completed or fixed by the construction contractor Meridian after our move into the building, staff noted what appeared to be some settling of the building along the curved east wall of the Council Chambers; he explained that after Meridian was advised of the issue in 2018, staff continued monitoring the issue through the assistance of several experts, and that it has become apparent that repairs will need to be done on the wall and footing to avoid further settling and damage. Mr. Hohman said the issue is being investigated to look at possible remediation, but staff wanted to let the Council and public know we are working to resolve this problem; and that it will likely take some time working with the various insurance companies, as well as with a structural engineer, and he added that this space remains safe to occupy. 5. Advance Agenda — Mayor Higgins Councilmember Peetz suggested having a `trunk or treat' event at City Hall similar to what law enforcement does at the precinct, and that our parking lot would be a safe place for kids to come to on Halloween. After brief discussion about the idea, there was not a majority of Councilmembers in favor of the idea so it did not progress. Councilmember Peetz also suggested having a law enforcement recognition night or introduction of new officers, and that it could be done at the more formal meetings. Councilmember Thompson agreed that would be a good opportunity to introduce them and thank them for their work. The idea of also doing this with new employees was mentioned and Mr. Calhoun noted that our own staff generally leave work at 5:00 p.m., so if we did that it would have to be voluntary. Concerning the law enforcement officers, it was mentioned that it could be done quarterly, and Mr. Calhoun suggested the new officers could be mentioned in the Police quarterly report. Councilmember Thompson said for staff and new officers, if they couldn't attend the meeting perhaps we could have a slide with their picture and Council Study Session: 03-19-2019 Page 2 of 3 Approved by Council: DRAFT introduction as a means of feeling more connected. Councilmember Peetz also suggest perhaps recognizing officers like Todd Miller, with a proclamation, or certificate. Mayor Higgins said he would suggest exercising caution as he thinks these things are best taken care of inter -departmentally; and that we have a union and should not be involved in personnel issues, as this is a City Manager prerogative. City Clerk Bainbridge added that she would have to check, but believes the community recognition program with either a key, certificate or proclamation does not permit staff to be nominated. Councilmember Peetz also mentioned as a non -city item, that she would be having coffee with Police Chief Werner on April 6 and she invited members of the community to attend for a community conversation. 6. Council Check-in — Mayor Higgins Councilmember Woodard said that last Thursday the SRTC (Spokane Regional Transportation Council) moved the Appleway Trail project construction into the year 2019 instead of 2020, and that it was an exchange of two projects so we can finish up the trail from University to Liberty Lake. Councilmember Thompson mentioned that she assisted Meals on Wheels last week serving meals at the Senior Center at CenterPlace; said she also went bowling with staff the previous week; that she attended the NLC (National League of Cities) conference and will be sharing more later; and mentioned an ad in Sunday's paper advertising for police candidates in Tacoma. 7. City Manager Comments — Mark Calhoun Mr. Calhoun noted that in conjunction with last week's water district project, the Water District has awarded the contract; he mentioned the Labor & Industries' (L&I) Prevailing Wage for landscape labor and that this week L&I implemented an emergency rule so work like mowing, weeding, etc., which was $11.50 then moved to $37.19 an hour, will now be $12.00 an hour. Mr. Calhoun also reminded everyone of this Friday's Mayor's State of the City address at 11:30 at CenterPlace, and that registration is through the Chamber, and that he has learned the event is now sold out. Mr. Calhoun noted the event will be recorded and will be posted later to our website. It was moved by Councilmember Woodard, seconded and unanimously agreed to adjourn. The meeting adjourned at 7:18 p.m. ATTEST: L.R. Higgins, Mayor Christine Bainbridge, City Clerk Council Study Session: 03-19-2019 Page 3 of 3 Approved by Council: CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: April 9, 2019 Check all that apply: ® consent ❑ old business ❑ information ❑ admin. report Department Director Approval: ❑ new business ❑ public hearing ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Resolution 19-005 Initiating Street Vacation 2019-0001 GOVERNING LEGISLATION: Chapter 22.140 SVMC; RCW 35A.47.020 and chapter 35.79 RCW. PREVIOUS COUNCIL ACTION TAKEN: April 2, 2019: Council concurred to place this resolution on the April 9, 2019, consent agenda. BACKGROUND: Resolution 19-005 would start a City -initiated street vacation of unimproved rights-of-way of portions of Tschirley Road, Long Road, Rich Avenue, and Greenacres Road in the Northeast Industrial Area between Flora Road and Barker Road. The intent is to remove impediments to future development in order to allow underutilized industrial land to be considered for future development. This request is being initiated as part of the City's Economic Development Program. The rights- of-way as they currently exist, are not needed by the City for public transportation purposes and limit the usability of the adjacent parcels. Adequate vehicular access will be provided at the time of development. The areas proposed for vacation are located between Flora Road and Barker Road, adjacent to twelve parcels (55065.0105, 55063.0151, 55065.0170, 55065.0190, 55064.0171, 55064.0169, 55065.0107, 55064.0170, 55064.1107, 55061.9062, 55061.9066, 55064.9030). OPTIONS: Move to approve Resolution 19-005. [Done as part of the Consent Agenda.] RECOMMENDED ACTION OR MOTION: Move to approve Resolution 19-005. [Done as part of the Consent Agenda.] BUDGET/FINANCIAL IMPACTS: None. STAFF CONTACT: Mike Basinger, Economic Development Manager ATTACHMENTS: Proposed Resolution 19-005 DRAFT CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON RESOLUTION NO. 19-005 A RESOLUTION OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, INITIATING THE CITY OF SPOKANE VALLEY'S RIGHT-OF-WAY VACATION REQUEST STV -2019-0001 PURSUANT TO RCW 35.79.010; AND OTHER MATTERS RELATED THERETO. WHEREAS, the City of Spokane Valley owns the Tschirley Road right-of-way lying west of Barker Road, north of Union Pacific Railroad and Euclid Avenue, West half of Section 6, Township 25 North, Range 45 East, W.M.; and further defined as follows: That portion of an unnamed street in Plat No. 3 of West Farms Irrigated Tracts according to plat thereof, recorded in Volume T of Plats, page 6, lying north of the easterly extension of the North line of Tract 61 of said West Farms Irrigated Tracts, said street being between Tracts 57 and 58 and a portion of Tract 62; and WHEREAS, the City of Spokane Valley owns the Long Road right-of-way lying west of Barker Road, north of Union Pacific Railroad and Euclid Avenue, East half of Section 6, Township 25 North, Range 45 East, W.M.; and further defined as follows: That portion of an unnamed street in Plat No. 3 of West Farms Irrigated Tracts according to plat thereof, recorded in Volume T of Plats, page 6, lying north of previously vacated street (by County vacation number 2093) said street being between Tracts 55 and 56 and between Tracts 63 and 64 and a portion of Tract 67; and WHEREAS, the City of Spokane Valley owns the Rich Avenue right-of-way lying west of Barker Road, north of Union Pacific Railroad and Euclid Avenue, East half of Section 6, Township 25 North, Range 45 E., W.M.; and further defined as follows: That portion of an unnamed street in Plat No. 3 of West Farms Irrigated Tracts according to plat thereof, recorded in Volume T of Plats, page 6, being the north 20 feet of the Southwest Quarter of the Northeast Quarter of said Section 6, said street being north of and adjacent to Tract 54, and Tract 55; and WHEREAS, the City of Spokane Valley owns the Greenacres Road right-of-way lying west of Barker Road, north of Union Pacific Railroad and Euclid Avenue, East half of Section 6, Township 25N., Range 45E., W.M.; and further defined as follows: That portion of an unnamed street in Plat No. 3 of West Farms Irrigated Tracts according to plat thereof, recorded in Volume T of Plats, page 6, lying north of the westerly extension of the North line of Tract 76 of said West Farms Irrigated Tracts, said street being east of and adjacent to Tract 54, Tract 65, Tract 66 and a portion of Tract 75; and WHEREAS, upon incorporation, the City of Spokane Valley acquired all public rights of -way within its municipal boundaries, from Spokane County; and WHEREAS, pursuant to RCW 35.79.010, the legislative authority may by resolution initiate the vacation of any street or alley or any part when it is in the public interest; and WHEREAS, the City Council finds it is in the public interest to vacate the streets as shown in attachment "A"; and WHEREAS, SVMC 22.140.020 establishes authority for the City Council to initiate by resolution the vacation of certain sections of Tschirley Road, Long Road, Rich Avenue, and Greenacres Road. NOW THEREFORE, be it resolved by the City Council of the City of Spokane Valley, Spokane County, Washington, as follows: Resolution No. 19-005 Council initiates street vacation STV -2019-0001 Page 1 of 3 Section 1. The City Council hereby initiates the street vacation of sections of Tschirley Road, Long Road, Rich Avenue, and Greenacres Road, File No. STV -2019-0001, as set forth in attachment "A." Section 2. Effective Date. This Resolution shall be effective upon adoption. Adopted this day of April, 2019. CITY OF SPOKANE VALLEY ATTEST: L.R. Higgins, Mayor Christine Bainbridge, City Clerk Approved as to form: Office of the City Attorney Resolution No. 19-005 Council initiates street vacation STV -2019-0001 Page 2 of 3 Attachment "A" Resolution No. 19-005 Council initiates street vacation STV -2019-0001 Page 3 of 3 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: April 9, 2019 Department Director Approval: Check all that apply: ® consent ❑ old business ❑ new business ❑ public hearing ❑ information ❑ admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Resolution 19-006 Setting Planning Commission Public Hearing for Street Vacation 2019-0001 GOVERNING LEGISLATION: Chapter 22.140 SVMC; RCW 35A.47.020 and chapter 35.79 RCW. PREVIOUS COUNCIL ACTION TAKEN: April 2, 2019: Council concurred to place this resolution on the April 9, 2019, consent agenda. BACKGROUND: Resolution 19-005 would start a City -initiated street vacation of unimproved rights-of-way of portions of Tschirley Road, Long Road, Rich Avenue, and Greenacres Road in the Northeast Industrial Area between Flora Road and Barker Road. The intent is to remove impediments to future development in order to allow underutilized industrial land to be considered for future development. This request is being initiated as part of the City's Economic Development Program. The rights- of-way as they currently exist, are not needed by the City for public transportation purposes and limit the usability of the adjacent parcels. Adequate vehicular access will be provided at the time of development. The areas proposed for vacation are located between Flora Road and Barker Road, adjacent to twelve parcels (55065.0105, 55063.0151, 55065.0170, 55065.0190, 55064.0171, 55064.0169, 55065.0107, 55064.0170, 55064.1107, 55061.9062, 55061.9066, 55064.9030). Resolution 19-006 sets the Planning Commission Public Hearing. OPTIONS: Move to approve Resolution 19-006. [Done as part of the Consent Agenda.] RECOMMENDED ACTION OR MOTION: Move to approve Resolution 19-006. [Done as part of the Consent Agenda.] BUDGET/FINANCIAL IMPACTS: None. STAFF CONTACT: Mike Basinger, Economic Development Manager ATTACHMENTS: Proposed Resolution 19-006 DRAFT CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON RESOLUTION NO. 19-006 A RESOLUTION OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, SETTING THE PUBLIC HEARING DATE AND TIME FOR THE PLANNING COMMISSION TO CONSIDER STREET VACATION REQUEST STV -2019- 0001, PURSUANT TO RCW 35.79.010; AND OTHER MATTERS RELATED THERETO. WHEREAS, the City of Spokane Valley has initiated a Street Vacation request (File No. STV - 2019 -0001) for the vacation of 1,266 feet of Tschirley Road, 1,565 feet of Long Road, 1,328 feet of Rich Avenue, and 2,615 feet of Greenacres Road, located northwest of the intersection of Barker Road and Euclid Avenue adjacent to twelve parcels (55065.0105, 55063.0151, 55065.0170, 55065.0190, 55064.0171, 55064.0169, 55065.0107, 55064.0170, 55064.1107, 55061.9062, 55061.9066, 55064.9030); and WHEREAS, pursuant to RCW 35.79.010, the legislative authority shall, by resolution, set the date and time when a street vacation application shall be considered by the legislative authority or a committee thereof; and WHEREAS, chapter 22.140 SVMC establishes regulations and procedures for processing the vacation of public streets; and WHEREAS, pursuant to 22.140.030, the Planning Commission shall conduct a public hearing pursuant to RCW 35.79.010, and shall develop and forward a recommendation regarding STV -2019-0001 to the City Council. NOW THEREFORE, be it resolved by the City Council of the City of Spokane Valley, Spokane County, Washington, as follows: Section 1. Establishment of Public Hearing Date and Time for STV -2019-0001. The required public hearing for street vacation request STV -2019-0001, as set forth in Attachment "A," shall be conducted before the Spokane Valley Planning Commission, May 23, 2019 beginning at 6:00 p.m. or as soon thereafter as practical, in the City Council Chambers at the City Hall of the City of Spokane Valley, 10210 East Sprague Avenue, Spokane Valley, Washington 99206. Section 2. Effective Date. This Resolution shall be in full force and effect upon adoption. Adopted this day of April, 2019. CITY OF SPOKANE VALLEY ATTEST: L.R. Higgins, Mayor Christine Bainbridge, City Clerk Approved as to form: Office of the City Attorney Resolution No. 19-006 Setting Public Hearing Date and Time for STV -2019-0001 Page 1 of 2 Attachment "A" Resolution No. 19-006 Setting Public Hearing Date and Time for STV -2019-0001 Page 2 of 2 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: April 9, 2019 Department Director Approval: Check all that apply: ❑ consent ❑ old business ® new business ❑ public hearing ❑ information ❑ admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Proposed Resolution 19-007: Street Vacation 2019-0002: GOVERNING LEGISLATION: Spokane Valley Municipal Code (SVMC) 22.140; RCW 35A.47.020 and RCW 35.79 PREVIOUS COUNCIL ACTION TAKEN: None BACKGROUND: The owner, Circle M Properties, has requested the vacation of 669.08 feet in length of Baldwin Avenue, 225.49 feet of University Road and 19.90 feet of Glenn Road. The right-of-way section is unimproved and ranges from 50 to 64 feet in width. The total area to be vacated for Baldwin Avenue is approximately 40,144 square feet, the area for University Road is approximately 12,926 square feet, and the area for Glenn Road is approximately 878 square feet. The portion of right-of-way proposed to be vacated is located between Interstate 90 (north) and Nora Avenue (south) and adjacent to three parcels (45093.1519, 45084.0401 and 45084.1314). OPTIONS: Approve Resolution 19-007 setting the date for a Public Hearing on the proposed street vacation; or take other appropriate action. RECOMMENDED ACTION OR MOTION: Approve Resolution 19-007, setting May 23, 2019 as the date for a public hearing before the Planning Commission on street vacation application STV -2019-0002. BUDGET/FINANCIAL IMPACTS: None STAFF CONTACT: Connor Lange, Planner ATTACHMENT: Resolution 19-007; PowerPoint DRAFT CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON RESOLUTION NO. 19-007 A RESOLUTION OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, SETTING THE PUBLIC HEARING DATE AND TIME FOR THE PLANNING COMMISSION TO CONSIDER STREET VACATION REQUEST STV - 2019 -0002 PURSUANT TO RCW 35.79.010; AND OTHER MATTERS RELATED THERETO. WHEREAS, the City of Spokane Valley has received a Street Vacation request (File # STV -2019- 0002) from property owner Circle M Family Properties for the vacation of 669.08 feet in length of Baldwin Avenue, 225.49 feet in length of University Road and 19.90 feet in length of Glenn Road located between Interstate 90 (north) and Nora Avenue (south) and adjacent to three parcels (45093.1519, 45084.0401 and 45084.1314); and WHEREAS, RCW 35.79.010 specifies that the legislative authority shall establish by resolution the time when a Street Vacation application shall be considered by the legislative authority or a committee thereof; and WHEREAS, the Spokane Valley Municipal Code 22.140 establishes regulations and procedures for the processing of vacations of public streets (hereafter referred to as "Street Vacation"); and WHEREAS, Spokane Valley Municipal Code 22.140.030 specifies that the Planning Commission shall conduct the public hearing required pursuant to RCW 35.79.010; and shall develop and forward a recommendation for a requested Street Vacation to the City Council. NOW THEREFORE, be it resolved by the City Council of the City of Spokane Valley, Spokane County, Washington, as follows: Section 1. Establishment of Public Hearing Date and Time for STV -2019-0002. The required public hearing for Street Vacation Request STV -2019-0002 shall be conducted before the Spokane Valley Planning Commission, May 23, 2019 beginning at 6:00 p.m. or as soon thereafter as practical, in the City Council Chambers at the City Hall of the City of Spokane Valley, 10210 East Sprague Avenue, Spokane Valley, Washington 99206. Section 2. Effective Date. This Resolution shall be in full force and effect upon adoption. Adopted this 9th day of April, 2019. CITY OF SPOKANE VALLEY ATTEST: L.R. Higgins, Mayor Christine Bainbridge, City Clerk Approved as to form: Office of the City Attorney Resolution No. 19-007 Establishment of Public Hearing Date and Time for STV -2019-0002 Page 1 of 1 Circle M Properties Street Vacation STV -2019-0002 April 9, 2019 Connor Lange, Planner 1 Process: - Formal Application Submittal Today • Study Session ' 7 • 5-9-19 ' 5 Public Hearing • 5-23-19 an • • Findings of Fact 6-13-19 a Administrative Report Ordinance 1st Reading Ordinance 2nd Reading Conditions satisfied Staff Review .- (15 ct 61 cj Os) czt VI VI te W o CJ VI = C C 0 r .- a� o CJ P4 74 o Pal 1:4 cu 2 Vicinity Map F MAI KEN "1■ ■ ■■■ University Road, Baldwin Avenue & Glenn Road street vacation 00 E INDr-,'JA RD 90 IJ TD Lr 3 Proposed street vacation: CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: April 9, 2019 Check all that apply: ❑ consent ❑ old business ❑ information ❑ admin. report Department Director Approval: ® new business ❑ public hearing ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Motion Consideration: Bid Award- Wilbur Road Sidewalk (Broadway to Boone) — CIP #0278 GOVERNING LEGISLATION: SVMC 3.35.10 — Contract Authority PREVIOUS COUNCIL ACTION TAKEN: • 10/24/2017: Council held a Public Hearing for the 2018 Community Development Block Grant Program, which included this project • 6/5/2018: Council passed Resolution 18-003 adopting the 2019-2024 Six Year Transportation Improvement Program (TIP), which included this project • 1/29/19: Council passed Resolution 19-002 amending the 2019 TIP, which included this project • 2/5/19: Administration Report provided an update on the project status BACKGROUND: This project will install new sidewalk, curb and gutter, and widen the pavement on the east side of Wilbur Road between Broadway Avenue and Boone Avenue. The stormwater division identified needed stormwater improvements that can be done in conjunction with the project. The project costs and budget are: Project Costs Preliminary Engineering Construction Bid Award 10% Constr. Contingency Construction Engineering Total estimated costs $ 42,927 $ 371,520 $ 37,000 $ 25,550 $ 476,997 Project Budget City Fund 302 City Fund 402 CDBG Grant Total Budget $ 88,791 $ 45,000 $ 343,206 $ 476,997 The Engineer's Estimate for construction was $438,575. The project was advertised on March 15, 2019 and bids were opened on Friday March 29, 2019. Five bids were received. W.M. Winkler submitted the lowest bid of $371,520.00 which is $67,055 below the Engineer's Estimate. N.A. Dergerstrom, Bacon Concrete, J7 Contracting and National Native American Construction also submitted bids. A copy of the Bid Tabulation is attached. BUDGET/FINANCIAL IMPACTS: There are sufficient funds in the budget to construct the project. OPTIONS: 1) Move to award the contract to the lowest responsive and responsible bidder, or 2) take other appropriate action. RECOMMENDED ACTION OR MOTION: Move to award the Wilbur Road Sidewalk Project (Broadway to Boone) CIP #0278 to W.M. Winkler in the amount of $371,525.00 and authorize the City Manager to finalize and execute the construction contract. STAFF CONTACT: Bill Helbig PE, City Engineer ATTACHMENTS: 3/29/19 CIP #0278 Bid Tabulation BID TABULATION Wilbur Sidewalk - Boone to Broadway Project CIP No. 0278 nrra .0000 Val lei Item 1! Description Units Quantity Engineers Estimate Wm. Winkler Co. NA Degerstrom, Inc. Bacon Concrete, Inc. 17 Contracting, Inc. National Native American Construction Inc. Unit Price I Total Cost Unit Price I Total Cost Unit Price I Total Cost Unit Price I Total Cost Unit Price I Total Cost Unit Price I Total Cost Schedule A - Sidewalk Improvements 100 MOBILIZATION L.S. 1 $45,000.00 $45,000.00 $25,217.00 $25,217.00 $35,000.00 $35,000.00 $32,000.00 $32,000.00 $40,000.00 $40,000.00 $30,825.00 $30,825.00 101 CONSTRUCTION SURVEYING L.S. 1 $9,000.00 $9,000.00 $7,778.00 $7,778.00 $5,000.00 $5,000.00 $8,000.00 $8,000.00 $6,200.00 $6,200.00 $11,494.00 $11,494.00 102 SPCC PLAN L.S. 1 $800.00 $800.00 $803.00 $803.00 $500.00 $500.00 $600.00 $600.00 $700.00 $700.00 $841.00 $841.00 103 MINOR CHANGE CALC. 1 $20,000.00 $20,000.00 $20,000.00 $20,000.00 $20,000.00 $20,000.00 $20,000.00 $20,000.00 $20,000.00 $20,000.00 $20,000.00 $20,000.00 104 PROJECT TEMPORARY TRAFFIC CONTROL L.S. 1 $20,000.00 $20,000.00 $7,124.00 $7,124.00 $15,000.00 $15,000.00 $6,800.00 $6,800.00 $7,500.00 $7,500.00 $20,313.00 $20,313.00 105 PORTABLE CHANGEABLE MESSAGE SIGN HR. 168 $5.00 $840.00 $6.75 $1,134.00 $6.00 $1,008.00 $5.00 $840.00 $4.00 $672.00 $5.00 $840.00 106 DOCUMENTATION COMPLIANCE EST. 1 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 107 REMOVAL OF STRUCTURES AND OBSTRUCTIONS L.S. 1 $1,500.00 $1,500.00 $920.00 $920.00 $2,500.00 $2,500.00 $1,600.00 $1,600.00 $15,000.00 $15,000.00 $6,926.00 $6,926.00 108 CLEARING AND GRUBBING L.S. 1 $5,500.00 $5,500.00 $3,476.00 $3,476.00 $5,000.00 $5,000.00 $2,200.00 $2,200.00 $14,000.00 $14,000.00 $6,926.00 $6,926.00 109 EROSION CONTROL L.S. 1 $3,000.00 $3,000.00 $480.50 $480.50 $2,500.00 $2,500.00 $1,200.00 $1,200.00 $5,000.00 $5,000.00 $1,556.00 $1,556.00 110 SAWCUT ASPHALT PAVEMENT LF -IN 3800 $1.00 $3,800.00 $0.50 $1,900.00 $0.50 $1,900.00 $0.65 $2,470.00 $0.80 $3,040.00 $4.00 $15,200.00 111 REMOVE ASPHALT PAVEMENT S.Y. 525 $10.00 $5,250.00 $8.70 $4,567.50 $4.50 $2,362.50 $14.50 $7,612.50 $18.00 $9,450.00 $10.00 $5,250.00 112 REMOVE CEMENT CONCRETE CURB L.F. 55 $10.00 $550.00 $8.95 $492.25 $13.00 $715.00 $10.00 $550.00 $16.00 $880.00 $12.00 $660.00 113 REMOVE CEMENT CONCRETE SIDEWALK / DRIVEWAY APPROACH S.Y. 10 $20.00 $200.00 $71.40 $714.00 $25.00 $250.00 $20.00 $200.00 $33.00 $330.00 $18.00 $180.00 114 REMOVE FENCE L.F. 60 $20.00 $1,200.00 $12.00 $720.00 $10.00 $600.00 $8.00 $480.00 $40.00 $2,400.00 $41.00 $2,460.00 115 ROADWAY EXCAVATION INCL. HAUL C.Y. 830 $40.00 $33,200.00 $30.00 $24,900.00 $45.00 $37,350.00 $34.00 $28,220.00 $40.00 $33,200.00 $87.00 $72,210.00 116 CRUSHED SURFACING TOP COURSE, 2 IN. DEPTH S.Y. 115 $10.00 $1,150.00 $8.65 $994.75 $11.00 $1,265.00 $24.75 $2,846.25 $6.00 $690.00 $14.00 $1,610.00 117 CRUSHED SURFACING TOP COURSE, 3 IN. DEPTH S.Y. 90 $12.50 $1,125.00 $12.60 $1,134.00 $11.00 $990.00 $28.75 $2,587.50 $7.00 $630.00 $14.00 $1,260.00 118 CRUSHED SURFACING TOP COURSE, 6 IN. DEPTH S.Y. 1020 $15.00 $15,300.00 $14.00 $14,280.00 $20.00 $20,400.00 $34.00 $34,680.00 $12.00 $12,240.00 $16.00 $16,320.00 119 HMA CL. 3/8" PG 645-283 IN. DEPTH S.Y. 1020 $30.00 $30,600.00 $17.90 $18,258.00 $18.00 $18,360.00 $25.45 $25,959.00 $23.00 $23,460.00 $27.00 $27,540.00 120 COMPACTION PRICE ADJUSTMENT CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 121 JOB MIX COMPLIANCE PRICE ADJUSTMENT CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 122 ADJUST EXISTING WATER VALVE EACH 2 $1,000.00 $2,000.00 $489.00 $978.00 $500.00 $1,000.00 $850.00 $1,700.00 $750.00 $1,500.00 $513.00 $1,026.00 123 ADJUST EXISTING MANHOLE EACH 1 $2,000.00 $2,000.00 $310.50 $310.50 $500.00 $500.00 $975.00 $975.00 $1,200.00 $1,200.00 $949.00 $949.00 124 UTILITY CASTING DEPTH COMPLIANCE CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 125 CEMENT CONCRETE CURB AND GUTTER L.F. 1325 $25.00 $33,125.00 $21.90 $29,017.50 $18.50 $24,512.50 $26.00 $34,450.00 $39.00 $51,675.00 $27.00 $35,775.00 126 CEMENT CONC. SIDEWALK S.Y. 475 $50.00 $23,750.00 $66.10 $31,397.50 $50.00 $23,750.00 $42.75 $20,306.25 $56.00 $26,600.00 $70.00 $33,250.00 127 CEMENT CONC. DRIVEWAY APPROACH S.Y. 450 $70.00 $31,500.00 $73.00 $32,850.00 $65.00 $29,250.00 $60.50 $27,225.00 $66.00 $29,700.00 $71.00 $31,950.00 128 CEMENT CONC. CURB RAMP TYPE SINGLE DIRECTION EACH 3 $2,000.00 $6,000.00 $2,116.00 $6,348.00 $2,500.00 $7,500.00 $2,100.00 $6,300.00 $2,000.00 $6,000.00 $2,160.00 $6,480.00 129 CEMENT CONC. CURB RAMP TYPE PARALLEL A EACH 1 $1,750.00 $1,750.00 $1,864.00 $1,864.00 $3,000.00 $3,000.00 $2,400.00 $2,400.00 $2,500.00 $2,500.00 $2,210.00 $2,210.00 130 CEMENT CONC. PEDESTRIAN CURB L.F. 80 $30.00 $2,400.00 $24.00 $1,920.00 $20.00 $1,600.00 $19.00 $1,520.00 $25.00 $2,000.00 $23.00 $1,840.00 131 PERMANENT SIGNING L.S. 1 $2,000.00 $2,000.00 $984.50 $984.50 $1,300.00 $1,300.00 $1,425.00 $1,425.00 $1,500.00 $1,500.00 $1,314.00 $1,314.00 132 SOD INSTALLATION S.Y. 140 $17.00 $2,380.00 $9.70 $1,358.00 $14.00 $1,960.00 $21.00 $2,940.00 $15.00 $2,100.00 $38.00 $5,320.00 133 TOPSOIL TYPE C, 2 IN. DEPTH S.Y. 140 $10.00 $1,400.00 $13.80 $1,932.00 $9.00 $1,260.00 $22.00 $3,080.00 $8.00 $1,120.00 $31.00 $4,340.00 134 SEEDING, FERTILIZING AND MULCHING S.Y. 950 $2.50 $2,375.00 $2.00 $1,900.00 $5.00 $4,750.00 $1.60 $1,520.00 $3.00 $2,850.00 $1.40 $1,330.00 135 IRRIGATION SYSTEM REVISION EACH 1 $2,000.00 $2,000.00 $5,467.00 $5,467.00 $1,000.00 $1,000.00 $7,600.00 $7,600.00 $2,500.00 $2,500.00 $2,425.00 $2,425.00 136 SEGMENTAL CONCRETE RETAINING WALL S.F. 1290 $45.00 $58,050.00 $40.30 $51,987.00 $50.00 $64,500.00 $54.00 $69,660.00 $43.00 $55,470.00 $65.00 $83,850.00 137 REMOVE AND RE -INSTALL CHAIN LINK FENCE L.F. 150 $25.00 $3,750.00 $38.40 $5,760.00 $27.00 $4,050.00 $41.00 $6,150.00 $41.00 $6,150.00 $47.00 $7,050.00 138 CHAIN LINK FENCE TYPE 4 L.F. 270 $25.00 $6,750.00 $53.50 $14,445.00 $35.00 $9,450.00 $59.50 $16,065.00 $59.00 $15,930.00 $34.00 $9,180.00 139 TEMPORARY FENCE L.F. 140 $7.50 $1,050.00 $13.10 $1,834.00 $7.50 $1,050.00 $8.00 $1,120.00 $20.00 $2,800.00 $7.00 $980.00 Schedule A - Subtotal $385,298.00 $330,249.00 $356,136.00 $388,284.50 $411,990.00 $476,683.00 Schedule B - Stormwater Improvements 200 MOBILIZATION L.S. 1 $5,000.00 $5,000.00 $3,048.00 $3,048.00 $3,500.00 $3,500.00 $4,500.00 $4,500.00 $20,000.00 $20,000.00 $9,700.00 $9,700.00 201 TRENCH EXCAVATION SAFETY SYSTEM L.S. 1 $500.00 $500.00 $650.00 $650.00 $500.00 $500.00 $450.00 $450.00 $1,000.00 $1,000.00 $5,524.00 $5,524.00 202 MINOR CHANGE CALC. 1 $5,000.00 $5,000.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 203 SAWCUT ASPHALT PAVEMENT LF -IN 750 $1.00 $750.00 $0.50 $375.00 $0.50 $375.00 $0.65 $487.50 $0.80 $600.00 $4.00 $3,000.00 204 STORMWATER PATCH REMOVAL S.Y. 205 $10.00 $2,050.00 $9.00 $1,845.00 $3.50 $717.50 $14.50 $2,972.50 $20.00 $4,100.00 $10.00 $2,050.00 205 ABANDON EXISTING DRYWELL EACH 1 $2,500.00 $2,500.00 $2,962.00 $2,962.00 $1,150.00 $1,150.00 $925.00 $925.00 $2,500.00 $2,500.00 $3,650.00 $3,650.00 206 REMOVE EXISTING CATCH BASIN EACH 2 $1,000.00 $2,000.00 $722.00 $1,444.00 $150.00 $300.00 $925.00 $1,850.00 $500.00 $1,000.00 $1,825.00 $3,650.00 207 REMOVE STORM DRAIN PIPE L.F. 35 $30.00 $1,050.00 $41.70 $1,459.50 $15.00 $525.00 $15.00 $525.00 $30.00 $1,050.00 $30.00 $1,050.00 208 REPLACE EXISTING CONE EACH 1 $1,500.00 $1,500.00 $1,316.00 $1,316.00 $900.00 $900.00 $1,100.00 $1,100.00 $900.00 $900.00 $2,843.00 $2,843.00 209 REPLACE EXISTING FRAME & GRATE WITH SOLID 'STORM' FRAME EACH 2 $650.00 $1,300.00 $506.00 $1,012.00 $900.00 $1,800.00 $750.00 $1,500.00 $700.00 $1,400.00 $591.00 $1,182.00 210 CRUSHED SURFACING TOP COURSE, 6 IN. DEPTH S.Y. 205 $15.00 $3,075.00 $13.25 $2,716.25 $13.50 $2,767.50 $34.00 $6,970.00 $12.00 $2,460.00 $47.00 $9,635.00 211 HMA CL. 3/8" PG 645-283 IN. DEPTH S.Y. 205 $30.00 $6,150.00 $20.90 $4,284.50 $21.00 $4,305.00 $41.60 $8,528.00 $38.00 $7,790.00 $57.00 $11,685.00 212 JOB MIX COMPLIANCE PRICE ADJUSTMENT CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 213 COMPACTION PRICE ADJUSTMENT CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 214 SPILL CONTROL SEPARATOR EACH 4 $300.00 $1,200.00 $421.00 $1,684.00 $500.00 $2,000.00 $525.00 $2,100.00 $500.00 $2,000.00 $1,867.00 $7,468.00 215 PRECAST CONCRETE DRYWELL TYPE A WITH SOLID COVER EACH 1 $4,000.00 $4,000.00 $4,198.00 $4,198.00 $5,000.00 $5,000.00 $2,800.00 $2,800.00 $4,600.00 $4,600.00 $6,375.00 $6,375.00 216 CATCH BASIN TYPE 1 EACH 3 $2,000.00 $6,000.00 $1,806.00 $5,418.00 $1,500.00 $4,500.00 $2,520.00 $7,560.00 $2,750.00 $8,250.00 $2,624.00 $7,872.00 217 SOLID WALL PVC STORM SEWER PIPE 10IN. DIA. L.F. 55 $70.00 $3,850.00 $65.75 $3,616.25 $40.00 $2,200.00 $75.00 $4,125.00 $100.00 $5,500.00 $107.00 $5,885.00 218 CONNECTION TO EXISTING DRYWELL EACH 1 $1,200.00 $1,200.00 $1,178.00 $1,178.00 $1,000.00 $1,000.00 $940.00 $940.00 $1,000.00 $1,000.00 $3,460.00 $3,460.00 219 CONNECTION TO DRAINAGE STRUCTURE EACH 1 $800.00 $800.00 $1,178.00 $1,178.00 $500.00 $500.00 $940.00 $940.00 $1,000.00 $1,000.00 $3,460.00 $3,460.00 220 GRATE INLET TYPE 2, WSDOT EACH 1 $2,500.00 $2,500.00 $2,380.00 $2,380.00 $2,400.00 $2,400.00 $2,600.00 $2,600.00 $2,750.00 $2,750.00 $4,469.00 $4,469.00 221 POROUS GRAVEL SHOULDER S.F. 190 $15.00 $2,850.00 $2.65 $503.50 $9.00 $1,710.00 $3.40 $646.00 $35.00 $6,650.00 $25.00 $4,750.00 Schedule B - Subtotal $53,277.00 $41,271.00 $36,153.00 $51,522.00 $74,553.00 $97,711.00 PROJECT TOTALS $438,575.00 $371,520.00 $392,289.00 $439,806.50 $486,543.00 $574,394.00 Competitive bids were opened on March 29,E BUTT �. ° , i ,y, ,,,,r, 2019. I hereby certify to the best of my ability v .- + -J 1, that this is a true and correct bid tabulation for _ I the Wilbur Road Sidewalk Project, CIP #0278. / ♦� n57226s6 F, . � tcr,VW ;�, 'VOA VI, 3/29/19 CHECKLIST Bid Proposal Checklist Bid Proposal Form Addendas Acknowledged Cert -Wage Payment Compliance Contractor Info Bid Qualifications Bid Bond Reps & Certs x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: April 9, 2019 Department Director Approval: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing ❑ information ® admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Update on Tourism Venues GOVERNING LEGISLATION: None PREVIOUS COUNCIL ACTION TAKEN: • March 8, 2016, Council heard a report from Community Attributes, Inc. (CAI) on the Retail Improvement Study, as well as the Tourism Enhancement Study. • August 16, 2016, Council authorized staff to move forward with the analysis of six potential tourism enhancement projects. • November 30, 2016, Council and staff attended a special Council meeting to hear about and discuss the CSL Feasibility Study, the purpose of which was to consider a potential sports complex on land located near the HUB facility, and for potential major enhancements to Spokane County's existing Plante's Ferry Sports Facility. • December 20, 2016, Council heard a report from CAI on an update to the Tourism Enhancement Study, including analysis of the six projects approved by Council as well as the Plante's Ferry expansion and the HUB Complex. • November 17, 2017, Council heard that staff was having CAI perform an analysis on expanding the outdoor venue at CenterPlace in addition to the other projects in the Tourism Enhancement Study. • February 13, 2018 and May 29, 2018, Council heard administrative reports on this topic. • July 10, 2018 Council approved a motion to limit future discussions of this topic to the fairgrounds and stadium district, a sports complex, and CenterPlace west lawn expansion. • August 14, 2018 Council heard an administrative report which went into greater detail on the economic analysis of the fairgrounds and stadium district, a sports complex, and CenterPlace west lawn expansion. BACKGROUND: At the July 10, 2018 meeting, Council approved a motion to narrow the discussion of economic venues and events to the fairgrounds and stadium district, a sports complex, and the CenterPlace west lawn expansion. At the August 14, 2018 meeting, Council discussed financial analysis of these three venues prepared by staff. That analysis was based upon three separate consultant prepared documents: • the CAI report titled Spokane Valley Tourism Analysis — Phase II Project Profiles dated March 2017, • the CSL Feasibility Study from November 2016, and • the CAI report titled CenterPlace Expansion Economic Impact Assessment dated April 2018. Staff has updated this analysis and it is included as an attachment to this report this evening. Fairgrounds and Stadium District The fairgrounds and stadium district project is discussed on pages 54-61 of the CAI Report titled Spokane Valley Tourism Analysis — Phase II Project Profiles. This project involves demolishing one of the existing buildings at the fairgrounds and constructing a larger structure in its place. This is projected to increase capacity at the fairgrounds by 10 to 30 events annually. At baseline attendance, the project is estimated to draw an additional 57,600 visitors per year resulting in 8,300 estimated hotel nights. The cost of the project is estimated at $8.4 million and would require LTGO bonds in the amount of $5.8 million after the use of $2.6 million in estimated fund balance in the Hotel/Motel Tax — Tourism Facilities Fund #104 at December 31, 2019. The bond payment would be about $365,000 annually, which could be accommodated within the 1.3% lodging tax (estimated to provide $390,000 annually as of 2019). The annual net cash inflow from this project is estimated to be about $49,400 after factoring in revenues and expenses from operations, projected increases Spokane Valley sales taxes from additional visitor spending in the City, the 1.3% lodging tax assumed to pay for the LTGO payment, and the LTGO bond payment. We have recently discussed this project with Spokane County leadership and they are interested in continued conversations regarding this proposal. They have been contacted by a private company that is looking for an expanded venue at the fairgrounds which would fit well with our proposal Sports Complex The sports complex project is discussed in the CSL Feasibility Study, which envisioned the complex as a "pay to play" facility rather than a community park — meaning that access to the fields would be limited to paying customers. Proceeds from renting field space for practice and tournaments would be used to partially cover construction, plus operating and maintenance costs. This project involves the construction of 12 fields, including four full-size flexible baseball fields and eight softball/youth fields. The site would need to be 48 to 72 acres in size to accommodate the fields. At year three of operation, which staff is using as a mid -line for potential operating activity, the project is estimated to draw an additional 310,750 visitors per year resulting in 10,992 estimated hotel nights. The cost of the project is estimated at $27.9 million and would require LTGO bonds in the amount of $25.3 million after the use of $2.6 million in estimated fund balance in the Hotel/Motel Tax — Tourism Facilities Fund #104 at December 31, 2019. The bond payment would be about $2 million annually, of which the 1.3% lodging tax would provide $390,000. The annual net cash outflow from this project is estimated at $1.7 million after factoring in revenues and expenses from operations, projected increases of Spokane Valley sales taxes from additional visitor spending in the City, proceeds from the 1.3% lodging tax assumed to partially pay for the LTGO bond payment. Again, these operating figures are assuming that the complex is a pay to play facility and that fees would be charged for any use of the complex. However, it is important to take recent events into consideration that affect the estimated project costs. The capital cost of $27.9 million was estimated in the CSL Feasibility Study in 2016 and the costs have not been updated since that time in order to reflect current conditions. One change that will significantly increase capital costs is the change in prevailing wages for landscape construction, which increased from $11.50/hr. to $37.19/hr. as of September 1, 2018. This increase will apply to much of the capital costs of the Sports Complex project. In order to obtain a more accurate cost estimate for the project, the City would need to engage a consultant to update the figures, which is not currently included in the 2019 Budget. In addition, Spokane County has continued to work on refining the scope of the Plantes Ferry Sports Complex renovations that were also part of the 2016 CSL Study. Plantes Ferry is a 95 acre facility that is joined by over 14 acres of State Parks property. There are five existing softball fields and thirteen rectangular fields that are primarily used for soccer. The renovations would improve most of the fields with some receiving artificial turf. Enhanced parking and illumination would also be part of the project. Staff recommends that Spokane County present the detailed scope of the project at a future City Council meeting. CenterPlace West Lawn Expansion The CenterPlace west lawn expansion project is discussed in the CAI report titled CenterPlace Expansion Economic Impact Assessment. This project involves improvements to the west lawn at CenterPlace to make the area more conducive to outdoor events. The improvements are projected to increase the number of large events held at CenterPlace by 20 events annually. At 75% occupancy, the project is estimated to draw an additional 148,601 visitors per year resulting in 1,800 estimated hotel nights. The remaining cost of the project is estimated at about $2 million after taking into consideration work that was completed in 2018, and the project would not require LTGO bonds to complete the capital construction due to the use of $2.6 million in estimated fund balance in the Hotel/Motel Tax — Tourism Facilities Fund #104 at December 31, 2019. As there would not be an annual bond payment, the $390,000 annually from the 1.3% lodging tax would be available for use on other projects. The annual net cash inflow from this project is estimated at $174,000 after factoring in revenues and expenses from operations and projected increases in Spokane Valley sales taxes from additional visitor spending in the City. OPTIONS: None — discussion only. RECOMMENDED ACTION OR MOTION: None — discussion only. BUDGET/FINANCIAL IMPACTS: The Hotel/Motel Tax — Tourism Facilities Fund #104 is estimated to have an ending fund balance of about $2,590,000 at the end of 2019. Revenues in that fund are currently estimated at $390,000 in the 2019 Budget which would finance approximately $6,228,100 in bond proceeds. STAFF CONTACT: John Hohman, Deputy City Manager, Mike Stone, Parks & Recreation Director, and Chelsie Taylor, Finance Director ATTACHMENTS: • PowerPoint Presentation • Financial Analysis of Fairgrounds and Stadium District o Analysis of potential tourism enhancement o Bond payment calculation o Sales tax increase calculation • Financial Analysis of Sports Complex o Analysis of potential tourism enhancement o Bond payment calculation o Sales tax increase calculation • Financial Analysis of CenterPlace West Lawn Expansion o Analysis of potential tourism enhancement o Sales tax increase calculation • CAI report titled Spokane Valley Tourism Analysis — Phase II Project Profiles dated March 2017 • CSL Feasibility Study from November 2016 • CAI report titled CenterPlace Expansion Economic Impact Assessment dated April 2018 Economic Analysis of Tourism and Events April 9, 2019 John Hohman, Deputy City Manager Mike Stone, Parks & Recreation Director Chelsie Taylor, Finance Director Spokane Dalley Retail Improvement Strategy 2015 hired CAI to develop a retail improvement strategy and action plan Analyze Retail Trade Area, demographics, retail demand Identify opportunities for retail growth Develop strategic work program actions Cal atty ribute ity Identified strong connection between retail and tourism A retail improvement strategy action was to explore potential tourism anchors and study those projects Retail Improvement Strategy: Trade Capture Trade capture is relatively strong but lags in tourism related categories Data Source Department of Revenue Office of Financial Management 2014 Data, published 2015 MOTOR VEHICLES AND PARTS GENERAL MERCHANDISE CLOTHING AND CLOTHING ACCESSORIES SPORTING GOODS. HOBBY. BOOK. AND MUSIC BUILDING MATERIAL AND GARDEN EQUIPMENT GASOLINE STATIONS MISCELLANEOUS RETAILERS, NON -STORE RETAILERS ELECTRONICS ANO APPLIANCE FOOD SERVICES AND DRINKING PLACES FURNITURE AND HOME FURNISHINGS ACCOMMODATION FOOD AND BEVERAGE STORES PERFORMING ARTS, SPECTATOR SPORTS HEALTH AND PERSONAL CARE Primary Trade Area 77% 9:396 91% 13396 133% 120% 113% 107% 04% 67% Trade Capture 153% 171% 199% 87% 3 Retail Improvement Strategy: Retail Sales FOOD SERVICES AND DRINKING PL4CES ACCOMMODATION PERFORMING ARTS, SPECTATOR SPORTS S78 I1 2,O3S Spokane Valley SSOO $1,000 $1,540 Taxable RRtail Sales Per Capita City lags behind in retail sales per capita in tourism retail sectors itt Data Source Department of Revenue Office of Financial Management 2014 Data, published 2015 Tourism Strategy cai community attributesinc Phase 1 -Existing conditions & development of strategies Phase 11 -Technical evaluation of strategies Phase 111 -Implementation (Projects) Phase 1: Engagement with Tourism Industry Conducted interviews with stakeholders Developed a survey to identify opportunities and challenges Convened workshops 1St workshop: develop strategies and identify potential investments/projects 2nd workshop: review goals, strategies and select projects for further study Phase 1: Existing Conditions & Strategy Development Inventoried and profiled key tourism assets in the City Special events, lodging facilities, retail and dining destinations, convention, recreation, sports Identified strengths and deficits in tourism based on regional and local spending on tourism activities Compiled case studies of tourism investments Initial investment, ongoing operational costs, impact on tourism Developed a list of potential strategies or investments with stakeholder input Phase 11: Investment Opportunities and Strategies Funded by Lodging Tax Advisory Committee (LTAC) Study feasibility of projects identified in Phase Evaluated strategies for potential investment Whitewater and Waterfront Park Trail Development and Public Art Fairgrounds and Stadium District Balfour Park Redevelopment Special Events (CenterPlace supplemental) Arts and Entertainment Venue Sports Complex (Spokane County - CSL Study) Phase 11: Investment Opportunities and Strategies Analyzed the economic feasibility of each strategy: Market opportunity Potential development costs Operational challenges and other anticipated barriers Analyzed the project economic impacts and return on investment: Projected operational revenues (e.g. ticket sales) Direct fiscal impacts (e.g. retail sales tax, property tax, lodging tax) Ability to become self -sustainable Phase III - Current Tourism Projects Fairgrounds and Stadium District Outdoor Sports Complex CenterPlace West Lawn Expansion Fairgrounds/Stadium District - Why Increase market share in event hosting Need for renovation or replacement of existing facility Capitalize on existing visitors to the Fair and Expo Center and Stadium Capture existing demand in winter Spokane County will maintain and operate new facility Create a multifaceted stadium or entertainment district Fairgrounds/Stadium District - Details Demolition of an aging 24,000 square foot building Construction of a new 50,000 square foot multi-purpose building with insulation, concrete floors and other finishes Increases capacity by 10-30 events per year Fairgrounds - Financial Analysis Visitors Total Visitors Estimated Hotel Room Nights (1) Capital Costs Mid -Range Capital Costs Less: Estimated Fund #104 @ 12/31/19 Remaining capital cost to finance LTGO bond payment - 30 -year bond @ 4.5%, issue costs @ 2% - 1.3% lodging tax may provide up to $390, 000 annually for the payment (1) Values for number of visitors, capital costs, operating revenues, operating expenses, estimated visitor spending in the City, and number of jobs created was taken directly from the CAI report pg. 61. (2) Not calculated. Total Attendance Days Low Baseline High 28,000 57,600 8,300 86,400 $ 8,417,000 $ 8,417,000 $ 8,417,000 $ (2,590,000) $ (2,590,000) $ (2,590,000) $ 5,827,000 $ 5,827,000 $ 5,827,000 $ 364,883 $ 364,883 $ 364,883 Fairgrounds - Financial Analysis, continued Total Attendance Days Low Baseline High Analysis of Annual Activity Annual cash inflows - Operating revenues (1) $ 230,400 $ 460,800 $ 691,200 - 1.3% COSV lodging tax $ 364,883 $ 364,883 $ 364,883 - Estimated increase in sales tax collections $ 16,779 $ 33,558 $ 50,320 $ 612,062 $ 859,241 $ 1,106,403 Annual cash outflows - Operating expenses $ 445,000 $ 445,000 $ 445,000 - Bond payment $ 364,883 $ 364,883 $ 364,883 $ 809,883 $ 809,883 $ 809,883 Annual net cash inflow (outflow) $ (197,821) $ 49,358 $ 296,520 Analysis of Other Economic Impacts Estimated visitor spending in the City $ 1,974,000 $ 3,948,000 $ 5,920,000 - Corresponding increase in sales tax $ 16,779 $ 33,558 $ 50,320 (1) Values for number of visitors, capital costs, operating revenues, operating expenses, estimated visitor spending in the City, and number of jobs created was taken directly from the CAI report pg. 61. Sports Complex - Why High demand noted among local and non -local softball and baseball leagues, clubs and tournament producers Enhanced sports and recreation opportunities Reduce the need for residents to leave the region for sports Synergy with the other sports, recreation, entertainment and leisure facilities leading to increased tourism activity Enhanced community pride, self-image, exposure and reputation Improved regional exposure Sports Complex (CSL study) - Details Minimum of 8 tournament softball fields (existing demand) 12 fields are recommended to address long-term growth 4 full size flexible baseball fields 8 softball/youth baseball fields Site requirements 48 to 72 -acre site 4 to 6 acres per field 75 parking spaces per field Sports Complex (CSL study) - Details The CSL study envisions the Sports Complex as a "Pay to Play" facility rather than a community park, meaning that access to fields would be limited to paying customers. Proceeds from renting field space for practice and tournaments would be used to partially cover construction plus operating and maintenance costs. Sports Complex - Financial Analysis Visitors Total Visitors (1) Estimated Hotel Room Nights (1) Capital Costs Mid -Range Capital Costs (1) Less: Estimated Fund #104 @ 12/31/19 Remaining capital cost to finance LTGO bond payment - 20 -year bond @ 4.5%, issue costs @ 2% - 1.3% lodging tax may provide up to $390,000 annually for the payment Year of O Year 1 Deration - Range of Operation Year 3 Year 5 175,875 4,826 310,750 10,992 313,150 11,179 $ 27, 880, 000 $ 27, 880, 000 $ 27, 880, 000 $ (2,590,000) $ (2,590,000) $ (2,590,000) $ 25, 290, 000 $ 25, 290, 000 $ 25, 290, 000 $ 1,983,082 $ 1,983,082 $ 1,983,082 Values for number of visitors, capital costs, operating revenues, operating expenses, estimated visitor spending in the City, and number of jobs created was taken directly from the CSL report pgs. 77, 92, and 95. Sports Complex - Financial Analysis, continued Year of 0 Year 1 aeration - Range of Operation Year 3 1 Year 5 Analysis of Annual Activity Annual cash inflows - Operating revenues (1) $ 754,300 $ 1,268,430 $ 1,277,901 - 1.3% COSV lodging tax $ 390,000 $ 390,000 $ 390,000 - Estimated increase in sales tax collections $ 24,670 $ 56,195 $ 57,001 $ 1,168,970 $ 1,714,625 $ 1,724,902 Annual cash outflows - Operating expenses - Bond payment $ 1,277,110 $ 1,399,296 $ 1,428,683 $ 1,983,082 $ 1,983,082 $ 1,983,082 $ 3,260,192 $ 3,382,378 $ 3,411,765 Annual net cash inflow (outflow) $ (2,091,222) $ (1,667,752) $ (1,686,863) Analysis of Other Economic Impacts Estimated visitor spending in the City (1) $ 2,902,331 $ 6,611,195 $ 6,705,965 - Corresponding increase in sales tax $ 24,670 $ 56,195 $ 57,001 Values for number of visitors, capital costs, operating revenues, operating expenses, estimated visitor spending in the City, and number of jobs created was taken directly from the CSL report pgs. 77, 92, and 95. Sports Complex - Financial Analysis, continued The capital cost of $27.9 million was determined in the CSL Feasibility Study back in 2016 and the costs have not been updated since that time in order to reflect current conditions. Prevailing wages for landscape construction increased from $11.50/hr to $37.19/hr as of September 1, 2018. In order to obtain a more accurate cost estimate, the City would need to engage a consultant to update the figures, which is not currently included in the 2019 Budget. Sports Complex - Plantes Ferry Renovations 2016 CSL Feasibility Study also included the renovation of Plantes Ferry Sports Complex. 95 acres + 14.3 acres of State Parks property, 5 softball fields, 13 rectangular fields. Spokane County has continued to refine the scope of the project over the past three years. Upgrade fields, provide illumination, increase parking. Staff recommends that Spokane County present the project in detail at an upcoming council meeting. CenterPlace West Lawn (Phase 11) - Why CenterPlace is a popular venue Increase the number of large events Currently there is limited space for event expansion Attract new types of special events Carve a regional niche Enhanced community pride, self-image, exposure and reputation Phase I completed in 2018 at a cost of $204,302 CenterPlace West Lawn (Phase 1): Master Plan The first phase of the CenterPlace West Lawn and North Meadow Master Plan was completed in 2018 The West Lawn was renovated and the North Meadow area was added, expanding our outdoor venue space. 23 CenterPlace West Lawn (Phase 11) - Details Demolition & earthwork Expanded utilities, electrical & lighting Cul-de-sac, Walks, Trails, Plaza Construction Gateways, Performance Area Buildings -restroom & storage New landscaping & irrigation Perimeter fencing Furnishings CenterPlace West Lawn (Phase 11): Master Plan ._�Fe,paLL;xa LEGEND: 1. CENTERPLACE 2. EXISTING EVENT PATIO 3. CENTERPLACE PLAZA 4. PERFORMANCE WEDDING VENUE 5. EVENT SPACE / LAWN SEATING 6. LANDSCAPE SCREENING 7. NEW TURN AROUND 8. RESTROOM / SUPPORT BUILDING 9. STORAGE BUILDING 10. OPEN LAWN FOR EVENTS 11. PLAZA GATEWAY 12. VENDOR TENTS (10'X10') 13. FENCE 14. NEW PATH 15. NORTH MEADOW 16. NORTH MEADOW EVENT / WEDDING VENUE CenterPlace West Lawn: Master Plan CenterPlace West Lawn Revised Cost Estimate (3/28/19) MOBILIZATION: $12,000.00 ESC: $3,670.00 DEMOLITION (W/ ROCK ALLOWANCE): $60,000.00 EARTHWORK: $107,000.00 STORM DRAINAGE (NEW CULDESAC) $28,000.00 UTILITIES, ELECTRICAL (NEW 2x400amp SERVICE): $210,300.00 FENCING: $51,500.00 CULDESAC, WALKS, TRAILS, PLAZA CONSTRUCTION: $335,000.00 IRRIGATION: $53,000.00 LANDSCAPE: $124,300.00 GATEWAYS, PERFORMANCE AREA, FURNISHINGS: $110,000.00 BUILDINGS (RESTROOM, STORAGE) $355,500.00 BONDING, PERMITTING, MISC: $36,736.31 TAX: $127,623.76 A&E: $135,00.00 CONTINGENCY (15%): $217,540.50 GRAND TOTAL: $1,967,170.57 CenterPlace West Lawn -Financial Analysis Visitors Total Visitors (1) Estimated Hotel Room Nights (1) Capital Costs Mid -Range Capital Costs Less capital costs completed in 2018: Less: Estimated Fund #104 @ 12/31/19 Remaining capital cost to finance Occupancy 50% 75% 100% 99,067 1,200 148,601 1,800 198,135 2,400 $ 2,171,473 $ 2,171,473 $ 2,171,473 $ (204, 302) $ (204, 302) $ (204, 302) $ (1,967,171) $ (1,967,171) $ (1,967,171) LTGO bond payment - N/A - bonds not needed to fund capital construction Values for number of visitors, capital costs, operating revenues, operating expenses, estimated visitor spending in the City, and number of jobs created was taken directly from the CAI report pg. 14. CenterPlace West Lawn -Financial Analysis Analysis of Annual Activity Annual cash inflows - Operating revenues (1) - 1.3% COSV lodging tax - Estimated increase in sales tax collections Annual cash outflows - Operating expenses - Bond payment Annual net cash inflow (outflow) Analysis of Other Economic Impacts Estimated visitor spending in the City - Corresponding increase in sales tax Occupancy 50% 75% 100% $ 79,250 $ $ - $ $ 54,927 $ 118,875 $ 158,500 $ 82,391 $ 109,863 $ 134,177 $ $ 27,000 $ $ - $ $ 27,000 $ $ 107,177 201,266 $ 268,363 27,000 $ 27,000 $ - 27,000 $ 27,000 $ 174,266 $ 241,363 $ 6,462,000 $ 9,693,000 $ 12,925,000 $ 54,927 $ 82,391 $ 109,863 Values for number of visitors, capital costs, operating revenues, operating expenses, estimated visitor spending in the City, and number of jobs created was taken directly from the CAI report pg. 14. Next Steps Staff will research and return to Council with responses to requests for additional information Continued discussions with Spokane County regarding Fairgrounds and Stadium District Schedule possible report by Spokane County regarding Plantes Ferry CenterPlace West Lawn funding discussion at June 2019 Budget Workshop Questions? \\svfsl\users\mcalhoun\City Departments\Tourism Venues\2019 04 09 RCA Economic Analysis of Tourism Related Venues CITY OF SPOKANE VALLEY, WA Analysis of Potential Tourism Enhancements Fairgrounds Redevelopment Visitors Total Visitors (1) Estimated Hotel Room Nights (1) Capital Costs Mid -Range Capital Costs (1) Less: Estimated Fund #104 @ 12/31119 Remaining capital cost to finance LTGO bond payment - 30 -year bond @ 4.5%, issue costs @ 2% - 1.3% lodging tax may provide up to $390, 000 annually for the payment Analysis of Annual Activity Annual cash inflows - Operating revenues (1) - 1.3% COSV lodging tax - Estimated increase in sales tax collections Annual cash outflows - Operating expenses (1) - Bond payment Annual net cash inflow (outflow) Analysis of Other Economic Impacts Estimated visitor spending in the City (1) - Corresponding increase in sales tax 3/25/2019 Total Attendance Days Low Baseline High 28,000 57,600 86,400 (2) 8,300 (2) $ 8,417,000 $ 8,417,000 $ 8,417,000 $ (2,590,000) $ (2,590,000) $ (2,590,000) $ 5,827,000 $ 5,827,000 $ 5,827,000 $ 364,883 $ 364,883 $ 364,883 $ 230,400 $ 460,800 $ 691,200 $ 364,883 $ 364,883 $ 364,883 $ 16,779 $ 33,558 $ 50,320 $ 612,062 $ 859,241 $ 1,106,403 $ 445,000 $ 445,000 $ 445,000 $ 364,883 $ 364,883 $ 364,883 $ 809,883 $ 809,883 $ 809,883 $ (197,821) $ 49,358 $ 296,520 1,974,000 $ 3,948,000 $ 5,920,000 16,779 $ 33,558 $ 50,320 Number of jobs created (1) 22 43 67 - Capital cost per job created $ 382,591 $ 195,744 $ 125,627 - The majority of jobs created are assumed by staff to be part-time, minimum wage jobs (1) Values for number of visitors, capital costs, operating revenues, operating expenses, estimated visitor spending in the City, and number of jobs created was taken directly from the CAI report pg. 61. (2) Not calculated. Fairgrounds \\svfsl\users\mcalhoun\City Departments\Tourism Venues\2019 04 09 RCA Economic Analysis of Tourism Related Venues CITY OF SPOKANE VALLEY, WA Estimated Annual Bond Payments Fairgrounds Redevelopment Mid-range capital cost $ 8,417,000 (1) Less Fund #104 @12131119 $ (2,590,000) Remaining cost to finance $ 5,827,000 Net bond proceeds needed Bond issue costs Bond issue amount 3/25/2019 $ 5,827,000 Lesser of mid-range capital cost or amt financed by lodging tax $116,540 Assumed at 2% of bond issue $ 5,943,540 Interest Rate 3.00% 3.50% 4.00% 4.50% 4.75% 5.00% 5.25% 5.50% Repayment period yrs.) 20 II 25 I 30 Annual Bond Payment $ 399,499 $ 341,325 $ 418,194 $ 360,619 $ 437,336 $ 380,458 $ 456,916 $ 400,827 $ 466,868 $ 411,205 $ 476,925 $ 421,709 $ 487,087 $ 432,337 $ 497,351 $ 443,087 $ 303,235 $ 323,158 $ 343,716 $ 364,883 $ 375,688 $ 386,636 $ 397,723 $ 408,948 (1) Value for capital costs was taken directly from the CAI report pg. 61. Bond pmt - Fairgrounds \\svfsl\users\mcalhoun\City Departments\Tourism Venues\2019 04 09 RCA Economic Analysis of Tourism Related Venues CITY OF SPOKANE VALLEY, WA Calculation Estimated Increases to Sales Tax Collections - Fairgrounds Redevelopment Estimated Visitor Spending (1) COSV Sales Tax Rate 3/25/2019 Total Attendance Days Low Baseline High $ 1,974,000 $ 3,948,000 $ 5,920,000 0.85% 0.85% 0.85% Estimated increase in sales tax collections $ 16,779 33,558 $ 50,320 (1) Value for estimated visitor spending was taken directly from the CAI report pg. 61. Sales Tax Calc - Fairgrounds Year of Operation - Range of Operation Year 1 Year 3 1 1 Year 5 \\svfsl\users\mcalhoun\City Departments\Tourism Venues\2019 04 09 RCA Economic Analysis of Tourism Related Venues CITY OF SPOKANE VALLEY, WA Analysis of Potential Tourism Enhancements Sports Complex Visitors Total Visitors (1) Estimated Hotel Room Nights (1) Capital Costs Mid -Range Capital Costs (1) Less: Estimated Fund #104 @ 12/31/19 Remaining capital cost to finance LTGO bond payment - 20 -year bond @ 4,5%, issue costs @ 2% - 1.3% lodging tax may provide up to $390,000 annually for the payment Analysis of Annual Activity Annual cash inflows - Operating revenues (1) - 1.3% COSV lodging tax - Estimated increase in sales tax collections Annual cash outflows - Operating expenses (/) - Bond payment Annual net cash inflow (outflow) Analysis of Other Economic Impacts Estimated visitor spending in the City (1) - Corresponding increase in sales tax 3/25/2019 175,875 4,826 310,750 313,150 10,992 11,179 $ 27,880,000 $ 27,880,000 $ 27,880,000 $ (2,590,000) $ (2,590,000) $ (2,590,000) $ 25,290,000 $ 25,290,000 $ 25,290,000 $ 1,983,082 $ 1,983,082 $ 1,983,082 $ 754,300 $ 1,268,430 $ 1,277,901 $ 390,000 $ 390,000 $ 390,000 $ 24,670 $ 56,195 $ 57,001 $ 1,168,970 $ 1,714,625 $ 1,724,902 $ 1,277,110 $ 1,399,296 $ 1,428,683 $ 1,983,082 $ 1,983,082 $ 1,983,082 $ 3,260,192 $ 3,382,378 $ 3,411,765 $ (2,091,222) $ (1,667,752) $ (1,686,863) 2,902,331 $ 6,611,195 $ 6,705,965 24,670 $ 56,195 $ 57,001 Number of jobs created (1) 58 131 133 - Capital cost per job created $ 480,690 $ 212,824 $ 209,624 - The majority of jobs created are assumed by staff to be part-time, minimum wage jobs (1) Values for number of visitors, capital costs, operating revenues, operating expenses, estimated visitor spending in the City, and number of jobs created was taken directly from the CSL report pgs. 77, 92, and 95. Sports Complex \\svfsl\users\mcalhoun\City Departments\Tourism Venues\2019 04 09 RCA Economic Analysis of Tourism Related Venues CITY OF SPOKANE VALLEY, WA Estimated Annual Bond Payments Sports Complex Mid-range capital cost Less Fund #104 @12131119 Remaining cost to finance Net bond proceeds needed Bond issue costs Bond issue amount $ 27,880,000 (1) $ (2,590,000) $ 25,290,000 $ 6,228,100 $124,562 $ 6,352,662 Interest Rate 3.00% 3.50% 4.00% 4.50% 4.75% 5.00% 5.25% 5.50% Financing on remaining amount: Net bond proceeds needed Bond issue costs Bond issue amount $ 19,061,900 $381,238 $ 19,443,138 Interest Rate 3.00% 3.50% 4.00% 4.50% 4.75% 5.00% 5.25% 5.50% 3125/2019 Lesser of mid-range capital cost or amt financed by lodging tax Assumed at 2% of bond issue 20 Repayment period (yrs.) 25 30 Annual Bond Payment $ 364,820 $ 385,442 $ 406,646 $ 428,417 $ 439,510 $ 450,737 $ 462,097 $ 473,587 $ 426,999 $ 446,980 $ 467,440 $ 488,368 $ 499,005 $ 509,754 $ 520,615 $ 531,587 After amount financed through lodging tax Assumed at 2% of bond issue 324,108 345,403 367,375 390,000 401,548 413,250 425,101 437,097 20 Repayment periodrs.) 25 I 30 Annual Bond Payment $ 1,306,884 $ 1,368,040 $ 1,430,660 $ 1,494,713 $ 1,527,268 $ 1,560,168 $ 1,593,410 $ 1,626,989 $ 1,116,578 $ 1,179,694 $ 1,244,593 $ 1,311,226 $ 1,345,176 $ 1,379,538 $ 1,414,307 $ 1,449,473 $ 991,974 $ 1,057,149 $ 1,124,399 $ 1,193,644 $ 1,228,990 $ 1,264,804 $ 1,301,075 $ 1,337,793 (1) Value for capital costs was taken directly from the CSL report pg. 77. Bond pmt - Sports Complex \\svfsl\users\mcalhoun\City Departments\Tourism Venues\2019 04 09 RCA Economic Analysis of Tourism Related Venues CITY OF SPOKANE VALLEY, WA Calculation Estimated increases to Sales Tax Collections - Sports Complex 8/7/2018 Year of Operation - Range of Operation Year 1 Year 3 Year 5 Total Economic Output (1) $ 4,465,125 $ 10,171,069 $ 10,316,869 Estimated Distribution to Spokane Valley (1) 65% 65% 65% COSV Sales Tax Rate 0.85% 0.85% 0.85% Estimated increase in sales tax collections 24,670 $ 56,195 $ 57,001 (1) Value for estimated visitor spending was taken directly from the CSL report pg. 95. Estimated 65% of activity is in Spokane Valley. Sales Tax Calc - Sports Complex \\svfsl\users\mcalhoun\City Departments\Tourism Venues\2019 04 09 RCA Economic Analysis of Tourism Related Venues CITY OF SPOKANE VALLEY, WA Analysis of Potential Tourism Enhancements CenterPlace West Lawn Expansion Visitors Total Visitors (1) Estimated Hotel Room Nights (1) Capital Costs Mid -Range Capital Costs (1) Less capital costs completed in 2018: Less: Estimated Fund #104 @ 12/31/19 Remaining capital cost to finance 3/28/2019 50% Occupancy 75% 100% 99,067 148,601 198,135 1,200 1,800 2,400 $ 2,171,473 $ 2,171,473 $ 2,171,473 $ (204, 302) $ (204,302) $ (204, 302) $ (1,967,171) $ (1,967,171) $ (1,967,171) LTGO bond payment - NIA - bonds not needed to fund capital construction Analysis of Annual Activity Annual cash inflows - Operating revenues (1) - 1.3% COSV lodging tax - Estimated increase in sales tax collections Annual cash outflows - Operating expenses (1) - Bond payment Annual net cash inflow (outflow) Analysis of Other Economic Impacts Estimated visitor spending in the City (1) - Corresponding increase in sales tax Number of jobs created (1) - Capital cost per job created - The majority of jobs created are assumed by staff to be part-time, minimum wage jobs $ 79,250 $ 118,875 $ $ - $ - $ $ 54,927 $ 82,391 $ $ 134,177 $ 201,266 $ 158,500 109,863 268,363 $ 27,000 $ 27,000 $ 27,000 $ - $ $ $ 27,000 $ 27,000 $ 27,000 $ 107,177 $ 174,266 $ 241,363 6,462,000 $ 9,693,000 $ 12,925,000 54,927 $ 82,391 $ 109,863 62 92 124 $ 35,024 $ 23,603 $ 17,512 (1) Values for number of visitors, capital costs, operating revenues, operating expenses, estimated visitor spending in the City, and number of jobs created was taken directly from the CAI report pg. 14. CenterPlace \\svfsl\users\mcalhoun\City Departments\Tourism Venues\2019 04 09 RCA Economic Analysis of Tourism Related Venues CITY OF SPOKANE VALLEY, WA Calculation Estimated Increases to Sales Tax Collections - CenterPlace West Lawn Expansion 3/25/2019 Total Attendance Days Low Baseline High Estimated Visitor Spending (1) $ 6,462,000 $ 9,693,000 $ 12,925,000 COSV Sales Tax Rate 0.85% 0.85% 0.85% Estimated increase in sales tax collections $ 54,927 $ 82,391 $ 109,863 (1) Value for estimated visitor spending was taken directly from the CAI report pg. 14. Safes Tax Calc - CenterPlace Feasibility Study for Potential New Outdoor Multi -Use Sports Facilities in Spokane County, Washington SUMMARY OF FINDINGS Conventions, Sports and Leisure International (CSL) was engaged by Spokane County, with funding participation and collaboration by the City of Liberty Lake, the City of Spokane Valley, the Central Valley School District, and the Regional Sports Commission, to study the feasibility of potential new outdoor multi -use sports facilities in Spokane County. This document presents a summary of study findings, while Appendix A presents additional supporting information on the study's research, analyses and conclusions. Appendix A should be reviewed in its entirety to gain an understanding of the study's methods, limitations and implications. Introduction and Background The purpose of this study is to analyze the market, programmatic, financial and economic feasibility of potential new/improved outdoor multi -use sports facilities in Spokane County for the purpose of driving new revenue and economic impact to Spokane County, as well as enhancing rental, practice and other special event facility alternatives available for County residents. Two specific facility concepts were identified to be the subjects of the study effort: (1) enhancement of Plante's Ferry Sports Complex in Spokane Valley and (2) development of a new sports complex at the HUB location in Liberty Lake. Initial Concept # 1: Plante's Ferry Enhancement Currently offer 13 soccer fields and 5 softball fields. Project would convert two existing grass soccer fields into synthetic turf fields with LED field lighting and modify the 5 existing softball fields to include synthetic turf infield, backstop upgrades, permanent home run fencing and LED field lighting for 2 fields, add safety netting around play equipment as needed, pursue parking improvements, irrigation system enhancements and misc. repairs/ improvements. Initial Concept # 2: HUB Complex Development Land acquisition for the potential development of 8 "tournament quality" softball fields (one designed to be multi -use softball/baseball) with synthetic turf infields, LED field lighting, parking, equipment storage building, playground equipment, and misc. site furnishings. The study process consisted of detailed research and analysis, including a comprehensive set of market -specific information derived from the following: 1. Experience garnered through more than 500 sports, recreation and event facility feasibility, planning and benchmarking projects throughout the country. FEASIBILITY STUDY FOR POTENTIAL ,._.. OUTDOOR MULTI -USE SPORTS FACILITIES IN SPOKANE COUIu Summary of Findings Page 1 CONVENTIONS SPORTS LEISURE 2. Local market visits at the outset of the project, including community and facility tours, and discussions with study stakeholders. 3. In-person and telephone interviews, meetings and focus groups with more than 50 local Spokane County area individuals, including representatives and individuals affiliated with Spokane County, Spokane County Parks/Golf/Recreation, City of Liberty Lake, City of Spokane Valley, Central Valley School District, and Regional Sports Commission, local sports organizations/associations/clubs, local educational institutions, sports/recreation/visitor industry stakeholders, and other individuals. 4. Research and analysis of local market conditions, existing facilities and infrastructure and amateur sports and recreation trends. 5. Benchmarking research and analysis of facility data and interviews conducted with management of in excess of 50 competitive and comparable sports and recreation complexes located throughout the region and country. 6. Comparative analysis of socioeconomic data from competitive/comparable facility markets. 7. Completed telephone interviews with more than 50 representatives of sports and recreation organizations/governing bodies with local, state, regional and/or national tournament scope. Local Market Conditions The strength of a market in terms of its ability to support and utilize sports and recreation facilities is measured, in part, by the size of the local and regional market area population and its age, income and other characteristics. Other local market characteristics have relevance when considering the attractiveness of a particular community as a host for major amateur sports facilities, including transportation accessibility, climate, existing local inventory of athletic facilities, and visitor amenities. In addition to the demographic and socioeconomic characteristics of the local and regional market, transportation access to and from potential new/improved Spokane County outdoor multi -use sports facilities represents a key element of the viability of any potential facility or facilities. Convenient local access to any potential facility will be paramount to the local and regional sports participants who will represent the majority of users of a potential new/improved facility, while regional access characteristics will likely influence the ability of the venues to attract tournaments drawing teams from throughout the greater metro area, surrounding region and beyond. Industry research indicates that participants in youth and adult sports tournaments are willing to drive, on average, up to three hours to participate in regional tournaments. The population within a 180 -minute drive time of the proposed facility sites is more than 1.5 million, providing an important population base from which the proposed facilities could draw tournament participants. While a number of sports and recreation fields exist throughout Spokane County, with the exception of Plante's Ferry for soccer, the Spokane Valley/Liberty Lake area is lacking a significant concentration of quality fields in a single location. Many communities have seen that developing new sports facilities benefits the local sports market by consolidating activities and facilities/facilities at one single site, and such developments have assisted in recreational activity participation growth in a given area. Moreover, any envisioned Spokane County outdoor multi -use sports complex designed with appropriate quality and amenity standards would allow the area to be a more marketable tournament destination—in terms of offering a quality facility with a critical mass of fields in one location that would serve as the central tournament location, rather than spreading games across a number of limited field sites/facilities (which tends to be much less desirable, particularly for major traveling tournaments). Non -local participating teams at any potential new sports facilities would have a positive impact on the Spokane County, Spokane Valley, and Liberty Lake economies by supporting area hotels, restaurants and other FEASIBILITY STUDY FOR POTEN oiEW OUTDOOR MULTI -USE SPORTS FACILITIES IN SPOKANE L_.. Summary of Findings Page 2 CONVENTIONS SPOR\ TS Lyll LEISURE l establishments during their visit to the area. Economic impact generated by non -local participants and their families is typically a critical reason for the consideration of public investment in these types of larger sports and recreational facilities. Offering an appropriate number of facilities to attract a critical mass of non -local tournament participants is an important factor in generating this economic impact. However, the ability of the local market to provide an adequate number of hotels that are within reasonable driving distance from the potential facilities is also a key element for ensuring that the economic benefit created by hosting amateur sports events is maximized within the local community and a key consideration for sports organizations selecting potential tournament, meet or competition destinations. Market Demand Analysis results suggest that unmet market demand exists to support investment in the Plante's Ferry Sports Complex and the proposed HUB sports complex concepts. These projects would enhance the quality baseball/softball and soccer/multisport field inventory serving the Spokane Valley and Liberty Lake areas within Spokane County and better meet local and nonlocal demand. Single, high quality field complexes, focused around common field types, could serve to enhance revenues, satisfy unmet local needs, allow for the growth of local sports and recreation programming, and generate incremental economic impact through the attraction of new non -local tournaments. Plante's Ferry Field Complex (soccer/multisport + softball) 1. Existing Conditions: a. Condition and quality of fields are limiting the marketability and available use hours. b. Physical improvements are required to elevate to industry standard conditions. c. Quality is also hindered by limited County funding support to maintain soccer fields. d. For an all -natural -surface complex of its type and condition, the soccer fields are highly utilized. e. Certain organizations/clubs desire to have greater access to the complex. 2. Soccer Field Demand: Number of fields is estimated to be sufficient to accommodate current and potential new local demand at current rectangle fields, assuming the conversion of 2 fields to synthetic turf plus lights, which will importantly expand use hours. 3. Softball Field Demand: Added capacity exists to accommodate incremental demand at softball fields; however, configuration and quality of fields limits appeal to local clubs and non -local organizations. Synthetic turf infields and LED lights for 2 fields will expand usable hours and reduce maintenance costs. HUB Outdoor Field Complex (softball + baseball) 1. Demand: Moderate to high demand levels noted among local and non -local softball and baseball leagues, clubs and tournament producers. 2. Supply & Demand Issues: Minimum of 8 fields is required to meet existing demand; however, 12 fields are believed to be needed to address long-term growth. 3. HUB Site: Original HUB site plan envisioned 35 -acre site for 8 fields. Based on industry standards (including parking, circulation, support facilities, etc.), between 4.0 to 6.0 acres per triangle field is FEASIBILITY STUDY FOR POTEN _.._ ,._.. OUTDOOR MULTI -USE SPORTS FACILITIES IN SPOKANE L_.. Summary of Findings Page 3 CONVENTIONS SPOR\ TS Lyll LEISURE appropriate for planning purposes. A 12 -field complex would suggest a 48- to 72 -acre site. Industry standards for modern complexes of this nature are 75 parking spaces per field. 4. Alternative Site: If the HUB site cannot be expanded to at least 48 contiguous acres, consideration of alternative sites for a larger complex and/or future growth should be considered. Supportable Program & Development Costs Based on the results of the market analysis, the following conclusions have been reached with regard to market supportable programmatic elements of the two proposed projects: Plante's Ferry Field Complex (soccer/multisport + softball) • Soccer/Multisport Fields: • Existing 13 fields at Plante's Ferry (plus other local field supply) expected to be sufficient to accommodate existing and future local/non-local demand. • Conversion of two fields to synthetic turf with lighting would importantly expand utilization, availability, and marketability. • Contemplated strategy of regrade, irrigation & equipment improvements is appropriate. • Softball Fields: • Supply of 5 fields is appropriate. • Conversion of infield dirt to turf on all 5 fields and addition of lights on 2 fields would reduce maintenance costs and significantly increase available use hours. • RECOMMENDATION: • Original concept. • 13 soccer fields (2 turf, 11 grass). • 5 softball fields (all infield turf). • Lighting and other improvements as planned. HUB Outdoor Field Complex (softball + baseball) • 4 full synthetic turf baseball fields: • utilizing a wheel configuration with portable mounds and adjustable base lengths (including 60', 65', 70', 80' and 90' bases) and fences up to 320' with portable fencing. • 8 full synthetic turf softball/youth baseball fields: • utilizing dual wheel configuration with portable mounds and adjustable base lengths (including 60', 65', 70' and 80' bases) and portable fencing allowing for configurations of 200' to 300' • Other: • Lighting for all fields to maximize utilization periods. • Restroom and concession facilities. • Pavilion &field operations building. • Warm-up areas. • Park entrance signage. • Paved parking lot, parking capacity for min of 75 spaces per field. • RECOMMENDATION: • 12 fields (larger concept than originally envisioned is indicated to optimally accommodate local and nonlocal unmet demand). • 4 full size flexible baseball fields. • 8 softball/youth baseball fields. • All fields full synthetic turf & scalable. FEASIBILITY STUDY FOR POTEN _.._ ,._.. OUTDOOR MULTI -USE SPORTS FACILITIES IN SPOKANE COUNTY Summary of Findings Page 4 CONVENTIONS SPOR\ TS Lyll LEISURE l $ 7,200,0001 $ 8,390,0001 $ 13,220,0001 $ 27,880,0001 An analysis was conducted to estimate order -of -magnitude construction costs pursuant to the supportable building program for the two proposed projects. Construction costs tend to vary widely among comparable sports facility projects. Many variables exist that influence actual realized construction costs, including type of facility, size, components, level of finish, integrated amenities, costs of goods and services in the local market, location and topography of the site, ingress/egress issues, and other such aspects. Importantly, a detailed architectural concept, design and costing study would be required to specifically estimate construction costs for the projects. The following exhibit presents a summary of assumed/estimated construction costs associated with the two projects. Plante's Ferry Project • Estimated costs for Plante's Ferry improvement project provided by County. • Description: Plante's Ferry park was initially developed in 1952 and was expanded to include the sports stadium (13 soccer fields and 5 softball fields) from 1997-2002 through a partnership with the Spokane Valley Junior Soccer Association. Conceptually, this project would convert 2 existing grass soccer fields into synthetic turf fields with LED field lighting, modify the 5 existing softball fields to include synthetic turf infield, backstop upgrades, permanent home run fencing and LED field lighting for 2 fields, add safety netting around play equipment as needed, pursue parking improvements, irrigation system enhancements and misc. repairs / improvements. Replacement of existing dilapidated restroom. • Total Estimated Project Cost: $5,861,000 Business Model HUB Complex Project Description Unit Quantity Unit Price Cost 1 Playing Surfaces Softball Synthetic Turf Fields Natural Grass Fields Total Softball Cost EA EA 12 $ 600,000 $ 7,200,000 o $ - $ 7,200,000 IA) Total Playing Surface Cost IB) Site Buildings Site Maintenance Bldg. Tournament Headquarters Concessions / Restroom SF SF SF 1,500 $ 2,500 $ 3,000 $ 100 175 200 $ 150,000 $ 440,000 $ 600,000 1 C) Total Building Costs (A + B) ID) Other Construction Costs Fixed Equipment General Sitework Landscape Parking Sidewalks Lighting Fencing Community Features 2% of Building Costs 5% of Building Costs 2% of Building Costs Per Space SF EA 2% of Building Costs 2% of Building Costs 900 75,000 12 2% 5% 2% $ 1,250 $ 5 $ 185,000 2% 2% $ 170,000 $ 420,000 $ 170,000 $ 1,130,000 $ 380,000 $ 2,220,000 $ 170,000 $ 170,000 1 E) Total Construction Costs (C + D) 1 F) Other Project Costs Soft Costs General Planning Contingency Site Acquisition 20% of Construction Costs 10% of Construction Costs Client Provided 20% $ 2,640,000 10% $ 1,320,000 $ 10,700,000 1Total Estimated Project Costs (E+F) Note: Hypothetical order -of -magnitude estimates. Detailed architectural concept, design and costing analysis would be required to specifically estimate construction costs. An evaluation of the various options regarding the management and operations of the proposed outdoor multi- use sports facility projects was conducted. Different management structure alternatives each have their own unique advantages and disadvantages, which should be considered when making decisions regarding the management of the facilities. Further information providing these options is provided in Appendix A. A summary of key recommendations is as follows: Plante's Ferry Field Complex • Additional funding support is required to elevate soccer field product quality to expand availability and attract new local and nonlocal business. Current soccer club operator (Spokane Valley Junior Soccer Association) is believed to be operating and maintaining the fields to as high of a level as possible, given limited resources. Improvements and new turf will increase pressure to elevate product quality and operational efficiency. • Greater efficiencies could be achieved by consolidating management/operation of soccer and softball fields. FEASIBILITY STUDY FOR POTEN _.._ ,._.. OUTDOOR MULTI -USE SPORTS FACILITIES IN SPOKANE Summary of Findings Page 5 CONVENTIONS SPOR\ TS Lyll LEISURE l • Private management for the full complex (soccer and softball fields) should be bid. RFP should outline clear expectations for scheduling, rates, and financial and economic impact outcomes. Contract covering a three to five-year term, with renewals. • Negotiated contract should be designed in accordance with industry best practices and include appropriate County oversight and approval of calendar, rates and scheduling. Regular meetings of County, operator and tenants should occur for purposes of season scheduling and tenant contracting. Would work to mitigate current challenges associated with availability and scheduling concerns expressed by some interested user groups. • A management fee would be paid to the contracted operator (base plus incentive fee). Operating deficit would be responsibility of the County. Management contract could define annual County subsidy caps, if necessary. HUB Outdoor Field Complex • County -owned, contracted private management. Contract covering a three to five-year term, with renewals. • Negotiated contract should be designed in accordance with industry best practices and include appropriate County oversight and approval of calendar, rates and scheduling. Regular meetings of County, operator and tenants should occur for purposes of season scheduling and contracting. • A management fee would be paid to the contracted operator (base plus incentive fee). Operating deficit would be responsibility of the County. Management contract could define annual County subsidy caps, if necessary. • Possibility to award management of both complexes to a single operator. This could lead to greater efficiency and a more advantageous financial arrangement for the County. The existing HUB owner/operator could also be a potential operator candidate. Utilization Levels A detailed utilization model was developed to consider a large number of variables and inputs to analyze each sport/use for the two facility projects analyzed. For instance, when considering different types of usage (i.e., use from local leagues/clubs versus non -local tournaments/meets versus clinics/camps/lessons versus open recreation, etc.), separate assumptions were used for the development of usage and attendance (participants and spectators). The following exhibit presents a summary of total estimated attendance by use type for the two analyzed project concepts through a stabilized year of operation (assumed fourth year of operations for Plante's Ferry and the fifth year for a new HUB outdoor field complex). Estimates have been made regarding use and attendance levels at the existing Plante's Ferry fields (including both soccer and softball fields). Spokane County Sports Complex - Plante's Ferry Total Attendance: Leagues Practices Camps In -House Tournaments Third -Party Tournaments Initial Existing Year Complex 1 2 Stabilized Year 3 4 108,000 212,625 7,500 39,750 37,500 135,000 265,781 11,700 49,125 73,875 140,400 276,413 14,700 49,125 83,250 145,800 287,044 18,000 49,125 83,250 145,800 287,044 20,250 49,125 83,250 TOTALATTENDANCE 405,375 535,481 563,888 583,219 585,469 Tournaments: In -House Tournaments Third -Party Tournaments Total 8 4 12 9 9 18 9 10 19 9 10 19 9 10 19 Spokane County Sports Complex - HUB Field Complex Total Attendance: Leagues Practices Camps In -House Tournaments Third -Party Tournaments Initial Year 1 Stabilized Year 2 3 4 5 58,500 70,200 81,900 81,900 81,900 43,875 52,650 61,425 61,425 61,425 3,750 6,300 8,400 9,600 10,800 8,250 31,875 41,250 41,250 41,250 61,500 84,950 117,775 117,775 117,775 TOTAL ATTENDANCE 175,875 245,975 310,750 311,950 313,150 Tournaments: In -House Tournaments Third -Party Tournaments Total 2 12 14 6 17 23 7 23 30 7 23 30 7 23 30 FEASIBILITY STUDY FOR POTENTIAL NEW OUTDOOR MULTI -USE SPORTS FACILITIES IN SPOKANE COUNTY Summary of Findings Page 6 CONVENTIONS SPOR\ TS Lyll LEISURE I SALARIES AND BENEFITS $407,550 Financial Operations An analysis of financial operations was conducted to estimate the operating revenues and expenses for the proposed outdoor projects. The assumptions used in this analysis are based on the results of the market analysis, industry trends, knowledge of the marketplace, existing local area facility operations, and financial results from comparable facilities. Upon completion of further planning, revenue and expense assumptions should be updated to reflect changes to the assumptions made herein. These changes could significantly affect the analysis of future operating results. This presentation is designed to assist project representatives in estimating the financial attributes of the proposed Spokane County outdoor facility projects identified herein and cannot be considered to be a presentation of expected future results. Accordingly, this analysis may not be useful for any other purpose. The assumptions disclosed herein are not all inclusive, but are those deemed to be significant; however, there will be differences between estimated and actual results, because events and circumstances frequently do not occur as expected, and these differences may be material. Key assumptions used to estimate the potential financial operations of the proposed Spokane County outdoor facility projects include, but are not limited to the following: 1. The Plante's Ferry improved complex and the new Hub Complex will consist of the respective market indicated programs previously outlined herein. 2. Baseball, softball and soccer leagues/tournaments will be operated by both in-house and through third - party organizers who will pay rental fees to the Complexes. 3. The Complexes will be owned by Spokane County or some other public or non-profit entity and therefore will be exempt from property taxes. 4. Both the Complexes will be operated and managed by a professional, competent and experienced private management company under contract. 5. The Complexes will be aggressively marketed and provide competitive rates. 6. The chosen management company (or companies) will promote events and uses in keeping with the County's goals of community involvement, quality of life for residents, and economic impact. 7. The baseball/softball diamonds and soccer fields will be built to tournament -quality standards and will be well-maintained. 8. Ample parking will be provided to accommodate demand. 9. There are no significant or material changes in the supply or quantity of existing venues in the marketplace. 10. Stabilization of operations is assumed to occur by year 4 for Plante's Ferry, year 5 for a new HUB complex. 11. Figures are presented in terms of 2016 dollars. 12. Figures do not include debt service, depreciation or other non- operating costs (with the exception of an assumed annual capital reserve expense for future end -of -life synthetic turf replacement). 13. Pre -opening services/activities would be contracted via the selected private manager. These expenses would be expected to be negotiated via a monthly fee paid to the private contractor and are included in the soft costs associated with the construction budget. Pre -opening expenses would be expected to approximate between $300,000 to $500,000 for the HUB and $100,000 to $200,000 for Plante's Ferry. 14. Assumed staffing levels for each of the projects under private management are shown to the right. STAFFING ASSUMPTIONS Plante's Ferry Position Executive Director (x1) Director of Operations (x1) Events Operations Manager (x1) Marketing Manager (x1) Facility Manager (x1) Facility Interns Administrative Assistants Maintenance/Custodians Total Payroll Benefits Factor Salary $85,000 $65,000 $42,500 $47,500 $30,000 $18,000 $25,000 $85,000 $398,000 1.3 SALARIES AND BENEFITS $517,800 STAFFING ASSUMPTIONS HUB Field Complex Position Executive Director (x1) Director of Operations (x1) Events Operations Manager (x1) Marketing Manager (x1) Administrative Assistants Maintenance/Custodians Total Payroll Benefits Factor Salary $85,000 $65,000 $42,500 $47,500 $25,000 $45,000 $310,000 1.3 FEASIBILITY STUDY FOR POTEN _.._ ,._.. OUTDOOR MULTI -USE SPORTS FACILITIES IN SPOKANE _A/VIM Summary of Findings Page 7 CONVENTIONS SPOR\ TS Lyll LEISURE I A summary of the estimated annual financial operations (until assumed stabilization of operations) of the two proposed projects is presented below. Plante's Ferry (soccer/multisport+ softball) Operating Revenues League, Practice and Camp Rentals Tournament Rental Income In -House Tournament Registration Fees Sponsorship Concessions (Net) Other Revenue Total Operating Revenues Operating Expenses Salaries & Wages Tournament Expenses Utilities Repairs & Maintenance Materials and Supplies Insurance General & Administrative Other Miscellaneous Management Fee Total Operating Expenses Stabilized Vear Vear 1 2 3 4 $841,969 $33,000 $207,200 $75,000 $184,466 $25,000 $1,366,635 $517,803 $82,880 $290,000 $240,000 $123,750 $60,000 $85,000 $50,000 $150,000 $1,599,433 $877,088 $37,000 $207,200 $75,000 $195,278 $25,000 $1,416,565 $528,159 $82,880 $290,000 $240,000 $123,750 $60,000 $85,000 $50,000 $150,000 $1,609,789 $912,206 $37,000 $207,200 $75,000 $206,570 $25,000 $1,462,977 $538,722 $82,880 $290,000 $240,000 $123,750 $60,000 $85,000 $50,000 $150,000 $1,620,352 $912,206 $37,000 $207,200 $75,000 $213,484 $25,000 $1,469,890 $538,722 $82,880 $290,000 $240,000 $123,750 $60,000 $85,000 $50,000 $150,000 $1,620,352 Operating Income/(Loss) ($232,798) ($193,224) ($157,376) ($150,462) Other Expenses Replacement Reserve $130,000 $130,000 $130,000 $130,000 Total Net Income/(Loss) ($362,798) ($323,224) ($287,376) ($280,462) HUB Complex (softball+ baseball) Operating Revenues League, Practice and Camp Rentals Tournament Rental Income In -House Tournament Registration Fees Sponsorship Concessions (Net) Other Revenue Total Operating Revenues Operating Expenses Salaries & Wages Tournament Expenses Utilities Repairs & Maintenance Materials and Supplies Insurance General & Administrative Other Miscellaneous Management Fee Total Operating Expenses Vear 1 2 3 Stabilized Year 4 5 $393,750 $60,000 $50,400 $125,000 $75,150 $50,000 $754,300 $407,550 $20,160 $96,000 $86,400 $99,000 $48,000 $85,000 $25,000 $150,000 $1,017,110 $477,500 $556,250 $556,250 $85,000 $115,000 $115,000 $209,200 $279,200 $279,200 $125,000 $125,000 $125,000 $110,595 $142,980 $147,640 $50,000 $50,000 $50,000 $1,057,295 $1,268A30 $1,273,090 $419,777 $83,680 $98,880 $86,400 $99,000 $48,000 $85,000 $25,000 $150,000 $1,095,737 $432,370 $111,680 $101,846 $86,400 $99,000 $48,000 $85,000 $25,000 $150,000 $1,139,296 $445,341 $111,680 $104,902 $86,400 $99,000 $48,000 $85,000 $25,000 $150,000 $1,155,323 $556,250 $115,000 $279,200 $125,000 $152,451 $50,000 $1,277,901 $458,701 $111,680 $104,902 $86,400 $99,000 $48,000 $85,000 $25,000 $150,000 $1,168,683 Operating Income/(Loss) ($262,810) ($38,442) $129,134 $117,768 $109,218 Other Expenses Replacement Reserve $260,000 $260,000 $260,000 $260,000 $260,000 Total Net Incase/(Loss) ($522,810) ($298,442) ($130,866) ($142,232) ($150,782) Note: Figures presented in 2016 dollars. Does not include debt service associated with development costs. A replacement reserve has been assumed to account for replacement of the synthetic turf(every 15 years) and other major capital improvements that would be expected. Costs for these replacement have been amortized over a 15 year period. Economic Impacts and Other Benefits Many of the most important benefits related to the operations of the proposed Spokane County outdoor multi- use sports facilities cannot be quantitatively measured. Firstly, the estimated quantitative impacts of the proposed facilities do not include benefits that may be generated from other private sector investment surrounding the facilities such as hotel, restaurant, other retail, and entertainment establishments, spurred by increased visitation to the sub -area. Additionally, other potential qualitative benefits for Spokane County, Spokane Valley, Liberty Lake and their respective residents could include: • Enhanced sports and recreation opportunities for local youths and adults; • Reduction in the need for residents to leave Spokane County, Spokane Valley, or Liberty Lake for sports and recreation activities; • Synergy with the other sports, recreation, entertainment and leisure facilities leading to increased tourism activity; • Enhanced community pride, self-image, exposure and reputation; and, • Enhanced regional exposure. Beyond these qualitative benefits, the annual operations of the proposed facilities would be expected to provide important new quantifiable benefits to the County, Spokane Valley and Liberty Lake. Specifically, the annually recurring impacts of the proposed amateur sports field complexes begin with the initial direct spending made during operations related to participant fees, camps, clinics, facility rentals, concessions, advertising and other income as well as expenditures made before and after events throughout local hotels, restaurants, retail, entertainment and other establishments. Initial direct spending is generated during construction on materials FErtaio1LITY STUDY Fur.. _.. _.._ ._.. i DOOR MUL 11-Ux arum 1 J Frt�1LI 1 ItS IN SPu......_ Summary of Findings Page 8 CONVENTIONS SPOR\ TS Lyll LEISURE I and labor and during operations at events on registration fees, facility rentals, concessions and advertising, as well as before and after events throughout local hotel, restaurant, retail and other establishments. In order to estimate the incremental economic impact benefits generated to the local economy, certain adjustments must be made to initial direct spending to reflect the fact that all spending is not likely to impact the local economy. Adjustments must be made to account for the fact that a certain amount of spending associated with the proposed projects will be made by local residents (i.e., residents of Spokane County) and, therefore, likely represents money already spent in the economy in another form. This phenomenon is called displacement and reduces the overall net new impacts. This type of spending is not considered net new to the local economy. Additionally, not all spending associated with the proposed projects will take place in the local economy. A portion of this spending is likely to occur outside the immediate area and also outside the County. This phenomenon is called leakage and reduces the overall impact. Economic impacts associated with the proposed facilities will likely be further increased through re -spending of the net new direct spending. The total impact is estimated by applying an economic multiplier to initial direct spending to account for the total economic impact. The total output multiplier is used to estimate the aggregate total spending that takes place beginning with the direct spending and continuing through each successive round of re -spending. Successive rounds of re -spending are generally discussed in terms of their indirect and induced effects on the area economy. Each is discussed in more detail as follows: • Indirect effects consist of the re -spending of the initial or direct expenditures. These indirect impacts extend further as the dollars constituting the direct expenditures continue to change hands. This process, in principle, could continue indefinitely. However, recipients of these expenditures may spend all or part of it on goods and services outside the market area, put part of these earnings into savings, or pay taxes. This spending halts the process of subsequent expenditure flows and does not generate additional spending or impact within the community after a period of time. This progression is termed leakage and reduces the overall economic impact. Indirect impacts occur in a number of areas including the following: (1) wholesale industry as purchases of food and merchandise products are made; (2) transportation industry as the products are shipped from purchaser to buyer; (3) manufacturing industry as products used to service the sports and recreation complex, sports franchise/tenants, vendors and others are produced; (4) utility industry as the power to produce goods and services is consumed; and (5) other such industries. • Induced effects consist of the positive changes in spending, employment, earnings and tax collections generated by personal income associated with the operations of a sports and recreation complex. Specifically, as the economic impact process continues, wages and salaries are earned, increased employment and population are generated, and spending occurs in virtually all business, household and governmental sectors. This represents the induced spending impacts generated by direct expenditures. The appropriate multipliers to be used are dependent upon certain regional characteristics and also the nature of the expenditure. An area which is capable of producing a wide range of goods and services within its border will have high multipliers, a positive correlation existing between the self-sufficiency of an area's economy and the higher probability of re -spending occurring within the region. If a high proportion of the expenditures must be imported from another geographical region, lower multipliers will result. The multiplier estimates used in this analysis are based on the IMPLAN system, which is currently used by hundreds of universities and government entities throughout the country. IMPLAN is a computer program that performs regional input-output analysis based on approximately 530 industry interrelationships. The exhibit on the following page presents a summary of the estimated annual economic impacts associated with the operations of the two sports facility projects identified herein. Estimates relating to the geographic areas that would be the beneficiaries of the economic impact are also identified, resulting from an analysis of the location of likely visitor amenity products (i.e., hotels, restaurants, retail stores, etc.) that would be the recipients of direct spending by nonlocal facility attendees and spectators/families/guests. FEASIBILITY STUDY FOR POTEN _.._ ,._.. OUTDOOR MULTI -USE SPORTS FACILITIES IN SPOKANE L_.. Summary of Findings Page 9 CONVENTIONS SPORTS �\LyI� LEISURE Plante's Ferry (soccer/multisport+ softball) Total Attendee Days Total Non -Local Visitor Days Total Hotel Room Nights Direct Spending by Type Hotel RestaurantMeals Entertainment/Lei sure Retail/Shopping Other Total Indirect/Induced Spending Total Economic Output Personal Earnings Employment (full & part-time jobs) Initial Existing Year Year Complex 1 2 3 4 Stabilized I 405,375 535,481 563,888 583,219 585,469 42,375 67,350 73,538 75,188 76,313 8,625 13,704 15,002 15,398 15,668 $1,334,813 $2,121,525 $2,316,431 $2,368,406 $2,403,844 1,048,781 1,666,913 1,820,053 1,860,891 1,888,734 254,250 404,100 441,225 451,125 457,875 349,594 555,638 606,684 620,297 629,578 190,688 303,075 330,919 338,344 343,406 $3,178,125 $5,051,250 $5,515,313 $5,639,063 $5,723,438 $1,970,438 $3,131,775 $3,419,494 $3,496,219 $3,548,531 $5,148,563 $8,183,025 $8,934,806 $9,135,281 $9,271,969 $2,574,281 $4,091,513 $4,467,403 $4,567,641 $4,635,984 66 105 115 118 119 Spokane Valley Li berty Lake Other In -County 70% 10% 70% 10% 20% 85% 10% 5% 50% 10% 40% 70% 15% 15% 70% 15% 15% 73% 11% 16% 70% 10% 20% 70% 10% 20% 70% 10% 20% 70% 10% 20% HUB Complex (softball+ baseball) Initial Stabilized Year Year 1 2 3 4 5 Total Attendee Days 175,875 245,975 310,750 311,950 313,150 Total Non -Local Visitor Days 36,750 61,563 83,713 84,313 84,913 Total Hotel Room Nights 7,425 12,439 16,911 17,055 17,199 Direct Spending by Type Hotel $1,157,625 $1,939,219 $2,636,944 $2,655,844 $2,674,744 RestaurantMeals 909,563 1,523,672 2,071,884 2,086,734 2,101,584 Entertainment/Leisure 220,500 369,375 502,275 505,875 509,475 Retail/Shopping 303,188 507,891 690,628 695,578 700,528 Other 165,375 277,031 376,706 379,406 382,106 Total $2,756,250 $4,617,188 $6,278,438 $6,323,438 $6,368,438 Indirect/Induced Spending $1,708,875 $2,862,656 $3,892,631 $3,920,531 $3,948,431 Total Economic Output $4,465,125 $7,479,844 $10,171,069 $10,243,969 $10,316,869 Personal Earnings $2,232,563 $3,739,922 $5,085,534 $5,121,984 $5,158,434 Employment 58 96 131 132 133 (full & part-time jobs) Note Figures presented in 2016 dollars. Only reflect spending by estimated visitors who are not local residents. `mated Distribution." Spoka ne Valley Liberty La ke Other I n -County 65%. 1:5 65% 15% 20% 65% 25% 10% 45% 20% 35% 60% 25% 15% 60% 25% 15% 63% 20% 17% 65% 15% 20% 65% 15% 20% 65% 15% 20% 65% 15% 20% As shown, the estimated annual total output (direct spending plus indirect/induced spending) for the proposed Plante's Ferry project in a stabilized year of operations (assumed fourth full year of operation) is estimated at $9.3 million (or $4.1 million over existing Plante's Ferry levels). The estimated total output for the proposed HUB field complex is estimated at $10.3 million annually (upon stabilization). These spending levels associated with the two facilities are estimated to annually support between $2.1 million (net) for Plante's Ferry and $5.2 million for the HUB in earnings (or personal income) in the Spokane County economy, along with between 53 (net) and 133 full and part-time jobs throughout the Spokane County economy, respectively. FEASIBILu 1 1 S 1 UL)Y Furs. rV 1 Lim 11/- L I 'I VL 1 1-VJC arum 1 J FHi.IL11 ItS IN au- Summary rSummary of Findings Page 10 CONVENTIONS SPOR\ TS Lyll LEISURE APPENDIX A: STUDY FINDINGS & SUPPORTING INFORMATION FEASIBILITY STUDY FOR POTENTIAL NEW OUTDOOR MULTI -USE SPORTS FACILITIES IN SPOKANE COUNTY Appendix A: Study Findings & Supporting Information CONVENTIONS SPORTS LEISURE APPENDIX A: STUDY FINDINGS & SUPPORTING INFORMATION Feasibility Study for Potential New Outdoor Multi -Use Sports Facilities in Spokane County, Washington SPOT Cave Study Background & Purpose Initial Concept # 1: Plante's Ferry Enhancement Currently offer 13 soccer fields and 5 softball fields. Project would convert two existing grass soccer fields into synthetic turf fields with LED field lighting and modify the 5 existing softball fields to include synthetic turf infield, backstop upgrades, permanent home run fencing and LED field lighting for 2 fields, add safety netting around play equipment as needed, pursue parking improvements, irrigation system enhancements and misc. repairs/ improvements. Initial Concept # 2: HUB Complex Development Land acquisition for the potential development of 8 "tournament quality" softball fields (one designed to be multi -use softball/baseball) with synthetic turf infields, LED field lighting, parking, equipment storage building, playground equipment, and misc. site furnishings. RegleaAF Spans Complef cti.tr �..�.,....— g lD1•• Study Components HSS : Market Demand Analysis PHASE 2: Cost/Benefit Analysis 1. Existing Market Conditions 2. Industry Trends 3. Historical Facility Usage 4. Competitive Facilities 5. Comparable Benchmarking 6. Market Demand 1. Kick-off meeting/tours 2. In-person interviews 3. Local stakeholder & user telephone interviews 4. Non -local user telephone interviews 5. Supply vs. demand analysis 7. Market Supportable Program 1. Development Options 2. Financial Operations 3. Preliminary Construction Costs 4. Economic Impacts 5. Ownership/Management 6. Costs/Benefits 7. Summary Report 8. Final Presentation IONS oRTs1 L LEISURE 1 lD1•• hr CD c a) N N a �U CD O LL 4- _ F- N N LL Industry Participation Characteristics --+'-qted Local Participation Estimated Frequent Participants Market Population: Basketball Soccer Tennis Volleyball Swimming Baseball Softball Gymnastics Tackle Football Touch Football Flag Football Ice Hockey Wrestling Cheerleading Lacrosse AVERAGE Spokane County 453,853 30 -minute Drive Time 470,861 90 -minute Drive Time 682,884 180 -minute Drive Time 1,394,391 Washington CBSA 6,547, 766 National Regional National Regional National Regional National Regional National Regional Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate 8,993 8,184 9,330 8,490 13,531 12,314 27,630 25,143 129,745 118,068 6,122 6,428 6,351 6,669 9,211 9,672 18,809 19,749 88,323 92,739 5,096 5,249 5,287 5,446 7,668 7,898 15,657 16,127 73,523 75,729 5,270 4,848 5,467 5,030 7,929 7,294 16,190 14,895 76,024 69,942 4,206 3,785 4,363 3,927 6,328 5,695 12,922 11,630 60,678 54,610 4,450 3,115 4,617 3,232 6,696 4,687 13,672 9,571 64,202 44,941 3,957 3,047 4,105 3,161 5,954 4,584 12,157 9,361 57,086 43,956 2,343 2,671 2,431 2,771 3,526 4,019 7,199 8,207 33,806 38,539 3,472 2,812 3,602 2,917 5,223 4,231 10,666 8,639 50,084 40,568 1,521 1,642 1,578 1,704 2,288 2,471 4,672 5,046 21,939 23,694 1,116 1,294 1,157 1,343 1,679 1,947 3,428 3,976 16,096 18,671 1,362 1,198 1,413 1,243 2,049 1,803 4,183 3,681 19,643 17,286 1,387 1,137 1,439 1,180 2,087 1,711 4,260 3,494 20,006 16,405 1,147 929 1,190 964 1,726 1,398 3,525 2,855 16,551 13,406 572 498 593 516 861 749 1,757 1,529 8,253 7,180 3,401 3,123 3,528 3,240 5,117 4,698 10,448 9,593 49,064 45,049 Note: Population numbers only include ages 7+ Source: SGMA, 2016 x CONVENTIONNS ICSPORTS 1L 1 LEISURE 1 1! I leil.TRY Industry Participation Characteristics Comparison of Frequent Participation Rates Pacific Re: ion Frequency Participation Definition Outdoor Sports: (times annually) Soccer 40+ National Frequent Participation Pacific Rate Index 1.3% 105 Adjusted Pacific Participation Rate 1.4% Baseball 50+ 1.0% 70 0.7% Softball 40+ 0.9% 77 0.7% Touch Football 50+ 0.3% 108 0.4% Tackle Football 50+ 0.8% 81 0.6% Flag Football 50+ 0.2% 116 0.3% Lacrosse 60+ 0.1% 87 0.1% Note: National Index is 100. Source: SGMA. CONVENTIONS CSIL SPORTS 1 LEISURE 1 6 lD1•• hr co c• O _ O CL " N LL Industry Participation Characteristics rdi r dt ilLipdLIUM evels (in milk.. r1A}•Iqr Spore Soccer Baseball Softball Touch Football Tackle Football Flag Football Lacrosse • Frequent 3.9 • Occasional Infrequent 4.0 4.1 3.1 3.4 4.8 2.8 3.0 Source: SGMA, 2016 2.8 2.6 3.0 6.8 7.5 8.8 10.0 11.7 12.8 CONVENTIONS cL TS tL LEISURE 1 7 lD1•• 0- N W t3 _ CU LL 2 Industry Participation Characteristics Sports Participation Levels (in millions) Baseball Flag Football Lacrosse Soccer Softball Tackle Football Touch Football ■ 7-11 ■ 12-17 ■ 18-24 25-34 35-44 45-54 55-64 65-74 75+ Source: SGMA, 2016 CONVENTIONS SPORT LEISURE 8 lD1•• Q � z o O v a) 0 Q 0_ cn — a, o _ CI - CD c LCi- L.,a - >- v ?'v (1) a, z Industry Participation Characteristics Household Income Lacrosse Soccer Baseball Softball Touch Football Flag Football Tackle Football $81,746 $76,211 $75,687 $74,181 $67,628 $67,189 $64,514 Source: SGMA, 2016 CONVENTIONNS SPORTS CSIL 1 LEISURE 1 lD1•• z 0 Location & Accessibility LU Meginnal Cities Vancouver .1! �rlseattle 1.'1 1111,1,] City Distance from Drive Market Spokane Time Population Spokane Missoula Coeur d'Alene, ID Yakima, WA Missoula, MT Seattle, WA Helena, MT Olympia, OR Portland, OR Salem, OR Bend, OR Boise, ID Vancouver, BC Eugene, OR Idaho Falls, ID Calgary, AB Billings, MT 24 mi. 203 mi. 197 mi. 279 mi. 311 mi. 320 mi. 352 mi. 397 mi. 385 mi. 426 mi. 415 mi. 461 mi. 510 mi. 429 mi. 540 mi. 0:28 2:53 3:03 3:59 4:27 4:39 5:10 5:53 5:54 6:08 6:13 6:47 6:50 7:01 7:22 138,494 247,687 112,684 3,671,500 77,414 265,900 2,348,200 404,000 170,400 664,400 603,500 358,337 138,266 1,518,800 166,885 f'uil•n l Portland .S.iIniL 0 z 4 rhI r,A11! I,eOro '' C tLUonal - tJ117! r7"1 GREAT SANDY DESERT 1 II 4 1 Source: Google Maps, Esri, 2016 �4RA'E BAS1N VoiBe Boise lmmsitao CONVENTIONS LEISURE lD1•• Demographics Demographic Variable Population (2000) Population (2010) Population (2016 est.) • Change (2000-2016) Population (2021 est.) • Change (2016-2021) Avg. Household Inc. (2016 est.) Avg. Household Inc. (2021 est.) • Change (2016-2021) Median Age (2016, in years) Businesses (2016 est.) Employees (2016 est.) Employee/Residential Population Ratio Source: Esri, 2016 Metrics Spokane County 417,939 471,221 495,689 18.6% 515,637 4.0% $ 51,621 $ 53,528 3.7% 37.7 22,820 287,375 0.58:1 30 -minute 424,703 486,386 516,973 21.7% 542,424 4.9% $ 49,237 $ 51,661 4.9% 37.4 25,799 316,341 0.61:1 90 -minute 615,302 703,400 745,832 21.2% 781,451 4.8% $ 50,175 $ 53,018 5.7% 39.1 35,115 398,955 0.53:1 180 -minute 1,237,965 1,439,237 1,532,298 23.8% 1,607,078 4.9% $ 49,938 $ 53,205 6.5% 37.0 64,366 735,958 0.48:1 State of Washington 5,894,121 6,724,540 7,177, 994 21.8% 7,585,878 5.7% $ 60,959 $ 69,214 13.5% 38.1 315,107 3,534,566 0.49:1 U.S. 281, 421, 906 308, 745, 538 316, 296, 988 12.4% 327,981,317 3.7% $ 72,809 $ 83,937 15.3% 37.7 24, 262, 035 141,523,742 0.45:1 CONVENTIONS SPORS C1LT 1 LEISURE i lD1•• z 0 0 U 0 c6 Q00 H co c W c N N °—a a .0 L_ O 2L co a 4J <7.1:( „...„ c% c) Q ID .�U c6 m LL 2 Local Market Conditions _I` Winn NH. - Fall: a Pa s in Spokane County MOON R 1 R 7 E c p .fc Ufeen 8 etf Fair ood ; PHONE PRAfR?E Cduntry ,Homes Town and Crunlry 1'W Spokane ?b Inti 4 Airport V`," Maa d orc,:2,a [Spokane 900 Source: Spokane Google Earth, 2016 Pr- asanr Prairie II. m,in I. 41 Key Hotel Rooms 1 2 3 4 5 6 7 8 9 Mirabeau Park Hotel & Convention Center 236 Oxford Suites Spokane Valley 128 Super 8 180 Hampton Inn & Suites Spokane Valley 106 Comfort Inn & Suites Spokane Valley 104 Best Westem Pluss Peppertree Liberty Lake Inn 76 Quality Inn & Suites at Liberty Lake 69 My Place Hotel Spokane Valley 64 Baymont Inn & Suites Spokane Valley 61 Spokane Valley ,Lica CONVENTIONS cLSPORTS tL LEISURE I lD1•• 4-1 z 0 00 U N co f6 U 0 Q 0 H CO c W C V1 N °—a a �U La, O u_ >. .,_ 2 1J J N =�U 'N 12 v m Local Market Conditions ,organizations in Spokarii. cul ili;,y Organization Sport Season of Sports Age Range Frequency of Sport Spokane Cnty Parks, Rec & Golf Dept. Spokane Parks and Recreation Department Spokane Girls Fastpitch Softball Association Spokane Indians Youth Baseball and Softball Spokane Valley Girls Softball Association Spokane Youth Sports Association Rec Adult Softball Rec Adult Softball Competitive Youth Softball Corrpetitive Full TearrVAII Star Baseball, Rec Youth T-Ball/Baseball, Rec Youth Softball Competitive Youth Softball Rec Youth Baseball/Softball Spring, Summer, and Fall Spring, Summer, and Fall Spring and Summer Spring, Summer, and Fall Spring and Summer Spring, Summer, and Fall 15+ 5-7 times per week 18+ Once a week 10U -18U 2-3 times per week 9u -12u 6U -18U 4U -15U 2-4 times per week 2-3 times per week 2-3 times per week Club Spokane Dodgers Crew Baseball Club Island Northwest Men's Baseball League Riverview Little League Spokane American Legion Baseball Spokane Christian Athletic Association Spokane Crash Softball Spokane Dodgers Spokane Lion Pride Spokane Senior Softball League Spokane South Little League Spokane Valley Baseball Therapeutic Recreation Services Competitive Youth Baseball Competitive Youth Baseball Competitive Adult Baseball Competitive Youth Baseball Competitive Youth Baseball Rec Adult Softball Competitive Youth Softball Competitive Adult Baseball Competitive Youth Baseball Rec Adult Softball Competitive Youth Baseball Rec Youth Baseball Rec Youth Baseball Year Round Year round Summer and Fall Spring Summer Spring Year Round Summer and Fall Summer Spring Spring Spring Spring 16U -18U 8U -19U 18+ 5U -12U 12U -20U 16+ 10U -18U 18+ 18+ 50+ 4U -12U 4U -13U 12U -18U 2-4 times per week 2-4 times per week Once a week 2-3 times per week 3-4 times per week Once a week 3-4 times per week Once a week Once a week Once a week 2-3 times per week 1-2 timer per week Once a week Organizations currently utilizing Spokane Valley facilities and/or expressed interest in utilizing current and/or additional facilities. CONVENTIONS SPORTSt (�L LEISURE New Outdoor z 0 C U CDO Q CD c W C V1 ° 11 .0 CD O L.L 41171:IC =�U a + f6 Local Market Conditions eld Organizatiorc Organization Sport Season of Sports Age Range Frequency of Sport FC Spokane Inland Empire Youth Soccer Association Inland Northwest Soccer Association Spokane Breakers Spokane Foxes FC Spokane Pumas FC Spokane SC Shadow Spokane Scotties Spokane Valley Junior Soccer Association Spokane Valor Spokane Youth Sports Association Washington East Soccer Club Competitiw Youth Soccer Competithe Youth Soccer Rec Adult Soccer Competithe Youth Soccer Competithe Youth Soccer Competithe Youth Soccer Competithe Youth Soccer Competitiw Youth Soccer Rec Soccer Competitiw Youth Soccer Comp. Youth Soccer, Rec Youth Soccer, Rugby, Lacrosse Competitiw Youth Soccer Spring, Summer, and Fall Year round (indoor training during winter) Spring, Summer, and Fall Year round (indoor training during winter) Spring and Summer Spring and Summer Year round (indoor training during winter) Year round (indoor training during winter) Spring Year round (indoor training during winter) Spring, Summer, and Fall Summer U5 -U18 UO -U19 U18+ U1O-U17 U1O-U19 U9 -U14 U9 -U19 U1O-U19 U8-18+ U1O-U19 U4 -U18 U8 -U18 2-3 times per week 3-4 times per week 2-3 times per week 2-4 times per week 3-4 times per week 3-4 times per week 3-4 times per week 2-4 times per week Once a week 2-4 times per week 2-3 times per week 2-3 times per week Boys and Girls Club of Spokane Valley CitySide Lacrosse Happy Feet Lilac City Lacrosse Rhino Lacrosse Spokane Junior Soccer Spokane Parks and Recreation Department Spokane Pop Warner Spokane Razorbacks Rugby Spokane Youth Lacrosse Storm FC Valley Youth Soccer Wolfpack YMCA Competitive Youth Football, Rec Youth Soccer Competitive Youth Lacrosse Rec Youth Soccer Competitive Youth Lacrosse Competitive Youth Lacrosse Rec Youth Soccer Adult Football, Rec Youth Football, Rec Ultimate Frisbee Rec Youth Football Competitive Adult Rugby Rec Youth Lacrosse Rec Youth Soccer Rec Youth Soccer Competitive Adult Football Rec Youth Football Spring, Fall Summer Summer Summer and Fall Summer Fall Summer and Fall Fall Summer Spring Year round (indoor training during winter) Fall Year round (indoor training during winter) Fall U7 -U12 U5 -U18 U2 -U6 U7 -U19 U8 -U18 U4 -U16 2-3 times per week Summer Camp Once a week 3-4 times per week Summer Camp 2-3 times per week U5 -U12, 18+ 1-2 times per week U8 -U14 3-4 times per week 18+ 2-3 times per week U5 -U8 3-4 times per week U8 -U19 2-4 times per week U5 -U17 2-3 times per week 18+ 4-6 times per week U8 -U13 3 times per week Organizations currently utilizing Spokane Valley facilities and/or expressed interest in utilizing current and/or additional facilities. CONVENTIONS SPORTS(� CISL LEISURE I z 0 0 U 0 CD Q O H Li) W co c 11-, c V1 N °—a a .0 Lco O L4' >. .,__ 2 4—) 0— <7.1:( 4-) W ID �U 'Li) a+ f6m a) 2 Local Market Conditions Lball Facilities in Spokane HALF MOON PR !F1E Nine Md Falls Rhea -sick Stara Park c N + in i ,,d,„ INE PRAIRIE ,ir;. od ,a 00 0 ap r Spokane Inl'I rp - SOS Airport,p - - _ 00'44,tit ca int r.. toc,oii and- ��unlry drChafd Pri�t,io Spokane I -90.W 3 Oishman Pleasaar Pr a o , IC 0renFr.00d Millwood Spokane Valley O O W Flcr.m m La: :Ib L""ifart; Z Lab - z L btw, LathsP-3 k Fr ,12 Source: Spokane County Parks and Recreation Department, Google Earth, 2016 Map Key Facility Name Youth # of Sball/ Adult Adult Fields Bball Bball Sball 1 2 3 4 5 6 7 8 9 10 Dwight Merkel Sports Complex Franklin Park Plante's Ferry University High School Lewis and Clark (Hart Fields) East Valley High School Central Valley Ferris High School Shadle Park High School Jefferson Elementary School 6 5 5 4 4 3 3 3 2 2 0 5 0 3 2 2 2 3 1 1 0 0 0 1 2 1 1 0 1 1 6 0 5 O (1) 0 O (2) 0 0 O (3) O (4) Total 37 19 7 11 (1) Includes fields at Chester Elementary and Horizon Middle School; does not include 2 non -tournament quality fields (2) Does not include 6 non -tournament quality fields without fencing (3) Does not include 2 non -tournament quality fields (4) Does not include 4 non -tournament quality fields, 2 of which are at Sacajawea Middle School CONVENTIONS SPORTS LEISURE MDMIM Local Market Conditions Facilities in Spoka... 111, Ill I 5 HALF MOON iR1E ,11111 1, 11 11,.1 2p, -4 -ane . v4....2- A:riP.4(1,11 S -V ohtf, Spokane ,:e• ,8,:, 7 \ -§0 ..s. , 44v \ SW fi 1 0. 66,896; alt., 3 qiE PRAIRiE P,6/!$e Pfeas ,1 pfJ$ f 64 0 1 TOTIMC,0 111111 .cod 1,,, 1-9 i ' tar: I 90 w ishman 9 z _ = , 7 , Neon, Oils - Orchards L 1 llherty Late Park Source: Spokane County Parks and Recreation Department, Google Earth, 2016 Map Key Facility Name No. of Full- Youth Fields Sized Fields 1 Southeast Complex 2 Plante's Ferry 3 Mead Sports Complex 4 Andrew Rypien 5 Dwight Merkel Sports Complex 6 Farwell Elementary School 7 Uni\ersity High School 8 Polo Fields 9 Central Valley 10 East Valley High School 11 Argonne 14 13 13 12 8 7 6 5 3 3 2 3 11 9 4 1 12 2 10 8 0 1 6 2 4 (1) 3 2 2 1 3 0 2 0 (1) Includes fields at Chester Elementary and Horizon Middle School CONVENTIONS SPORTS LEISURE MDMIM Local Market Conditions y .ports Comple, FACILITY: Plante's Ferry Sports Complex City, State: Owner: Operator: Spokane Valley, WA Spokane County Parks and Recreation Spokane Valley Junior Soccer Association (soccer fields) / Spokane County Parks and Recreation (softball fields) Facility Specs: 13 soccer fields 5 softball fields 225 parking spaces Additional unpaved overflow parking Development: Initially developed in 1952. Spokane County entered into a 20 - year agreement in 1996 with the Spokane Valley Junior Soccer Association, who helped fund the construction of the soccer field and building improvements, to operate and maintain the 35 -acre parcel. The agreement was updated in 2012, providing (among other things) for a 15 -year extension, to go into effect in 2017 pending approval from the County. Spokane County Parks and Recreation Adult Softball League, Spokane Valley Junior Soccer Association, Inland Northwest Soccer Association (INSA), FC Spokane, Spokane Shadow Club, Spokane Foxes/Pumas, Spokane Sounders Academy, PSPL Development League, Inland Empire Youth Soccer (IEYSA), Washington East Soccer Club, Breakers, Idaho Thunder, CDA Sting, Academy of Idaho, PSPL Surf Academy, Washington Youth Soccer Users: Rental Rates. Soccer Fields: Practices, Training/Camps: $20/hour Youth & Adult Games: $80/hour Tournaments: $3,500 (fields & facility) CONVENTIONS SPORTS LEISURE 1 lD1•• O U CD 0 Q CD c c N a) a •U f6 O u 4- N V1 ++ f6 � L.L u 2 w cc J U O J Local Market Conditions y Jports Complex — Soccer 4.40 :C316, 2015) Field 1 Field 2 Field 3 Field 4 Field 5 Field 6 Field 7 Field 8 Field 9 Field 10 Field 11 Field 12 Field 13 January February March April May June July 0:00 0:00 0:00 0:00 0:00 0:00 2:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 74:30 32:30 41:30 44:30 75:00 65:00 53:00 66:30 49:00 63:00 55:00 54:30 56:30 58:30 51:00 59:00 54:00 65:30 61:30 44:00 31:00 57:30 60:30 59:00 57:30 49:00 61:00 63:30 63:30 56:00 57:30 61:30 24:00 27:00 33:30 43:30 39:30 38:00 33:00 43:30 34:30 34:30 34:30 55:30 61:30 49:30 34:30 34:30 34:30 34:30 34:30 34:30 43:30 112:30 103:30 82:30 51:30 91:30 53:00 70:30 62:00 67:30 67:00 66:00 64:30 August 142:30 160:30 144:30 144:30 130:00 207:30 143:30 139:30 133:00 127:00 128:30 129:00 134:30 September 78:15 64:30 60:00 81:30 69:30 58:00 65:00 62:30 63:00 48:30 34:30 21:30 57:30 October 100:30 75:00 75:00 83:00 69:00 72:30 66:30 84:00 47:00 36:00 21:00 16:30 86:00 Nmember 27:00 12:00 12:00 28:00 28:30 30:30 17:00 38:00 16:00 9:00 4:00 7:30 22:00 December 0:00 0:00 0:00 2:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 Total 631:15 606:00 593:30 610:30 602:00 709:30 515:30 553:30 495:30 489:30 443:00 425:00 537:30 Field 1 Field 2 Field 3 Field 4 Field 5 Field 6 Field 7 Field 8 Field 9 Field 10 Field 11 Field 12 Field 13 Monday 57:30 75:00 62:00 60:00 33:30 48:30 8:30 53:30 28:30 21:00 21:00 19:30 48:30 Tuesday 66:00 65:00 74:00 67:00 72:30 97:30 49:30 53:00 38:30 61:30 41:00 42:00 61:00 Wednesday 58:00 87:30 76:30 66:30 68:30 97:30 52:30 49:00 40:00 55:30 34:00 44:30 52:30 Thursday 64:00 68:00 70:30 59:30 71:30 96:30 66:00 49:30 37:00 65:00 38:30 46:00 62:30 Friday 77:30 75:30 75:30 57:30 61:30 57:30 57:30 59:30 57:30 57:30 57:30 57:30 77:30 Saturday 192:45 154:30 154:30 r 0 180:00 195:30 171:30 166:00 164:00 156:00 182:00 150:30 157:30 Sunday 115:30 80:30 80:30 108:30 114:30 116:30 110:00 123:00 130:00 73:00 69:00 65:00 78:00 Total 631:15 606:00 593:30 610:30 602:00 709:30 515:30 553:30 495:30 489:30 443:00 425:00 537:30 Source: Spokane Valley Junior Soccer Association, 2016 Average hours per grass field in 2015 = 554.47 hours CONVENTIONS SPORTS(� CISL LEISURE lD1•• 0 CD 0 0 CD c `` • .0 L � O LL 4- • 1,J CA • CA N N +-, f6 � Lu 2 w cc J U O J Local Market Conditions 70% 60% 50% 40% 30% 20% 10% 0% Field 1 Field 8 y .>rts Complex — Soccer Field 2 Field 9 Field 3 Field 10 Field 4 Field 5 Field 11 Field 6 Field 7 Field 12 Field 13 January February March April May Source: Spokane Valley Junior Soccer Association, 2016 June July August September October November December CONVENTIONS SPORTS 1. lD1•• z 0(11 o O f6 O H CD c V1 tom` 0 cin CD_ °a U tii LL Plante's Ferry Soccer Fields 100% 90% 80% 70% 50% 40% 30% 20% r Group By Mc 42% 27% 18% 5% 27% 0% 0% 4% tA �a�.). �`, ��`Gr PQM\ Q, 40% 16% 32% 12% 1 14% 3% 42% 49% 4% �A' t�`c6, t�'Z 0'Z Q. ��e 0c.' �e cie AVG. Annual Usage 41% FC Spokane 16% Inland Empire Youth Soccer Alliance 13% Spokane Shadow 9% 9% 3% Spokane Valley Jr. Soccer Association Inland Northwest Soccer Association Puget Sound Premier League 2% Other \t, Does not include organizations that have either expressed interest and/or are currently consuming less than one percent of total usage at Plante's Ferry in 2015, including the Spokane Youth Sports Association (SYSA) Note: FC Spokane's U9 - U10 programs (part of SPVJSA) are counted in FC Spokane usage; The IEYSA and FC Spokane are part of the Puget Sound Premier League Source: Spokane Valley Junior Soccer Association, 2016 CONVENTIONS cL TSL LEISURE l lD1•• O v OJ CD 0 Q CD C C a U f6 O IL 4- OJ N V1 +-) CDM v LL 2 Local Market Conditions Source: Spokane County y ..)ports Complex — Softbae g sue (2015) Field 1 Field 2 Field 3 Field 4 Field 5 January 5:00 February March 5:00 5:00 5:00 5:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 April 15:00 15:00 15:00 15:00 15:00 May 75:00 75:00 75:00 60:00 60:00 June 75:00 75:00 77:30 55:00 55:00 July 40:00 37:30 40:00 32:30 35:00 August 52:30 65:00 65:00 40:00 50:00 September October November December Total 10:00 15:30 18:00 7:30 7:30 5:00 8:00 8:00 5:00 5:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 277:30 296:00 303:30 220:00 232:30 Field 1 Field 2 Field 3 Field 4 Field 5 Monday Tuesday Wednesday Thursday Friday Saturday Sunday 32:30 37:30 40:00 42:30 32:30 10:00 82:30 30:00 30:00 40:00 42:30 40:00 42:30 42:30 42:30 32:30 32:30 10:00 10:00 101:00 103:30 12:30 37:30 37:30 40:00 22:30 7:30 62:30 12:30 37:30 37:30 42:30 22:30 7:30 72:30 Total 277:30 296:00 303:30 220:00 232:30 Average hours per field in 2015 = 266 hours CONVENTIONS SPORTS(� CISL LEISURE 1 lD1•• w cc J U O J Local Market Conditions 25% 20% 15% 10% 5% 0% y .>FiJrts Complex — Softbai (2015) Field 1 Field 2 - -Field 3 —6—Field 4 —a—Field 5 Source: Spokane County '0 co eci° CONVENTIONS CI ITSL LEISURE lD1•• co N O O 4- .) co N LL O U CD 0 Q N ro U a --a 0 Q N 2 Local Market Conditions fv i h4 Merkel Sports Complex FACILITY: City, State: Owner: Operator: Facility Specs: Development: Rental Rates: Dwight Merkel Sports Complex Spokane, Washington City of Spokane Parks and Recreation City of Spokane Parks and Recreation 76 -acre facility 6 full size natural grass soccer fields 2 full size synthetic athletic fields with lights 6 ball diamonds (5 of which are lit) Concessions, rest rooms and meeting space BMX track with lights and timing equipment Neighborhood park with playground and splash pad 1 -mile long paved perimeter trail that leads down to Riverside State Park's trails In 2007, voters approved of a $7.8 million renovation of the complex. Recently completed a Facility Light Evaluation Study that will result in lighting upgrades Spokane Parks and Recreation Leagues, Spokane Youth Sports Assoc., Spokane Shadow, Spokane Scotties, Spokane Indians Youth Baseball, Spokane Foxes/Pumas and YMCA Recreation Leagues Adult Softball: $30/hour Youth Ball Field: $17/hour Adult/Youth Combo: $25.50/hour Adult Soccer Turf: $55/hour Youth Soccer Turf: $45/hour Adult Soccer Grass: $35/hour Youth Soccer Grass: $25/hour Field Lights: $12/hour CONVENTIONS SPORTS 23 MDMIM `tCUO LL Local Market Conditions Dwight Merkel Sports Complex Rea. sage (2016) Field 1 Field 2 Field 3 Field 4 Turf Field 5 Turf Field 6 Field 7 Field 8 January February March April May June July August September October Nmember December Total 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 139:30 125:00 85:00 113:30 172:30 73:00 81:30 93:00 98:00 166:30 112:30 110:30 111:00 109:00 110:30 79:00 104:30 116:30 107:00 118:30 105:00 117:00 87:00 121:00 83:00 28:00 34:00 47:30 39:30 31:00 140:30 137:30 102:00 102:00 194:00 160:00 160:00 114:00 114:00 231:30 145:30 70:30 0:00 = 0:00 0:00 0:00 0:00 0:00 0:00 0:00 698:00 745:00 671:00 690:30 1588:00 175:30 164:00 68:30 73:30 137:30 74:30 65:00 110:30 91:00 111:00 91:00 71:00 89:00 45:00 25:00 31:00 206:00 244:00 123:00 0:00 0:00 21:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 83:30 81:30 80:00 70:00 1516:00 493:30 0:00 521:00 Field 1 Field 2 Field 3 Field 4 Turf Field 5 Turf Field 6 Field 7 Field 8 Monday Tuesday Wednesday Thursday Friday Saturday Sunday 312:00 136:00 138:00 143:15 136:00 136:00 173:00 197:30 183:30 201:30 197:30 201:30 344:00 300:00 51:00 59:00 52:00 56:00 59:00 59:00 55:00 60:00 115:00 115:00 60:00 60:00 60:00 66:00 360:00 136:00 297:00 138:00 136:00 136:00 136:00 297:00 360:00 173:00 173:00 136:00 360:00 136:00 69:00 69:00 118:00 197:30 118:00 69:00 197:30 72:00 54:30 54:30 69:30 56:00 72:00 56:00 Total 1174:15 1625:30 391:00 536:00 1339:00 1635:00 838:00 434:30 Source: Spokane Youth Sports Association Average hours per grass field in 2016 = 636:30 hours Average hours per turf field in 2016 = 1552:00 hours CONVENTIONSSPORTS tL LEISURE 1 lD1•• 0 CD 0 0 c6 C `` N O _ .0 L � 0 LL 4— N N N ++ f6 a)2 w cc J U O J Local Market Conditions fl ,i h4 M rkel Sports Comply_ 70% 60% 50% Field 1 —11—Field 2 -Field 3 Field 4 Field 5 Field 6 Field 7 = Field 8 0% Source: Spokane Youth Sports Association, 2016 CONVENTIONS 1 SPORTS lD1•• wcc J U O J Local Market Conditions 70% 60% 50% 40% 30% 20% 10% 0% "Thnthly Grass Fielr' "-nge Plante's Ferry +Dwight Merkel Dwight Merkel Turf Fields <<° Source: Spokane Valley Junior Soccer Association, Spokane Youth Sports Association, 2016 may' ric re' roc No PJB �.0 O�.9. o��c� �d6 5� O CONVENTIONS SPORTS L ` �_ LEISURE lD1•• 0 U CD 0 Q CD c 11-1 c U CD 0 LL 4- 4- N N CD M u 2 L.L w cc J U O J Local Market Conditions Dwight Merkel Sports Complex Softb Field 1 Field 2 Field 3 Field 4 Field 5 Field 6 January February March April 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 107:00 107:00 107:00 107:00 124:30 105:30 May 289:15 267:00 267:00 267:00 312:15 184:00 June 192:00 192:00 192:00 July 221:00 221:00 221:00 August 185:00 185:00 185:00 September 200:00 200:00 200:00 October 204:00 204:00 204:00 November 0:00 0:00 0:00 December 0:00 0:00 0:00 192:00 221:00 185:00 200:00 204:00 0:00 0:00 192:00 221:00 185:00 200:00 204:00 0:00 137:00 126:00 19:00 56:00 23:00 0:00 0:00 Total 1398:15 1376:00 1376:00 1376:00 1438:45 650:30 Field 1 Field 2 Field 3 Field 4 Field 5 Field 6 Monday Tuesday Wednesday Thursday Friday Saturday Sunday 62:00 70:30 204:30 143:30 62:00 59:30 62:00 42:00 36:00 73:00 196:30 196:30 48:00 37:00 183:30 197:30 195:30 201:30 183:30 _34444 201:30 195:30 183:30 197:30 183:30 201:30 183:30 183:30 176:30 176:30 168:30 168:00 180:30 160:30 168:00 55:30 48:00 42:00 42:00 42:00 48:00 42:00 Total 664:00 629:00 1340:30 1495:00 1198:30 Source: Spokane Youth Sports Association \'‘ Average hours per field in 2016 = 1269:15 hours CONVENTIONS LEISURE lD1•• w cc J U O J Local Market Conditions v�6 " rkel Sports Complex Trian 70% 60% 50% 40% 30% 20% 10% 0% Field 1 —s—Field 2 _ T=Field 3 Field 4 Field 5 Field 6 Source: Spokane Youth Sports Association, 2016 co ��°°°ci° CONVENTIONS SPORTS LEISURE lD1•• w cc J U O J Local Market Conditions 70% 60% 50% 40% 30% 20% 10% 0% Softbar Usage — Plan Plante's Ferry Dwight Merkel <<° Source: Spokane Valley Junior Soccer Association, Spokane Youth Sports Association, 2016 osk �OJ OQG CONVENTIONSSPORTS tL LEISURE Local Market Conditions east' ports Complex a4- 0 oa N Qf6 0 Q 0 H L) W f6 C= C N N CL 'U ic6 O >" 4-, 2CD_ 471:( N =�U ' 7) '47' 9 f6 7 LL CU 2 FACILITY: SOUTHEAST SPORTS COMPLEX City, State: Spokane, Washington Owner: City of Spokane Parks and Recreation Operator: City of Spokane Parks and Recreation Facility Specs: 17 acres 3 full-sized soccer fields 11 youth soccer fields 3 softball fields (non -tournament quality) 116 parking stalls Development: City recently presented the Master Plan for the complex which will include: Expanded parking, four large soccer fields, two U10/11 soccer fields, one softball/baseball field, one softball/multi-use field, plaza/active street space and a neighborhood park. Tenants: Spokane Indians Youth Baseball, Breakers, Spokane Youth Sports Association, Spokane Shadow Rental Rates: Adult Softball: $20/hour Youth Ball Fields: $12/hour Adult Soccer Grass: $25 Youth Soccer Grass: $20 CONVENTIONS SPORTS LEISURE Local Market Conditions Ls Complex lD1•• FACILITY: City, State: Owner: Operator: FRANKLIN SPORTS COMPLEX Spokane, Washington City of Spokane Parks and Recreation City of Spokane Parks and Recreation Facility Specs: 43 acres 2 full-size soccer fields 1 youth soccer field 5 softball fields Development: Originally established in 1914 Fields underwent upgrades in 2014 Tenants: Spokane Girls Fastpitch Softball Association, IEYSA, Spokane Parks and Recreation Recreational Leagues, Spokane Indians Youth Baseball, WIAA, Spokane Youth Softball, ASA, Spokane Crash, Spokane Shadow Rental Rates: Adult Softball: $20/hour Youth Ballfield: $12/hour Adult/Youth Combo: $16.50/hour Adult Soccer Grass: $15/hour Youth Soccer Grass: $10/hour CONVENTIONNSS SPORcLTS tL LEISURE 1 Regional Facilities 1110 , 12 32W Facility Location Dist. (1) 1 Skyline Sports Complex Southeast Sports Complex Spokane Polo Club Starfire Sports Sixty Acres Park Northwest Soccer Park Washington Premier FC Complex Capital FC Soccer Complex Crystal Lake Sports Fields 3 4 5 6 7 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 Franklin Park Complex Dwight Merkel Sports Complex Canfield Sports Complex Paul Lauzier Memorial Athletic Park Pasco Sporting Complex Southridge Sports Complex Perry Sports Complex Petrovitsky Park Heritage Recreation Center Regional Athletic Complex Ravensdale Park Harmony Sports Complex Hood View Sports Complex Owens Sports Complex Luke Jensen Sports Park Howard M. Terpenning Rec. Complex Gordon Faber Rec. Complex Settlers Park Simplot Sports Complex Pine Nursery Park Big Sky Park Wallace Marine Park Softball Complex U.S. Cellular Park III=Triangle Complex Mr =Rectangle Complex =Multi -Sport Complex Bend, OR Spokane, WA Spokane, WA Tukwila, WA Redmond, WA Bellingham, WA Puyallup, WA Salem, OR Corvallis, OR Spokane, WA Spokane. WA Coeur d'Alene, ID Moses Lake, WA Pasco, WA Kennewick, WA Yakima, WA Renton, WA Puyallup, WA Lacey, WA Ravensdale, WA Vancouver, WA Happy Valley, OR Portland, OR Vancouver, WA Beaverton, OR Hillsboro, OR Meridian, ID Boise, ID Bend, OR Bend, OR Salem, OR Medford, OR 396 10 15 290 291 337 302 408 445 12 15 26 115 148 151 218 281 303 322 278 354 359 360 366 371 375 376 386 392 393 407 569 CONVENTIONS LEISURE 2 3 4 5 6 7 8 9011 CU 0 Ci0 ate+ N 32 , W 0.) ILL LL Regional Facilities Facility Location Dist. (1) N F N 'y L 7 O N rn 5 12 1 lSkyline Sports Complex 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 Southeast Sports Complex Spokane Polo Club Starfire Sports Sixty Acres Park Northwest Soccer Park Washington Premier FC Complex Capital FC Soccer Complex Crystal Lake Sports Fields Franklin Park Complex Dwight Merkel Sports Complex Canfield Sports Complex Paul Lauzier Memorial Athletic Park Pasco Sporting Complex Southridge Sports Complex Perry Sports Complex Petrovitsky Park Heritage Recreation Center Regional Athletic Complex Ravensdale Park Harmony Sports Complex Hood View Sports Complex Owens Sports Complex Luke Jensen Sports Park Howard M. Terpenning Rec. Complex Gordon Faber Rec. Complex Settlers Park Simplot Sports Complex Pine Nursery Park Big Sky Park Wallace Marine Park Softball Complex U.S. Cellular Park Bend, OR Spokane, WA Spokane, WA Tukwila, WA Redmond, WA Bellingham, WA Puyallup, WA Salem, OR Corvallis, OR Spokane, WA Spokane. WA Coeur d'Alene, ID Moses Lake, WA Pasco, WA Kennewick, WA Yakima, WA Renton, WA Puyallup, WA Lacey, WA Ravensdale, WA Vancouver, WA Happy Valley, OR Portland, OR Vancouver, WA Beaverton, OR Hillsboro, OR Meridian, ID Boise, ID Bend, OR Bend, OR Salem, OR Medford, OR 396 Out 10 Out 15 Out 290 In/Out 291 Out 337 Out 302 Out 408 Out 445 Out 12 Out 15 Out 26 Out 115 Out 148 Out 151 In/Out 218 Out 281 Out 303 Out 322 Out 278 Out 354 Out 359 Out 360 Out 366 Out 371 In/Out 375 Out 376 Out 386 Out 392 Out 393 Out 407 Out 569 Out 0 14 5 12 25 28 11 10 9 3 8 4 3 34 2 4 2 6 6 5 9 1 9 2 5 1 6 35 20 5 2 6 mriii UMW/MIMI 2113:1:MMM L 7 N } 5 - 4 - 4 3 11 - 3 2 - 9 3 - 16 9 - 3 25 - 8 3 6 4 - 9 0 - 2 1 - 8 - - 2 2 - 2 1 11 23 - 2 - - 3 1 - 2 - 4 2 - 6 - - 5 - 7 2 1 7 2 1 1 5 - 1 2 1 3 10 4 - 16 2 2 1 0 0 0 0 0 0 0 8 1 2 (2) (3) (4) 5 3 (5) 5 - 6 - - - (6) 1 4 - 3 6 4 1 3 - 1 3 1 - 1 - 4 - 2 - 3 1 1 - 3 3 4 - 5 2 1 2 1 4 2 5 1 - 2 - 3 3 2 - 2 4 4 - 1 - 1 5 - 2 5 2 2 (7) (8) (1) Distance in riles from Spokane Valley (2) Does not include 3 non -tournament qualdy softball fields (3) Outdoor stadium w ith 4,000 seating capacity, does not include 2 indoor fields (4) Does not include 4 non -tournament qualdy softball fields (5) hcludes 3 non -tournament qualdy baseball fields (6) BMX Track (7) hdoor Sports Pavilion used for indoor sports (8) Softball field #2 converts into a full-size soccer field (9) Baseball field converts into a full-size soccer field (10) Does not include aquatic center, 15 tennis courts, 10 basketball courts, 2 skate parks, and a roller hockey rink (11) Baseball field is converts into a full-size soccer field (12) Does not include 7 non -tournament quality fields (13) Includes 16 -court pickleball complex (14) BMX softball field is converts into soccer field =Triangle Complex =Rectangle Complex =Multi -Sport Complex CONVENTIONS SPORTS cJL` Regional Facilities Case Studies FACILITY: City, State: Owner: Operator: Facility Specs: Development: Tenants: Rental Rates: Annual Events: REGIONAL ATHLETIC COMPLEX Lacey, Washington City of Lacey/Thurston County City of Lacey/Thurston County 68 acres 5 full-size baseball fields (turf infields) 6 regulation -size multipurpose rectangle fields (1 turf) 500 paved parking spaces; unpaved overflow for additional 500 Partnership between the City of Lace and Thurston County for the development, construction and operation of the RAC. Opened in 2009 at an approximate cost of $18.9 million Funding: $12.3 million in local Public Facilities District (PFD) financing $2.4 million in City of Lacey funds $1.9 million in Thurston County Conservation Futures funding $1.7 million in Lacey Parks Bond revenue $523,000 in grand funding from the Washington State Recreation and Conservation Office (RCO) Potential Phase 3 development of adjacent 26 acres In 2014 the RAC had approximately 2,281 field bookings and nearly 75,000 league and tournament participants In 2016, the RAC will host approximately 58 tournaments CONVENTIONNSS ciSPORITSL LEISURE 1 Regional Facilities �oor Facility Case Studies f6 W 0 CL O .l_J f V J W U a z 0 34 LL fr- � c 07pr r O p ° p .° a' - i.:4 .i fila .r \, e t1 c FUTURE PfuGE w �..,,- cogtv_ err ° e cc`r err °rr crre FACILITY: SOUTHRIDGE SPORTS AND EVENTS COMPLEX City, State: Owner: Operator: Kennewick, Washington City of Kennewick City of Kennewick Facility Specs: 52 acres 2 full size multi -use soccer fields 4 multi-use/softball fields with lights 30,000 sf indoor pavilion with 3 full-size basketball courts and multi- purpose room Development: Tenants: Opened in 2012 at a total cost of approximately $13.6 million Additional 7 acres of developable land for future phased expansion Rental Rates: Softball/Multi-Use Fields: $12/hour and $19/hour with lights Multi -Use Fields: $8/hour Annual Events: In 2015, the Southridge Sports and Events Complex hosted 23 tournaments CONVENTIONSSPORTS tL LEISURE I Regional Facilities „G %.4 IAA VI ICA..I„cy Caw Studies FACILITY: PASCO SPORTING COMPLEX City, State: Owner: Operator: Key Facility Components: Pasco, Washington City of Pasco City of Pasco 6 softball fields 3,700 -seat Gesa Stadium 10 competitive soccer fields 1 high school soccer field 2 sand volleyball courts Water play area Tenants: Tri -City Dust Devils NWL minor league baseball Tri -Cities Youth Soccer Association Rental Rates: Softball: $7/hour for residents & non-residents $25 Field Prep Fee $19/hour fee for lights $15/hour Supervisor rate Soccer/Baseball fields not public Annual Events Cor van der Meer Soccer Tournament Sounders Soccer Camp CONVENTIONNSS SPORcLTS tL LEISURE 1 Regional Facilities I 51VI IUI Vu Facility Case Studi �"•.'•¢ FACILITY: STARFIRE SPORTS City, State: Tukwila, Washington Owner: Starfire Sports Operator: Starfire Sports Key Indoor 2 indoor Astroturf soccer fields Facility 3 Meeting rooms Components: Mens/Womens Locker rooms Arcade Administrative offices Restaurants/Retail Key Outdoor 5 grass soccer fields Facility 5 turf soccer fields Components: Adidas Field (turf) 4,500 -seat Starfire Stadium (turf) V J W U a z 0 Tenants: Seattle Sounders FC Sounders Women Rental Rates: Indoor Fields: Youth: $39-$78/hour (min. 1 hour) Adult: $59.50-$119/hour (min. 1 hour) Late Night: $102.50/hour Outdoor Fields: Youth: $39-$78/hour Adult: $61-$122/hour Late Night: $50.25-$94.50/hour Annual Events: 15 youth and adult tournaments annually hosting over 100,000 visitors Starfire Academy Seattle Sounders FC training CONVENTIONS SPORTS LEISURE 37 lD1•• CD 0 CL 0 4 v Regional Facilities v Case Stud... FACILITY: City, State: Owner: Operator: Key Facility Components: Tenants: (PHILLIPS 66) NORTHWEST SOCCER PARK Bellingham, Washington Whatcom Sports & Recreation Whatcom Sports & Recreation 13 outdoor full-size soccer fields Park will add 2 turf fields with construction beginning early 2016 Received a $700,000 corporate donation from Phillips 66 Whatcom County Youth Soccer Association Whatcom County Adult Soccer Association Annual Events: Wilson Motors Baker Blast (185 teams) Adult Soccerfest 2018 Tournament 2016 Phillips 66 Rimland Challenge Hammers FC Soccer Academy Turf Construction Project Area CONVENTIONSSPORTS tL LEISURE 1 Competitive Facilities Competitive Outdoor Facility Case Stu' FACILITY: City, State: Owner: Operator: Key Facility Components: Development: Tenants: Rental Rates: Annual Events: U.S. CELLULAR COMMUNITY PARK Medford, Oregon City of Medford Medford Parks and Recreation Department 3 full-sized baseball fields 7 baseball/softball fields 6 multipurpose fields, including a 1,300 -seat stadium field All fields are lighted with FieldTurf synthetic grass $32.5 million, 132 -acre park. Phase II opened in 2008 with 5 softball/baseball fields. Phase III opened in 2009 with 6 multi- purpose fields. Phase IV opened in 2015 with 3 additional ballfields Funding has come through a combination of issuing bonds, and transient lodging tax, car rental tax, and park utility fee proceeds. U.S. Cellular paid $650,000 for 6 years of naming rights in 2005. USCCP is the largest municipal installation of FieldTurf in the United States with nearly 1.5 million square feet of synthetic grass. American Legion Medford Mustangs Medford Rogues Softball/Baseball: $20-$25/game Multi-purpose: $30-$40/hour 2014 saw $10.2 million in economic stimulus from tournaments and other special events with 1,415 teams competi than 4,400 games (44 tournaments). An estimated 194,000 people visited the park in 20 Regional Facilities Regional Outdoor Facility Case Stu°.. FACILITY: 25 22 24 23.- 20 21 18 19 17 City, State: Owner: Operator: 60 ACRES SOCCER COMPLEX Redmond, Washington King County Lake Washington Youth Soccer Association Facility Specs: 25 natural grass soccer fields 6 full-sized fields 14 U-12 fields 5 U-9 fields Development: 30 -year use agreement between LWYSA and King County LWYSA responsible for all development and maintenance Planning replacement of 1 to 6 grass fields with turf Rental Rates: June through November: Single field under 50 people - $50 per hour Multiple fields up to 500 people - $500 per hour December through May: Single field Under 50 people - $50 Multiple fields up to 500 people - $500 Tenants: Lake Washington Youth Soccer Association Annual Events: Select Cup US Club Regional Tournament ECNL National Playoffs Nike Crossfire Challenge CONVENTIONS SPORTS LEISURE 1 40 lD1•• N V J W U a z 0 11 Lll tii 2 LL Regional Facilities Regional Outdoor Facility Case Studie_ ti i FACILITY: SIMPLOT SPORTS COMPLEX City, State: Boise, Idaho Owner: City of Boise City of Boise Operator: Facility Specs: 20 natural grass soccer fields 2 full-sized baseball fields 11 youth -sized baseball fields 2 youth softball fields Development: Opened in 1995 Soccer tenants pay for capital projects and expansions City shares maintenance costs with baseball tenants Tenant pays for infields and bases Rental Rates: Free when authorized by tenants Tenants: Idaho Youth Soccer Association Rush Soccer Club East Boise Youth Baseball and Softball Annual Events: Far West Regional Soccer Tournament 90 soccer games per year on each soccer field CONVENTIONSSPORTS tL LEISURE Regional Facilities �oor Facility Case Stud. c6 N 0 Ci - 0 0 4 , V iiiLjo- LL W 2 FACILITY: City, State: Owner: Operator: Key Indoor Facility Components: Key Outdoor Facility Components: Tenants: Rental Rates: Annual Events: HOWARD M. TERPENNING RECREATION COMPLEX Beaverton, Oregon Tualatin Hills Parks and Recreation Department Tualatin Hills Parks and Recreation Department Tennis Center with 4 indoor courts 10 -lane, 50 -meter pool with platform diving towers: • (2) 1 -meter springboards • (2) 3 -meter springboards 3 grass soccer fields 2 synthetic turf soccer fields 7 lighted softball/baseball fields 6 lighted outdoor tennis courts Skate park, roller hockey rink Aquatics: • Tualatin Hills Swim Club • Tualatin Hills Dive Club • Tualatin Hills Synchronized Swimming • Tualatin Hills Barracudas • Tualatin Hills Water Polo Club Aquatics: up to 25 guests: $129/hour 26-50 guests: $149/hour 51-75 guests: $169/hour 76 or more guests: $189/hour Revenues: $470,000 Expenses: $1.25 million Operating Deficit: $783,000 CONVENTIONS SPORTL LEISURE 42 MDMIM Lh civ) U a z 0 W 2 LL Regional Facilities Regional Outdoor Facility Case Stu°.. FACILITY: WALLACE MARINE PARK SOFTBALL COMPLEX City, State: Salem, Oregon Owner: City of Salem Operator: City of Salem Facility Specs: 5 lighted softball fields 2 lighted soccer fields Seating for more than 1,000 people Development: Rental Rates: Annual Events: First star complex opened to the public, in June 1986. Ranges from $25-$55/game slot, plus a $20 application fee and a $100 tournament fee Around 18 large softball tournaments annually, including: ASA Men's Open West Fast Pitch National Tournament USSSA Northwest National Championships Men's Slow Pitch National Tournament CONVENTIONSSPORTS tL LEISURE 43 lD1•• f6 CU 0 CL O Regional Facilities Regional Outdoor Facility Case Stu°.. FACILITY: City, State: Owner: Operator: Facility Specs: Development: Operations: Tenants: Annual Events: VIA\ GORDON FABER RECREATION COMPLEX Hillsboro, Oregon City of Hillsboro Hillsboro Parks and Recreation 6 natural grass softball fields Ron Tonkin Field (baseball) 4,500 seats Can be striped for soccer and lacrosse Hillsboro Stadium 7,000 seats Can fit 2 full-sized turf fields (can be rented out) Multiple phases of development: Hillsboro Stadium (opened in 1999) - $10 million development used funding from the city and an Urban Renewal District Tonkin Field (opened in 2013) $15.5 million development Complex generated $755,000 in revenue in FY 2015 Approximately $871,000 in direct expenditures in FY 2015 Hillsboro Hops Century High School Portland Stags Triple Crown Baseball Tournament 372 events in FY 2015 CONVENTIONS SPORTS C LEISURE Regional Facilities Regional Outdoor Facility Case Stu°.. O N co Q CD C O CL c6 O LL V J W U a z 0 W Venue Rules NO Dogs NO AlcuLul NO Soliciting NO Smoking $10 weekend parking FACILITY: CAPITAL FC SOCCER COMPLEX City, State: Salem, Oregon Owner: Capital Futbol Club Operator: Capital Futbol Club Facility Specs: 10 natural grass soccer fields 6 full-sized fields 3 U-8 to U-9 fields 1 U-10 to U-11 field Development: Privately funded Considering adding at least one turf field Annual expenses for maintenance approximate $50,000 Club makes $700,000 in annual revenue $500,000 comes from membership fees Receives donations Rental Rates: Tenants: Annual Events.. Club makes around $30,000 in revenue per year for outside rentals Capital Futbol Club Capital Cup 200,000 unique visitors per year Approximately 15,000 athletes use the fields per week CONVENTIONS SPORTS LEISURE lD1•• c6 0 eL0 4- a 0 v 0 0 N a) a-+ • 0 a) Comparable Triangle Facilities Triangle Facilities Summar) Facility Location Year Const. Cost Opened (in millions) No. of Triangle Fields Grand Park Legacy Park Mid America Sports Complex Elizabethtown Sports Park Chappapeela Sports Park Rocky Mount Sports Complex U.S. Cellular Community Park Ballfields at Craig Ranch Grand Park Athletic Complex Art Van Sports Complex Simplot Sports Complex Westfield, IN Lee's Summit, MO Shawnee Mission, KS Elizabethtown, KY Hammond, LA Rocky Mount, NC Medford, OR McKinney, D( Myrtle Beach, SC Rockford, MI Boise, ID 2014 1997 1994 2012 2013 2006 2008 2005 2010 2014 1995 $49.0 N/A $3.9 $29.0 $17.0 $12.0 $32.5 $25.0 $22.0 $7.0 N/A 26 24 24 13 12 11 10 10 9 isti„ CONVENTIONNS SPORTS CSIL 1 LEISURE lD1•• fft Lu, U Comparable Triangle Facilities Triangle Facility DemograF Comparable Markets Spokane Valley, WA % of Rank Low High Average Median Estimate Avg. (out of 12) Population 30 -Minute Drive 90 -Minute Drive 180 -Minute Drive 140,600 1,920,000 596,000 450,400 340,900 7,268,000 2,518,700 2,664,000 1,015,300 14,672,900 7,391,700 6,013,000 Average Household Income 30 -Minute Drive 90 -Minute Drive 180 -Minute Drive Median Age 30 -Minute Drive 90 -Minute Drive 180 -Minute Drive Corporate Base 30 -Minute Drive 90 -Minute Drive 180 -Minute Drive Source: Esri, 2016 $55,300 $56,900 $59,500 35.2 34.5 35.4 5,100 17,000 42,400 $104,400 $84,400 $77,900 42.5 45.1 42.7 80,600 270,600 542,000 $74,000 $68, 600 $66, 800 37.8 38.1 37.7 26,000 97,700 285,500 $71,900 $69,100 $67,500 36.9 37.1 37.5 20,900 104,200 251,100 517,000 87% 5 745,800 30% 10 1,532,300 21% 10 $65,800 $66,800 $66,300 89% 8 8 9 97% 99% 37.4 99% 5 39.1 103% 3 37.0 98% 9 25,800 99% 5 35,100 36% 9 64,400 23% 10 CONVENTIONNS SPORS C1LT 1 LEISURE 1 1! : AIIIMWATLATI. WM Comparable Rectangle Facilities Rectangle Facilities Summary Facility Location No. of Year Const. Cost Rectangle Opened (in millions) Fields Grand Park Chappapeela Sports Park MD SoccerPlex/Discovery Sports Ctr. Simplot Sports Complex Mike Rose Soccer Complex Elizabethtown Sports Park Legacy Park Overland Park Soccer Complex James W. Cownie Soccer Park Rocky Mount Sports Complex Heritage Recreation Center Westfield, IN Hammond, LA Boyds, MD Boise, ID Memphis, TN Elizabethtown, KY Lee's Summit, MO Overland Park, KS Des Moines, IA Rocky Mount, NC Puyallup, WA 2014 2013 2000 1995 1998 2012 1997 2009 1998 2006 N/A $49.0 $17.0 $22.1 N/A $13.0 $29.0 N/A $36.0 $5.5 $12.0 N/A 31 27 24 20 16 12 12 12 12 8 CONVENTIONS SPORT LEISURE lD1•• 0 O U U CIcaQ c6 c W c N 7, W M o _ L•�Q Oco Iu Comparable Rectangle Facilities Comparable Rectangle Facility Demogr Comparable Markets Spokane Valley, WA % of Rank Low High Average Median Estimate A\ig. (out of 12) Population 30 -Minute Drive 90 -Minute Drive 180 -Minute Drive 140,600 1,170,200 586,400 552,300 745,800 8,693,600 2,964,200 2,694,000 1,015,300 19, 081, 800 8,103, 800 5,877,400 Average Household Income 30 -Minute Drive 90 -Minute Drive 180 -Minute Drive Median Age 30 -Minute Drive 90 -Minute Drive 180 -Minute Drive Corporate Base 30 -Minute Drive 90 -Minute Drive 180 -Minute Drive Source: Esri, 2016 $55,300 $64,200 $57,900 35.2 35.0 35.4 5,100 30,400 42,400 $135,400 $110,300 $93, 700 40.8 39.1 38.4 51,000 337,400 740,300 $80,100 $75, 800 $70, 700 37.0 37.1 37.6 24,600 117,400 318,800 $74,800 $71,300 $67,600 36.6 37.1 37.8 22,700 107,000 242,000 517,000 88% 7 745,800 25% 12 1,532,300 19% 11 $65,800 82% 10 $66,800 88% 10 $66,300 94% 10 37.4 101% 4 39.1 105% 1 37.0 98% 10 25,800 105% 5 35,100 30% 11 64,400 20% 11 CONVENTIONNS SPORC1LTS 1 LEISURE i lD1•• CD a+ N 0 0 4— (/) 1'i N Comparable Facilities omparable Facility Lase Studies FACILITY: City, State: Owner: Operator: Key Indoor Facility Components: Key Outdoor Facility Components: Development: Tenants: Rental Rates: GRAND PARK Westfield, Indiana City of Westfield Indiana Bulls, Indiana Sports Properties 8 basketball/volleyball/futsal courts 3 full-sized soccer fields 26 baseball/softball fields 31 soccer fields (8 lighted) Adjacent to 220 -acre entertainment district Grand Park Village $49 million complex opened in 2014. The goal was to fund it entirely through TIF and sponsorship revenues, but the City Council lent the project $6 million from an infrastructure fund $8.5 million fieldhouse opened in January 2016 $20 million privately -funded, 370,000 square -foot arena under construction, should open Summer 2016, which the city will lease for 25 years at $53 million (with interest) • Diamond Sports — Operated by a subcontracted entity (Indiana Bulls / Bullpen Tournaments) who receives revenues and pays City a commission • Multi -Sport Area — Managed by Indiana Sports Property (Management Contract) who is paid a management fee • Concessions — Operated by a subcontracted entity (Urick Concessions) who receives all revenue and pays City a commission Annual Events: Approximately 514,240 visitors during its last full year of op 75 tournaments during 2015. Annually estimated $18 million in visitor spending CONVENTIONS SPORTS C1L LEISURE I lD1•• 4-1 C 0 O U U CD O CI Q c6 c W c N 7, W M O — L•�QL_ co O IL M >. CU 2O CI CL N � �O LL 2 U Comparable Facilities Grana nark— Continued — 2015 Event 1 2015 Tournaments by Sport • Baseball Softball Soccer Lacrosse 510,882 209,863 139,037 161,982 2014 — 2016 Visitors by Type Soccer and Field Sports Baseball and Softball 637,394 225,619 163,823 247,952 2014 ' 2.015 Source: Event Activity Provided by Grand Park Management, 2016 Note: Daily Utilization Numbers Include Camps, League Games, Tournaments, and Training Events Overnight • Day Trip (1) Local 701,133 248,181 180,205 272,747 108,610 386,414 177,444 100,360 744,241 158,026 183,480 402,735 1 807,625 190,067 191,323 426,235 2016 CONVENTIONS SPORTS LEISURE lD1•• 84_, ,,_ 0_ ,) ,„ 2 Lu , Comparable Facilities .omparable Facility Lase Studies 110 MItRIG 1 sPOltN (1NPLEN JO fN4 1 CO 1NT' FACILITY: MID -AMERICA SPORTS COMPLEX & OKUN FIELDHOUSE City, State: Shawnee, Kansas Owner: Johnson County Park & Recreation District Operator: Johnson County Park & Recreation District Key Indoor 56,000 square foot fieldhouse with 4 basketball courts or 8 volleyball Facility courts Components: 10 -stall batting cages Key Outdoor 10 lighted softball fields (adult complex) Facility 12 additional softball fields (youth complex) Components: 2 multipurpose fields for soccer, football, and rugby Development: Mid-America Sports Complex was built in 1991 by private owners and acquired by the Johnson Country Park and Recreation District (JCPRD) in 1994 at a cost of $3.9 million. Nearby, Mid-America West Sports Complex (MAWSC) built in 1989 as the Johnson County Girls Athletic Complex. Became MAWSC in 2004 when the JCPRD permanently acquired the facility. Okun Fieldhouse was built in 1999. Tenants: Rental Rates: Multipurpose: $25/hour Annual Events: In 2014, held over 32 regional and national baseball and softball tournaments and 25 in 2015, accommodating more than 120,000 participants and visitors. The complex operates at about breakeven, with revenues and expenses around $1.5 million. L.'[ lb As AIL CONVENTIONS SPORLTL LEISURE 1 52 lD1•• CD W 0 CL0 4— (/) 0 - 0 U Qi 0 ,0 ^N' W • 0 0 Comparable Facilities .omparable Facility ease Studies POD `�. Development: FACILITY: City, State: Owner: Operator: Key Facility Components: Po 3( Tenants: Rental Rates: 0,411W Annual Events: Ilw OVERLAND PARK SOCCER COMPLEX Overland Park, Kansas City of Overland Park City of Overland Park 96 acres 12 lighted, regulation -size synthetic turf fields Field cooling system to regulate turf temperature Basketball and Tennis courts 1,100 square feet of meeting space Opened in 2009 at a total cost of $36.0 million funded by a hotel tax increase from 6% to 9%. Heartland Soccer Association Sporting Blue Valley Overland Soccer Club 23 local and regional club soccer teams Range from $24 to $400 per hour depending on event type, length of time, and field size. Hosted 23 tournaments in 2014, including the Kansas State Cup, USYSA Region II President's Cup, US Adult Soccer Regional and National Championships, USYSA National Championships, and VW Masters. 996,000 visitors in 2014: 176,000 league and tournament participants, 702,000 spectators, and 118,000 weekday participants. $1.2 million in revenue in 2013: $850,000 from soccer field rentals, $350,000 from sponsorships, leases, and concession revenue. 2013 expenses were $1.0 million. CONVENTIONS SP TLL LEISURE I lD1•• Comparable Facilities Overiand Park Soccer Lompex Com. SCHEELS OVERLAND PARK SOCCER COMPLEX RENTAL RATES Full Field Half Field Practice Field Rentals (per hour) (per hour) Blue Valley Soccer Club / Overland Park Soccer Club $34 $24 Heartland Soccer Association / Non -HSA clubs / Schools $43 $33 Adult League $75 N/A Per Day/ Per Day/ Per Field Per Field Games (5 hrs) (10 hrs) Blue Valley Soccer Club / Overland Park Soccer Club $150 $300 Non-HAS/BVSC $200 $400 Per Day/ Tournaments Rental Fee Per Field Saturday &Sunday; can include Friday 5-11 PM $14,000 $400 Per Hour/ League Per Field Non-BVSC (Adult) $75 Per Hour/ Camps/Clinics/Schools, Non -soccer or other sports Per Field All camps, clinics, schools, non -soccer or other sports $50 Field House Per hour Regular hours' $40 Prime hours' $50 Equipment Rental Fixed Projector Screen $10 Podium $10 Microphone $10 Easel $$ Video Projector $40 *All rentals outside of regular operating hours will be subject to a 2 hour minimum Regula r hours: M -F 8AM-5PM; Sat 7AM-4PM; Sun 12PM-5PM Prime hours (M -F 5PM - 1OPM; Sat 4PM - 8PM; Sun 5PM - 8PM Source: Scheels Overland Park Soccer Complex SCHEELS OVERLAND PARK SOCCER COMPLEX FINANCIAL PERFORMANCE 2010 Revenues 2011 2012 2013 2014 Field Rental Concessions Sponsorships Other Rental Income Other Revenues $782,615 $784,351 $842,044 $983,578 $794,557 $257,964 $274,768 $327,722 $317,920 $289,816 $65,000 $45,500 $76,500 $72,000 $88,300 $94,506 $90,078 $98,398 $96,380 $84,648 $18,510 $13,907 $92,826 $18,136 $25,547 Total Revenues $1,218,595 $1,208,605 $1,437,491 $1,488,013 $1,282,868 Expenses Salaries, Wages and Benefits $395,272 $393,331 $442,623 $475,086 $452,811 Utilities $206,255 $248,675 $214,779 $219,671 $251,724 Repairs and Maintenance $186,616 $232,433 $250,321 $278,797 $210,437 Contractual Services $47,959 $57,985 $63,451 $59,331 $47,830 Operating Supplies $26,139 $10,864 $28,280 $42,403 $30,412 Insurance and Bonds $46,472 $50,254 $53,850 $56,635 $47,489 Construction Supplies $12,027 $2,551 $12,485 $8,191 $4,244 Communications $4,502 $5,732 $6,115 $7,318 $5,272 Leases/Rentals $25,981 $7,176 $4,952 $12,257 $9,873 Office Expenses $8,886 $3,378 $3,473 $6,060 $2,259 Total Expenses EBITDA' $960,107 $1,012,380 $1,080,328 $1,165,748 $1,062,352 $258,488 $196,225 $357,163 $322,265 $220,516 EBITDA is defined as earnings before interest, taxes, depreciation and amortization. Source: City of Overland Park. cSL CCONNVENT SPO LEISURE ;AL IL sit it lD1•• 0 O U CU U ra ra O CI Q c6 C= W c cn O _ raO Iu Comparable Facilities .omparable Facility ease Studies AIM! i FACILITY: ELIZABETHTOWN SPORTS PARK City, State: Elizabethtown, Kentucky Owner: City of Elizabethtown Operator: City of Elizabethtown Key Facility 12 baseball/softball fields Components: 10 multi-purpose natural grass fields 2 synthetic -turf championship fields with stadium seating, permanent football and soccer striping and permanent goal posts 6 full-sized concession stands Development: Opened in 2012 at a total cost of $31 million financed through a 2% City of Elizabethtown restaurant tax (in 2014, it brought in $2.7 million, exceeding the $1.0 million expected, allowing the city to cover the debt obligation and fund an account for future capital improvements. Rental Rates: Range from $125 for a half day to $450 for a full day. Annual Events: The sports park hosts 50 major events annually, of which 20 are tournaments. Estimated economic impact is between $11.9 and $14.1 million annually. CONVENTIONS SPORTS LEISURE lD1•• 4-1 C 0 U U CaCD O CI Q c6 C= W c N M 4-,7 W a CL U o LL 4— I= Iu Comparable Facilities Enzabetntown sports Park — Continued ELIZABETHTOWN SPORTS PARK RENTAL RATES Type of Field Synthetic Soccer/Football (Fields 10 & 11) Field Size Full Size Field Fee (Per Field) $450/day Light Fee (Per Field) $40/hour $275/half day $40/hour Natural Grass Soccer Fields (Fields 1-9, 12) Full Size, 10 U, or 12 U $200/day $30/hour $125/half day $30/hour Baseball - Multi -use Fields 1 & 2 60', 65' (Bases); 210' (Fence) $175/day $30/hour $125/half day $30/hour Baseball - Multi -use Fields 3 & 4 50', 60', 65' (Bases); 200' (Fence) $175/day $30/hour $125/half day $30/hour Baseball - Baseball Fields 5 & 6 60', 65', 70', 80' (Bases); 250' (Fence) $175/day $30/hour $125/half day $30/hour Baseball - Multi -use Fields 7 & 8 60', 65', 70', 80' (Bases); 250' (Fence) $175/day $30/hour $125/half day $30/hour Baseball - Baseball Fields 10 & 12 60', 65', 70', 80' (Bases); 250' (Fence) $175/day $30/hour $125/half day $30/hour Baseball - Baseball Fields 9 & 11 90' (Bases); 345' (Fence) $175/day $30/hour $125/half day $30/hour Miracle Field 45' (Bases); 110' (Fence) $175/day N/A ELIZABETHTOWN SPORTS PARK FINANCIAL PERFORMANCE 2013/2014 2014/2015 Estimated Budgeted Revenues Recreation Fees Expenses Salaries, Wages and Benefits $621,000 $638,656 $916,300 $988,777 Contractual Services: Advertising Utilities Insurance Other Total Contractual Services $1,000 $1,000 $184,235 $156,950 $30,230 $34,500 $18,040 $83,550 $344,855 $276,000 Materials & Supplies: Vehicle Parts & Labor Repairs & Maintenance Materials Agricultural &Technical Supplies Food & Concessions Other Total Materials & Supplies $1,450 $4,500 $35,000 $75,800 $100,142 $127,500 $131,000 $125,200 $7,500 $31,700 $314,592 $364,700 Other Expenses: League Fees &Awards so $o Sports Equipment Miscellaneous Expense Total Other Expenses $0 $22,000 $3,636 $200 $3,636 $22,200 Total Expenses EBITDA' $1,598,783 $1,651,677 ($977,783) ($1,013,021) 'EBITDA is defined as earnings before interest, taxes, deprec amortization. Source: City of Elizabethtown. ' )>INT,1TIONS SPORTS l LEISURE Competitive Facilities .omparable Facility Lase Studies FACILITY: City, State: Owner: Operator: Key Facility Components: Development: Tenants: Rental Rates: Annual Events: U.S. CELLULAR COMMUNITY PARK Medford, Oregon City of Medford Medford Parks and Recreation Department 3 full-sized baseball fields 7 baseball/softball fields 6 multipurpose fields, including a 1,300 -seat stadium field All fields are lighted with FieldTurf synthetic grass $32.5 million, 132 -acre park. Phase II opened in 2008 with 5 softball/baseball fields. Phase III opened in 2009 with 6 multi-purpose fields. Phase IV opened in 2015 with 3 additional ballfields Funding has come through a combination of issuing bonds, and transient lodging tax, car rental tax, and park utility fee proceeds. U.S. Cellular paid $650,000 for 6 years of naming rights in 2005. USCCP is the largest municipal installation of FieldTurf in the United States with nearly 1.5 million square feet of synthetic grass. American Legion Medford Mustangs Medford Rogues Softball/Baseball: $20-$25/game Multi-purpose: $30-$40/hour 2014 saw $10.2 million in economic stimulus from tournaments and other special events with 1,415 teams competing in more than 4 400 games (44 tournaments). An estimated 194,000 people visited the park in 2014. CONVENTIONNSS SPORTS LEISURE I lD1•• 0 U U CI CU Q CI CO C L1J Ci_ U H OLL 4— H L1J „cu 4_, ,„ 57 `w O LJ_ Competitive Facilities ®Pi alar community Park Contin!_1P Weekend Tournament Utilization (2014) January 1 2 3 4 5 Softball February 6 7 8 9 March July 27 28 29 30 31 Softball Softball Softball Softball August 32 Softball 33 34 Soccer (2) 35 Baseball September 10 Softball 36 Softball 11 Baseball 37 Softball 12 Softball 38 Baseball 13 Softball 39 Softball April 14 15 16 17 Baseball Softball Softball May 18 19 20 21 22 Baseball Softball Softball Softball Softball June October 40 Baseball 41 Softball 42 43 Softball Adult Softball Baseball Fastpitch Football Soccer Youth Baseball Special Olympics Total November 44 45 46 47 48 Baseball Softball December 23 Softball 49 24 Baseball 50 25 51 26 Other 52 Calendar Key 2014 Event and Attendance Data (Leagues and Tournaments) Spectators Total Non - Participants Non -Local per Local Local Teams Non -Local Teams per Team Participants Participant Attendance 153 42 67 12 266 89 38 667 146 4 175 7 217 115 84 748 15 13 15 20 12 12 15 2,190 52 2,625 140 2,604 1,380 1,260 10,251 1.5 1.5 1.5 2.5 2.0 2.5 3.5 5,475 130 6,563 490 7,812 4,830 5,670 30,970 According to Medford Parks and Rec Officials, the USCCP runs: • Approximately $600,000 in operating expenses per year • Approximately $300,000 in operating revenues per year • Average operating loss of $300,000 per year Tournament Booked Faciky unbooked Holiday CONVENTIONS SPORTS LEISURE Comparable Facilities .omparable Facility ease Studies FACILITY: City, State: Owner: Operator: Key Indoor Facility Components: Key Outdoor Facility Components: Development: s Ld n ....,.P.'.-- ,octe® • masaO MOW Tenants: Rental Rates: Annual Events MARYLAND SOCCERPLEX/ DISCOVERY SPORTS CENTER Germantown, Maryland Maryland Soccer Foundation Maryland Soccer Foundation Discovery Sports Center: 8 basketball/volleyball courts 2 synthetic turf fields for indoor soccer 50,000 square feet of meeting space and locker facilities 20 full-size natural grass fields 3 lighted synthetic turf fields Championship field with seating for approximately 4,000 spectators The SoccerPlex cost approximately $22.1 million to develop, and is part of the South Germantown Recreational Park that opened in October 2000. Funding of the complex was derived through a public/private partnership between the State of Maryland, Montgomery County and the Maryland Soccer Foundation. Washington Freedom of Women's Professional Soccer Washington Spirit (NWSL) D.C. United (MLS) has hosted several Open Cup matches Range from $80 to $190/hour, depending on field size and lighting 15-18 local, regional, and national soccer tournaments each year, including the Maryland State Cup Finals, Mid -Atlantic Cup, and the US Youth Soccer National Championship, each with 200-325 teams. Annually, there are around 8,800 matches played at the complex, evenly split between tournament and league play Approximately 650,000 visitors come to the facility ann �u EN IVTIONSI EN cLSO LEISURE 1 lD1•• C 0 O U CU U CO O CI Q CD C= L1J c NCU 7) W M O _ Cu_ ,U LCO 4-0 LL MO a--+ N2 ,G)� �O 2 U LL Comparable Facilities Maryland Soccerplex - Continuea MARYLAND SOCCERPLEX FINANCIAL PERFORMANCE 2011 2012 2013 Revenues �r mmin $4, 596 54 414 67 $4 459,268 Commissions and Rebates $713,940 5107,675 $300,388 Rental Income 58,133 57,800 57 800 Ptaitram Guide Advertising,. Total Revenues El eases Personnel Services/Staff Costs 51,134,877 $1216,712 51 54)225 59.460 51.925 St06x1194 t4e539t302 S4569381 Other Expenses Utilities Fertilizer/Sod/Seed Contracted Services Referees Maintenance/Repairs Office Expenses Uniforms 5266,073 5337,921 MARYLAND SOCCERPLEX RENTAL RATES field Size Without lights With Half Field $8O/hr $11S/hr Full Field $160/ht $190/hr 5298.878 5296,348 5337.426 5228,110 $233,217 $202,Ct3 5163,434 5200,671 5193,091 5190,856 5187.802 596,410 576,129 5189, 482 i1c1 1'3,186 ;68,101 5197.748 $225,457 580,185 583,460 1151.2 ratite & Bonds 552.680 556.020 562,189 Equipment 534,911 540,868 543,431 Printing/Shipping 5377 535,651 533,012 Technology Em a TrainIn ravel Advertising Total Expenses $2t718t563_ t*3s0421013 53471:029 Operational EBITDA' 331 S 332 523,597 54 718 523.645 59,924 524,176 55.303 53.188 $3,186 51.117 EDITDA is Lerirea cam,-�¢s before interest. caws. depreciation and srnattiation. No.. Op a ration a l =flit.-+Acc_uies !,on•aoerat,onal revenue line item, (e{.Asset Sale, 1. Source: Maroard socrrrfr-xtaarelurns_ CONVENTIONS cLSPORTS LEISURE I lD1•• 4-1 C 0 O U CU U CaCD O CI Q f6 c W c N N W M O _ coO Iu Comparable Facilities .omparable Facility ease Studies FACILITY: LEGACY PARK City, State: Lee's Summit, Missouri Owner: Lee's Summit Parks and Recreation Operator: Lee's Summit Parks and Recreation Key Facility 16 baseball fields Components: 8 softball fields 12 natural grass soccer fields 3 multipurpose fields 45,000 square foot Community Center with gymnasium, indoor aquatics, racquetball 22 -acre lake Disc golf course Amphitheater, Destination Playground, 4.7 mile trail Development: Built in 1997 with funding from a 3/8 cent sales tax with a 10 year sunset, additional facilities were added using a % cent sales tax Developers are in the planning stages of a new $230 million sports complex and entertainment village that would include a 15 -field complex, a 200 - room hotel, entertainment options, restaurants and apartments. Tenants: The complex is owned by the Parks department but rented out through 501© 3 volunteer organizations who are in charge of the park's maintenance and operations throughout the year (the park department essentially acts as a landlord and makes capital improvements). The tenants are: • Sporting Lee's Summit • Lee's Summit Girls Softball Association • • Lee's Summit Baseball Association • Lee's Summit Football Association • Lee's Summit Soccer Association Rental Rates: The park charges the associations $3/kid for the BUSIEST season of the year; tournaments must be approved by the park department at the beginning of the year and then the park department charges the associations $30/team, the associations then charge what they want. Annual Events: Hosted a total of 25 tournaments comprised of 10 baseball, 13 s and 2 soccer tournaments Legacy Park Community Center 2014 Revenue: $923,946 2014 Expenses: $978,817 Net Loss: $54,871 icON VENTIONNSS SPORCTL LEISURE 1 C 0 O U CU U c6 O CI Q c6 c W c N MM O •O W O _ CL • �Q S— c6 O VI Iu Comparable Facilities LEGACY PARK FINANCIAL PERFORMANCE 2013 Revenues 2014 Activity & Membe User Charges 2,040 1, Rentals 54,189 36,008 Interest 1,278 1,578 Other Revenue 2,729 7,625 Contributions 15,987 10,519 Miscellaneous 133,169 219 Transfers In 24,000 24,000 Total Revenues $1,013,464 $923,946 Expenditures Personal Services $535,670 519,789 Other Supplies, Services & Charges 127,367 106,434 Repairs & Maintenance 55,843 51,178 Utilities 73,435 70,233 Capital Outlay 136,846 209,458 Interdepartment Charges 19,812 21,725 Total Expenditures $948,973 $978,817 , $64,491 ($54,871) Operational EBITDA' ' EBITDA is defined as earnings befo re interest, taxes, depreciation and amo rtizatio n. Note: Operatio nal EB ITDA excludes no n -o perational revenue line items (e.g. Asset Sales). CONVENTIONS SPORTS LEISURE lD1•• C 0 O U CU U rac6 O CI Q c6 C= W c N M 7) W O _ S(..)Q CDO M 4-, 2 O N N 62 co m O LL CU 2 U Comparable Facilities .omparable Facility ease Studies FACILITY: City, State: Owner: Operator: Key Indoor Facility Components: Key Outdoor Facility Components: Development: Rental Rates: Annual Events: CHAPPAPEELA SPORTS PARK Hammond, Louisiana Hammond Area Recreation District No. 1 Hammond Area Recreation District No. 1 Gymnasium with 2 courts 21 soccer fields 6 baseball fields 6 softball fields 2 football fields The 90 -acre park opened January 2013, costing $17.0 million. It was funded through a 15 -year ad valorem tax approved by voters in 2010. South Tangi Youth Soccer Association Tangi Knockerball Grand Slam Louisiana Baseball/Softball: $200/field/day Football: $400/field/day Soccer: $240-$500/field/day Gymnasium: $1,000/day 36 tournaments in 2015; 29 baseball/softball, six soccer/lacrosse/football, one 7k run. CONVENTIONS aSPORy TSL LEISURE 1 lD1•• f6 N 0 CL0 4- >44 te+ .) CD N LL 0 U CD 0 0 V1 • CD U LL V1 0 0 V1 2 U w J m cceL 0 U Comparable Facilities 2015 Tournament Utilization by Week January 1 ■ 2 3 ■ 4 ■ 5 February 6 7 8 9 March 10 11 12 1 13 April 14 15 16 17 May 18 19 20 21 22 June 23 24 in 25 26 July 27 28 29 30 31 August 32 33 34 35 Calendar Key September 36 37 38 39 October 40 41 42 43 November 44 45 46 47 48 December 49 50 51 52 7 Facility Closed Tournament Booked Cancelled Tournament Facilty unbooked Holiday Source: Facility Management, 2016 ,Qntinu Operating Revenues User/Program Fees Concession Income (net) Other Income 2015 2014 2013 $200,334 $124,178 $90,994 18,898 22,341 15,587 36,528 15,402 16,222 Total Operating Revenues Operating Expenses Salaries, Wages & Benefits Utilities Repair & Maintenance General & Administrative Supplies Insurance Other Total Operating Expenses Net Operating Profit/(Deficit) $255,759 $161,921 $122,803 $795,715 99,182 460,961 34,666 63,593 29,897 1,813 $1,485,827 ($1,230,068) $713,787 94,156 453,293 28,114 46,353 29,274 3,158 $1,368,134 ($1,206,214) $681,521 102,022 441,088 51,653 73,581 29,184 2,220 $1,381,268 ($1,258,466) CONVENTIONSSPORTS tL LEISURE 1 Comparable Facilities .omparable Facility ease Studies CD N 0 0 4— 64 FACILITY: City, State: Owner: Operator: Key Facility Components: Development: Tenants: Rental Rates: James W. Crownie Soccer Park Des Moines, Iowa City of Des Moines City of Des Moines 12 natural grass field, two of which are lighted, one with 1,200 seats Opened in 1998 at a total cost of $5.5 million. Funded by $2.0 million in City -issued general obligation bonds and $3.5 million from private sources, which included $750,000 from local soccer leagues via a $4.00 per player registration surcharge. Grandview College Drake University Local High Schools (five) Local clubs and organizations can rent the fields for approximately $200 per 90 -minute session. Annual Events: Menace Midwest Invitational US Youth Soccer Region II Championships US Youth Soccer Presidents Day Cup Tournament Iowa Boys and Girls High School State Soccer Tournament CONVENTIONS SPORTS LEISURE 65 lD1•• CD 0 CL 0 4- (/) .11-1 1'i N U LL W MJ Lu, U Comparable Facilities e Studies FACILITY: City, State: Owner: Operator: Key Facility Components: Development: Mike Rose Soccer Complex Memphis, Tennessee Shelby County Outback Sports Memphis 137 acres 16 lighted, regulation FIFA sized soccer fields 2,500 -seat soccer specific stadium with locker rooms, a food court, skybox, media series and a conference room. Opened in 1998 at a total cost of $13.0 million Shelby County donated $3 million in land and contributed approximately $5 million in funding. The remaining $5 million was financed through private sources. University of Memphis men's and women's soccer Memphis Express Rental Rates: Fields can be rented by local community members for $150 to $200 per 90 - minute game. Annual Events: SoccerElite Spring Championship ADIDAS Premier Invitational SE Soccer Showcase CONVENTIONS SPORTS LEISURE 66 lD1•• L)- (1) 2 LL Market Demand Analysis Organizations Contacted 2016 Skagit Firecracker 3d Lacrosse National 6 -A -Side AAU Baseball National Championships AAU Football - National Office Academy of Idaho Aloha United Soccer Club American Youth Soccer Organization ASA Softball - Oregon Awestruck Lacrosse Battle of Bothell Tournament Boys and Girls Club of Spokane Valley CABA World Series Cal Ripken Baseball Youth Baseball Cascade Cup Cascades Collegiate Conference CDA Sting Champion U.S. Teams Lacrosse Event CitySide Lacrosse Club Spokane Dodgers Cor Van Der Meer Memorial Cowlitz Kickoff Classic Crew Baseball Club Directors Mortgage Summer Slam Dixie Youth Majors World Series Dungeness Cup Eastside FC Cup Elite Player Development (EPD) Elite Tournaments - Lacrosse/Soccer FC Spokane FC Spokane Federal Way FC Blast Off Future Star Baseball Tournaments Game Day USA GameBreaker Lax/Rugby/Field Hockey Camps Happy Feet Harmony 3d3 Soccer Challenge Idaho Thunder IFHCK Field Hockey Inland Empire Youth Soccer Assoication Inland Northwest Men's Baseball League Inland Northwest Soccer Association Island Cup Kick in the Grass Lacrosse America Lilac City Lacrosse Little League Baseball Western Region Little League International Baseball and Softball National Beep Baseball Association National Soccer Coaches Association NCAA Men's & Women's Lacrosse Championship NDP Lacrosse NIRSA National Flag Football Championships Northwest Cup Northwest Nations Pacific Northwest Babe Ruth League PSPL Surf Academy Puget Sound Premier League Pullman Soccer Club Rhino Lacrosse Riverview Little League Schwan's USA Cup Seattle Cup and Celebrate Shoreline Soccer Classic Soccer by Design Spokane American Legion Baseball Spokane Breakers Spokane Christian Athletic Assoication Spokane Crash Softball Spokane Dodgers Spokane Dodgers and Club Spokane Dodgers Spokane Foxes FC Spokane Foxes FC and Spokane Pumas FC Spokane Girls Fastpitch Softball Association Spokane Indians Youth Baseball and Softball Spokane Junior Soccer Spokane Junior Soccer and Valley Youth Soccer Spokane Lion Pride Spokane Parks and Recreation Department Spokane Pop Warner Spokane Pumas FC Spokane Razorbacks Rugby Spokane SC Shadow Spokane Scotties Spokane Senior Softball League Spokane Soccer Academy Spokane Sounders Academy I Spokane Sports Commission Spokane Valley Basball Spokane Valley Girls Softball Association Spokane Valley Junior Soccer Association Spokane Valley Pop Warner Spokane Valor Spokane Youth Lacrosse Spokane Youth Sports Association Starfre Tournaments Storm FC Super Series Baseball of America The Sports Forum Theraputic Recreation Services Tournament Services Inc. Travel Ball Select Tri -City Soccer Triple Crown Baseball Triple Crown Baseball World Series U.S. Lacrosse U.S. Premier Baseball Championships U.S. Soccer (U.S. Team events) U.S. Soccer Development Academy U.S. Youth Soccer - Western Region United States Flag & Touch Football League US Club Soccer - National US Club Soccer - Western Region USA Field Hockey USA Football USA Football - Youth Regional Manager USA Rugby USA Ultimate USAPB Firecracker Classic - Baseball USSA USSSA - Baseball USSSA - Baseball National USSSA Fast Pitch USSSA Softball - National Valley Youth Soccer Washington East Soccer Club Washington Youth Soccer Wolfpack YMCA Youth Baseball Nationals - CONVENTIONS SPORTS r^ LEISURE lD1•• vLL 2 Market Demand Analysis Organizations Interviewed • Club Spokane Dodgers • GameDay USA • Spokane County Parks & Rec Softball • Spokane Girls Fast Pitch Softball Association Seasons of Play March through July/August • Spokane Indians Youth Baseball and Softball • Spokane Parks and Rec. Dept. • Super Series Baseball of America • USSSA Baseball • USSSA Softball Participant Overview Teams average 14 to 15 players and coaches per team and approximately 2 people travel per 10- to 18 -year old participant for both baseball and softball. lD1•• vLL 2 Market Demand Analysis Level and Source of Demand Baseball Overall moderate to high level of demand Local (high), Regional (high), and National (moderate) Softball Overall high level of demand Local (high), Regional (high), and National (moderate) Potential Use Baseball Up to 100 -team local and regional tournaments nearly every weekend; local practices and league games every day; moderate potential to host 4-5 80+ national and regional team tournaments. Softba II 6- to 12 -team per field per day local and regional tournaments every other weekend; local practices every day; significant potential to host 2 to 3 100 - team regional tournaments. IML RN, lD1•• Q 0 v 0 CU ,,„z oQ(,) .4_, („, � N a) L i 0 LtirC7 a '� - W w2 Market Demand Analysis Facility Needs • Wheel configuration for easy access • preference for turf fields • portable mounds • portable fences • lights at least half of the fields • space for temporary and potentially permanent concessions • an announcer's booth • netting from backstop fence to announcer booth to catch foul balls • permanent women's (and men's) bathroom facilities • extensive parking for 500 or more vehicles, etc. lD1•• LL CU 2 Market Demand Analysis Organizations Interviewed • 6-A Side Tournament Director • Cascade Cup • Elite Tournaments • Federal Way FC • Happy Feet • Lacrosse America • Lilac City Lacrosse • Soccer by Design • Spokane Parks and Rec. Dept. • Spokane Shadow • Tumwater Soccer Club • Washington Timbers FC • Washington Youth Soccer Seasons of Play Lacrosse/Soccer/Ultimate league play in Mar -Jun and Sep -Nov; tournaments in summer Football/Flag Football league play and tournaments in Sep -Dec Participant Overview Soccer -13 to 20 participants per team, 2.5 spectators per participant, mainly 11- to 18- year olds Lacrosse/Other Sports —18 to 20 participants per team, 1 spectator per athlete Football — 25 participants per team, 2 spectators per athlete 333. -103 1,3 lD1•• vLL 2 Market Demand Analysis Level and Source of Demand Soccer Overall moderate to high level of demand Local (high), Regional (moderate), and National (moderate) Lacrosse/Other Field Sports Overall moderate to high level of demand Local (high), Regional (moderate), and National (low) Potential Use Soccer Potential for expansion of a 150 team to 200 team tournament; local practices every day; main focus on field space during the season Lacrosse/Other Field Sports Significant potential for 1 to 2 20- to 40 -team regional and national lacrosse tournaments per year; future growth in participation projected for lacrosse. IML RN, lD1•• Market Demand Analysis Facility Needs • Preference for turf fields • concessions area/food trucks/on site dining options (with open vendor policy) • hotels, restaurants, entertainment, recreational activities, etc. within less than a 30 minute drive • ample parking onsite (for at least 500 vehicles) • lights on fields lD1•• Market Demand Conclusions Plante's Ferry (soccer/multisport + softball) 1. Existing Conditions: a) Condition and quality of fields are limiting the marketability and available use hours. b) Physical improvements are required to elevate to industry standard conditions. c) Quality is also hindered by limited County funding support to maintain soccer fields. d) For an all natural -surface complex of its type and condition, the soccer fields are highly utilized. e) Certain organizations/clubs desire to have greater access to the complex. 2. Soccer Field Demand: Number of fields is estimated to be sufficient to accommodate current and potential new local demand at current rectangle fields, assuming the conversion of 2 fields to synthetic turf plus lights, which will importantly expand use hours. 3. Softball Field Demand: Added capacity exists to accommodate incremental demand at softball fields; however, configuration and quality of fields limits appeal to local clubs and non -local organizations. Synthetic turf infields and and LED lights for 2 fields will expand usable hours & reduce maintenance costs. '} HUB Complex (softball + baseball) 1. Demand: Moderate to high demand levels noted among local and non -local softball and baseball leagues, clubs and tournament producers. 2. Supply & Demand Issues: Minimum of 8 fields is required to meet existing demand; however, 12 fields are believed to be needed to address long-term growth. 3. HUB Site: Original HUB site plan envisioned 35 -acre site for 8 fields. Based on industry standards (including parking, circulation, support facilities, etc.), between 4.0-6.0 acres per triangle field is appropriate for planning purposes. A 12 -field complex would suggest a 48- to 72 -acre site. Industry standards for modern complexes of this nature are 75 parking spaces per field. 4. Alternative Site: If the HUB site cannot be expanded to at least 48 contiguous acres, consideration of alternative sites for a larger complex and/or future growth should be considered. CONVENTIONS ciSPORTS LEISURE lD1•• Market Indicated Program Plante's Ferry (soccer/multisport + softball) • Soccer/Multisport Fields • Existing 13 fields at Plante's Ferry (plus other local field supply) expected to be sufficient to accommodate existing and future local/non- local demand. • Conversion of two fields to synthetic turf with lighting would importantly expand utilization, availability, and marketability. • Contemplated strategy of regrade, irrigation & equipment improvements is appropriate. • Softball Fields • Supply of 5 fields is appropriate. • Conversion of infield dirt to turf on all 5 fields and addition of lights on 2 fields would reduce maintenance costs and significantly increase available use hours. • RECOMMENDATION: • Original concept • 13 soccer fields (2 turf, 11 grass) • 5 softball fields (all infield turf) • Lighting and other improvements as planned CONVENTIONS rSPORf) TSL LEISURE 1 lD1•• Market Indicated Program HUB Complex (softball + baseball) • 4 full synthetic turf baseball fields • utilizing a wheel configuration with portable mounds and adjustable base lengths (including 60', 65', 70', 80' and 90' bases) and fences up to 320' with portable fencing. • 8 full synthetic turf softball/youth baseball fields • utilizing dual wheel configuration with portable mounds and adjustable base lengths (including 60', 65', 70' and 80' bases) and portable fencing allowing for configurations of 200' to 300'. • Other: • Lighting for all fields to maximize utilization periods. • Restroom and concession facilities. • Pavilion &field operations building. • Warm-up areas. • Park entrance signage. • Paved parking lot, parking capacity for min. of 75 spaces per field. REGIONAL SPORTS COMPLEX SPOKANE COUNTY • RECOMMENDATION: • 12 fields (larger concept than originally envisioned is indicated to optimally accommodate local and nonlocal unmet demand) • 4 full size flexible baseball fields • 8 softball/youth baseball fields • All fields full synthetic turf & scalable APGWWE MOM V TEG1QMgt SPOKT5 CONPU% D Softball MOW - &,I.nM TA Waal -USO0.hang Su^�<PMona id - SSS wa e..e.. /Ssm.Nnwc.aj furl Meld painrafts 70 .Pra .T • bra. OaTctl bO EaPn.iK La Spam SOWN- Wow s. -Na awial 103 bpoanolCa0 dna P.ne - sow.., Raab. N.w.., awe...: boa Cor.tor Sew,. arid rancesoloas Wading o-aia Area Mamie ie.,' WA pN 111.1. Salo. ILL ail Prate ,. 1.>e. filabaft.Waini UWE Sara ISO LWOW LULL.. WO. (waft aWawil s la a s cxs WS a-ia:-1.• a w CONVENTIONNS SPORC1LTS LEISURE 1 76 lD1•• z L1J ci_ 0 0 v LJJ ap 01J 0 L c6 - (,) • — ( o _ ora 0 v 2 CI - Synthetic Turf Advantages 1. Upfront vs. Ongoing Costs: Although synthetic turf fields can cost $600,000 or more (under a multi -field competitive bid) to install (versus $200,000-$300,000 for tournament -quality natural grass), annual maintenance for a synthetic turf field can cost between $5,000-$10,000, while natural grass can cost upwards of $40,000 per year for rectangle fields and $80,000 or more per year for tournament quality baseball fields (grass plus dirt). 2. Enhanced Usage & Marketability: Fast moisture draining, recovery and durability of synthetic fields result in a significant reduction in cancelled tournaments and games due to inclement weather relative to natural grass/dirt fields. This leads to enhanced marketability for tournaments and higher, and more consistent, use/attendance levels. Synthetic fields are estimated to increase the number of playable hours by approximately 50 percent due to the ability to withstand weather conditions. 3. Lifespan & Replacement: Turf fields have a useful life of between 10 and 15 years. At time of replacement, costs to re -install are approximately half of the initial cost,s as the foundation, base, and drainage system can be re -used. $ 13,220,0001 $ 27,880,0001 Estimated Development Costs Plante's Ferry Project • Estimated costs for Plante's Ferry improvement project provided by County. • Description: Plante's Ferry park was initially developed in 1952 and was expanded to include the sports stadium (13 soccer fields and 5 softball fields) from 1997-2002 through a partnership with the Spokane Valley Junior Soccer Association. Conceptually, this project would convert 2 existing grass soccer fields into synthetic turf fields with LED field lighting, modify the 5 existing softball fields to include synthetic turf infield, backstop upgrades, permanent home run fencing and LED field lighting for 2 fields, add safety netting around play equipment as needed, pursue parking improvements, irrigation system enhancements and misc. repairs / improvements. Replacement of existing dilapidated restroom. • Total Estimated Project Cost: $5,861,000 '_fyl h tii HUB Complex Project Description Unit Quantity Unit Price Cost Playing Surfaces Softball Synthetic Turf Fields Natural Grass Fields Total Softball Cost EA EA 12 $ 600,000 $ 7,200,000 0 $ - $ 7,200,000 A) Total Playing Surface Cost $ 7,200,000 B) Site Buildings Site Maintenance Bldg. Tournament Headquarters Concessions / Restroom SF SF SF 1,500 2,500 3,000 $ $ $ 100 175 200 $ 150,000 $ 440,000 $ 600,000 C) Total Building Costs (A + B) $ 8,390,000 D) Other Construction Costs Fixed Equipment General Sitework Landscape Parking Sidewalks Lighting Fencing Community Features 2% of Building Costs 5% of Building Costs 2% of Building Costs Per Space SF EA 2% of Building Costs 2% of Building Costs 900 75,000 12 2% 5% 2% $ 1,250 $ 5 $ 185,000 2% 2% $ 170,000 $ 420,000 $ 170,000 $ 1,130,000 $ 380,000 $ 2,220,000 $ 170,000 $ 170,000 E) Total Construction Costs (C + D) F) Other Project Costs Soft Costs General Planning Contingency Site Acquisition 20% of Construction Costs 10% of Construction Costs Client Provided 20% $ 2,640,000 10% $ 1,320,000 $ 10,700,000 Total Estimated Project Costs (E+F) Note: Hypothetical order -of -magnitude estimates. Detailed architectural concept, design and costing analysis would be required to specifically estimate construction costs. CONVENTIONS SPORTS LEISURE 78 lD1•• >. in 4, (i) –0 i W M O �� z Z N sh ORGANIZATIONAL STRUCTURES OF COMPARABLE SPORTS COMPLEXES Complex Ownership Complex Operations Complex Tournament Organizers Public Management Advantages: • Control over facility operations; • Financial support; • Synergies with current staff/support functions; • Bulk purchasing power; • Existing relationships with local teams; and, • Knowledge of local user needs/issues. Disadvantages: • Lack of private sector financial support; • Civic service constraints; • Decisions/purchase/contract approval requirements; • Potential lack of dedicated staff to aggressively market; • Lack of incentives/knowledge to maximize revenues; • Changing political policies; and, • Limited flexibility. Management Models Private Management Advantages: • Efficiency incentives; • Existing network of relationships to leverage tournament/event bookings; • Internal network of knowledge and experience; • Greater staffing resources; • More efficient procurement process; and, • Design, development, and pre -opening consulting services. Disadvantages: • Decreased appetite for private investment; • Potential loss of direct control of the complex; • Lack of existing local and regional market knowledge; • Profit motive versus economic impact motives; • Facility management fees; and, • Corporate resources spread among several facilities. CONVENTIONS LEISURE Business Model Recommendations • Plante's Ferry • Additional funding support is required to elevate soccer field product quality to expand availability and attract new local and nonlocal business. Soccer club operator is believed to be operating and maintaining the fields to as high of a level as possible, given limited resources. Improvements and new turf will increase pressure to elevate product quality and operational efficiency. • Greater efficiencies could be achieved by consolidating management/operation of soccer and softball fields. • Private management for the full complex (soccer + softball) should be bid. RFP should outline clear expectations for scheduling, rates, and financial and economic impact outcomes. 3-5 year term with renewals. • Negotiated contract should be designed in accordance with industry best practices and include appropriate County oversight and approval of calendar, rates and scheduling. Regular meetings of County, operator and tenants should occur for purposes of season scheduling and tenant contracting. Would work to mitigate current challenges associated with availability and scheduling concerns expressed by some interested user groups. • A management fee would be paid to the contracted operator (base + incentive). Operating deficit would be responsibility of the County. Management contract could define annual County subsidy caps, if necessary. • HUB Sports Complex • County owned, contracted private management. 3-5 year term management contract with renewals. • Negotiated contract should be designed in accordance with industry best practices and include appropriate County oversight and approval of calendar, rates and scheduling. Regular meetings of County, operator and tenants should occur for purposes of season scheduling and contracting. • A management fee would be paid to the contracted operator (base + incentive). Operating deficit would be responsibility of the County. Management contract could define annual County subsidy caps, if necessary. • Possibility to award management of both complexes to a single operator. This could lead to greater efficiency and a more advantageous financial arrangement for the County. HUB could also be a potential operator candidate. CONVENTIONS ciSPORTL4S LEISURE 0 0 0 Q) z CD CU 0 Ci0 4- t - tCU LL V) V) 0 U 0 0 c V1 a+ W z W H rI 0 2 U ESTIMATED UTILIZATION - LEAGUES, PRACTICES AND CAMPS Spokane County Sports Complex - Plante's Ferry Initial Stabilized Existing Year Year Complex 1 2 3 4 LEAGUE ATTENDANCE Number of Seasons per Year 2 2 2 2 2 Number of Divisions in Leagues 20 25 26 27 27 Number of Teams per Division 10 10 10 10 10 Total Teams Per Season 200 250 260 270 270 Average Players per Team 15 15 15 15 15 Total Players per Season 3,000 3,750 3,900 4,050 4,050 Games per Season 12 12 12 12 12 Spectators per Team 1.5 1.5 1.5 1.5 1.5 SUBTOTAL - LEAGUE ATTENDANCE 108,000 135,000 140,400 145,800 145,800 PRACTICE ATTENDANCE League Teams per Season 200 250 260 270 270 Average Practices per Week per Team 1.5 1.5 1.5 1.5 1.5 Number of Available Weeks 36 36 36 36 36 Practice Slots Required (Leagues) 10,800 13,500 14,040 14,580 14,580 % of Practices held at Complex 70% 70% 70% 70% 70% Total League Practices at Complex 7,560 9,450 9,828 10,206 10,206 Community Use Factor 1.25 1.25 1.25 1.25 1.25 Total Annual Practice Slots Rented 9,450 11,813 12,285 12,758 12,758 Average Players per Team 15 15 15 15 15 Spectators per Player 0.5 0.5 0.5 0.5 0.5 SUBTOTAL - PRACTICE ATTENDANCE 212,625 265,781 276,413 287,044 287,044 CAMP ATTENDANCE Number of Camps per Year Campers per Session Total Annual Campers Days per Camp Sessions per Camp Spectators per Player SUBTOTAL - CAMP ATTENDANCE 10 13 14 15 15 50 60 70 80 90 500 780 980 1,200 1,350 5 5 5 5 5 2 2 2 2 2 0.5 0.5 0.5 0.5 0.5 7,500 11,700 14,700 18,000 20,250 TOTAL ATTENDANCE 328,125 412,481 431,513 450,844 453,09A Utilization Summary Plante's Ferry CONVENTIONS SPORTS LEISURE I 81 lD1•• 0 U f6 0 Q CD c c .) CL • (.3 O LL 4— tt3Ljr- v 2 LL z LL W z W M 0 U ESTIMATED UTILIZATION - IN-HOUSE TOURNAMENTS Spokane County Sports Complex - Plante's Ferry IN-HOUSE TOURNAMENTS: Soccer: Small Medium SUBTOTAL -SOCCER Softball Initial Existing Year Complex 1 Stabilized Year 2 3 4 0 0 0 0 0 2 3 3 3 3 2 3 3 3 3 Small 4 4 4 4 4 Medium 2 2 2 2 2 SUBTOTAL -SOFTBALL 6 6 6 6 6 Baseball Small 0 0 0 0 0 Medium 0 0 0 0 0 SUBTOTAL -BASEBALL 0 0 0 0 0 TOTAL ANNUAL IN-HOUSE TOURNAMENTS TEAMS PER TOURNAMENT: Soccer: Small Medium Softball: Small Medium Baseball: Small Medium PLAYERS PER TEAM: Soccer Softball Baseball 9 9 9 9 64 64 100 100 24 64 24 64 64 64 100 100 SPECTATORS PER PARTICIPANT DAYS PER TOURNAMENT 24 24 64 100 24 64 64 64 24 24 24 64 64 64 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 TOTAL ANNUAL ATTENDANCE FOR IN-HOUSE TOURNAMENTS 39,750 49,125 49,125 49,125 49,125 Utilization Summary Plante's Ferry CONVENTIONS SPORTS LEISURE (s/) ° °a oQ) °° Z Q CD c c LL W •� 4 W - W H O 2 L.L ESTIMATED UTILIZATION - THIRD PARTY TOURNAMENTS Spokane County Sports Complex - Plante's Ferry THIRD -PARTY TOURNAMENTS: Soccer: Small Medium Initial Existing Year Complex 1 Stabilized Year 2 3 4 0 0 0 0 0 4 7 8 8 8 SUBTOTAL -SOCCER 4 7 8 8 Softball: Small Medium SUBTOTAL -SOFTBALL Baseball: Small 0 0 0 0 0 Medium 0 0 0 0 0 SUBTOTAL -BASEBALL 0 0 0 0 0 8 0 1 1 1 1 0 1 1 1 1 0 2 2 2 2 TOTAL ANNUAL THIRD -PARTY TOURNAMENTS 4 9 10 10 10 TEAMS PER TOURNAMENT: Soccer: Small 64 64 64 64 64 Medium 100 100 100 100 100 Softball: Small 24 24 24 24 24 Medium 64 64 64 64 64 Baseball: Small 24 24 24 24 24 Medium PLAYERS PER TEAM: Soccer Softball Baseball SPECTATORS PER PARTICIPANT DAYS PER TOURNAMENT 64 64 64 64 64 15 15 15 15 15 15 15 15 15 15 16 16 16 16 16 2.5 2.5 Utilization Summary Plante's Ferry TOTAL ANNUAL ATTENDANCE FOR THIRD -PARTY TOURNAMENTS 37,500 73,875 83,250 83,250 83,250 CONVENTIONS SPORTS LEISURE 1 O °a 7:54_, U CU C) `o N O Z c6 c c LL O _ W • L,z ° W MM _ W H " V 1 iii O 2 Utilization & Attendance Summary Spokane County Sports Complex - Plante's Ferry Total Attendance: Leagues Practices Camps In -House Tournaments Third -Party Tournaments Initial Existing Year Complex 1 2 Stabilized Year 3 4 108,000 212,625 7,500 39,750 37,500 135,000 265,781 11,700 49,125 73,875 140,400 276,413 14,700 49,125 83,250 145,800 287,044 18,000 49,125 83,250 145,800 287,044 20,250 49,125 83,250 TOTAL ATTENDANCE 405,375 535,481 563,888 583,219 585,469 Tournaments: In -House Tournaments Third -Party Tournaments Total 8 4 12 9 9 18 9 10 19 9 10 19 9 10 19 Note: Includes participants and spectators. 1W -he. la W. a.. a 11 CONVENTIONS CSIL SPORTS LEISURE lD1•• ESTIMATED UTILIZATION - LEAGUES, PRACTICES AND CAMPS Spokane County Sports Complex - HUB Field Complex LEAGUE ATTENDANCE Pial ear 1 2 Stabilized Year 4 5 Number of Seasons per Year 3 3 3 3 3 Number of Divisions in Leagues 10 12 14 14 14 Number of Teams per Division 10 10 10 10 10 Total Teams Per Season 100 120 140 140 140 Average Players per Team 13 13 13 13 13 Total Players per Season 1,300 1,560 1,820 1,820 1,820 Games per Season 10 10 10 10 10 Spectators per Team 1.5 1.5 1.5 1.5 1.5 SUBTOTAL - LEAGUE ATTENDANCE 58,500 70,200 81,900 81,900 81,900 PRACTICE ATTENDANCE League Teams per Season 100 120 140 140 140 Average Practices per Week per Team 1 1 1 1 1 Number of Available Weeks 36 36 36 36 36 Practice Slots Required (Leagues) 3,600 4,320 5,040 5,040 5,040 % of Practices held at Complex 50% 50% 50% 50% 50% Total League Practices at Complex 1,800 2,160 2,520 2,520 2,520 Community Use Factor 1.25 1.25 1.25 1.25 1.25 Total Annual Practice Slots Rented 2,250 2,700 3,150 3,150 3,150 Average Players per Team 13 13 13 13 13 Spectators per Player 0.5 0.5 0.5 0.5 0.5 SUBTOTAL - PRACTICE ATTENDANCE 43,875 52,650 61,425 61,425 61,425 CAMP ATTENDANCE Number of Camps per Year Campers per Session Total Annual Campers Days per Camp Sessions per Camp Spectators per Player SUBTOTAL - CAMP ATTENDANCE 5 50 250 5 2 0.5 3,750 7 60 420 5 2 0.5 6,300 8 70 560 5 2 0.5 8,400 8 8 80 90 640 720 5 5 2 2 0.5 0.5 9,600 10,800 TOTAL ATTENDANCE 106,125 129,150 151,725 152,925 154,125 Utilization Summary CONVENTIONS LEISURE I ° °a oQ) 0a°° Z Q CD c _ I W •� 4Lll— Ltr: H w iii 0 cu 2 U LL ESTIMATED UTILIZATION - IN-HOUSE TOURNAMENTS Spokane County Sports Complex - HUB Field Complex IN-HOUSE TOURNAMENTS: Soccer: Small Medium SUBTOTAL -SOCCER Softball Initial Year 1 Stabilized Year 2 3 4 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Small 0 0 0 0 0 Medium 1 2 2 2 2 SUBTOTAL -SOFTBALL 1 3 4 4 4 Baseball Small 1 2 2 2 2 Medium 0 1 1 1 1 SUBTOTAL -BASEBALL 1 3 3 3 3 TOTAL ANNUAL IN-HOUSE TOURNAMENTS 2 6 7 7 7 TEAMS PER TOURNAMENT: Soccer: Small 64 64 64 64 64 Medium 100 100 100 100 100 Softball: Small 24 24 24 24 24 Medium 64 64 64 64 64 Baseball: Small Medium PLAYERS PER TEAM: Soccer Softball Baseball SPECTATORS PER PARTICIPANT DAYS PER TOURNAMENT 24 24 24 24 24 64 64 64 64 64 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 TOTAL ANNUAL ATTENDANCE FOR IN-HOUSE TOURNAMENTS 8,250 31,875 41,250 41,250 41,250 Utilization Summary New HUB Field Complex CONVENTIONS SPORTS LEISURE I 86 lD1•• 0 f6 0 Q CD c c • • O LL 4- tU LI- z LL W z W M 0 U ESTIMATED UTILIZATION - THIRD PARTY TOURNAMENTS Spokane County Sports Complex - HUB Field Complex THIRD -PARTY TOURNAMENTS: Soccer: Small Medium SUBTOTAL -SOCCER Softball: Small Medium SUBTOTAL -SOFTBALL Baseball: Small Medium SUBTOTAL -BASEBALL TOTAL ANNUAL THIRD -PARTY TOURNAMENTS TEAMS PER TOURNAMENT: Soccer: Small Medium Softball: Small Medium Baseball: Small Medium Initial Year 1 Stabilized Year 2 3 4 5 o o 0 0 0 O 0 0 0 0 O 0 0 0 0 3 4 5 5 5 2 3 4 4 4 7 9 12 12 12 2 3 4 4 4 3 5 7 7 7 5 8 11 11 11 12 17 23 23 23 64 64 100 100 PLAYERS PER TEAM: Soccer Softball Baseball SPECTATORS PER PARTICIPANT DAYS PER TOURNAMENT 24 24 64 64 24 64 64 64 64 100 100 100 24 24 24 64 64 64 24 24 24 64 64 64 15 15 15 15 15 15 15 15 15 15 16 16 16 16 16 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 TOTAL ANNUAL ATTENDANCE FOR THIRD -PARTY TOURNAMENTS 61,500 84,950 117,775 117,775 117,77i Utilization Summary New HUB Field Complex CONVENTIONS TSL LEISURE 1 Utilization & Attendance Summary New HUB Field Complex Spokane County Sports Complex - HUB Field Complex Total Attendance: Leagues Practices Camps In -House Tournaments Third -Party Tournaments Initial Year 1 Stabilized Year 2 3 4 5 58,500 43,875 3,750 8,250 61,500 70,200 52,650 6,300 31,875 84,950 81,900 61,425 8,400 41,250 117,775 81,900 61,425 9,600 41,250 117,775 81,900 61,425 10,800 41,250 117,775 TOTAL ATTENDANCE 175,875 245,975 310,750 311,950 313,150 Tournaments: In -House Tournaments Third -Party Tournaments Total 2 12 14 6 17 23 7 23 30 7 23 30 7 23 30 Note: Includes participants and spectators. 1W -he. la W. Tom.. la 11 CONVENTIONNS SPORCSILT LEISURE I 88 lD1•• 0 U CU CD 0 Q CD c c N 4—) O CL O LL 4— N tii CU 2 LL zzi z LL W z MW W V 1 0 U Financial Operating Analysis 1. The Plante's Ferry improved complex and the new Hub Complex will consist of the respective market indicated programs previously outlined herein. 2. Baseball, softball and soccer leagues/tournaments will be operated by both in-house and through third -party organizers who will pay rental fees to the Complexes. 3. The Complexes will be owned by Spokane County or some other public or non-profit entity and therefore will be exempt from property taxes. 4. Both the Complexes will be operated and managed by a professional, competent and experienced private management company under contract. 5. The Complexes will be aggressively marketed and provide competitive rates. 6. The chosen management company (or companies) will promote events and uses in keeping with the County's goals of community involvement, quality of life for residents, and economic impact. 7. The baseball/softball diamonds and soccer fields will be built to tournament -quality standards and will be well-maintained. 8. Ample parking will be provided to accommodate demand. 9. There are no significant or material changes in the supply or quantity of existing venues in the marketplace. 10. Stabilization of operations is assumed to occur by year 4 for Plante's Ferry, year 5 for a new HUB complex. 11. Figures are presented in terms of 2016 dollars. 12. Figures do not include debt service, depreciation or other non-operating costs (with the exception of an assumed annual capital reserve expense for future end -of -life synthetic turf replacement). 13. Pre -opening services/activities would be contracted via the selected private manager. These expenses would be expected to be negotiated via a monthly fee paid to the private contractor and are included in the soft costs associated with the construction budget. Pre -opening expenses would be expected to approximate between $300,000-$500,000 for the HUB and $100,000-$200,000 for Plante's Ferry. VAN VAV.f.N. STAFFING ASSUMPTIONS Plante's Ferry Position Executive Director (xl) Director of Operations (xl) Events Operations Manager (xl) Marketing Manager (xl) Facility Manager (xl) Facility Interns Administrative Assistants Maintenance/Custodians Total Payroll Benefits Factor Salary $85,000 $65,000 $42,500 $47,500 $30,000 $18,000 $25,000 $85,000 $398,000 1.3 SALARIES AND BENEFITS $517,800 STAFFING ASSUMPTIONS HUB Field Complex Position Executive Director (xl) Director of Operations (xl) Events Operations Manager (xl) Marketing Manager (xl) Administrative Assistants Maintenance/Custodians Total Payroll Benefits Factor Salary $85,000 $65,000 $42,500 $47,500 $25,000 $45,000 $310,000 SALARIES AND BENEFITS $407,550 CONVENTION SPORTS LEISURE Financial Operating Analysis Definition of Terms League, Practice and Camp Rentals Rental income is expected to be a significant source of revenue for the Complex. It is the fee paid for field use by outside (i.e., third party) groups for use for league games, practices and camp activities. Tournament Rental Income It is anticipated that a majority of tournaments hosted at the Complex will be run by third -party organizations. These third -party organizations would pay field rental fees assessed at competitive market rates. In -House Tournament Registration Fees In-house tournament registration fee revenue generated by the complex is a function of the number of tournaments, number of teams per tournament and the registration fee per team / participant. Sponsorship Advertising and sponsorship revenue is derived from on-site identification and sale of permanent signage related to banners, scoreboards, fence signage, presenting sponsorships and other such advertising opportunities. In the case of amateur sports complexes, advertising and sponsorship revenue can also be derived from founding partnership programs whereby a group of area corporations/individuals provide the facility with financial support and receive name recognition in various areas of the facility (i.e. fields, entry plazas, etc.). Concessions Concessions revenue consists of the sales of on-site food and beverages at the Complex. Concessions revenue is a function of the attendance attracted to the Complex and the average concessions spending per capita. Revenues are shown in terms of net revenues retained by the Complex. Other Other revenue includes income generated from merchandise, gate fees, equipment rentals and other miscellaneous sources. CONVENTIONS SPORTS LEISURE 1 90 lD1•• > ftN tt3 LL 2 zzi z LL W z uJ CO V 1 0 U Financial Operating Analysis Salaries & Wages Salaries, wages and benefits include expenses for full-time personnel, as well as the costs associated with event -related personnel. Salary and wage estimates are based on estimated staffing levels, industry average salaries and wages, and local demographic characteristics. Tournament Expenses Tournament expenses typically include, but are not limited to, game official expenses, awards, scorekeeping, team sanctioning, game equipment and other such expenses. Utilities Utilities include costs associated with electricity, water and sewer, and gas. Repair & Maintenance General maintenance and repair of a Complex, equipment and surrounding areas would be primarily the responsibility of facility operations personnel. More specialized needs such as electrical work are assumed to be coordinated through existing County contracts. Materials & Supplies Materials and supplies include items needed for administrative duties, field and diamond upkeep, cleaning and general maintenance of all facilities. Insurance Represent premiums paid for various insurance policies, including but not limited to property and liability, casualty, auto and business interruption insurance policies. General & Administrative Consist of various office & administrative expenses incurred as a result of day-to-day facility operations. Typically include materials and supplies, travel, telephone and other technology costs, professional services, printing, advertising, permits, and other miscellaneous services. Replacement Reserve A replacement reserve has been assumed to account for replacement of the synthetic turf (every 15 years) and other major capital Improvements that would be expected. Costs for these replacement have been amortized over a 15 -year period. CONVENTIONS SPORTS O O 0 N z CC) CU 0 Ci - 0 tCU ii LL LL W z U -I 1 V ) 0 2 U Estimated Financial Operations Plante's Ferry kESUIi I dLeu iiiiproved/Redevelopea) Operating Revenues League, Practice and Camp Rentals Tournament Rental Income In -House Tournament Registration Fees Sponsorship Concessions (Net) Other Revenue Total Operating Revenues Operating Expenses Salaries & Wages Tournament Expenses Utilities Repairs & Maintenance Materials and Supplies Insurance General & Administrative Other Miscellaneous Management Fee Total Operating Expenses Year 1 2 Stabilized Year 3 4 $841,969 $33,000 $207,200 $75,000 $184,466 $25,000 $1,366,635 $517,803 $82,880 $290,000 $240,000 $123,750 $60,000 $85,000 $50,000 $150,000 $1,599,433 $877,088 $912,206 $912,206 $37,000 $37,000 $37,000 $207,200 $207,200 $207,200 $75,000 $75,000 $75,000 $195,278 $206,570 $213,484 $25,000 $25,000 $25,000 $1,416,565 $1,462,977 $1,469,890 $528,159 $538,722 $538,722 $82,880 $82,880 $82,880 $290,000 $290,000 $290,000 $240,000 $240,000 $240,000 $123,750 $123,750 $123,750 $60,000 $60,000 $60,000 $85,000 $85,000 $85,000 $50,000 $50,000 $50,000 $150,000 $150,000 $150,000 $1,609,789 $1,620,352 $1,620,352 Operating Income/(Loss) ($232,798) ($193,224) ($157,376) (5150,462) Other Expenses Replacement Reserve $130,000 $130,000 $130,000 $130,000 Total Net Income/(Loss) ($362,798) ($323,224) ($287,376) (5280,462) Note: Figures presented in 2016 dollars. Does not include debt service associated with development costs. A replacement reserve has been assumed to account for replacement of the synthetic turf (every 15 years) and other major capital improvements that would be expected. Costs for these replacement have been amortized over a 15 -year period. CONVENTIONS SPORTS LEISURE 1 lD1•• fCU ii zci z LL W z MW W V 1 0 U Estimated Financial Operations curs i,omplex (Estimated New) Stabilized Year Year 1 2 3 4 5 Operating Revenues League, Practice and Camp Rentals $393,750 $477,500 $556,250 $556,250 $556,250 Tournament Rental Income $60,000 $85,000 $115,000 $115,000 $115,000 In -House Tournament Registration Fees $50,400 $209,200 $279,200 $279,200 $279,200 Sponsorship $125,000 $125,000 $125,000 $125,000 $125,000 Concessions (Net) $75,150 $110,595 $142,980 $147,640 $152,451 Other Revenue $50,000 $50,000 $50,000 $50,000 $50,000 Total Operating Revenues $754,300 $1,057,295 $1,268,430 $1,273,090 $1,277,901 Operating Expenses Salaries & Wages Tournament Expenses Utilities Repairs & Maintenance Materials and Supplies Insurance General & Administrative Other Miscellaneous Management Fee Total Operating Expenses $407,550 $419,777 $432,370 $445,341 $458,701 $20,160 $83,680 $111,680 $111,680 $111,680 $96,000 $98,880 $101,846 $104,902 $104,902 $86,400 $86,400 $86,400 $86,400 $86,400 $99,000 $99,000 $99,000 $99,000 $99,000 $48,000 $48,000 $48,000 $48,000 $48,000 $85,000 $85,000 $85,000 $85,000 $85,000 $25,000 $25,000 $25,000 $25,000 $25,000 $150,000 $150,000 $150,000 $150,000 $150,000 $1,017,110 $1,095,737 $1,139,296 $1,155,323 $1,168,683 Operating Income/(Loss) ($262,810) ($38,442) $129,134 $117,768 $109,218 Other Expenses Replacement Reserve $260,000 $260,000 $260,000 $260,000 $260,000 Total Net Income/(Loss) ($522,810) ($298,442) ($130,866) ($142,232) ($150,782) Note: Figures presented in 2016 dollars. Does not include debt service associated with development costs. A replacement reserve has been assumed to account for replacement of the synthetic turf (every 15 years) and other major capital improvements that would be expected. Costs for these replacement have been amortized over a 15 -year period. CONVENTIONS SPORTS LEISURE O °a +, 0Q) Q) o Z c6 c CU v LL O _ W Ci- •� Lu _ m H v sn 2 Economic Impact Concepts • Direct Spending consists principally of initial purchases made by participants and spectators at a sports complex who do not reside in the local area. This spending typically takes place in local hotels, restaurants, retail establishments and other such businesses. An example of direct spending is when an out-of-town participants and spectators pay a local hotel for overnight lodging accommodations or purchase meals. • Indirect Spending consists of the re -spending of the initial or direct expenditures. An example of indirect spending is when a restaurant purchases additional food and dining supplies as a result of new dining expenditures through increased patronage. A certain portion of these incremental supply expenditures occurs within the local community (i.e., "indirect spending," the type of which is quantified under this analysis), while another portion leaves the local economy (i.e., "leakage"). • Induced Spending consists of the positive changes in employment, earnings and tax collections generated by changes in population associated with direct/indirect expenditures. • Total Output represents the total direct, indirect and induced spending effects generated by the project. This calculation measures the total dollar change in output that occurs in the local economy for each dollar of output delivered to final demand. • Personal Earnings (or Personal Income) represents the wages and salaries earned by employees of businesses associated with or impacted by the project. In other words, the multiplier measures the total dollar change in earnings of households employed by the affected industries for each additional dollar of output delivered to final demand. • Employment represents the number of full- and part-time jobs. The employment multiplier measures the total change in the number of jobs in the local economy (throughout a wide diversity of industry sectors) for each additional $1.0 million of output delivered to final demand. CONVENTIONNS SPORC1LTS r LEISURE 1 W ate+ " 0 LL 2 Estimated Economic Impacts Plante's Ferry tLuiidLed Existing ariu Total Attendee Days Total Non -Local Visitor Days Total Hotel Room Nights Initial Stabilized Existing Year Year Complex 1 2 3 4 405,375 535,481 563,888 583,219 585,469 42,375 67,350 73,538 75,188 76,313 8,625 13,704 15,002 15,398 15,668 Direct Spending by Type Hotel $1,334,813 $2,121,525 $2,316,431 $2,368,406 $2,403,844 RestaurantMeals 1,048,781 1,666,913 1,820,053 1,860,891 1,888,734 Entertainment/Leisure 254,250 404,100 441,225 451,125 457,875 Retail/Shopping 349,594 555,638 606,684 620,297 629,578 Other 190,688 303,075 330,919 338,344 343,406 Total $3,178,125 $5,051,250 $5,515,313 $5,639,063 $5,723,438 Indirect/Induced Spending $1,970,438 $3,131,775 $3,419,494 $3,496,219 $3,548,531 Total Economic Output $5,148,563 $8,183,025 $8,934,806 $9,135,281 $9,271,969 Personal Earnings $2,574,281 $4,091,513 $4,467,403 $4,567,641 $4,635,984 Employment (full & part-time jobs) 105 115 Spokane Liberty Other Valle Lake In -Count 10% 20% 70% 10% 20% 85% 10% 5% 50% 10% 40% 70% 15% 15% 70% 15% 15% 73% 11% 16% 70% 10% 20% 0% 10% 20% 0% 10% 20% ID% 10% 20% Note: Figures presented in 2016 dollars. Only reflects spending by estimated visitors who are not local residents. CONVENTIONS LEISURE I 95 lD1•• O Li cu 0 Q CD c c N L_ O 4— Z. — > N tO CULL 2 zci z LL W z MW V 1 0 U Estimated Economic Impacts New HUB Field Complex Total Attendee Days Total Non -Local Visitor Days Total Hotel Room Nights Direct Spending by Type Hotel RestaurantMeals Entertainment/Leisure Retail/Shopping Other Total Initial Stabilized Year Year 1 2 3 4 5 175,875 36,750 7,425 $1,157,625 909,563 220,500 303,188 165, 375 $2,756,250 245,975 61,563 12,439 $1,939,219 1,523,672 369,375 507,891 277,031 $4,617,188 310,750 83,713 16,911 $2,636,944 2,071,884 502,275 690,628 376, 706 $6,278,438 311,950 84,313 17,055 $2,655,844 2,086,734 505,875 695,578 379,406 $6,323,438 313,150 84,913 17,199 $2,674,744 2,101, 584 509,475 700,528 382,106 $6, 368,438 Indirect/Induced Spending $1,708,875 $2,862,656 $3,892,631 $3,920,531 $3,948,431 Total Economic Output $4,465,125 $7,479,844 $10,171,069 $10,243,969 $10,316,869 Personal Earnings $2,232,563 $3,739,922 $5,085,534 $5,121,984 $5,158,434 Employment (full & part-time jobs) 96 131 Spokane Liberty Other Valley Lake In -County 65% 15% 20% 65% 15% 20% 65% 25% 10% 45% 20% 35% 60% 25% 15% 60% 25% 15% 63% 20% 17% 65% 15% 20% .5% 15% 20% 65% 15% 20% 65% 15% 20% Note: Figures presented in 2016 dollars. Only reflects spending by estimated visitors who are not local residents. CONVENTIONS L LEISURE I 96 O LL U Conditions of Work The analysis presented in this report is based on estimates, assumptions and other information developed from industry research, data provided by the study's stakeholders, surveys of potential facility users and local representatives, discussions with industry participants and analysis of competitive/comparable facilities and communities. The sources of information, the methods employed, and the basis of significant estimates and assumptions are stated in this report. Some assumptions inevitably will not materialize and unanticipated events and circumstances may occur. Therefore, actual results achieved will vary from those described and the variations may be material. The findings presented herein are based on analysis of present and near-term conditions in Spokane County as well as existing interest levels by the potential base of users of new/improved sports facilities. Any significant future changes in the characteristics of the local community, such as growth in population, corporate inventory, competitive inventory and visitor amenities/attractions, could materially impact the key market conclusions developed as a part of this study. As in all studies of this type, the estimated results are based on competent and efficient management of the potential facilities and assume that no significant changes in the demand markets or assumed immediate and local area market conditions will occur beyond those set forth in this report. Furthermore, all information provided to us by others was not audited or verified and was assumed to be correct. This document and accompanying summary report has been prepared for the internal use of Spokane County, the City of Liberty Lake, the City of Spokane Valley, the Central Valley School District, and the Regional Sports Commission and should not be relied upon by any other party. The report and this supporting information has been structured to assist stakeholders in evaluating market demand, supportable program and the potential cost/benefit characteristics of potential new/improved outdoor multi -use sports facilities and should not be used for any other purpose. CONVENTIONS SPORTS LEISURE 1 CIN OF SPOKANE VALLEY CENTERPLACE EXPANSION ECONOMIC IMPACT ASSESSMENT April 6, 2018 Submitted to: City of Spokane Valley cai Submitted by: community attributes inc INTRODUCTION Background and Purpose The City of Spokane Valley approached Community Attributes to conduct an analysis of the City's tourism sector and to identify opportunities for economic development based on tourist activity. Phase I, completed in July 2016, identified current tourism drivers and analyzed Spokane Valley's tourism industry. This portion of the analysis was intended to help Spokane Valley develop appropriate strategies and actions to improve its tourism economy, including identifying potential projects for further study. Six prospective tourist features were identified for evaluation in Phase II, completed in March 2017. These projects had been determined to be the most suitable and actionable for the City to consider. They were evaluated based on their potential costs, economic drivers and other measures of feasibility. The goal was to estimate and compare potential economic impacts of the projects to upfront and ongoing costs. The analysis was dependent on detailed case study research, which informed a visitation -based economic impact model. The City of Spokane Valley is now considering improvements to the existing CenterPlace facility to better facilitate event hosting. While CenterPlace was not studied in Phase II, the intent of this project is to promote similar goals as those intended for the original six projects. The CenterPlace expansion only arose as a viable project after the Phase II analysis was underway. Potential improvements to CenterPlace would focus on the outdoor space to the northwest of the existing building, and would be designed to allow and encourage outdoor events. The City believes that it could attract new types of special events with these improvements as well. The City requires an analysis of the potential economic impacts associated with these improvements, so that City decision -makers benefit from an improved understanding of the return on investment. Summary of Past Tourism Projects I. Waterfront and Whitewater Park Develop a new waterfront park along the Spokane River in tandem with a whitewater course and venue in the Spokane River. The analysis would focus on successful examples throughout the country and potential locations operational attributes specific to Spokane Valley. The analysis would focus on key development and operational attributes and the ability of the facility to draw visitors and events. II. Multimodal Trail Development and Public Art Design and develop trail connections to the north and south connecting to river, recreation amenities and neighborhood clusters. As part of trail development, explore feasibility of an arts walk along the river or near the City's civic facilities with permanent and temporary exhibits. Analysis would focus on understanding potential impacts of said facilities and success stories from other regions. City of Spokane Valley April 6, 2018 Page 1 III. Fairground and Avista Stadium Redevelopment Redevelop and/or expand facilities on county owned fairground property and potential connections with Avista Stadium. The analysis would focus on exploring expansion and improvement opportunities with the County fairgrounds and potential connections with Avista Stadium. IV. Balfour Park Redevelopment Study potential uses for the Balfour Park with tourism oriented elements such as a visitor center "launch pad" or a year-round farmers market/market hall. The analysis would focus on researching suitable uses for the site and their potential colocation with other retail and commercial uses. V. Special Events Promotion Fund new special events within the City to complement Valley Fest and Cycle Celebration. The events could build on the City's existing success with Valley Fest while focusing on the City's recreational amenities and access. The analysis would focus on learning from other City led events throughout the region to better understand their costs and benefits. VI. Arts and Entertainment Venue Develop a multifaceted arts and entertainment venue in partnership with local arts organizations, galleries and theatre production companies. The analysis would focus on potential facility and operational attributes. Methods and Approach This study leverages the same approach used in the 2017 Tourism study to evaluate the economic impacts of an investment in the expansion of CenterPlace. This approach yields outputs that are clearly comparable to earlier, related work. This study relies on assumptions about the investment in CenterPlace, and about CenterPlace programming and financial performance. These assumptions were developed jointly with the City of Spokane Valley and CenterPlace staff, and include the following: Key Attributes of Approach: • Capacity of venue • Estimated slate of events • Spending by visitors • Visitors organized by day visitors and overnight visitors • Assumptions about type of events and ability to draw overnight visitors • Assembled operating costs and potential direct revenues to the City (rental fees) Key outputs and measures from this study include the following: • Visitation to the facility/events City of Spokane Valley April 6, 2018 Page 2 • Potential hotel stays resulting from the facility/events • Visitor spending at the facility as well as visitor spending outside the facility • Wages and jobs • Fiscal impacts to the City of Spokane Valley • Upfront capital/development costs as well as ongoing maintenance costs where possible City of Spokane Valley April 6, 2018 Page 3 CENTERPLACE WEST LAWN EXPANSION PROJECT PROFILE Project Background CenterPlace CenterPlace is a 54,000 square foot regional event facility located in Spokane Valley. It is rented for a range of events, including weddings, conferences, banquets and community and private events, with 124,756 attendees per year. The property features large outdoor areas, though they lack certain facilities, such as bathrooms and utility service, to be used for larger events. The facility currently hosts over 1,000 events per year. Some of these events are interested in expanding, but are limited by the facility's capacity and facilities. The City of Spokane Valley is evaluating improvements to the west lawn area that could attract more outdoor events, and allow for larger, more varied events. About the Proposed Expansion The specific proposed improvements are focused on a new plaza adjacent to the building and improved north meadow. Improvements in both locations include grading and accessible paths. The extent of the west lawn area where the plaza will be located is shown in Exhibit 1, and the extent of the north meadow area is shown in Exhibit 2. Exhibit 3 illustrates all improvements at full buildout. The new CenterPlace Plaza will also feature a performance/wedding venue, storage building, lighting, and restroom. The north meadow will feature a wedding/event venue with the nearby waterfall as a backdrop. The improvements would be completed in multiple phases. Phase I would mostly City of Spokane Valley Exhibit 1. CenterPlace West Lawn Extent Source: City of Spokane Valley, 2017 Exhibit 2. CenterPlace North Meadow Extent Source: City of Spokane Valley, 2017 April 6, 2018 Page 4 include landscape improvements, including grading, irrigation, street tree planting, and electrical service. Once the expansion is complete, the City anticipates that it would continue to operate in a similar fashion as it has in the past, renting out the facility "as is" with minimal staff support. The City does not anticipate that the expansion would necessitate hiring more full time employees, but there could be a need for more part time employees. Why is Spokane Valley interested in expanding CenterPlace? CenterPlace is already a popular venue, and the City sees an opportunity to increase the number of large events that can be held at CenterPlace as well as expand the size of event the facility can accommodate. About 20-25 larger community events are held at CenterPlace per year, including ValleyFest, CRAVE, and Oktoberfest. Some of these events could grow and draw more attendees but are currently limited by the facility's constraints. The City expects the expansion to draw up to 20 additional events per year during the summer. In between the large events, the City rents the space for weddings. The facility is currently limited by a lack of electrical power for outdoor events, poor outdoor accessibility, and a lack of support facilities. It also lacks sufficient paved surfaces to host outdoor events in rainy weather. Exhibit 3. West Lawn & North Meadow Expansion - Full Plan Source: City of Spokane Valley, 2017 City of Spokane Valley April 6, 2018 Page 5 Initial Feasibility Assessment Comparable Venues While CenterPlace's specific combination of indoor and outdoor event spaces is unique in the region, there are other examples of outdoor rentable event spaces comparable to the proposed West Lawn expansion. These are detailed for comparison purposes in Exhibit 4. Exhibit 4. Comparable Outdoor Event Venues Venue Capacity Riverfront Parlc Canada Island (Spokane) Riverfront Parlc Forestry Shelter (Spokane) Riverfront Parlc Havermale Point (Spokane) Riverfront Parlc Northbank Shelter (Spokane) Other Spokane Valley p blic parks Rates Amenities and City Services 300 total (Two 150 -person venues) $400, $1.5 pp use fee for outside food/drink. Electrical power. Security and fencing available for additional fee. Seating for 210 $400 Includes restrooms, sink with running water, electrical outlets, garbage cans, barbecue. Cleaning and setup included, hospitality staff on site. Security and fencing available for additional fee. Maximum capacity 1,500, flat space for seating 200 $400 Electricity available, security and fencing available for additional fee. Seating for 180, more available for a fee $400 Includes restrooms, sink with running water, electrical outlets, garbage cans. Cleaning and setup included, hospitality staff on site. Security and fencing available for additional fee. Variable $84-$250 depending on season and resident/business status Includes restrooms, water, electrical outlets, garbage cans, tables and benches. Cleaning and setup included as well. Source: Community Attributes Inc, 2017 City of Spokane Valley April 6, 2018 Page 6 Exhibit 4 (cont). Comparable Outdoor Event Venues Venue Capacity Liberty Lake Public Parks Q'Emlin Park (Post Falls) Coeur d'Alene parks Rates Amenities and City Services Not listed Not listed 2 large family parks with picnic shelters and sports field, also a banquet room that can be rented. 400 Ranges from $125-$400 depending on season and resident/business status Covered picnic shelter, heat and electricity available. Variable $100 (residents), $200 (others) Several facilities including several amphitheatres and picnic shelters Source: Community Attributes Inc, 2017 Potential Costs This project would be completed in at least two phases. In Phase One, both the West Lawn and North Meadow would be graded to provide more level event areas and improved with new turf, better irrigation, and additional trees. Electrical service will be added to certain areas. Estimated construction costs for Phase One are as follows: Phase One Estimated Construction Mobilization Erosion Sediment Control Earthwork Storm Drainage Utilities, Electrical Irrigation Landscape Bonding, Permitting A&E Costs $2,200 $770 $23,000 $2,000 $37,300 $18,800 $57,342 $3,200 $25,915 Subtotal $170,527 Tax $15,006 Contingency (7.2%) $14,466 Total $200,000 Source: City of Spokane Valley, 2017 City of Spokane Valley April 6, 2018 Page 7 Additional work to be completed in future phases will include a new performance venue, new permanent restrooms, new paved paths and plaza areas, new driveway turnaround, new storage building, expanded landscaping, and more. Estimated construction costs to complete the master plan following Phase One are given below. The estimated total cost to complete all work for the expansions of the West Lawn and North Meadow is $2,014,967. Future Phases Estimated Construction Costs Mobilization $9,500 Erosion Sediment Control $3,670 Demolition $83,640 Earthwork $37,400 Storm Drainage $19,000 Utilities, Electrical $150,000 Fencing $29,500 Plaza and Street Construction $298,600 Irrigation $44,595 Landscape $184,150 Gateways, Perforamance Area $195,000 Restroom & Storage Buildings $315,000 Bonding, Permitting $16,683 Tax $122,032.94 A&E $165,000 Contingency (10%) $14,466 Total $1,814,967.04 Source: City of Spokane Valley, 2017 Implementation and Operations The following operational assumptions are used to understand cost and revenue drivers for the City. • City revenues will consist of rental fees • The City does not anticipate that operating expenses will increase significantly • Event organizer will rent the facilities and is responsible for all aspects of their event, subject to approval of the City • As in the past, the facility operates strictly as a rental facility with limited support and additional services City of Spokane Valley April 6, 2018 Page 8 • The City must generate additional interest in the facility to attract new outdoor events CenterPlace does not currently advertise a specific rate to rent its outdoor areas. It currently charges $500 per two-hour time block for outdoor wedding ceremonies, which includes 200 chairs with setup, rehearsal time, sound system, and use of a changing room. It currently charges $250 per two-hour time block for outdoor wedding ceremonies at Mirabeau Springs, which could potentially be increased once improvements to the North Meadow are complete. In addition, if an event is large enough to encompass both CenterPlace and the West Lawn, the rental rate is $3,000 per day. While more expensive than some comparable outdoor venues, CenterPlace does offer a number of services that are not available in a typical park -type venue, including limited staff support, chairs, sound system and changing room. In addition, CenterPlace offers a package to rent an indoor space for receptions for $1310. Dishes and linens are available for $500. If the expansion is complete, CenterPlace could potentially also host receptions outdoors, expanding the number of full weddings that can take place at one time. City of Spokane Valley April 6, 2018 Page 9 Community and Economic Impacts Visitation is the most significant driver of economic impacts, as visitors to CenterPlace spend money in Spokane Valley during their visit. Exhibits 4 and 5, below, presents the number of events and visitors that the CenterPlace expansion could accommodate, based on the venue's expanded capacity. Some events may not draw the maximum number of visitors due to limitations in market demand. Events could also be held using both the West lawn and North meadow combined, as one venue, though this would not change the capacity of the event space. The number of people visiting for these events directly drive rental revenues and, by extension, economic impacts accruing to the city. City of Spokane Valley April 6, 2018 Page 10 Exhibit 4. Estimated Annual Visitation, West Lawn Event West Lawn Existing Events Weddings Crave Car Show Va l leyfest Oktoberfest Food Events Food Drives Food Truck Competition/ralley Beer or Wine Festivals Potential New Community Farmers Market Parties - retirement, graduatior Kids Day Grandparents/Senior Citizen D Valley Art on the Green Outdoor Movies Tree/Plant Sale, Pickup Bloomfest/Festival of Flowers Pet Event -Adoption, Races, Ag Sand Castle Competition Native People Celebration Day Book Festival Ice Cream Social Career/College Fair Concerts Concerts (Standing) Concerts (Sitting) Symphony in the park Blues festival Comedy Shows Theater, Performing Arts Education Wa Dept of Fish and Wildlife ec Holiday Events New Years (First Night, etc.) Easter (Easter Egg Hunt) Cinco de Mayo 4th of July Fall Festival Halloween Turkey Trot to/from Centennial Christmas Carolling, Santa, Co( Sports Events Mini Hoopfest Centennial Trail Race Registration, packet pick - Family bike ride event, safety a Bike Festival - repair class, saff Charity Walks/Runs Recreation classes - martial art Yoga (Classes, Events) Usage Anticipated Maximum Capacity Events Per Year Annual Attendance Wedding/Stage Area Plaza & Lawn Plaza & Lawn Wedding/Stage Area, Plaza & Lawn Wedding/Stage Area, Plaza & Lawn Plaza & Lawn Plaza Plaza & Lawn Events Plaza & Lawn Wedding/Stage Area, Plaza & Lawn Wedding/Stage Area, Plaza & Lawn Plaza & Lawn Plaza & Lawn Wedding/Stage Area Plaza & Lawn Plaza & Lawn Plaza & Lawn Plaza Wedding/Stage Area, Plaza & Lawn Plaza & Lawn Plaza Plaza & Lawn Wedding/Stage Area Wedding/Stage Area Wedding/Stage Area Wedding/Stage Area Wedding/Stage Area Wedding/Stage Area Wedding/Stage Area, Plaza & Lawn Plaza & Lawn Plaza & Lawn Plaza & Lawn Plaza & Lawn Plaza & Lawn Plaza & Lawn Plaza & Lawn Plaza & Lawn Plaza Plaza Plaza Plaza Plaza Plaza Plaza & Lawn Plaza & Lawn 260 12 3,120 1,746 1 1,746 2,042 3 6,126 2,288 3 6,863 2,288 1 2,288 1,746 3 5,238 1,746 3 5,238 605 3 1,816 1,746 3 5,238 1,746 20 34,920 1,307 6 7,843 1,307 1 1,307 998 1 998 1,746 1 1,746 260 6 1,560 1,746 3 5,238 1,746 1 1,746 1,746 4 6,984 296 1 296 1,072 1 1,072 1,746 1 1,746 518 3 1,553 1,746 1 1,746 1,340 8 10,720 670 8 5,360 670 1 670 670 2 1,340 670 1 670 670 3 2,010 1,072 1 1,072 998 1 998 998 1 998 998 1 998 998 1 998 998 1 998 998 1 998 998 1 998 998 1 998 138 1 138 518 1 518 518 1 518 518 2 1,035 518 6 3,105 30 20 600 30 20 600 City of Spokane Valley April 6, 2018 Page 11 Exhibit 5. Estimated Annual Visitation, North Meadow Anticipated Event Usage Maximum Capacity Events Per Year Annual Attendance North Meadow Existing Events Weddings Wedding Area 422 12 5,061 Crave Lawn 844 1 844 Car Show Lawn 987 3 2,960 Valleyfest Lawn 844 1 844 Food Events Lawn Food Events Lawn 844 3 2,531 Food Drives Lawn 844 3 2,531 Beer or Wine Festivals Lawn 844 3 2,531 Community Events Farmers Market Lawn 844 20 16,870 Kids Day Lawn 482 1 482 Grandparents/Senior Citizen D Lawn 482 1 482 Valley Art on the Green Lawn 844 1 844 Outdoor Movies Lawn 562 6 3,374 Tree/Plant Sale, Pickup Lawn 844 3 2,531 Bloomfest/Festival of Flowers Lawn 844 3 2,531 Native People Celebration Day Lawn 482 1 482 Holiday Events New Years (First Night, etc.) Lawn 482 1 482 Easter (Easter Egg Hunt) Lawn 482 1 482 Cinco de Mayo Lawn 482 1 482 4th of July Lawn 482 1 482 Fall Festival Lawn 482 1 482 Halloween (Trunk Show) Lawn 482 1 482 Christmas Carolling, Santa, Co( Lawn 482 1 482 Sports Events Post Race Events (Vendors, Be Lawn 844 6 5,061 Public Laser Tag Lawn 844 1 844 YMCA classes - martial arts, yo; Lawn 30 20 600 Yoga (Classes, Events) Lawn 30 20 600 Source: City of Spokane Valley, 2017 Economic Impacts Economic impacts include direct revenues to CenterPlace, direct revenues through associated spending by visitors at other businesses, and indirect and induced spending. Exhibit 6 shows direct revenues to CenterPlace through facility rentals. This is a preliminary estimate based on the cost to rent competitive facilities in the Spokane Valley area. City of Spokane Valley April 6, 2018 Page 12 Exhibit 6. Estimated Rental Revenue by Event Type Event Type West Lawn Weddings Car Show Food and Beverage Events Food Events Concerts and Theatre Education Event Sports Events Recreation Classes North Meadow Weddings Food and Beverage Events Sports Events Recreation Classes Usage Events Per Year Rental Rate Total ncome Wedding/Stage Area Plaza & Lawn Plaza & Lawn Plaza Wedding/Stage Area Wedding/Stage Area, Plaza & Lawn Plaza Plaza & Lawn Lawn Lawn Lawn Lawn 12 $ 1 $ 10 $ 3 $ 23 $ 1 $ 11 $ 40 $ West Lawn 12 $ 9 $ 21 $ 40 $ 500 2,500 2,500 2,500 2,500 2,500 2,500 500 Subtotal 250 200 200 50 North Meadow Subtotal 6,000 2,500 25,000 7,500 57,500 2,500 27,500 20,000 148,500 3,000 1,800 4,200 $ 2,000 $ 11,000 Total Annual Rental Revenue $ Notes on Assumptions: Assuming holiday events and community events are not rentals AssumingValleyfest is not a rental Assuming the current wedding rental rate applies to the west lawn, Mirabeau Springs and the north meadow Assumes all events are only one day, or one hour for fitness classes Source: City of Spokane Valley, 2017, Community Attributes Inc, 2017 159,500 Economic impacts accrue throughout the city based on spending by visitors outside of CenterPlace, or at the facility with third -party vendors. This is associated spending and is represented in Exhibit 7 below. Indirect and induced spending represent business -to -business and other second - order spending, or reinvestment by third parties of associated spending. The total economic impacts are given below at an order -of -magnitude level, based on spending and visitation assumptions. Some visitors are assumed to spend more than other visitors, due to the event they are attending and their likelihood to stay overnight. Overnight visitors spend money on lodging and spend comparatively more on discretionary items like food and other retail. For this reason, a visitor segmentation is critical to estimating economic impacts. Because the capacity for certain types of events is greater than required by the market demand (i.e. the venue can hold more people than would typically attend a certain type of event), the facility is unlikely to reach 100% capacity. City of Spokane Valley April 6, 2018 Page 13 Exhibit 7. Summary of Investment Profile ANNUAL INVESTMENT SUMMARY Total Attendance Days Visitation 100% Occupancy 75% Occupancy 50% Occupancy Total Visitors 198,135 148,601 99,067 Estimated Hotel Nights 2,400 1,800 1,200 Visitor Segmentation Daytime Visitors 184,601 138,451 92,300 Overnight Visitors 13,534 10,151 6,767 Economic Impacts Total Impacts $12,925,000 $9,693,000 $6,462,000 Associated Spending $6,925,000 $5,193,000 $3,462,000 Indirect and Induced Spending $6,000,000 $4,500,000 $3,000,000 Wages $4,600,000 $3,400,000 $2,300,000 Jobs Created 124 92 62 Fiscal Impacts from Associated Spending $602,000 $452,000 $301,000 Estamated Share to Spokane Valley $73,000 $54,000 $36,000 Estimated Share to County and State $529,000 $398,000 $265,000 Construction, Operations and Maintanence Initial Capital Costs' $2,014,967 Operating Expenses2 $27,000 Direct Rental Revenues3 $158,500 $118,875 $79,250 1 Initial capital cost total assumes full buildout of the facility, including the re -grading proposed in Phase 1 2 Estimate provided by the City of Spokane Valley Parks Department. Operational costs will vary depending on total visitation 3 Based on estimates provided by the City of rental revenues for each facility by event type. Based on the assumptions described above, the expansion to the CenterPlace facilities could generate more than 100,000 new visits to the City of Spokane Valley. Based on the types of events slated for the outdoor space, the majority of those new visitors are assumed to be daytime visitors who would not require accommodation for an overnight stay. This limits the economic impact somewhat, although this level of visitation could generate more than $3.5 million in associated spending annually. As operating expenses will vary with total visitation, it is difficult to assess the ability of direct rental revenues to cover operational costs. However, based on the initial estimate of $27,000 annually in operational costs, provided by the City of Spokane Valley Parks Department, the direct rental revenues at 50% capacity would exceed costs by about $52,000. City of Spokane Valley April 6, 2018 Page 14 For the occupancy scenarios described above, the fiscal impacts accruing to the City of Spokane Valley could range from $36,000-$73,000 dollars. These are net new revenues derived from retail sales taxes and other sources. When compared to other projects analyzed in an earlier phase of work (submitted March 2017), the capital costs for the expansion of CenterPlace are low (about $2 million compared to a range of $1.6 million to $8.9 million) and the associated spending is high (about $3.5 million compared to a range of $1.5 million to $3.2 million). City of Spokane Valley April 6, 2018 Page 15 SPOKANE VALLEY TOURISM ANALYSIS PHASE 11 PROJECT PROFILES March, 2017 PRESENTED TO City of Spokane Valley PREPARED BY Community Attributes Inc. CITY OF SPOKANE VALLEY Tourism Analysis Phase H Spokane 10Valley 11707 E. Sprague, Suite 106 Spokane Valley, WA 99206 • aicommunity attributes inc 1411 4th Ave, Suite 1401 Seattle, WA 98101 www.communityattributes.com CONTENTS Introduction and Summary Findings 1 Project Profiles 13 I. Whitewater and Waterfront Park 15 H. Trail Development and Public Art 35 H. Fairgrounds and Stadium District 53 IV. Balfour Park Redevelopment 62 V. Special Events 85 VI. Arts and Entertainment Venue 103 Appendix A-1 Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page i Spokane Valley Tourism Analysis Phase H This page was intentionally left blank March 2017 Project Profiles Page ii INTRODUCTION AND SUMMARY FINDINGS Background and Purpose The City of Spokane Valley approached Community Attributes to conduct an analysis of the City's tourism sector and to identify opportunities for economic development based on tourist activity. Phase I, completed in July 2016, identified current tourism drivers and analyzed Spokane Valley's tourism industry. This portion of the analysis was intended to help Spokane Valley develop appropriate strategies and actions to improve its tourism economy, including identifying potential projects for further study in Phase H. Six prospective tourist features were evaluated in this second phase: • Trail expansion and public art implementation • Launching and promoting a new special event hosted by Spokane Valley • Creation of a waterfront and whitewater park • Establishment of a new arts and entertainment venue • Expansion of the fairgrounds and stadium district • Redevelopment of Balfour Park GROIN SPCKANE VALLAPI PRISENC[ IM SESNNIAL [VENTS ANE PRONpn LOCAL DESIINATIDNS _.,., Grua. NaTI.South TFail C..A.RI... 1].3D & pWm ..I Pubyr. Spare Rac 3.3 Ensu„$... The projects were selected for further study through a survey of project stakeholders and a review with the Spokane Valley City Council. The project selected for further analysis were judged to be the most suitable and actionable for the City to consider. It is also important to note that results and trends identified in the Spokane Valley Retail Analysis and Comprehensive Plan Update were leveraged to inform the analysis. Along with the City's Comprehensive Plan, the tourism and retail strategies combine to form the backbone of the City's economic development strategy. Methods and Approach The projects are evaluated based on their potential costs, economic drivers and other measures of feasibility. The focus for each project profile is to ascertain and compare potential project economic impacts compared to upfront and ongoing costs where possible. The analysis is dependent on detailed case study research. Case studies were selected by identifying comparable endeavors in regions similar Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 1 or comparable to Spokane Valley. Development costs, maintenance costs, visitor spending, and visitation data, among other relevant information, derived from these case studies are leveraged to inform a visitation based economic impact model. Visitation was segmented into day visitors and overnight visitors where possible with the assumption that some potential projects would result in longer stays in Spokane Valley. For example, a new multi -day special event would likely result in overnight stays in Spokane Valley while regional patrons of a new arts venue wouldn't need overnight accommodations (Refer to the appendix for more details on the methodology, data and research utilized for the analysis). Project Typologies and Drivers of Tourism Direct Drivers of Tourism Indirect Drivers of Tourism • People visiting from outside the region for a specific facility or events • Hotel stays • Spending at local restaurants and stores • Projects/Long-term improvements that will attract people from within and outside the region to the City • Includes projects related to civic attractions and facilities that improve the quality of life and sense of place for both residents and visitors Key attributes and measures analyzed for each profile include the following: • Visitation to the facility/event • Potential hotel stays resulting from the facility/event • Visitor spending at the facility as well as visitor spending outside the facility • Wages and jobs • Fiscal impacts to the City of Spokane Valley • Upfront capital/development costs as well as ongoing maintenance costs where possible Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 2 SUMMARY RESULTS The following table describes each project and provides background on the original intent of the project as identified in Phase I of the Tourism Study. Following the table is more detailed information and findings for each project. Exhibit A. Summary of Tourism Projects I. Waterfront and Whitewater Park Develop a new waterfront park along the Spokane River in tandem with a whitewater course and venue in the Spokane River. The analysis would focus on successful examples throughout the country and potential locations operational attributes specific to Spokane Valley. The analysis would focus on key development and operational attributes and the ability of the facility to draw visitors and events. II. Multimodal Trail Development and Public Art Design and develop trail connections to the north and south connecting to river, recreation amenities and neighborhood clusters. As part of trail development, explore feasibility of an arts walk along the river or near the City's civic facilities with permanent and temporary exhibits. Analysis would focus on understanding potential impacts of said facilities and success stories from other regions. III. Fairground and Avista Stadium Redevelopment Redevelop and/or expand facilities on county owned fairground property and potential connections with Avista Stadium. The analysis would focus on exploring expansion and improvement opportunities with the County fairgrounds and potential connections with Avista Stadium. IV. Balfour Park Redevelopment Study potential uses for the Balfour Park with tourism oriented elements such as a visitor center "launch pad" or a year round farmers market/market hall. The analysis would focus on researching suitable uses for the site and their potential colocation with other retail and commercial uses. V. Special Events Promotion Fund new special events within the City to complement Valley Fest and Cycle Celebration. The events could build on the City's existing success with Valley Fest while focusing on the City's recreational amenities and access. The analysis would focus on learning from other City led events throughout the region to better understand their costs and benefits. VI. Arts and Entertainment Venue Develop a multifaceted arts and entertainment venue in partnership with local arts organizations, galleries and theatre production companies. The analysis would focus on potential facility and operational attributes. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 3 I. Whitewater and Waterfront Park Why is Spokane Valley Interested in a Whitewater and Waterfront Park? • Community has indicated that the river is an underutilized amenity • Excellent access to the Spokane River with whitewater activity already occurring • Recreation anchor and lifestyle amenity • Building on past efforts in Spokane • Observed economic benefits in other communities Project Characteristics • Sullivan Park would be expanded and improved with children's' playground equipment, a small boat rental facility, additional benches, tables and fountains and upgrades to existing park facilities. • A small, secondary parking lot would be provided near the rapids along Flora Rd. • A non -paved trail would be developed along the 1.6 miles of river frontage, from Sullivan Park to the rapids. • Seven in -channel whitewater features would be constructed in the Spokane River as well as a put -in and take-out for boats Between users and spectators, total visitation is projected to be 231,600 in the baseline scenario. It is estimated that 25% of these visitors stay overnight; spectators are assumed to be local or regional users that do not require hotel accommodation. Total visitor spending exceeds $2.5 million in the baseline scenario, and includes spending on food and beverage, lodging and miscellaneous retail. This level of visitation and spending could create 31 FTE jobs and $931,000 in associated wages. The initial capital costs for this project are heavily dependent on specific design assumptions for the park; full buildout assumes the acquisition of 15 acres of land, new park facilities, and the construction of seven whitewater features for a total up -front cost of approximately $2.6 million. There are opportunities to phase development of the park with future land purchases and major capital improvements not prerequisite to short-term implementation. Operating costs for the whitewater features are estimated to be minimal, but could be more significant for a waterfront park. Potential Strategy: Develop a phasing plan that identifies initial implementation opportunities that could precede a larger and costlier buildout of the park and whitewater facilities. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 4 II. Trails and Arts Walk Why is Spokane Valley Interested in implementing new trails and public art? • Coupling this endeavor with art and historical features could assist the City in continuing to establish a clear identity. • In 2014, total outdoor recreation expenditures in Spokane County totaled $1.3 billion (Earth Economics, 2015). • Capitalize on its natural assets: The City has a relatively small amount of trail offerings but benefits from being adjacent to or directly connected to a number of recreational amenities, such as the Spokane River and the Dishman Hills. • The City is currently working on expanding trail capacity and infrastructure, including the already funded Appleway Trail. major Project Characteristics • Being evaluated based on the potential draw of the trail/arts and associated spending at local businesses. • The Analysis analyzes the following: - Development of a north/south urban trail connecting the Centennial Trail to the City's Appleway Trail; - Enhancement of the Appleway Trail with public art Initial capital costs for this project are heavily dependent on specific design assumptions; this profile assumes development of a new trail segment ranging from 1 mile to 3.5 miles in length and art installations along the Appleway Trail with a total development cost range of $1.6 to $5.6 million. Operating costs for the trail are based on current trail maintenance costs in the City and County and could range from $3,600 to $12,600 annually depending on the length of the trail. Total visitation is expected to be 397,000 in the baseline scenario and represents a mix of users on foot and bicycle, based on regional usership rates. A large majority of these users are assumed to be daytime visitors. Total visitor spending exceeds $2.5 million in the baseline scenario, and includes spending on food and beverage and miscellaneous retail. This level of visitation and spending could create 32 FTE jobs, paying an estimated $986,000 in wages. Potential Strategy: Study potential routes for a north/south trail connector; meet with local arts organizations/artists to gauge interest in installing art along a section of the Appleway Trail. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 5 III. Fairgrounds and Stadium District Why is Spokane Valley Interested in the Stadium District and Fairgrounds? • Opportunity to increase market share in event hosting and to compete with the Convention Center • Need for renovation or replacement of existing facility • Opportunity to capitalize on existing visitors to the Fair and Expo Center and Avista Stadium • Existing demand in winter could be captured with a new facility • Long-term potential to create a multifaceted stadium or entertainment district Project Characteristics • Demolition of an aging fairgrounds facility • Construction of a new 50,000 square multi-purpose foot building with insulation, concrete floors and other finishes • Increased capacity for 10 to 30 events per year In the baseline scenario, annual visitation is estimated at 57,600, which assumes that the new facility would host 20 new events annually. The "low" and "high" attendance estimates are based on 10 and 30 new events, respectively. Approximately 40% of these visitors are expected to stay overnight in Spokane Valley. Visitor spending is in excess of $3.9 million in the baseline scenario, and includes spending on food and beverage, lodging and miscellaneous retail. At the baseline visitation and spending levels, an estimated 43 FTE jobs could be created with $1.5 million in associated wages. The capital costs required for this project are estimated to be $8.4 million with annual operating and maintenance expenses of $445,000. Operating revenues range from $230,000 to $690,000 annually. Potential Strategy: Work with Spokane County, fairgrounds staff, Avista Stadium operators and surrounding property owners to facilitate development of an overall vision and master plan for the area. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 6 IV. Balfour Park Redevelopment Why is Spokane Valley Interested in redevelopment of Balfour Park? • The City owns a majority of the site and has a vested interest in successfully redeveloping the property • The site is centrally located near the City's new City Hall and Appleway Trail • A conceptual design has been established for the site that included a library/civic use Project Characteristics • Uses: For the purposes of the analysis the following uses are considered: - Library/civic uses - Public Park Space - Public Farmers Market/Market Hall Space • Private redevelopment of the site is studied but not under consideration • Density: modeled at a modest scale to reflect past planning efforts and current buildout patterns near the site Land utilization scenarios represent the various economic activities that may occur on-site and assumers approximately 1/a of the site is dedicated to redevelopment as a civic use. The civic scenario indicates that the equivalent of 30 jobs could be located on-site at the proposed library use. A privately -developed, mixed use commercial scenario is not contemplated for the site. Alternatively, a public market development scenario could result in direct fiscal impacts to the City from sales tax revenue, but would rely greatly on the number of vendors and types of goods associated with a public market. Initial capital costs would depend on the development program of the site with the park component of the site costing approximately $3.9 million and a new market venue costing in the range of $2.8 million to $4.0 million. 111 Potential Strategy: Explore interim, short-term uses of the property for special events, such as a seasonal farmers market; consider implementation of the expanded park portion of the property. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 7 V. Special Events Support Why is Spokane Valley Interested supporting special events? • The Spokane region is known for a variety of special events including major sporting events like Hoopfest • Spokane Valley has a signature event in Valleyfest but lacks other major events • Community input indicates the desire for more local events • Special events can vary greatly in their draw and impact but can be an effective way to attract visitors from outside the area, especially in a place like Spokane Valley with its existing retail draw Project Characteristics • The baseline scenario is modeled after Valleyfest and its overall attendance • Major capital improvements are not required and therefore not included based on conversations with local event promoters and analysis of other major events in the area In the baseline scenario, total visitation is estimated to be 40,000, which assumes support and implementation of a new major event similar in size and scale to Valleyfest. Other modeled scenarios also reflect implementation of a smaller event with 20,000 in attendance and a larger scale event with 80,000 in attendance—the latter represents a major event or festival taking place in the City. The three scenarios modeled reflect varying percentages of overnight visitors ranging from 5% of visitors for the smallest event to 20% of visitors for the largest. Total spending is projected to be $2.6 million in the baseline scenario, and includes spending on food and beverage, lodging and miscellaneous retail. Implementation of an event would not necessarily require capital improvements, but would likely require contributions from the City in the form of lodging tax dollars and in-kind services. Potential Strategy: Conduct meetings with local event promoters to evaluate interest and identify potential opportunities for event hosting in the City. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 8 VI. Arts and Entertainment Venue Why is Spokane Valley Interested in an arts and entertainment venue? • Was cited as a facility or amenity currently lacking in the City by project stakeholders • The City has a limited number of arts venues but is home to an active arts community • Spokane has an existing concentration of performing arts venues to build on • A venue of this type could attract a new demographic of visitors Project Characteristics • Smaller scale venue - 200 seat capacity • The space is assumed to be flexible and would host both performances and private events (rentals) • Would host an "anchor tenant" in the form of a local theater group, orchestra, or other established group with frequent performances, it will also host other performers throughout the year The initial year(s) of operation for this project would likely have lower overall attendance, resulting in negative net operating income. A successful and well - utilized venue of this size would require annual visitation approximately 28,000 patrons (stabilized year). Total visitor spending is estimated at approximately $1.6 million at stabilized operations and includes on-site spending (direct) and off- site spending (associated spending). This level of visitation and spending could create 20 FTE jobs and $638,000 in wages, including those at the venue itself. Much like other projects, initial capital costs are heavily dependent of specific design assumptions; this profile assumes the development of a 200 -seat facility build from the ground up, with total construction costs ranging from $3.1 to $4.5 million (excluding the cost of the land). In order for the venue to be successful, it would need to generate $340,000 annually, assuming the City contributed to 15% of overall operated revenues (based on analysis of similar venues). Potential Strategy: Conduct outreach with local arts, music and theatre groups to evaluate overall interest and potential leadership opportunities. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 9 Exhibit B on the following page summarizes detailed findings for each project analyzed as well as two projects evaluated by Spokane County (see below for more details). The summary findings provide data (where available) for the following topic areas: • Visitation • Economic Impacts • Construction and Operations Plante's Ferry Enhancement and HUB Complex Development. For comparison purposes select findings from a 2016 study commissioned by Spokane County have also been included in the summary analysis. The study titled Feasibility Study for Potential New Outdoor Multi -use Sports Facilities in Spokane County, Washington by Conventions, Sports & Leisure, is a detailed feasibility assessment of two projects under consideration by the County. The projects consist of an enhancement of existing facilities at the Plante's Ferry Sports Complex in unincorporated Spokane County as well as an expansion/development of the existing HUB Sports Complex located in Liberty Lake, WA. Both projects are located adjacent to the City of Spokane Valley. The purpose of their inclusion is to provide context for City of Spokane Valley policy makers. In addition, development of a sports complex (whether indoor or outdoor) was identified as a potential project by tourism stakeholders during Phase I of the project. A sports complex also ranked high among tourism stakeholders and council members in the aforementioned survey conducted for this study. Please note the following when comparing projects from the City of Spokane Valley analysis the analysis commissioned by Spokane County. • Spending patterns between the two studies varies based on the types of projects and overall project methodology • Indirect and induced impacts have a substantial impact on overall spending and different approaches to these impacts were utilized for each study • Estimated jobs from the Spokane County study include full-time and part-time employees Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 10 Exhibit B. Summary of Investment Profiles ANNUAL INVESTMENT SUMMARY COMPARISON Visitation Total Visitors Overnight/Out of Town Estimated Hotel Nights Trails and Arts 397,000 * * Special Events 40,000 4,000 1,400 Whitewater / Waterfront Park 231,600 9,650 1,740 Arts & Enter. 28,000 11,200 4,100 Fairgrounds 57,600 23,000 8,300 Economic Impacts Total Visitor Spending2 $2,572,000 $2,635,000 $2,537,000 $1,640,000 $3,950,000 Wages $986,000 $758,400 $931,000 $620,000 $1,544,000 Jobs Created 32 27 31 20 43 Total Fiscal Impacts $219,000 $221,000 $225,000 $172,000 $437,000 To the City of Spokane Valley $22,000 $21,000 $31,000 $26,000 $56,000 To other jurisdictions $197,000 $200,000 $194,000 $146,000 $381,000 Construction and Operations3 Initial Capital Costs $1.6M to $5.6M * $2.1 M to $2.6M $3.15 to $4.5M $8.4M Annual Operational Revenues * * * $342,500 $460,800 Annual Expenses (City or $4k to $13k $60,000 $180,000 $341,000 $445,000 Operational) Balfour Park4 * * * * * * * $12.5Kto $25K * $3.9M to $7.9 * * Plantes Ferry' Hub Complex 585,469 76,313 10,968 313,150 84,913 11,179 $5,723,438 $6,368,438 $3,245,189 $3,352,982 83 86 $5,861,000 $27,880,000 $1,469,890 $1,277,901 $1,750,352 $1,428,683 1 Values for Plante's Ferry and the Hub Complex are cited from the "Feasibility Study for Potential New Outdoor Multi -use Sports Facilities in Spokane County"2016 Final Report. 2 Total visitor spending includes direct, indirect induced and associated spending on and off-site. 3 Expenses vary by project and represent costs to operate the facility or costs born by the City. Revenues represent operational revenues associated with the project where applicable. Revenues and expenses may be born by the City or an operator. For example, the hypothetical Fairgrounds project would be owned and operated by the County. 4 The analysis of Balfour Park focused on land use scenarios and does not include many directly comparable investment attributes *Values not calculated, see project profile for more details Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 12 Spokane Valley Tourism Analysis Phase H This page was intentionally left blank March 2017 Project Profiles Page 13 PROJECT PROFILES Spokane Valley Tourism Analysis Phase H This page was intentionally left blank March 2017 Project Profiles Page 15 I. WHITEWATER AND WATERFRONT PARK INTRODUCTION The purpose of this study is to evaluate the investment potential of a waterfront park and whitewater course in the City of Spokane Valley. These projects were suggested by a 2016 tourism strategy commissioned by the City. This is a preliminary assessment. Should the City elect to pursue this investment, professional design services and more detailed economic analyses will be required. What is a Whitewater Park? A whitewater park is a place where boaters access constructed whitewater features for a variety of recreational activities, including whitewater rafting, kayaking, canoeing and tubing. Fundamentally, whitewater parks are either built in an existing, natural stream or river or are constructed, self-contained structures that use pumped or recirculated water. Understanding the different types of whitewater parks is important, because each type is characterized by different site and design criteria, operational requirements, costs and user groups. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 16 Natural or Enhanced Whitewater Parks Natural whitewater parks use man-made features or enhancements to create whitewater features (or rapids). These parks come in two varieties—in-channel and bypass parks. IN -CHANNEL In -channel whitewater parks are the most common type and are defined by the placement of structures and other simple modifications to the course of a natural stream or river to produce whitewater features of various sizes and intensities. Examples are relatively common and include the Truckee River Whitewater Park in Reno, Nevada, the Clear Creek Whitewater Park in Golden, Colorado, the Buena Vista, Colorado River Park, Kelly's Whitewater Parkin Cascade, Idaho and the Manchester, Iowa Whitewater Park, among others. This type of whitewater park tends to be less expensive to construct than other types, but becomes cubically more expensive on wider bodies of water. However, the natural flow and slope of existing rivers and streams usually present cost-effective designs. An in -channel whitewater park on the Arkansas River in Buena Vista, Colorado is popular with kayakers, surfers and stand-up paddleboarders alike. Spectators often gather to watch. Though these parks can be difficult to permit due to real and perceived impacts of construction and activity on riverine habitats, they are often the primary option for cities with direct access to open water. BYPASS Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 17 Bypass whitewater parks are so-called because they use a watercourse outside the main channel of the river or stream. These parks can be based on a man-made side channel or a non -natural diversion. They do not rely on the naturally occurring, steep gradients found in mountainous states, but they do tend to have higher construction costs than in -channel parks, and they are sometimes affected by ownership issues since the creation of the bypass channel may be a legacy of hydroelectric generation, wastewater disposal or other similar functions. No bypass channels currently exist in Spokane Valley's stretch of the Spokane River. Pumped or Recirculated Whitewater Parks Pumped whitewater parks are constructed outside the natural course of a river or stream and are entirely self-contained, relying on a pumping system to continuously recirculate the same water through the whitewater course. These facilities are sometimes referred to as "whitewater superparks" and they often include other recreational amenities like zip line courses, mountain bike trails and rock climbing walls, as well as on-site retail and event space. Examples include the U.S. National Whitewater Center in Charlotte, North Carolina, Adventure Sports Center International in McHenry, Maryland, Riversport Rapids and Adventures in Oklahoma City, Oklahoma, and the Olympic venues in Sydney, Australia and London, U.K. Pumped whitewater superparks are typically the most expensive variety of whitewater parks, and are (with the exception of Olympic venues) almost always privately -owned, but they are efficient and allow a tremendous degree of wave customization and flow control. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 18 Above: The U.S. National Whitewater Center, located just outside Charlotte, North Carolina, represents the archetypal whitewater superpark and includes an array of recreational activities and related facilities, plus a self-contained whitewater course. Why is Spokane Valley Interested in a Whitewater and Waterfront Park? There is established interest in a whitewater park in the greater Spokane region, and the City of Spokane Valley is evaluating the feasibility of constructing such a park on its section of the Spokane River. The City's interest stems from several factors. A Recreation Anchor Spokane Valley's fortuitous location on the banks of the Spokane River offers the primary reason why the City is considering construction of a whitewater park. Thanks in part to the river, the greater Spokane region enjoys a thriving whitewater paddling scene. Natural rapids like Bowl and Pitcher, Devil's Toenail, Zoo Wave and Trailer Park, among others, attract locals and visitors alike for exciting rafting and kayaking. In addition, the scenic qualities of the river make it attractive to flatwater paddlers alike. Whitewater features exist within the city limits of Spokane, Spokane Valley, Post Falls and other area communities, but many of the commercial rafting operations Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 19 operate in the lower Spokane River gorge and Riverside State Park. This section of the river offers class III whitewater and is a tremendous paddling asset. The Spokane River through Spokane Valley offers natural whitewater features for paddlers, but also may be a good fit for a constructed whitewater park. The average gradient of the river within the City of Spokane Valley about 12 feet per mile (fpm), but certain sections of the river offer steeper gradients that are better suited to whitewater paddling. An expanded and updated waterfront park also has the potential to serve as a location for events that would bring more day visitors, including races and festivals. The general location specified for this project is depicted in the map below. Exhibit 1-1. Spokane River Whitewater Features Judd's New Hole ys Ccess. A Barker Hood Ac Mini Climax Wave) MISSION AV. Whitewater Play Area City of Spokane Valley • Centennial Tint Access A, NinerAccess Whitewater Play Spot Rapids City Park State property Informal Trail Centennial Trail These activities are important to Spokane Valley residents and visitors and they form the basis for an emerging recreation cluster that includes hiking, biking and skiing as popular pursuits. Many individuals who are interested in recreation enjoy several of these activities, and creating a critical mass of attractions may increase visitor -ship, accelerate business creation and even convince people to relocate permanently to the region. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 20 Past Efforts: A Whitewater Park in Spokane In 2007, area advocacy groups, including the Spokane River Forum, initiated an effort to create a large whitewater park on the Spokane River, downstream of downtown Spokane. The project was conceived as both a recreation amenity and a potential boost for tourism and economic development. Due to concerns about the park's impact on the habitat of native Redband Trout, the City of Spokane did not secure an aquatic lease from the Department of Natura I Resources, and the development of the park has since stalled. Nevertheless, significant local interest in a whitewater park remains, and some locations along the Spokane River may offer park designs that have negligible (or positive) impacts on fisheries. An Identified Economic Development Priority Between 2015 and 2016, the City of Spokane Valley commissioned a tourism strategy. The document included 21 projects for further study, as well as dozens of action items that would support implementation of these projects, and suggested investing in outdoor recreation amenities like waterfront parks and whitewater features to drive tourist traffic and overnight hotel stays. Key stakeholders were surveyed to determine which of the 21 identified projects should be prioritized for immediate study, and of those 21 projects a waterfront park ranked first and a whitewater park ranked eighth. For practical purposes, the City decided to study investment in a whitewater course in conjunction with a waterfront park component. Potential Economic Benefits Proponents of whitewater courses believe that there are significant economic benefits that these courses bring to their communities, and there is a significant body of literature to support these claims with quantitative analyses. Economic benefits accrue because the people who visit whitewater parks spend money at other establishments—to rent gear, purchase meals, and find lodging, for example. Furthermore, because these courses generate significant foot traffic, they create a captive audience for adjacent parcels, potentially leading to redevelopment and increased property and sales tax revenues. In addition to drawing new daytime and overnight visitors, the addition of a whitewater and waterfront park could convert some existing daytime visitors to overnight visitors, increasing their spending locally. The combination of active recreation and other retail and open space amenities also draws spectators to the area; these "dry -side" visitors often outnumber direct park users by five or ten -to -one (S2O Design). Investing in a waterfront park alongside the Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 21 whitewater features is an important consideration in luring these spectators, who are attracted by the whitewater but more directly benefit from standard park amenities like playgrounds and picnic facilities. METHODS AND KEY ASSUMPTIONS Evaluation Approach This investment profile will study several whitewater parks from around the country and will leverage findings from these case studies to estimate the economic impacts of constructing a whitewater park on a selected stretch of the Spokane River within Spokane Valley and a multiuse waterfront park. Findings from the case studies will be supplemented by data from other economic impact studies of existing and proposed whitewater parks, as well as data from Washington State and federal surveys of participation in relevant recreational activities. The key components of the method are outlined below, and are discussed in detail later in this investment profile. • Estimate visitation o Users (daytime and overnight) o Spectators • Assign spending patterns • Estimate attributable spending • Calculate selected impacts Notably, this study focuses on impacts that are relevant to the City of Spokane Valley's decision to invest (or not) in the creation of a whitewater and waterfront park. The findings from this investment profile are not intended to be compared to economic impact studies for other whitewater parks, as they may differ significantly in methodology. Applying the Case Studies This study relies on several case studies to better understand how whitewater parks function, the visitation they generate, and their associated economic impacts. The case studies also provide anecdotal evidence for key design features and associated development. Detailed case studies are included in the project appendix and include the parks: • Truckee River Whitewater Park, Reno, Nevada • Clear Creek Whitewater Park, Golden, Colorado Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 22 • Kelly's Whitewater Park, Cascade, Idaho Key attributes for other parks are also provided in a summary table. The detailed case studies suggest the following lessons for a whitewater park in Spokane Valley. • Amenities are critical drivers of visitation. Nearby parks and local businesses draw spectators, magnifying the park's impact. Parks in Reno and Golden are in downtown locations, allowing for significant riverside development. Kelly's Whitewater Park is outside a small town, but bike and pedestrian connections, as well as a visitor center with retail operations, make the park a multifaceted destination. • Non -paddlers are essential, and park designs should reflect their needs. In Reno and Golden, in particular, inner tubing, swimming, and other activities likely bring more users to the parks than kayaking or rafting. The design for a new park can provide facilities for these users to encourage their participation. • Programming and events improve the financial feasibility. All three parks rely on traffic from multiple competitive events throughout the year. These events can draw hundreds of competitors and thousands of spectators that patronize local businesses. Implementation Opportunities The case studies presented illustrate several types of whitewater parks, which vary not just by park type, but also by their surrounding land use patterns and the degree to which they are developed. In fact, the latter may be a larger factor in their daily visitation and economic impact than is the former, though certainly larger, pumped parks have the ability to avoid major fluctuations in visitation resulting from variable flows, ambient and water temperatures and other seasonal factors, and benefit from a greater capacity to host national and international events. As a general rule, larger parks in more urban settings provide opportunities for greater economic impacts. Larger parks tend to draw higher numbers of visitors, and parks in urban settings are more likely to capture visitor spending before those visitors leave the area. Project Parameters Identifying a Site Given the City's location along the Spokane River, as well as the River's characteristics through the City, a natural, in -channel whitewater park would make the most sense. The section of the Spokane River from N. Flora Rd. to Sullivan Park is approximately 1.4 miles long with an average gradient of 16 fpm. Though this section is longer than comparable whitewater courses, the section does contain a Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 23 series of rapids with steeper gradients that could form the basis for a shorter whitewater play park with sufficient, and more consistent, drop. This section may also offer lower-cost options—such as a slalom course—if permitting for in -river whitewater features becomes infeasible. This stretch of water appeals to other users, as well, such as swimmers and inner - tubers, because the Spokane River above Sullivan Rd. is a losing reach, with colder water percolating through the gravelly soils along the river bed and into the underlying aquifer. This means that water temperatures in this section of the Spokane River remain warmer year-round and are therefore more enjoyable to many river users. This location is characterized by reasonable, publicly -owned access at Sullivan Park, though the park's steep riverbanks present a challenge. To provide excellent access and ensure high visitation, additional improvements with roads, parking and boat access points would be necessary. Surrounding complementary uses are important in driving economic impacts and most Spokane Valley's river frontage is not currently characterized by urban development. However, the case studies make it clear that those impacts are magnified when spectators have a pleasant waterfront park to visit near the rapids, when visitors can find food, equipment and lodging nearby, and when nearby development draws people who may not come explicitly for the whitewater park. To this end, the City should identify sites that are appropriate for complementary development adjacent to and near the site of the whitewater park. Spokane Valley does have a major development site at Mirabeau Point, which is approximately one mile downstream from Sullivan Park. There is a significant opportunity to pursue development that complements the whitewater park and magnifies its economic impact at this site, and future planning efforts for the site should mind the recreational potential of the Spokane River. Preliminary Design Concept This investment profile assumes the following project characteristics: • Improved park facilities: the profile assumes that Sullivan Park would be expanded and improved, with specific improvements including children's' playground equipment, a small boat rental facility, additional benches, tables and fountains and one-time upgrades to existing park facilities. A small, secondary parking lot would be included near the rapids along Flora Rd. and a non -paved trail would be developed along the 1.6 miles of river frontage, from Sullivan Park to the rapids. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 24 Above: The Ocoee Whitewater Center was built to host the whitewater events of the 1996 Olympic Games (Atlanta), which was the first time these Olympic events were held in a natural river. The facility supports the whitewater park today with restrooms, conference space, a gift shop and other amenities. Photo courtesy of murphymountainliving. com. Above: This view of the Spokane River from the Sullivan Rd. bridge (looking east) highlights the section of the north bank that would be utilized as park space in the assumed scenario. • Constructed whitewater features: the profile assumes seven constructed in -channel whitewater features in the Spokane River on the Y2 mile stretch that is characterized by a consistently high gradient Spokane Valley Tourism Analysis Phase II March 2017 Project Profiles Page 25 INITIAL FEASIBILITY ASSESSMENT Market Opportunity There appears to be significant demand for a whitewater park in the area. Based on the 2013 Washington State Recreation and Conservation Office's (RCO) Comprehensive Outdoor Recreation Plan, Washington residents participate vigorously in several activities that could be accommodated by a whitewater park in Spokane Valley. Those activities are listed, along with statewide participation rates and the average number of user days per participant, in Exhibit 1-2. Exhibit 1-2. Washington State Participation in Activities Supporting Whitewater Parks, 2012 Recreational Activity % of Residents Mean Days per Currently Participating Participant Swimming in Natural Waters 35.70% 14.50 Fishing or Shellfishing 34.10% 15.00 Innertubing or Floating 17.10% 8.00 Boating --canoeing, kayaking, rowing or manual craft (freshwater) 9.00% 15.10 Boating--whitewater rafting 2.80% 6.10 Surfboarding 2.10% 6.10 Source: Washington State Recreation and Conservation Office's (RCO) Comprehensive Outdoor Recreation Plan, 2013. Furthermore, the RCO report indicates that only 59% of demand for non -motorized boat access points has been met, and an additional 5.9% of residents indicated that, while they don't currently participate in canoeing or kayaking, they would like to do so. Inner tubing and floating, fishing and canoeing and kayaking are also getting more popular in Washington, as they all ranked higher in participation rate in 2012 than they did in 2002. In addition to established demand, the region also faces little competition. Though there are natural features on the Spokane River that attract whitewater and flatwater paddlers, as well as commercial rafting operations on the Spokane, Salmon and other rivers in the region, the closest whitewater parks to Spokane are in Missoula, Montana (188 miles), Cascade, Idaho (298 miles), Bend, Oregon (389 miles) and Boise, Idaho (415 miles). Given the magnitude of potential demand, it seems that the whitewater features in Riverside State Park and upstream, below the Post Falls Dam, would contribute to a whitewater cluster rather than compete for traffic from paddlers. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 26 Potential Costs Determining specific costs for the construction and operation of a whitewater park in Spokane Valley will require a detailed feasibility study conducted by experts in whitewater park design and construction, as well as landscape architecture. However, there are known cost categories that the City should prepare for, as well as contextual information about the cost of other whitewater parks. Known Cost Categories There are at least three key cost categories that the City should be aware of. These include the following: • Construction: "hard" costs (e.g. materials and labor) and "soft" costs (e.g. permitting) are significant drivers of total project cost. These vary considerably by feature size and type, river size and flow, environmental and regulatory constraints and other factors. Anecdotal evidence from past attempts to create a whitewater park on the Spokane River suggest that permitting costs may be especially significant. Construction costs are also not limited to the whitewater features themselves, but include habitat improvements and landscaping. For this profile, anticipated permitting and construction costs were derived from the case study analysis, interviews with whitewater park designers, and from design documents produced for the proposed Spokane Whitewater Park in 2006. • Facilities and Amenities: Sullivan Park is an existing asset in the chosen location, and already includes the following amenities: o 151 parking spaces o 2 covered picnic shelters with electricity o Picnic tables and restrooms o Spokane River access o Western Dance Hall o Radio Controlled Car Club Track However, further investment may be needed. This profile assumes that new amenities will be added and a new trail will be developed (see: Determining Project Characteristics). Approximate costs for the construction and maintenance of park facilities were provided by the City of Spokane Valley Parks Department. • Land Acquisition: this profile assumes that land acquisition will be necessary to expand Sullivan Park and develop a trail along the Spokane Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 27 River, and the model accounts for the purchase of approximately 15.4 acres. These costs are calculated based on a sample of assessed land values for vacant, riverfront land, though the specific price for acquisition would be subject to negotiation between the City of Spokane Valley and the relevant public and private landowners. In lieu of outright acquisition, the City may be able to negotiate public access to private lands or obtain an easement for trail development. Trail development along the Washington State Parks parcels on the north bank of the river may be critical. • Maintenance: no maintenance costs are anticipated for the in -water whitewater features, but general maintenance costs for access points and other out of water components would require some funding. This assumption is standard for whitewater park planning and design, as demonstrated by the detailed feasibility study of the proposed Spokane Whitewater Park: Generally, whitewater structures are maintenance free. However, periodic inspection and a commitment to the ongoing maintenance of the whitewater park would ensure the integrity of the in -water structures and other features. Responsibility for maintenance of the whitewater park has yet to be firmly established. It will likely involve a partnership with the City Parks Department, the local paddling community and nearby neighborhoods. The Annual River Cleanup conducted in this area over the last three years is a good example of the potential for a partnership. This partnership would provide ongoing cleanup of the in -water structures to remove flotsam and jetsam, as well as removing litter and garbage from the adjacent trail and access points. The City of Spokane would provide maintenance as part of its routine parks and facilities service. No additional costs or annual maintenance fees are anticipated for in -river structures (Recreation Engineering and Planning, 2006). Cost Comparisons Based on the case studies, it is evident that natural, in -channel parks (as assumed here) tend to be more cost-effective than other designs. Pumped superparks can cost upwards of five million dollars; the U.S. National Whitewater Center generates significant revenues, but it cost $38 million to construct and currently costs nearly seven million dollars annually to operate. In -channel parks have seen construction costs as low as $150,000 (Clear Creek Whitewater Park), though the cost of most multi -feature whitewater parks usually exceeds this figure. For example, the 11 -feature park on the Truckee River in Reno, Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 28 Nevada cost $1,500,000 and a single feature—Brennan's Wave—in Missoula, Montana cost $300,000. Though the case studies are not conclusive, they suggest that the improvements to adjacent park space and access points may be larger drivers of cost than the whitewater features themselves. Potential Funding Sources The Spokane River Forum, a local non-profit organization that is interested in paddling opportunities and an advocate of a local whitewater park, had funds available to aid in the construction of this type of facility in Spokane, but those funds may not be available any longer or for a location in Spokane Valley. Some grant funding may be available for projects that include habitat restoration and fisheries improvements in the project design, particularly through the Recreation and Conservation Office. Implementation Considerations Permitting Due to the potential presence of native Redband Trout populations, the permitting costs for a whitewater park on the Spokane River could be significant. S2O Design volunteered a preliminary, non-binding estimate of permitting costs for a park in this location at $600,000-$900,000, largely based on the firm's experience with prior attempts at creating a whitewater park in the greater Spokane region. There is also significant value to fish habitat, both for environmental and recreational reasons. Park designs that improve aquatic habitat, which are typically included in professionally -produced design documents, may help the City navigate permitting challenges while expanding the potential user base and contributing to the City's baseline sustainability. Seasonality Winters in eastern Washington will curtail visitor -ship seasonally. Some dedicated park users will continue to kayak and surf during winter months, but the majority of annual visitation will occur during summer months. This provides some degree of uncertainty regarding potential economic impacts, and requires proactive planning. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 29 Users brave the cold waters of the Clark Fork River during winter in Missoula, Montana. Photo courtesy of riversurfco.wordpress.com. Flow Stability Late summer flows in Spokane Valley can be low. In times of drought, this may limit the usability of and visitation to a whitewater park. Feature design can mitigate the effects of low flows, but severe instances may still curb usage. Adjacent Development Opportunities As noted previously, the selected stretch of river is not characterized by urban development, yet adjacent retail uses typically magnify the economic impacts associated with whitewater parks. Identifying development opportunities near the proposed park will be critical to maximizing the park's potential. COMMUNITY AND ECONOMIC IMPACTS Economic impacts accrue as people visit the whitewater park and spend money at local establishments. This increased spending, in some cases, creates additional employment in Spokane Valley, thereby magnifying the overall impact. Other potential benefits, such as property taxes derived from increased property values, are also important considerations; however, those impacts are outside the scope of this study. Visitation The population aged 15 or older across the Spokane, Spokane Valley and Coeur d'Alene combined statistical area (CSA) as defined by the United States Census is 552,157 (2015). However, not all of these people have an interest in actively using a Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 30 Whitewater park. To adjust for this fact, we use the 2012 RCO report discussed earlier in this study to quantify the population that regularly participates in the activities (Exhibit 1-2) that contribute demand for whitewater parks. Exhibit 1-3, below, identifies a subset of the activities identified in Exhibit 1-2; these three activities are thought to be the principal potential drivers for a whitewater park in Spokane Valley. The remaining activities (in Exhibit 1-1, but not Exhibit 1-2) are negligible for the purposes of calculating economic impacts. Exhibit 1-3. Participation Rates for Core Whitewater Park -Supportive Activities, Washington State, 2012 Activity Percent Whitewater rafting Canoeing, kayaking or rowing Inner tubing or floating Percent of Potential Users 2.8% 9.0% 17.1% 28.9% Source: Washington State Office of Recreation and Conservation, 2013 According to the RCO study, though only 2.8% of Washington residents regularly participate in whitewater rafting, a total of 28.9% of Washington's population regularly participate in activities that could be done at a whitewater park. RCO also provides the average number of days each user spent participating in each activity. Multiplying the percent of interest in a whitewater park by activity with each activity's mean days of use and the total population provides a potential total of 1.6 million visits to a whitewater park developed in Spokane Valley. However, it is very unlikely that any proposed whitewater park would capture every potential user -days. Firstly, the RCO percentages of interest and days of use reflect a sample of a survey and may not directly translate to reality. If the sample is not representative, participation rates and total user -days could be higher or lower than suggested by the study. Secondly, there are other competing sites for canoeing, kayaking or rowing and inner tubing or floating which can also impact the capture of users to a specific whitewater park. For example, some of the total user -days for kayaking and whitewater rafting will be used in Riverside State Park, rather than in Spokane Valley. These stipulations limit the number of visitors to a potential whitewater park in Spokane Valley. The baseline impacts for a whitewater park assume a total yearly usership number of 38,600 of which 75% are assumed to be day visitors (28,950) and 25% are Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 31 assumed to be overnight visitors (9,650). This reflects a capture of 1% of all whitewater visitor days, 2.5% of all canoeing, kayaking or rower visitor days and 2.5% of inner tubing or floating visitor days. While the selected capture rates are low at first glance, the total yearly user figures are very much in line with user ship figures from other whitewater parks around the country with similar metro areas. A further 193,000 visitor -days are expected to use the whitewater park as 'spectators' who do not use the whitewater facilities of the park but would visit the park in some capacity (such as a walk or a picnic). The 193,000 figure represents 5 spectators for each of the 38,600 users. Spending The spending profile for a visitor in Spokane County is calculated separately for an overnight user and a day user. Overnight spending patterns are calculated by looking at the share of overnight visitor spending in Spokane County as estimated by Dean Runyan (2015). The total overnight visitor spending is then calculated across a range of taxable retail sales in Spokane County on a per overnight visitor basis. The day visitor spending profile mirrors the overnight spending profile except for a few key differences. Firstly, a day visitor is assumed to spend no money on accommodations, since they are visiting for just a day and do not stay overnight. Secondly, a day visitor is assumed to spend half as much on food service (such as a restaurant) or food stores (a grocery store) as an overnight visitor. The spectator visitor profile is assumed to reflect 10% of the day visitor spending profile. The low-level spending described in the spectator visitor profile is meant to reflect the fact that many spectators are going to be from around the Spokane Valley area and in many cases, will not spend any money while at the whitewater park. Economic Impacts The combined economic impacts of total user -days and spectator -days is represented in Exhibit 1-4. There are no direct revenues projected because whitewater parks are typically public parks with no admission fees involved but there are associated revenues, jobs and wages based on the typical spending profile for overnight users, day users and spectators for each visitor -day. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 32 Exhibit 1-4. Projected Revenue for a Baseline Economic Impacts of a Whitewater Park (2015$) Estimated Impacts Industry Sectors Impacted Total Impacts (Impacts of Direct, Indirect, Induced & Associated Transportation Arts, Recreation, & Food Service & (Sum of all Industries) Revenues) Retail Sales & Gas Accomodation Food Stores Total Revenue $1,386,000 $71,000 $636,000 $444,000 $2,537,000 Direct Project Revenue $0 $0 $0 $0 $0 Indirect and Induced Revenue $0 $0 $0 $0 $0 Associated Revenue $1,386,000 $71,000 $636,000 $444,000 $2,537,000 Total Jobs 16 8 7 31 Direct Project Jobs - - - - - Indirect and Induced Jobs - - - - - Associated Jobs 16 - 8 7 31 Total Wages $553,000 $31,000 $204,000 $143,000 $931,000 Direct Wages $0 $0 $0 $0 $0 Indirect and Induced Wages $0 $0 $0 $0 $0 Associated Wages $553,000 $31,000 $204,000 $143,000 $931,000 Sources: American Community Survey, 2016; Washington Department of Revenue; 2016; City of Spokane Valley; 2016; Washington Office of Financial Management, 2016; Washington Office of Recreation and Conservation, 2013; Community Attributes Inc., 2016 The impacts from above are compared to the projected costs for the construction, operation and maintenance of these park facilities in Exhibit 1-5. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 33 Exhibit 1-5. Whitewater Impact Summary Table ANNUAL INVESTMENT SUMMARY Visitation Total Visitors Estimated Hotel Nights Visitor Segmentation Daytime Users Daytime Spectators Overnight Users Overnight Spectators Total Attendance Days Low 115,800 14,475 96,500 4,825 0 Baseline 231,600 1,740 28,950 193,000 9,650 High 463,200 57,900 386,000 19,300 0 0 Economic Impacts Total Visitor Spending $1,265,000 $2,537,000 $5,070,000 Direct Spending (on-site) N/A N/A N/A Associated Spending(off-site) $1,265,000 $2,537,000 $5,070,000 Wages $464,000 $931,000 $1,861,000 Jobs Created 15 31 64 Total Fiscal Impacts To the City of Spokane Valley To County and State Construction, Operations and Maintanence Initial Capital Costs Waterfront Park' Whitewater Park $113,000 $16,000 $97,000 $2.1 M to $2.6M $750,000 $1,850,000 $225,000 $452,000 $31,000 $63,000 $194,000 $389,000 $2.1Mto$2.6M $2.1Mto$2.6M $750,000 $750,000 $1,850,000 $1,850,000 Operating Expenses $180,000 $180,000 $180,000 Waterfront Park $170,000 $170,000 $170,000 Whitewater Park $10,000 $10,000 $10,000 Direct Operating Revenues 2 N/A N/A N/A 1 Approximately 67% of intial capital costs for the waterfront park are attributed to land acquisition; pursuing a plan that involves the acquisition of less land would significantly reduce the initial capital costs for park development. 2 Under the assumptions used for this project, the City would not operate any facilities that generate revenue; should the City choose to operate revenue-producing facilities as part of this project, those revenues could be evaluated at a later date. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 34 Qualitative Community Benefits Non -quantifiable benefits include health and wellness derived from recreation and other outdoor activities. Furthermore, health and wellness amenities—particularly in recreation activities—can affect decision-making for individuals and families regarding where they will live, work and play, so the City may benefit indirectly by providing such amenities. These benefits should affect the decision-making process behind investment. Even in situations where the quantifiable benefits don't justify City investment, the combined benefit of qualitative and quantitative impacts may warrant reconsideration. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 35 11. TRAIL DEVELOPMENT AND '' "BLIr ART INTRODUCTION In Phase I of Spokane Valley's Tourism Strategy, Community Attributes identified leveraging existing recreation corridors and trail assets as a key strategy to augmenting the City's regional tourism presence. Specifically, the City should focus on linking green spaces to establish a cohesive recreation network within Spokane Valley. One such example included linking the City's trail network to the popular Centennial Trail through a direct North-South link, providing a dedicated connection for bikers and hikers to explore Spokane Valley. This would allow the City to harness a portion of the 2 million patrons who use the Centennial Trail each year. Implementation of arts in Spokane Valley was also cited as a major component of the Tourism Strategy. The incorporation of art installations along the Appleway trail aligns with the original vision for the trails and overall beautification goals for the City and its public infrastructure. In addition, public art can serve as a draw to public open space and trails, demonstrated in several locations throughout the Pacific Northwest. What are trails and arts in the City of Spokane Valley? The City is interested in exploring implementation of trails and arts in the City, as outlined in the Tourism Strategy recently developed by the City and regional stakeholders. The City wishes to design and develop trail connections to the north and south connecting to river, recreation amenities and neighborhood clusters. As part of trail development, the City wishes to explore feasibility of an arts walk near the City's civic facilities with permanent and temporary exhibits. The analysis focuses on understanding potential impacts of said facilities and success stories from other regions. Why is Spokane Valley interested in trails and public art? An economic analysis of outdoor recreation in Washington State found that, on average, Washingtonians spend 56 days per year recreating outdoors. According to recreation surveys and public land records, there were a total of 446 million participation days' a year spent on outdoor recreation in Washington, accounting for $21.6 billion in annual consumer expenditures in 2014. Walking, running and Participation days are defined as a singular visit to a recreational land or a one-time engagement by one individual in a recreational activity. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 36 jogging, wildlife viewing and photography, and bicycle riding were the top four recreational activities by participation days. In 2014, total outdoor recreation expenditures in Spokane County totaled $1.3 billion (Earth Economics, 2015). Additional trails would allow the City of Spokane Valley to continue to capitalize on its natural assets. Coupling this endeavor with art and historical features could assist the City in continuing to establish a clear regional identity. Currently, the City only has approximately 15 miles of dedicated trails, a large part of which is made up by the Centennial Trail. The City has a relatively small amount of trail offerings but benefits from being adjacent to or directly connected to a number of major recreational amenities, such as the Spokane River and the Dishman Hills. In addition to recreation, the city lacks major non -motorized facilities for bikers like urban trails. A trail and arts walk alone is unlikely to draw significant numbers of out-of-town visitors, but when coupled with other tourist attractions, additional trails and public art has the potential to result in longer visitor stays. In effect, trails and art could augment other tourist features by offering a unique way to further explore Spokane Valley. METHODS AND KEY ASSUMPTIONS Evaluation Approach Evaluation of the project is based on an analysis of two distinct types of projects: arts and trails. There are two key trail typologies for the City to consider: in Spokane Valley there exists a (a) destination recreation trail (the Centennial Trail) as well as well as (b) an urban connector/corridor trail (the Appleway Trail). The former describes recreation trails that span multiple city and county jurisdictions. Urban Connection trails have a wide array of purposes, including linking existing amenities, connecting green spaces, providing non -auto commuter options, increasing beautification and identity within a city, and offering a venue for urban recreation. Common across both trail typologies is how they impact a regional economy. Trails and public art do not have direct revenues (such as admission fees) so all impacts are calculated as associated impacts. In summary, the profile consists of case studies and impacts associated with the following: 1) Development of a north/south urban trail connecting the Centennial Trail to the City's Appleway Trail; 2) Enhancement of the Appleway Trail with public art Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 37 Applying the Case Studies The following section includes a series of case studies that encompass different examples of trail development and public art implementation. The case studies represent a broad range of project types and represent efforts that were led or facilitated by public jurisdictions and/or entities. Because of the complexity associated with development of an urban trail and the variety of forms arts can be implemented, the case studies are organized into the following categories: • Local Trail Infrastructure • Trail Case Studies • Arts Case Studies Detailed case studies are included in the project appendix and include the following locations: Trail Case Studies: • Trail: Boise River Greenbelt Location: Boise, Idaho • Trail: Ruston Way Trail Location: Tacoma, Washington • Trail: Burke -Gilman Trail - Kenmore Stretch Location: Kenmore, Washington Arts Case Studies • Public Art: Tacoma Municipal Art Program & Public Art Location: Tacoma, WA • Public Art: Denver, Colorado Urban Arts Fund Location: Denver, Colorado • Public Art: Joseph, Oregon Art Walk Location: Joseph, Oregon Each case study offers varying degrees of detail and data. Generally, the following information is being collected where possible (see Exhibits 2-1 and 2-2): • Development/implementation costs • Ownership and development structure - who built it, who owns it? • What types of facilities are included? • Operations and maintenance attributes and costs • Impacts associated with the project/facility - Attendance and/or user -ship - Benefits attributable to the project Baseline Regional Trail Inventory Spokane Valley has two primary trails: the Centennial Trail and the Appleway Trail. The Centennial Trail follows the Spokane River, spanning 37.5 miles from Lake Spokane to the Washington/Idaho state line. Once it reaches the state line, it Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 38 connects with the Northern Idaho Centennial Trail. These two portions together total more than 60 miles of recreational trail. Planning for the Appleway Trail Corridor began in 2013. Formerly a rail corridor, the stretch is owned by Spokane County, who agreed that the corridor could be an asset to the Spokane Valley community by converting it into a multi -use trail. The Appleway corridor parallels Sprague Avenue through the heart of Spokane Valley's commercial district. Once complete, the path will stretch 5.2 miles, and provide a non -motorized travel option to connect transit, business districts, and schools (City of Spokane Valley, 2013). In addition to the above trails, there are several proposed trail additions and connections in Spokane Valley. The following links were identified in the City's 2013 Parks and Trails Master Plan: • Great Northern Trail -3 miles, on abandoned rail line from eastern city limits along Boone and Barker, then north along Barker to Mission and Centennial Trail. • Spokane Valley Loop -Eastern Segment -1.5 miles, begins at the Great Northern Trail and travels north to the Centennial Trail. • Spokane Valley Loop -Southern Segment -3.5 miles, runs east -west from Sullivan Road to Dishman Road, generally following 2nd Ave. • Spokane Valley Loop—Western Segment -3.5 miles, runs north -south mostly within the Park Road right-of-way. The trail eventually turns east to connect to Argonne Road where it crosses the River and connects to the Centennial Trail. • Chester Creek Connection -1 mile, connects the Spokane Loop at 32nd Ave. with Chester Creek. • Spokane Valley Loop -Southeastern Segment -4 miles, runs north -south along Conklin and Flora from the Centennial Trail to 32nd In 2013, the Spokane Valley parks and recreation budget totaled $2.6 million, accounting for 6.2% of the total general fund expenditures. In the same year, the City spent approximately $789,000 for park maintenance, which equated to roughly $4,790 per acre of developed park land. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 39 Exhibit 2-1. Trail Case Study Summary Table Attribute Findings Development Costs • One -mile segments of the Appleway Trail range in cost from $1.2 to $1.9 million. • Development costs ranged from $100,000 to $2.5 million per mile for trails that were researched. • Paved trails require significantly more up -front costs than non -paved options. Preventative investments, such as tree root mitigation and appropriate draining to prevent soil erosion and shifting are costly initially, but can decrease future asphalt maintenance costs over the life of the trail. Paved trails are recommended for Spokane Valley. • Development costs are also directly tied to trail width. Multi- modal trails are typically 10-12 feet wide to allow for separate pedestrian and cyclist lanes in both directions. • Trail funding can be derived from a combination of federal grants, non -profits, donations, and city or county budgets. Ownership and • Trails that span multiple jurisdictions rely on multi -county and Management city cooperation. Frequently, non -profits are created to provide additional guidance and oversight to trail development and maintenance. • Trails that are confined to one city are typically solely managed by the local parks and recreation department. Trail Typologies • All trails presented in case studies were paved. • The Boise River Greenbelt is a destination recreation trail, similar in characteristics to the Centennial Trail. • The Ruston Way and Kenmore stretch of the Burke -Gilman Trails are closely related to the Appleway Trail and the potential north/south link between the Appleway and Centennial Trails. Operations and • The Spokane County Parks Department spent an average of Maintenance $2,400 to $2,600 per mile to maintain trails in 2015. • Depending on the type of trail, operations and maintenance have a substantial cost range. For researched trails, these costs ranged from $100 to nearly $1 million (a major trail rebuild) per mile depending on trail attributes and the severity of repairs. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 40 Attribute Findings Visitation Attributes Benefits and Economic Activities Spokane Valley Tourism Analysis Phase H • The presence of lighting, intersections with right-of-way traffic, landscaping, and art increased the cost of trail maintenance. • Operations and maintenance costs are highly dependent on the quality of initial trail development. • The Ruston Way urban trail in Tacoma, WA drew 28,400 visitors from outside the city and 39,200 local resident users in 2010. • Trail counts on the Kenmore portion of the Burke -Gilman Trail totaled an average of 400 cyclists per day during peak season. Peak season is typically defined by May to September, roughly a third of the year. Peak season visitors to Kenmore are calculated to be 43,800 in 2015. • Destination recreation trails have a higher number of annual visitors than urban trails. However, urban trails that connect to larger recreation trail networks can conservatively capture 5-10% of recreation trail ridership. Based on this assumption, a north/south connection could allow the Appleway Trail and associated amenities to draw 100,000-200,000 of the 2 million annual Centennial Trail usership. • Increased patronage of nearby off -trail amenities, such as restaurants and retail • Decreased reliance on cars to travel through city centers • Amplified property values near trails and greenbelts • Augmented community identity March 2017 Project Profiles Page 41 Exhibit 2-2. Arts Case Study Summary Table Attribute Findings Development Costs • Ownership and Management Trail and Art Typologies Operations and Maintenance Spokane Valley Tourism Analysis Phase H Cost of art installations range depends on the type of installation, materials, artist status, and project management fees. Denver examples range from $3,500 for a mural to over $1,000,000 for a large sculpture by a well- regarded artist, with projects spread throughout that range. Another, smaller sculpture from a less well known artist cost $12,000. • The standard artist's fee is 20% of the art project budget. If the artist is physically making the artwork themselves, they should also be paid for materials and labor. • Funds should be set aside at the outset for future maintenance. Both Portland and San Francisco set aside a percentage of their "2% for public art" dedications for maintenance. The Cities of San Jose and Seattle have both hired professional conservators to oversee and make plans for public art maintenance. • In some cities, public art is developed and managed by a local arts agency or commission or a private nonprofit entity. • Depends on the project. For some mural programs, property owners are responsible for art on private property. For other types of art on public property, the City may be the owner. In Joseph, sculptures are donated to the city. • The most successful programs, such as in Joseph, build on existing arts communities. Supporting the arts community itself works hand in hand with a public arts program. • Murals and sculpture are most common for public art, but some cities also commission music and dance performances or temporary art installations in public spaces. These temporary installations can be used to activate underused spaces in cities like vacant storefronts, and draw tourism. • Differs by type of program. In Denver, the City provides funding to artists, but only maintains installations on public March 2017 Project Profiles Page 42 Attribute Findings Visitation Attributes Benefits and Economic Activities Spokane Valley Tourism Analysis Phase H property. Installations are otherwise maintained by the property owner. • According to a 2001 survey by the Travel Industry Association of America, "two-thirds (65%) of American adult travelers say they included a cultural, arts, heritage, or historic activity or event while on a trip of 50 miles or more, one-way, in the past year. This equates to 92.7 million cultural travelers. Of the 92.7 million adult travelers who included a cultural event on their trip, 32% (29.6 million travelers) added extra time to their trip because of a cultural, arts, heritage, or historic activity or event." • Nonprofit arts attendees spend an average of $24.60 per person, beyond the cost of admission. For those living outside the county of the event, this rises to $39.96. (Americans for the Arts, 2012) • Public art installations offer an opportunity to express local identity and define a unique sense of place. • In Denver, murals are funded with a high priority placed on "graffiti hot spots" defined by the Denver Police Department. Student participants in mural painting programs also receive education on the difference between graffiti art and vandalism, and other lessons related to encouraging legal artistic expression. March 2017 Project Profiles Page 43 Implementation Opportunities Implementing Trails and Art Through conversations with the City of Spokane Valley, the Appleway Trail was identified as the best possible location for a concentrated arts walk. The Appleway Trail is an urban connection trail that runs east/west through the primary business corridor in Spokane Valley. To complement this trail expansion, Community Attributes recommends the City consider a north/south connection between the Appleway and Centennial trails. This trail is congruent with the City's Parks and Trails Master Plan for a Spokane Valley loop trail system that encircles Spokane Valley, fully linking the Appleway and Centennial trail systems. Implementing Art Key Considerations Best Practices - Public Art Many cities with large public art programs have plans guiding their programs, similar to comprehensive plans. These plans can guide the goals, management, and funding of public art. Further, they can be used to establish goals and strategies for building on and growing the local arts community. Smaller cities, such as Spokane Valley, have to put a concerted effort into developing funding, design and approval structures. Recently, the City has applied for a New Town Grant to develop an Arts Master Plan, which has an estimated total cost of $100,000. The grant will match Spokane Valley's contribution of $50,000. For specific public art projects, the first step is in researching similar successful projects. There are a number of national public art publications, and Americans for the Arts produces annual lists of notable projects. In addition, public art consultants can be hired to provide guidance in any step of the process. Once the project has been defined, prepare a budget based on benchmarks from similar projects. Project costs can vary widely depending on materials, project type, and the artist's status. The artist should know the full project budget, and additional budgets for future maintenance and management should also be developed. The standard artist fee is 20% of the art project budget. If the artist is physically making the artwork themselves, they should also be paid for materials and labor. A professional conservator can be consulted to advise on the maintenance needs of the artwork. There should be a clear agreement on who is in charge of repairing damaged artwork - typically it should be the artist who created it, another individual approved by the artist, or a professional conservator. This agreement can specify time periods as well, for example stipulating that the artist is responsible for the first year. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 44 Artists can be selected through an open RFP or RFQ process, invitations of pre- qualified artists, or directly approaching an artist. These artists should be selected and screened by an individual or group experienced in the arts, and ideally knowledgeable of the local arts community. Many cities have arts commissions, and some have hired professional conservators to oversee public arts collections, including the City of Seattle. The artist will be bound by a contract, like one prepared for any other design or construction project. This contract should include specific milestones to guide the timing over project, often tied to the release of payment Project Parameters For the purposes of this analysis the following project parameters have been established so the potential so that the potential costs and associated benefits can be estimated. The parameters are based on case study, research, interviews and conversations with City Staff and regional stakeholders and represent realistic scenarios for the City to consider for implementing trails and arts in the City. Programmatic assumptions Trails: North/south urban trail connecting major trails corridors that exist or are under construction (Centennial Trail and the Appleway Trail) Arts: Art installations along the Appleway Trail (an arts walk), which could be implemented on built or unbuilt portions of the trail. Location and Size Trails: A north/south trail connection will likely range between 1 mile and up to 3.5 miles. The total length will depend largely on the location and route and existing right of way constraints Arts: The footprint of the arts installations depend on the form of the art (sculpture, murals, monuments, etc...) and the nature of the installation with options for permanent and temporary exhibits for example. Arts would likely be implemented along a specific and intentional section of trail and based on planning development of the trail would be a 1 mile segment where is concentrated. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 45 INITIAL FEASIBILITY ASSESSMENT The following section provides a cursory review of feasibility for trails are arts implementation in the City. The section is based on the case study research, interview with local stakeholders and knowledge of local planning. Evaluation of the project was based on an analysis of two distinct types of trails: destination recreation and urban connections. The former describes recreation trails that span multiple city and county jurisdictions. These trails are typically destinations for recreators in the surrounding region. Urban connection trails have a wide array of purposes, including linking existing amenities, connecting green spaces, providing non -auto commuter options, increasing beautification and identity within a city, and offering a venue for urban recreation. These trail typologies have differing tourism impacts. Destination Recreation trails have a larger tourism draw than Urban Connection trails as stand-alone features within a city. Urban connections can intersect with destination recreation trails in order to capture some of the users of larger, regional trail networks. These links can connect other tourism amenities, such as parks, retail, and restaurants within cities to potential urban trail users. Expanding the urban Appleway Trail and enhancing it with public art features in addition to a north/south trail connection between the Appleway and Centennial Trail, could create a major recreation destination for the region. Market Opportunity The Centennial Trail draws more than 2 million visitors per year. In addition, trail use is a major recreation activity in Washington State. According to a recent survey state from the Washington State Department of Recreation, over a third of the state's population participates in jogging activities and more than 70% participate in walking activities (Exhibit 2-3). Centennial Trail users, the majority of which are Washington based, enter the trail from the City of Spokane where parking can be constrained and lodging prices are typically higher than in Spokane Valley. An urban arts walk in tandem with a north/south connection to the Centennial Trail could be leveraged to position Spokane Valley as an ideal entry -point to the larger, regional trail network. Alternatively, the proposed north/south connection would be relatively short—between 1 and 5 miles depending on the intersection point—and could serve as an entry point from the Centennial Trail to the City for visitors who desire a break from recreating or need to restock supplies. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 46 Exhibit 2-3. Trail Use Participation Estimate Detail, Washington State, 2013 Recreational Activity Percent of Population Mean Days Spent Annually Participating Walking 71% 97.8 Jogging or running 36% 66 Bicycle riding 37% 35.5 Source: Washington State Comprehensive Outdoor Recreation Plan, 2013; Community Attributes, 2016. Spokane Valley has roughly 15 miles of locally operated trails, equating to an approximate ratio of 6,000 people per linear mile of trail. This ratio is relatively low compared to other cities with similar characteristics to Spokane Valley. Expanding the local trail network would positively impact residents and any other additional tourism projects the City opts to pursue. Potential Costs Proposed development on the Appleway Trail has an estimated average cost of $1.6 million per mile. All planned sections of the Trail are all fully funded. Federal and state grants, private sector contributions, and non-profit support are all viable sources of funding for trail network expansion. Considering the high variability of arts implementation costs, the City should form a committee or non-profit that can provide clear stylistic and cohesive direction for arts projects. This group could be funded through a portion of the City's lodging tax diverted for the specific purpose of arts development within Spokane Valley. The Spokane Valley Arts Council and the Spokane Valley Heritage Museum could be used as resources for these efforts. Development Costs The average costs per mile vary considerably across trails in the region (Exhibit 2-4). The Boise River trail has the lowest estimated average development cost per mile, while the Burke -Gilman trail has the highest average cost per mile. The recent Appleway trail connection developments range in cost from $1.2 to $1.9 million with an average cost per mile of $1.6 million. Spokane County and the City of Spokane Valley were consulted regarding trail maintenance costs. Both the County and City cited the variability of costs based on the location of a given trail. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 47 Exhibit 2-4. Estimated Development Costs Average Development Trail Trail Type Cost per Mile Boise River Destination $107,500 Ruston Way Urban $500,000 Centennial Destination $884,000 Appleway Urban $1.6 million Burke -Gilman - Kenmore Urban commuter, recreation $2.5 million Source: City of Boise, 2015; Metro Parks Tacoma, 2016; Friends of the Centennial Trail, 2015; Appleway Trail Corridor Concept Design Report, 2013; University of Washington, 2015; Community Attributes, 2016. A major variable is the amount of vandalism on a given section of trail, which can dramatically impacts maintenance costs. In Spokane Valley trail maintenance costs varied from $3,000 per mile for the Centennial Trail to $3,600 per mile for the Appleway Trail. Exhibit 2-5 illustrates trail maintenance costs in the County and the seasonal nature of trail usage and maintenance costs in the region. Exhibit 2-5. Average Trail Maintenance Costs, Spokane County, 2016 Trail Type Hard Surface Soft Surface Month (Centennial Trail) (Backcountry January $600 $360 February $600 $360 March $720 $360 April $1,380 $1,800 May $2,025 $2,325 June $2,550 $2,550 July $2,550 $1,725 August $2,550 $1,725 September $1,800 $1,800 October $1,620 $1,620 November $600 $600 December $600 $600 Total Cost per Year $23,595 $21,825 Approximate Mileage we Manz 9 9 Average cost per Mile $2,621.67 $2,425.00 Note: 2016 Estimate for Trail Maintenance costs represent an example of an "average" year. These can easily increase due to weather conditions or concerns from both the public and local officials. Source: Spokane County, 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 48 Costs for arts are highly variable and largely dependent on the type of art location and commissioning costs. Key costs to consider for art installations are the costs associated with installation and upkeep. Because of this variability the City should focus on creating a structure and organization for funding and ownership of arts in public places. In the City of Spokane Valley costs for art installations have been dependent on the type of art, location and required site prep. Estimates for installation and site work ranged from $2,500 to $7,500 (not including the cost of the art installation) COMMUNITY AND ECONOMIC IMPACTS Visitation Potential user attributes: who, where and how many? For the purposes of the analysis potential usership/visitation is driven by the potential for recreation/commuting along trails found in the region. The arts component is assumed to be encompassed by this visitation. The arts installation would provide a civic anchor to draw the large number of users from the Centennial Trail for example. Potential visitation is largely segmented by the following potential users: • Runners • Walkers • Bikers For calculating economic impacts, visitation is simplified to include foot traffic and bicycle traffic. A key component of estimating potential impacts is the amount of visits a particular project can draw. The participating audience of trail users in the Spokane region is significant based on the amount of users found on other trails, like the Centennial Trail. In addition, data on recreation participation in Washington State was collected for the Washington State Comprehensive Outdoor Recreation Plan (CORP) and is leveraged to estimate potential visitors to an urban connector trail in Spokane Valley. Put simply, the potential number of users is estimated based on the regions population and rate of participation in trail activities (walking, jogging, running and bicycle riding). The estimate is based on conservative capture rates of all potential participant days (Exhibit 2-6). Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 49 Exhibit 2-6. Trail Use Participation Estimate Detail, Washington CORP, 2013 Recreational Percent of Population Mean Days Spent Capture Total Potential Activity Type Participating Annually Estimate Participant Days Walking Foot 71% 97.8 0.50% 193,000 Jogging or running Foot 36% 66 1.00% 132,000 Bicycle riding Bike 37% 35.5 1.00% 72,000 Source: Washington State Comprehensive Outdoor Recreation Plan, 2013; Community Attributes, 2016. The estimated annual visits to a trail is estimated at approximately 397,000, which for context is compared to estimates established for the Appleway Trail which were produced in 2015 (Exhibit 2-7). The comparison illustrates the assumption for the new segment and the type of usership estimated for the analysis. The CORP regional demand estimate represents a conservative estimate of potential users on a connector trail, which is less than what might be expected on the Appleway Trail but still a significant number of visitors. Exhibit 2-7. Trail Use Participation Estimate Detail, Washington CORP, 2013 Trip Estimates Activity WA Corp Regional Demand Appleway Impact Analysis Bicycle 72,000 91,615 Foot 325,000 412,085 Total Estimated 397,000 503,700 Source: Economic Benefits of the Appleway Trail, 2015; Washington State Comprehensive Outdoor Recreation Plan, 2013; Community Attributes, 2016. Economic Impacts The following section discusses the potential economic impacts and benefits of implementation of an urban trail and arts along the Appleway Trail. The economic benefits are expressed in the following manner: • Visitor potential (number of visits, overnight stays, users or overall attendance) • Expected revenues for the facility • Direct fiscal impacts (e.g. retail sales taxes, property taxes, etc.) • Employment directly associated with the facility (if applicable) The baseline impacts for a new trail system in Spokane Valley assume a total yearly user ship number of 397,000, which are all considered to be day visitors. This Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 50 reflects a regional capture rate of 0.5% of all walking visitor days, 1.0% of all bicyclist visitor days and 1.0% of jogging or running visitor days (see trail user participation exhibits). The baseline for a new trail system is used in order to represent the possible addition of a north/south trail connection to link the Appleway and Centennial Trails. These capture rates are conservative because many of these activities do not necessarily require the need for a new trail (for example, jogging around the neighborhood could be considered a competitive activity to the use of a new trail). The combined economic impacts of total user -days on a potential trail is represented in Exhibit 2-8. There are no direct revenues projected because trails generally have no admission fees involved but there are associated revenues, jobs and wages based off of the typical spending profile for a trail user located near Spokane Valley's retail establishments. If there are 397,000 visitors in a trail in Spokane valley, the total revenues are estimated to be $2.57 million which supports 32 jobs directly tied to the typical spending pattern of a trail user. A further $931,000 in wages paid out to those jobs. The largest contributor to these impacts are from retail sales with accounts for over half of all projected revenue and jobs and almost 60% of all wages paid out by those associated jobs. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 51 Exhibit 2-8. Trails and Art Impact Summary Table ANNUAL INVESTMENT SUMMARY Visitation Total Visitors Total Attendance Days Low Turnout Baseline Turnout High Turnout 357,000 397,000 436,000 Economic Impacts Total Visitor Spending $2,313,000 $2,572,000 $2,826,000 Direct, Indirect and Induced Spending(on-site) N/A N/A N/A Associated Spending (off-site) $2,313,000 $2,572,000 $2,826,000 Wages $886,000 $986,000 $1,083,000 Jobs Created 29 32 36 Total Fiscal Impacts $196,000 $219,000 $240,000 To the City of Spokane Valley $20,000 $22,000 $24,000 To County and State $176,000 $197,000 $216,000 Construction, Operations and Maintanence' Initial Capital Costs - Trails Development $1.6 to $5.6 Mil $1.6 to $5.6 Mil $1.6 to $5.6 Mil Arts Walk2 $15k to $40k $15k to $40k $15k to $40k Operating Expenses Trails Development $3.6k to $12.6k $3.6k to $12.6k $3.6k to $12.6k Arts Walk (see footnotes) NA NA NA Direct Operating Revenues NA NA NA 1 Development and maintenance costs for trails and art installations is dependent on the size and type of facility. Cost estimates are based on real trail maintenance and development costs found in the City. Maintenance costs for art installations is often associated with vandalism and general upkeep and is dependent on the location and type of art. 2 Based on the cost to install approximately 5 art installations. Costs will vary based on how the art is commissioned and procured. Qualitative Community Benefits The following are the key qualitative community benefits that have been identified for this project: • Increase recreational opportunities • Improved health and wellness for local citizens • Improved access for recreational users and commuters Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 52 Spokane Valley Tourism Analysis Phase H This page was intentionally left blank March 2017 Project Profiles Page 53 III. FAIRGROUNDS AND STADIUM DISTRICT INTRODUCTION The Spokane County Fair and Expo Center, including Avista Stadium, are currently located within the City of Spokane Valley on Spokane County -owned property. These County properties encompass approximately 91.4 acres. The Fairgrounds hosts dozens of events annually, including the Spokane County Fair. These events attract hundreds of thousands of visitors to Spokane Valley each year. Avista Stadium, the home of the Spokane Indians, the Short Season (A) affiliate of the Texas Rangers, is located adjacent to the fairgrounds. The Indians play dozens of games at Avista Stadium between June and September of each year; thirty-eight home baseball games are scheduled for 2017, and the stadium's capacity is about 6,800 people. Avista Stadium is the 6,800 -seat home of the Spokane Indians; the blue roof of the Spokane County Expo Center is visible over the left field walk, and the scenic Dishman Hills can be seen past right field. While the Fairgrounds, Expo Center and Avista Stadium are already one of Spokane Valley's most significant tourism drivers, there may be an opportunity to improve the economic performance of all three through a combination of targeted investment and broad-based economic development planning. The location of multiple facilities in one part of Spokane Valley points, specifically, to an opportunity to create a stadium or entertainment district, though even an investment in a single, strategic facility could potentially draw additional visitors to the area. This investment profile explores these opportunities and the related economic impacts. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 54 A car show drives visitors to the Spokane County Fair and Expo Center, which hosts indoor and outdoor events year-round, in addition to hosting the Spokane County Interstate Fair every September. What is a Stadium or Entertainment District? Increasingly, professional sports stadiums are interested in encouraging the colocation of entertainment uses—such as restaurants, bars, hotels and other retailers—with their stadiums. This has the potential to increase game attendance and capture more spending, especially if visitors enjoy a destination enough to stay overnight. These stadium -anchored mixed-use areas are often referred to as stadium or entertainment districts. Washington residents need look no further than Seattle for an example: the location of Safeco Field and Century Link Field (homes to the Seattle Mariners and the Seattle Seahawks, respectively) has been redeveloped with bars and restaurants, breweries, boutiques, offices and high-rise residences. Similar development patterns are noticeable in Houston, Texas' Ballpark District, Jackson Florida's Sports Complex, Columbus, Ohio's Arena District, Atlanta, Georgia's Ballpark District, Los Angeles, California's L.A. Live and Detroit, Michigan's planned district around the proposed Detroit Redwings hockey area. Smaller cities are capitalizing on these ideas as well, with Reno, Nevada and Lansing, Michigan investing in similar districts. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 55 L.A. Live, developed around the Staples Center in Los Angeles, California, is the epitome of a stadium district. It includes restaurants and other retailers, offices, a theater, hotels and apartments, and a convention center. Compared to stadiums, fairgrounds tend to have unique financial and operational characteristics, and they require a significant amount of land to accommodate a wide variety of year-round activities. However, in certain cases, fairgrounds are finding an economic incentive to locate near stadiums because they can both drive traffic to nearby establishments while sharing resources like parking. The planned Michigan State Fairgrounds (Detroit), the Mid -South Coliseum and Fairgrounds area Memphis, Tennessee, and the Fairgrounds in Nashville, Tennessee offer examples. These examples illustrate that stadiums and fairgrounds are not just compatible, but can be complimentary and can even anchor entire entertainment districts. Why is Spokane Valley Interested in Studying the Fair and Expo Center? Spokane Valley is interested in studying the Fair and Expo Center because few cities benefit from having two major drivers of tourism in such close proximity. These existing assets—the Fair and Expo Center and Avista Stadium—drive hundreds of thousands of unique visits annually. The City's interest in studying the opportunities to expand the Fair and Expo Center stems from a chance to either increase the number of unique visits or to convert existing daytime visitors into overnight visitors. Aside from the opportunity to significantly increase the economic impacts associated with increased daytime and overnight visitation to the Fair and Expo Center, the projects studied herein have been suggested by the recently - commissioned Spokane Valley Tourism Strategy (2016) and have been highly -ranked by key stakeholders. Both an improvement to the Fairgrounds and the development Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 56 of a Stadium District are therefore recognized as key economic development priorities. Spokane County has also indicated that one of the aging existing buildings at the Fairgrounds is in need of extensive work, and that the condition and size of the building prevents the Fairgrounds from hosting additional events. This creates an opportunity for Spokane Valley to get involved. The redevelopment of the Spokane County Fairgrounds and Avista Stadium has the potential to contribute to the long-term vitality of Spokane Valley's tourism economy while helping to define the City's unique identity. This project could be a draw for regional visitors and add value for Spokane Valley residents. Complementary land uses—including retail, commercial, and recreational—on County -owned or nearby privately -held parcels would further augment an emerging fairground and stadium district. METHODS AND KEY ASSUMPTIONS Evaluation Approach This investment profile assesses the economic impacts associated with distinct scenarios for investment in the Fair and Expo Center. The profile relies on data from the Spokane County Fair and Expo Center, the Spokane County Assessor, and several case studies. For each scenario analyzed, these data inform assumptions about facility size and programmatic elements, nearby development opportunities, cost and revenue drivers, anticipated visitation and potential visitor spending. The calculation of community and economic benefits accounts for these factors. Applying the Case Studies Case studies were compiled for four different fairgrounds and/or minor league ballparks throughout the country. The detailed case studies are located in the appendix and include the following: • Reno, Nevada (Reno Aces and the Freighthouse District) • Lansing, Michigan (Lansing Lugnuts) • Vallejo, California (Solano County Fairgrounds) • Nashville, Tennessee (The Fairgrounds Nashville) These case studies suggest the following lessons for the redevelopment of the Spokane County Fairgrounds. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 57 • The colocation of a fairgrounds and a stadium is a unique combination that does not exist in many place, creating a unique opportunity for Spokane Valley and Spokane County • Year-round programming is essential for these spaces, which otherwise are only active during certain seasons or at certain times during the year • Developing a broad range of amenities in and around the Fairgrounds and the stadium will likely lead existing visitors to stay longer, spend more and possibly covert their day trips to overnight stays • Cooperation and partnership with nearby landowners can create a willingness to participate in larger planning processes for entire districts, which may be anchored by a fairgrounds, stadium, or similar use • Regulatory challenges often exist because fairgrounds and ballparks do not always exist in an urban context that supports mixed-use development; creating supportive zoning and development regulations is essential to realizing a larger vision for the district Implementation Opportunities The introduction and the case studies presented in this investment profile illustrate a range of implementation scenarios. Investments in the Fairgrounds and Expo Center could be narrowly tailored and could focus on a single facility, or could be part of a larger effort to create an entertainment or stadium district that leverages existing attractions. This range of opportunities would, of course, result in different economic impacts, but would also require different levels of investment from the City of Spokane Valley, Spokane County, and other stakeholders. Project Parameters The economic impact calculations presented in this profile pertain to a narrowly tailored project, but are compatible with a larger vision for the area surrounding the Fairgrounds, if the City desires to pursue it. This profile assumes that Spokane County would replace the current, aging indoor arena with a new, 50,000 square foot facility. This multipurpose arena would represent an addition of about 26,000 square feet of capacity to the Fair and Expo Center after demolition of the old space, and would include insulation, finished concrete floors and other critical amenities. INITIAL FEASIBILITY ASSESSMENT Market Opportunity Current operators of the Fairgrounds and Expo Center believe there is an opportunity to offer additional events if an appropriate facility can be constructed. The facility, which would be appropriate for hosting trade and livestock shows, concerts and small sporting events, forms the basis for the first scenario analyzed in Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 58 this profile. Henceforth, this scenario is referred to as the "multipurpose indoor arena", as distinguished from a longer-term redevelopment vision for a larger stadium or entertainment district. Potential Costs Direct development costs have not been estimated by Spokane County. The City of Spokane Valley is unlikely to bear a significant portion of these costs in any case, and the City will not bear any costs for associated development on nearby private properties. Nevertheless, a rough estimate of the cost to construct a new structure in its place may fall between $7.5 million and $9.5 million, excluding demolition. Maintenance and operation costs would be borne exclusively by Spokane County. Implementation Considerations Some barriers exist to redevelopment of the Fair and Expo Center, but replacing one aging and dilapidated building with a newer building of larger size is unlikely to face significant regulatory challenges. Spokane County has indicated that grant funding may be available to offset some of the costs associated with such development. Pursuing a stadium or entertainment district would involve regulatory changes, possibly allowing a wider range of uses and higher building intensities in and around the Fairgrounds. Though not proposed for this part of the City, the recently adopted Mixed -Use land use designation may be appropriate for advancing these interests, should the City decide to pursue this district concept. Timing offers another challenge, as stadium and entertainment districts can take many years to develop organically. If the City wanted to speed implementation, it could work with property owners to provide redevelopment incentives or participate in land -banking to ensure that properties are available for a developer that is willing and able to create the critical mass that such a district requires. One final challenge is coordination with the City of Spokane. The western border of Spokane Valley is Havana Street, and the Fair and Expo Center abuts Havana Street on its west side. Redevelopment may require cooperation between the two cities, and a district may be more successful if jointly implemented. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 59 COMMUNITY AND ECONOMIC IMPACTS Community and economic impacts are largely derived from the retail sales and taxes that accrue from visitor spending, as well as from the spending that occurs directly at the Fair and Expo Center or Avista Stadium. The diagram below illustrates these impacts, and the summary table in Exhibit 3-1 describes the potential economic impacts of investment in this new facility, and Exhibit 3-2 quantifies those impacts in relation to approximate costs. Exhibit 3-1. Economic Impacts of Fair and Expo Center Operations Non -Event Income Advertising? Sponsorships? Event Income concessions Merchandise TFkket Sales Rental Fees Local Business Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 60 Exhibit 3-2. Fairgrounds Redevelopment Impact Summary Table ANNUAL INVESTMENT SUMMARY Visitation Total Visitors Estimated Hotel Nights Visitor Segmentation Daytime Visitors Overnight Visitors Economic Impacts Total Visitor Spending Direct, Indirect and Induced Spending(on-site) Associated Spending(off-site) Total Attendance Days Low 28,000 17,280 11,520 Baseline 57,600 8,300 High 86,400 34,560 51,840 23,040 34,560 $1,974,000 $3,948,000 $5,920,000 $609,000 $1,218,000 $1,827,000 $1,365,000 $2,730,000 $4,093,000 Wages $771,900 $1,543,900 $2,316,800 Jobs Created 22 43 67 Total Fiscal Impacts To the City of Spokane Valley To County and State Construction, Operations and Maintanence Initial Capital Costs' Operating Expenses2 Direct Operating Revenues 1 The amount presented represents an average of the high and low cost estimates provided. $220,000 $437,000 $658,000 $28,000 $56,000 $86,000 $192,000 $381,000 $572,000 $8,417,000 $8,417,000 $8,417,000 $445,000 $445,000 $445,000 $230,400 $460,800 $691,200 2 The amount presented represents an average of the high and low cost estimates. Additional data will be provided by the Fair and Expo Center prior to completion of the investment profile. Operating and maintenance expenses and revenues would be born by the County as it is the operator of the facility. Qualitative Community Benefits The Fairgrounds and Expo Center—including Avista Stadium—is already a valued community asset. To the extent that investments can improve the offerings at the Fairgrounds, the community will realize additional benefits. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 61 IV. BALFOUR PARK REDEVELOPMENT INTRODUCTION Balfour Park, located along Sprague Avenue, is a centrally located city owned property. The site is located across Sprague Avenue from the City's new City Hall (currently under construction). The property is made up of five parcels. Two of the parcels make up the existing Balfour Park (located on the eastern side of the property. The remainder of the property is made up of three undeveloped parcels, one of which is currently owned by the Spokane County Library District with the others under City ownership (Exhibit 4-1). Exhibit 4-1. Balfour Park Properties 451.749062 451.74:9059 45174:903 451;74.904 45174.9051 45174:90 451749933 45174.9042 45201.041445201.0311 q•1;a h , 45201.0122 Source: Spokane County, 2016; Community Attributes Inc., 2016 The Balfour Park property was originally purchased with the intent to develop a new library and community Park. The City is now exploring options for use and redevelopment of the property. The City's recently completed Tourism Strategy calls for redevelopment of the property with consideration of tourism supportive uses. The investment profile leverages past planning work on the site to evaluate Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 62 potential long term usage of the site to inform future planning and funding decisions. Below is an excerpt from the City's Tourism strategy illustrating the applicable goal, action and project identified in the plan: 11 GOAL: Invest in long -terms improvement to create a more attractive tourist destination ACTION: 4.3.1 Leverage the New City Hall: Encourage the establishment of a concentrated business district around the new City Hall building by collaborating with developers and land owners. PROJECT IDEA: Develop and implement a redevelopment plan for City owned Balfour Park property and consider a wide range of civic uses and potential public-private partnerships 11 Property Background. A vision and conceptual master plan for the site was approved in 2013 that included detailed plans for the park expansion (see Exhibit 4- 3 on following page). A bond measure was proposed to City voters that same year. The bond measure, rejected by a narrow margin, would have provided funding for development of the library in Balfour Park along with funding for other library facilities/upgrades elsewhere in the City. An additional bond measure was attempted in 2015 and was also narrowly rejected by voters. The City and Library District are now considering their options for the property, including exploration of other funding sources and whether a new library is still feasible from a funding standpoint. The site remains an important option for library, therefore analysis of the site and potential assumes that any future development could include a library use. What could redevelopment of the Balfour Park Property entail? At over ten acres the Balfour Park property is large enough to host a broad variety and mix of uses. Currently zoned Commercial Mixed Use (CMU), a number of commercial uses are permitted on the site. In addition to the aforementioned actions called for by the City's tourism strategy, it also calls for consideration of tourism oriented uses and elements such as a visitor center "launch pad" and a year-round farmers market/market hall (or both) within the City. Those types of uses are also contemplated for the Balfour Park property in the analysis. Based on the past planning for the site and the uncertainty regarding potential future uses CAI Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 63 made the following assumptions to facilitate an evaluation of the site and potential development scenarios: • The analysis is based on the existing design of the property - the library site and park location • The analysis focuses on the use of the library parcel and how it might generate economic activity Exhibit 4-2. By the Numbers, Balfour Park Property 10.97 acres 2.82 acres $22,000,000.00 $10 to $15 million $3,900,000.00 $839,285 Total property acreage Currently owned by Library District Proposed Bond Measure - 2 libraries, 1 upgraded facility Estimated cost of single new library Proposed park improvement costs Cost to purchase land from Library District Source: Spokane County Assessor, 2016; City of Spokane Valley, 2016; Community Attributes Inc., 2016. Spokane Valley Tourism Analysis Phase II March 2017 Project Profiles Page 64 FRE ACCESS ROUTE MEANDERING PATH SYSTEM LARGE OPEN PLAY AREA POTENTIAL FUTURE PARKING EXPANSION STREET TREE- LANDSCAPING AND BUFFER PLANTINGS TRASH ENCLOSURE READING GARDEN, WITH MINI AJPHTEHEATER ADJACENT TO CHILDREN'S ROOM IN LIBRARY NEW MULTIPURPOSE SHELTER WITH RESTROOM/STAGE/MOVIE SCREEN ADJACENT TO PERFORMANCE SEATING SPACE SHARED PARKING FOR LIBRARY AND PARK, 119 CARS Exhibit 4-3. Balfour Park Master Conceptual Plan, City of Spokane Valley, 2014 BUS DROP OFF ACCESSIBLE PARKING SPACES -- MULTL[SE CIVIC PLAZA SPACE T 4YI1H DELORA`IVE CONCRETE RIVER PATT[RN ANN fN TURAL LANDSCAPE BOULDERS SITE I.LI (TING PUBLIC ART OPPCRTLUNIT'I LIBRARY ENTRY PLAZA WITH WATER FEATURE, BUS STOP AND INTERPRETIVE DISPLALV OPPORTUNITIES FRE ACCESS ROUTE CONTROLLED PEDESTRIAN CROSSING AT DARTMOUTH Source: BWA Bernard Wills Architects, 2014. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles SH EL I ER AND PLAZA FRON I NG ONTO OPEN PLAY SPACE NEW BASKETBALL COURT EXPANSION OF EXISTING PLAY AREA/EQUIPMENT EXISTI MG VOLLEYBALL COURT TO REMAIN CHILDRENS SPLASH PAD RECONFIGURED BAL.FOUR PARK PARKING LOT DECORATIVE FENCING AND LANDSCAPING GATEWAY SIGNAGE PHI"HEATER SHARED PARK AND LIBRARY PARKING FOR 99 CARS THE GP.OYE" CDLTURAL HISTORY COURT Page 65 Why is Spokane Valley interested in redevelopment of the Balfour Park Property? The Balfour Park property is a critical investment of the City not only because of the potential economic and recreational activity that could occur on the site but also because of its adjacency to other civic assets. The City's new City Hall facility will be located across the street and the recently developed (and growing) Appleway Trail is also located within close proximity to the property. Funding efforts for the development of a major civic asset, a public library, have fallen short but the City still retains control of any future development of the property and it remains a major asset that the City can leverage. Exhibit 4-4 illustrates the site location and its central location within the City's emerging civic center. Within a ten minute walk are both City Hall and the Appleway Trail. In addition, the site readily accessible to Spokane Valley residents nearby retail concentrations along Sprague Avenue. Exhibit 4-4. Balfour Park Vicinity Map 5 Min WalkTime 10 Min WalkTime Library/CivicUse way Ave ;p ri nq Fi a7•' E AV, E Nix on R., r Pack Pr ery,.: C Ri..n Ee dwc Future City Nall E Sprague Ave Appleway Frail Source: Community Attributes, Inc, 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 66 Evaluation Approach Evaluation of the project is based on an analysis of potential redevelopment options for the property. As there are many options for redevelopment, including the aforementioned library and park concept, the analysis focuses on the potential feasibility and impacts of development at a planning level. The analysis focuses on the types of uses that the site may host, the types of economic activities that could occur on site and where possible, the potential fiscal impacts associated with various uses. The analysis is meant to provide policy makers with an orders of magnitude sense of what is possible on the site and what type of capacity the site has for future development, whether civic or private. Key variables include the following: • Site utilization: the portion of the site dedicated to civic uses, park space and/or private commercial development • Density: What is an appropriate size and scale for the site? For the purposes of the analysis buildout of the size is modeled at a modest scale to reflect past planning efforts and current buildout patterns near the site • Uses: The types of uses planned for the site will in part determine the level of economic impact the site. For the purposes of the analysis the following uses are analyzed in three distinct land use scenarios: - Library/civic uses - Private commercial uses (office and retail) - Public Park Space - Public Farmers Market/Market Hall Space • Economic Activity: Estimates are provided for the types of economic activities that may occur on the site based on a hypothetical buildout program and include the following: - Retail sales activity - Employment capacity - Assessed Value - Property taxes Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 67 CASE STUDIES AND IMPLEMENTATION OPPORTUNITIES The following section includes a series of case studies that encompass different examples of civic spaces and uses. The case studies represent a broad range of project types and represent efforts that were led or facilitated by public jurisdictions and/or entities. Because of the variability and broad spectrum of civic uses that that can be developed by a city or public entity and the many ways in which they can be implemented, CAI analyzed projects that reflect uses that have been previously contemplated by the City (such as a library) as well as uses called out in the City's Tourism Strategy. As such, the case studies include information on: • Public Markets • Library/Civic Centers • Visitor Centers Each case study offers varying degrees of detail and data. Generally, the following information is being collected where possible: • Details on the formation and management of the use/space • Development costs • Attendance/usage • Design/size • Revenues and operations Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 68 Case: Depot Market Square Location: Bellingham, WA The City of Bellingham's farmers market was created in the early 90s in a downtown parking lot. As it became established and popular, the market committee began to work with the City to identify a more permanent location, and the concept for the Depot Market Square was born. The City owned another large downtown parking lot, and agreed to offer the site for the market. The initial estimated development cost for the structure was $2,500,000, of which the City would contribute around $1,950,000 and the market committee would provide the rest through private fundraising. The City's contribution was funded through REET, State CTED, a City Arterial Street Fund, a Whatcom County Economic Development Grant, and a City Wastewater Fund. The shape of the building itself is designed to mimic the historic rail depot which previously occupied the site. The building is 5,200 square feet, with a large area that can adapt to a variety of purposes and seasons, plus restrooms and a prep kitchen. The remainder of the .76 -acre site still operates as a paid parking lot when not in use for the market, but also has permanent shelter structures to support the outdoor portion of the market. The total assessed value of the improvements is currently just over $1 million. The City has retained ownership of the site, and the parks and recreation department manages renting the site for events from weddings to beer festivals. Rents range from $700-$1,000 per day for the building alone, or $1300 for the building and courtyard. The Market Committee has a long term lease for the market's operation. Case: Sammamish Commons Location: Sammamish, WA Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 69 The City of Sammamish is a predominantly residential suburb located east of Seattle and Bellevue. Ten years ago, the City embarked on a plan to develop a mixed use town center, the core of which would be the civic -anchored "Sammamish Commons". The 10 -acre area includes a library, city hall, police department, and YMCA. The local farmers market currently operates in a parking lot on site as well. It is located immediately adjacent to a 30 acre park, and immediately south of what is envisioned to be the future core of the town center. The City issued a bond to help cover the more than $4 million required to acquire the sites for the 10 acre civic portion of Sammamish Commons. The library itself was built on a portion of the property that had been previously been partially developed for a skate park, basketball courts, and climbing wall. The portion for the library was sold to the county library system for $825,000 in 2008, who then developed the library. It is just over 19,000 square feet in size, not including the parking garage. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 70 Case: Nampa Library Square Location: Nampa, Idaho The Nampa Development Corporation (NDC) was formed with the purpose of encouraging the revitalization of downtown Nampa through public- private partnerships. The NDC is an Urban Renewal Agency independent of the City, and works in urban renewal districts defined by City Council. The City's library was popular but crowded and outdated, and the police station also had to be replaced. The newly -formed NDC established the two new buildings as top priority, and made a plan to first develop a new police station, then develop the library on the newly -vacated block of the previous police station. NAMPA PUBLIC LIBRARY The NDC contracted with the Gardner Company to develop the site, and issued a $18.3 -million bond to cover construction costs. In addition to the new library, the development also included a large parking garage and commercial spaces, all oriented around a new public space called "Library Square". When the bond matures in 2031, library ownership will be transferred from the NDC to the City. The new library is twice the size of the previously library, and addresses serious issues limiting the old library, including accessibility issues for people with disabilities. Over the course of the year the new library was first open, the number of card holders checking out materials rose from 4,458 to 5,270, and new registrations went from 350 in August 2014 to 662 in August 2015. This is despite ongoing funding challenges for the library, which have resulted in more limited hours than libraries in neighboring communities. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 71 Case: Pybus Public Market Location: Wenatchee, WA The Pybus Public Market, which opened in 2013, has a similar intent to Seattle's Pike Place Market, with 20 permanent vendors and restaurants selling items ranging from produce to wine, all housed in a 25,000 square foot historic structure. The facility itself was built out of an old steel warehouse, conveniently located a few blocks from downtown Wenatchee just off a popular trail system. The permanent year-round vendors all have spaces inside the building with roll down door fronts, and a farmers market is also operated seasonally outside. It also features a demonstration kitchen for cooking classes. The $10 million project was started by a local businessman, who wanted to provide a venue for quality products from local businesses, as well as support local artisans and nonprofits. He then established a nonprofit organization to run the market, contributed $4.5 million, and won a $1.4 million federal grant. The Port of Chelan County purchased the building, and issued an 80 -year lease to the market nonprofit for operation. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 72 Case: Coeur d'Alene Convention & Visitor Bureau Location: Coeur d'Alene, ID The Coeur d'Alene Convention & Visitor Bureau is located on a .4 -acre lot, on a prominent corner leading into downtown. The building is owned by the local Chamber of Commerce, and in addition to the visitors center, houses the Chamber and has private rented office space. While the property is tax exempt, its total current assessed value is $2.5 million. A comparable visitors center in Casper, Wyoming serves 27,000 people per year, costs $79,000 per year to operate, and requires approximately 1.5 full time staff to operate. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 73 The following table summarizes findings from each case study and organizes them by key attribute. Exhibit 4-5. Case Study Summary Table Attribute Development Costs Ownership and Management Operations and Maintenance Visitation Attributes Spokane Valley Tourism Analysis Phase H Findings • Costs vary depending on the type of project and the nature of the partnership. • A study for a proposed market in Yakima estimated it would cost $7,522,056 to develop a 15,000 -square foot market with basement and mezzanine. Other markets studied ranged from $2.5 million to $10 million. • The City's contribution of a site is a large benefit for the financial viability of a project. This contribution should be quantified when establishing any partnership for development. • In many cases, the City plays a key role in securing a site and leveraging public funding sources on behalf of a private partner. Private donations can also be a significant source of funding in these cases. • Successful partnerships are born out of existing interest which the city can support - an existing farmers market looking to grow or a local businessman looking to invest locally, for example. Ideally, the City isn't creating something out of nothing. • Ongoing library operations can be intensive, and limit the amount of services provided. While the City of Nampa struggles to expand hours in its new library due to funding constraints, the City of Sammamish opted to join the King County Library System to take advantage of a larger network. • The Yakima market study estimated yearly revenues of nearly $450,000 for the proposed public market, with annual operating expenses around $400,000. • In Nampa, Idaho, after a new, modern library was built, the number of new cardholders nearly March 2017 Project Profiles Page 74 Attribute Findings Benefits and Economic Activities Source: Community Attributes Inc., 2016 Spokane Valley Tourism Analysis Phase H doubled and the number of cardholders checking out material rose significantly • A visitor's center in Casper, Wyoming serves 20,000 people per year • These types of projects can serve as catalysts to encourage development in new areas before the market has arrived. In partnering directly with private entities, the city has the opportunity to shape this new development before it happens. • The value of the British Library was estimated to be $4.40 per $1 of budget for one year. (Economic Value of Public Libraries in the UK) A similar study of 17 public libraries in Florida assessed benefits to adult library users, and determined that the libraries created approximately $6.40 in value per $1 of budget. • Libraries can be important workforce development tools, in providing instruction in computer skills, literacy, and language. • Flexible sites can be rented for a variety of events - in Bellingham, site rental is around $1,000 per day. • For every $100 spent at a farmers market, $62 stays in the local economy, and $99 stays in state. (Farmers Market Coalition) • In Iowa and Oklahoma, every dollar spent at farmers markets led to an additional $0.58 - $1.36 in sales at other nearby businesses. (Farmers Market Coalition) March 2017 Project Profiles Page 75 Implementation Opportunities This section needs to describe what the specific implementation of the project looks like (or could look like) in Spokane Valley. As previously mentioned, there is a desire to explore redevelopment of the Balfour Park Property, but the overall mix of uses and vision for the property is still under consideration. Based on the implementation scenarios above, this section defines the most likely scenario(s) for Spokane Valley and assesses the challenges and opportunities for implementation. 1. Baseline: Civic Oriented Redevelopment This scenario assumes that the property is developed with a library and park. This reflects a baseline scenario for the purposes of evaluating the site and also acknowledges the past and ongoing efforts to establish a new library on the site. The scenario also represents the original intent of the property purchase, which originally entailed development of a destination community park. 2. Civic Alternative: Farmer's Market/Market Hall This scenario illustrates a hypothetical development of a permanent year-round farmers market/market hall. The overall concept for the development reflects assumptions developed through case study research and CAI's own experience in developing business plans for local farmer's market organizations. 3. Mixed Use: Commercial Oriented Redevelopment (not under consideration) This scenario assumes a hypothetical mixed use development on the portion of the property currently owned by the Library District. It maintains the overall footprint of the original park plan but assumes redevelopment of a portion of the property for office and retail. It also maintains space for a smaller civic component such as a visitor center or community meeting space. Note: The scenario is not considered desirable by the City based on current market conditions. In addition, the City own relatively little property in the City and has prioritized civic uses for the property. The scenario is included here for illustrative purposes only. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 76 PROJECT PARAMETERS AND FEASIBILITY ASSESSMENT Project Parameters For the purposes of this analysis the following project parameters have been established so potential costs and associated benefits can be estimated. The parameters are based on case study research, interviews and conversations with City staff as well as review of past planning efforts for the Balfour Park property. Programmatic Assumptions As previously mentioned, the site is assumed to maintain a public park component. The previously adopted master plan for the site and current parcel ownership structure drive the analysis of potential land utilization. Exhibit 4-6 illustrates the scenarios that drive potential programming of the site. Exhibit 4-6. Site Utilization by Scenario, Balfour Park Property Use Scenario 1 Scenario 2 Scenario 3 Sq Ft % Sq Ft % Sq Ft Office 0% 0 0.0% 0 5.0% 23,886 Retail 0% 0 0.0% 0 20.0% 95,544 Civic 26% 124,207 26.0% 124,207 0.0% 0 Park 74% 353,513 74.0% 353,513 75.0% 358,290 Total 100% 477,720 100.0% 477,720 100.0% 477,720 Source: Community Attributes Inc., 2016. Of note is the inclusion and evaluation of a public farmer's market/market hall concept. The scenario is included for illustrative purposes and is meant to represent a realistic development scenario that could be accommodated on the Balfour Park property. More detailed planning and analysis would be needed to fully assess the feasibility of a permanent farmer's market concept. In addition, no project partners have been identified to lead development or operations of such a facility. Such facilities are driven not only by visitation and the ability to attract local, regional and out of town shoppers, but also their connection to local food producers and farmers. Exhibit 4-7 summarizes farmer's markets in Washington State (including year round facilities) and their distribution by total sales. Only 16% of markets in Washington State generated more than $500,000 annually, with more than half generating less than $250,000 annually. A year round permanent facility would likely need to have broad public support and participation. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 77 Exhibit 4-7. Farmers Markets by Total Annual Market Sales, Washington State, 2013 Sales Category Number of Markets Percentage $5,000 or less 3 3 $5,001 to $25,000 13 15 $25,001 to $100,000 23 26 $100,001 to $250,000 18 20 $250,001 to $500,000 17 19 Over $500,000 14 16 Total 88 100 Source: Washington State University, 2013. Development Costs Development costs will vary greatly depending on the type of development and management structure of the property. Development costs will also depend on whether the City elects to act as a developer of the land versus a land owner that leases the land. Past planning work on the site provided cost estimates for the park portion of the property, providing a realistic estimate of what it may cost for the City to improve that portion of the site. Below is a summary table of development costs to consider (Exhibit 4-8). Exhibit 4-8. Potential Development Costs, Balfour Park Property Improvement Type Cost range Total Per Acre/SqFt Park Improvements $3.9 million $350,000 per acre Library Development1 $10-$15million $300 or more perSqFt Market Hall Development2 Variable $140- $200 1 Based on informal estimate of cost to develop single new library 2 Market Hall development costs are highly variable and dependent on the structure type and format. Costs shown are based on case study research as well as a review by City of Spokane Valley permitting staff. Source: City of Spokane Valley, 2014; Spokane County Library district, 2015; Community Attributes Inc., 2016 Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 78 Ownership and Operations Property ownership is currently split between the City and the Spokane County Library District. The agreement between the City and the Library District calls for the City to maintain control of the entire property for buyback of the Library District portion if a library is not to be developed. With a planned public park and civic component it is likely that the property or a portion thereof will remain in public ownership. The analysis herein assumes that a public park will be developed on a majority of the site. The library or civic portion of the property (currently owned by the Library District) is evaluated for other uses in private development and development of other civic uses. Ownership and management options for any future civic or private uses may range from land leases, land sales or ownership/management by the City itself. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 79 ASSESSMENT OF IMPACTS The three scenarios considered for the Balfour Park Property are outlined in Exhibits 4-9 through 4-11. Each exhibit illustrates the how the potential utilization of the site may drive future economic activities and fiscal impacts accruing to the City. The analysis does not account for all economic activities that may be associated with the hypothetical buildouts, but provides a comparison of different uses and the primary drivers of economic activity associated with each. Of importance is the assessed value and associated property taxes generated by a given use and the ability of the site to generate retail sales on site and in turn driving taxable retail sales in the City. Also considered is the amount of employment that could occur on site. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 80 Scenario 1 - Baseline Civic Oriented Redevelopment As previously mentioned, this scenario provides a baseline understanding of the original development plan for the site developed in 2013. The site is dedicated to public uses with ownership of a substantial portion of the property remaining with the Library District. Exhibit 4-9 illustrates the site buildout as previously planned. Although a library use would not have direct impacts on property taxes or retail sales, the library would relocation would add significant employment to the site. It is also important to note that the current Spokane Valley Branch is among the busiest and most well utilized library branches in the entire Spokane County Library District, meaning the library use would drive significant visitation to the property. Exhibit 4-9. Land Use Analysis, Existing Civic Redevelopment Scenario 1- Existing Site Plan Site Utilization and Uses Site Utilization Use (% Distribution) Civic (Library) 26% Park 74% Assessed Value Use Site Utilization Total Square (SqFt) Bldg. Footprints Height/Floors Footage 124,207 30,000 1 30,000 353,513 400 1 400 100% 477,720 30,400 NA 30,400 Potential Taxable Annual Est Ass Value Assessed Value Local Levy Property Tax Uses exempt from local property taxes Taxable Retail Sales Potential Retail Sales/ Total Retail Sales Use SqFt Potential Civic and park uses will not generate taxable retail sales Direct Employment Capacity Employment Use SF /Job Capacity On -Site Civic (Library) 1,000 30 Source: Community Attributes Inc., 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 81 Scenario 2 - Civic Alternative Farmer's Market/Market Hall The second scenario modeled illustrates a hypothetical scenario in which a portion of the Balfour Park property is developed as a year-round farmer's market/market hall. The hypothetical concept illustrates a publicly owned model (meaning no property taxes) but assumes that the space would serve as a driver of retail sales. The market size is based on markets either proposed or developed in Washington State in cities like Bellingham, Yakima and Wenatchee. For the purposes of the analysis, the market concept shown assumes overall visitation of approximately 150,000 people per year (based on visitation at other similar facilities) and sales per square foot of $150 annually. It is important to note that such a facility would require a more detailed and comprehensive analysis and business plan. Such facilities vary greatly in form and operations and include other major revenue sources beyond taxable retail sales, such as facility rentals and event. Exhibit 4-10. Land Use Analysis, Civic Alternative w/Market Concept Scenario 2 - Farm - arket/Mar ' - - Site Utilization and Uses Use Site Utilization Site Utilization Total Square (% Distribution) (SqFt) Bldg. Footprints Height/Floors Footage Civic Space (Market) 26% 124,207 20,000 1 20,000 Park 74% 353,513 400 1 400 100% 477,720 20,400 NA 20,400 Assessed Value Potential Taxable Annual Use Est Ass Value Assessed Value Local Levy Property Tax Uses exempt from local property taxes Taxable Retail Sales Potential Retail Sales/ Total Retail Sales Use SqFt Potential Civic Space (Market) Park $150 $3,000,000 $0 $0 Economic Activity of New Commercial Space Use Civic Space (Market) Employment SF / Job Capacity On -Site NA 2-5 Source: Community Attributes Inc., 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 82 Scenario 3 - Alternative Mixed Use Commercial Oriented Redevelopment Scenario 3 illustrates a hypothetical development scenario wherein a portion of the site is privately developed with retail and office uses. The park portion of the site is assumed to remain the same in terms of size and scope as scenario 1. The scenario reflects a conservative buildout of retail and office on the site based on a .5 FAR and calls for approximately 50,000 square feet of retail and 12,000 square feet of office development. This mix of uses is meant to illustrate the relative impact that this kind of private development might have. The feasibility and success of any such development would require a willing private partner and would be subject to market conditions and successful recruitment of commercial tenants. Exhibit 4-11. Land Use Analysis, Private Alternative (for comparison only) Scenario 3- Mixed Use Site Utilization and Uses Use Office Retail Park Assessed Value Site Utilization (% Distribution) 5% 20% 75% 100% Site Utilization Total Square (SqFt) Bldg. Footprints Height/Floors Footage 23,886 11,943 1 11,943 95,544 47,772 1 47,772 358,290 400 1 400 477,720 60,115 NA 60,115 Potential Taxable Annual Use Est Ass Value Assessed Value Local Levy Property Tax Office $164 $1,957,064 1.5255 2985.500664 Retail $141 $6,746,329 1.5255 10291.52442 Taxable Retail Sales Potential Retail Sales/ Total Retail Sales Use SqFt Potential Office $0 $0 Retail $300 $14,331,600 Economic Activity of New Commercial Space Employment Use SF /Job Capacity On -Site Office 300 32 Retail 800 60 Source: Community Attributes Inc., 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 83 INVESTMENT SUMMARY Exhibit 4-12 provides an overall investment summary for the Balfour Park Property, reflecting potential costs and impacts associated with two development scenarios analyzed for the site. Unlike other investment profiles developed for the overall analysis, this investment summary does not depend on potential visitation to the site, but rather potential redevelopment scenarios and land uses. It is important to note that any civic use on the property will generate visitation to the site and therefore likely result in ancillary spending impacts at surrounding uses. The impacts themselves on local businesses and municipal finances will largely be dependent on the type and scale of the facility. Exhibit 4-12. Balfour Park Investment Summary Table ANNUAL INVESTMENT SUMMARY Scenarios Land Utilization 1. Civic 2. Public Market Office 0% 0% Retail 0% 0% Civic Space 26% 26% Park 74% 74% Building SqFt by Use Office 0 0 Retail 0 0 Civic Space 30,000 20,000 Park 400 400 Jobs (Capacity)2 30 2to5 Fiscal Indicators Property Tax Potential $0 $0 Sales Tax Potential $0 $12.5Kto$25K Construction, Operations and Maintenance Initial Capital Costs $3.9M $6.7M to $7.9M Annual Expenses3 $36,000 $36,000 1 The analysis of Balfour Park redevelopment was conducted based on two land use scenarios (with a third scenario not shown here). Economic impact indicators differ from other methodologies and represent the potential impacts associated with potential land use scenarios and building uses. 2 Employment for Scenario 1 describes the potential employment capacity of the site base don the staffing needs of a new library. Scenario 2 illustrates the potential full time employment associated with market operators/staffing. 3 Annual expenses represent the cost to maintain the park based on data provided by the City of Spokane Valley Source: Community Attributes Inc., 2016 Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 84 Spokane Valley Tourism Analysis Phase H This page was intentionally left blank March 2017 Project Profiles Page 85 SPEC -AL EVENTS INTRODUCTION Special events are a key component of the City's Tourism Strategy. The goal of growing Spokane Valley's presence in regional events and promoting local destinations is aimed at leveraging the potential assets of the City's existing event spaces. Tourism stakeholders cited a lack of new special events in Spokane Valley and described the need to promote more events that take place within the City limits. Applicable Phase I Strategies • Grow Spokane Valley's presence in regional events and promote local destinations. • Sustain Spokane Valley's existing high-value and high-volume tourism segments. • Create new attractions that assert Spokane Valley's position as a superior tourist destination. During development of the City's Tourism Strategy stakeholders stated that new special events should complement Valleyfest and the Annual Cycle Celebration. Of these, Valleyfest is the largest, most established event the City hosts. Stakeholders suggested the City should focus on Spokane Valley's recreational amenities and access to other tourist attractions in the development of a new event. Such a focus would build on the City's existing success with Valleyfest. In order to understand the potential for a new event, the following analysis delves deeper into the two above events in addition to a survey of other annual regional events in the Spokane and Coeur d'Alene region. The analysis culminates in an examination of three hypothetical special event scenarios and their potential impacts on the local community. How can the City support and promote Special Events? There are a number of approaches to how City's support the implementation of special events. In order to facilitate the establishment and continued success of a new special event, the City of Spokane Valley could develop a funding strategy, likely from lodging tax revenue streams. One approach leveraged by Cities is the formation of special events management committees or boards that oversee the continued development of new special events and their access to public funds and Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 86 facilities. The subsequent analysis will explore other city -led events throughout the region to better understand their cost and benefits. In addition, regional event stakeholder feedback suggests Spokane Valley has ample public open space well-suited for another event on the scale of Valleyfest. Flat green space with simple stages for music performances coupled with ample electrical hookups throughout are the preferred characteristics for hosting a new event. For example, based on these traits, the City has vacant land across from City Hall that could potentially play host to a new event. Why is Spokane Valley interested in supporting special events in the City? Special events can vary greatly in their draw and impact but can be an effective way to attract visitors from outside the area, especially in a place like Spokane Valley with its existing concentration of retail anchors. The Spokane region is known for a variety of special events, including major sporting events like Hoopfest; food festivals like Pig Out in the Park; and cultural celebrations like Oktoberfest and the Chinese Lantern Festival. Those events impact hotel stays and retail establishments in Spokane Valley and have a proven track record of success. As existing events expand or new ones are proposed Spokane Valley should be an option for event promoters to consider. In addition, Spokane Valley has a signature event in Valleyfest and an up and coming event in Cycle Celebration but lacks other major events. Augmenting its existing catalogue of special events could lead to additional tourism spending in Spokane Valley on lodging and retail. Investing in new, unique special events would also help Spokane Valley to carve a regional niche and develop a distinctive identity for the City. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 87 METHODS AND KEY ASSUMPTIONS Evaluation Approach This profile is primarily based on an inventory of annual, reoccurring special events in the Spokane Valley, Spokane, and Coeur d'Alene region as well as analysis of special event operations and implementation. A taxonomy of these special events by size, location, time of year, and type of activity is provided later in the section. Where available, admissions costs are also included for these events. Recommendations for new special events in Spokane Valley are based on market opportunities determined from the analysis of existing events and festivals in the region. Valleyfest is used as a size and scale baseline for several portions of the analysis including in development of special event scenarios described later in the analysis. Economic impacts are estimated based on three event scenarios and their potential attendance. Similar to other project profiles, the impacts are dependent on spending at the event or outside of the event during an attendee visit to the event/facility. The key components of the method are outlined below, and are discussed in detail later in this investment profile and appendix. • Estimate visitation - Daytime - Overnight • Assign spending patterns • Estimate attributable spending • Calculate selected impacts A comparison of other cities' investments in special events versus their recouped costs is also provided to estimate potential revenue streams for a new event. As previously mentioned, the research conducted is intended to build upon the analysis of three hypothetical special event scenarios, wherein the impacts and costs of special events is analyzed based on overall event attendance. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 88 Applying the Case Studies The following is a representation of regional events in Spokane Valley, Spokane, and Coeur d'Alene. The focus is on annual, reoccurring events because the City has expressed an interest in furthering its regional presence and identity through a premier event that draws regional visitors. We begin with a close examination of Spokane Valley's two premier events. Valleyfest Valleyfest began in 1990 with the goal of showcasing and celebrating Spokane Valley's assets. At its inception, the event was a one -day festival. Over the years, it has evolved into a three-day showcase with a budget in excess of $200,000. A 2013 Economic Development Report found that Valleyfest had an average impact of $1.8 million per year on the Spokane Valley economy through hotel/motel stays, restaurant patronage, and retail purchases (Source: Valleyfest, 2016). 03) *l1eyfsf At Valleyfest 2015, there were 280 separate booths featuring arts and crafts, social services, commercial vendors, and sponsors. Parade attendance totaled approximately 10,000 individuals, including the thousands of people who were in the parade itself. Mirabeau Point Park attendance during the three-day festival was between 30,000 and 35,000 people, making it Spokane Valley's largest special event. Revenues and expenses for the event were around $211,000 and $150,000, respectively. In 2016, sponsor -related income accounted for almost one-third of Valleyfest-wide income, the largest source of income for the event. Valleyfest is not yet self-sufficient, and relies on lodging tax revenue for funding. Valleyfest is a 501 c(3) nonprofit organization, and the event is largely run by volunteers—volunteer hours totaled more than 5,300 for Valleyfest 2015. In addition to volunteers, two part-time staff plan the event with interns from local education institutions. 2016 Valleyfest wages totaled $22,000 for the two part-time staff. Key Takeaway. To parallel the City's desire to further establish Spokane Valley's identity and celebrate its assets, it would be beneficial to pursue development of a multi -day event similar in structure to Valleyfest. Valleyfest's growth since the establishment of Spokane Valley as a city in 2003 has been impressive. Creating a new, recurring event dissimilar to any other in the greater Spokane region has significant economic development potential. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 89 Spokane Valley Cycle Celebration The Cycle Celebration began in 2013 in SV,4Ve 'kQnpartnership with Valleyfest to celebrate the Y, , tenth anniversary of the City of Spokane Valley. Riders can choose between a 10 -mile, 25 -mile, or 50 -mile bike ride. All cyclists begin at the Centennial Trail Head across from Mirabeau Point Park Meadows. The goal of the event is to highlight the Centennial Trail, Spokane River Trail, and Spokane Valley's trail system to a regional audience. t Cycle Celebration 2016 had roughly 300 registered riders. Of these, approximately 40 participants traveled 50 miles or more to attend the event. It is estimated that Cycle Celebration resulted in 15 paid lodging nights, where one lodging night represents one or more persons occupying one room for the night. The 2016 Cycle Celebration broke even—income and expenses related from the event both totaled $9,000. Key Takeaway. Cycle Celebration represents an example of local event promoters leveraging the success of an existing event. A similar example could be followed for future events. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 90 EVENT Overview of Annual Regional Events Exhibit 5-1 provides a summary of major events in the Spokane region with attributes focused on the type of event, location and overall annual attendance. The analysis provides an overview of the large slate of events that take place in the region and the location and season they are concentrated in. Many of the events are registered nonprofits including Valleyfest, the Bloomsday Run and Art on the Green amongst others. Exhibit 5-1. Special Event Summary Tables, Spokane Region DESCRIPTION LOCATION TIME OF EST. ADMISSION YEAR ANNUAL COST ATT. BLOOMSDAY RUN LILAC FESTIVAL PRIDE WEEKEND CAR D'LANE HOOPFEST SPOKANE VALLEY CYCLE CELEBRATION A 12 -kilometer run that begins and ends in Downtown Spokane. This is the cornerstone event of a weekend that features several tradeshows. Downtown Spokane Early May A weeklong festival that Spokane coincides with lilac blooms. Highlights include a car show, a parade, and restaurant events. The event features several Riverfront Park, parade floats, live music, Spokane dance performances, art vendors, and a beer garden. 50,000+ Race registration is $18; spectators are free Third week in 150,000 Free May Second week in 6,000 Free June A classic car show that Downtown Coeur Father's Day 35,000 Car cruise and features numerous d'Alene Weekend show entry is vendors, a parade, and $35; spectators award show. are free The world's largest 3 -on -3 Downtown Spokane Last weekend 250,000 $0-$180 basketball tournament. in June depending on team ability/age Participants explore Centennial Trail, Late July 300 $20 Spokane Valley during 10- Spokane Valley mile, 25 -mile, and 50 -mile bike ride options. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 91 EVENT DESCRIPTION LOCATION TIME OF YEAR EST. ANNUAL ATT. ADMISSION COST ART ON THE GREEN TASTE OF THE COEUR D'A L E N E'S IRONMAN COEUR D'ALENE SPOKANE COUNTY FAIR CHINESE LANTERN FESTIVAL PIG OUT IN THE PARK VALLEYFEST OKTOBERFEST HOLIDAY LIGHT SHOW FIRST NIGHT NEW YEAR'S EVE A three-day celebration of arts, featuring hundreds of booths, food, and children's art projects. Numerous food and craft vendors feature their products during a weekend -long festival. A 2.4 -mile swim, 112 -mile bike, and 26.2 -mile run all completed in succession. A traditional fair that has more than a 100 -year tenure. The event features lantern displays, traditional Chinese arts performances, and interactive activities. A 6 -day food festival that begins in late August. A weekend -long event celebrating local businesses and people. Festivities include hot air balloons, a parade, live music, fishing, and more. The German -inspired event features German beer, food, singing, and dancing. America's largest floating holiday light and laser show. The New Year's celebration features more than 50 performers and artists and 150+ shows. Spokane Valley Tourism Analysis Phase H North Idaho College Campus, Coeur d'Alene Lakeside Park and Downtown, Coeur d'Alene Coeur d'Alene First weekend 50,000 Free of August First weekend 50,000 Free, tasting of August fees range in price End of August 15,000 $655+ Fairgrounds, Spokane Early to mid - Valley September Riverfront Park, Spokane Riverfront Park, Spokane Mirabeau Point Park and CenterPlace, Spokane Valley 190,000 $7-10 Mid -September 80,000 through late October Labor Day Late September $10-15 per day; $60 for the whole festival 200,000 Admission free, $9.95/tasting 35,000 Free; various activities range in price Spokane Convention Late 8,000 Center September/ early October Lake Coeur d'Alene Thanksgiving 30,000 weekend through Christmas Downtown Spokane New Years 35,000 March 2017 Project Profiles Weekday: $10; weekend: $15 GA Lake cruises are $7.50 per child and $22.25 per adult $15, kids 10 and under are free Page 92 Implementation Considerations The following is a summary of key considerations for the City to consider when evaluating implementation of special events. This includes topics ranging from funding to permitting and operations. • Sponsorships. Similar to Spokane Valley's budget for Valleyfest, sponsors are an integral source of funding for the aforementioned events. In particular, reaching a regional market requires the financial boost of sponsorships to supplement the host city's contribution. In exchange for financial support, these sponsors are typically featured prominently in event advertising and/or receive premier vending spots. • Marketing. Recruiting participants, vendors, volunteers, and other crucial event components requires a targeted marketing plan. Traditional methods of outreach, such as television, radio, and print advertising are important, however, social media presence is crucial. • Staffing. Host cities or counties typically reserve a minimal number of part- time staff to chair event production. Parallel to Valleyfest's structure, a significant number of the events described in Exhibit 5-1 have dedicated non-profit operations that employ 1-2 part-time employees. This number is inadequate to run an event with thousands of attendees. As such, these events can rely heavily on volunteers at each stage: planning, production, operation, maintenance, and deconstruction. Alternatively, many of the region's larger events hire paid promoters and organizers. • Location. Interviews with event marketers and producers yielded a preference for open, flat event spaces with ample electrical hookups. Some of the case study events, such as the holiday light show in Coeur d'Alene and the athletic events, require more specialized facilities and equipment. All the events described above are purely outdoor or indoor/outdoor in order to accommodate larger crowds. Spokane Valley should leverage its many parks and open spaces, such as the vacant property across from City Hall, as potential event sites. • Parking. Spokane Valley residents and regional visitors are likely to drive to an event. The City has an advantage in this category—there is ample parking in Spokane Valley, particularly compared to neighboring Spokane and Coeur d'Alene. • Permitting and ticketing. Permitting for an event is crucial, especially if alcohol is involved. In the interest of flexibility, the City should pursue permitting alcohol consumption in its parks when associated with a special event. Ticketing is also key, whether they're sold online or at the door. A local Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 93 event promoter expressed frustration with other jurisdiction's event restrictions surrounding permitting and ticketing. For example, there are cities where all events hosted have to use the same online ticket processer, which takes a portion of each sale. The permitting City in turn expects the event promoter to absorb this cost. If the City of Spokane Valley can be flexible throughout its permitting and ticketing processes, it will have a regional advantage in recruiting new events. • In-kind services. As the City of Spokane Valley continues to explore methods for funding special events, it may be able to negotiate providing in-kind services, such as waving street closure and police presence fees for events, in lieu of the full monetary contribution. As the City's capacity to establish continued funding for events continues, it should budget for such expenses. City Services and Contributions There are a variety of unavoidable direct costs associated with hosting special events, specifically: • Building and/or site rental costs • Permit fees • Police costs for crowd control and security • Insurance coverage • Specialized audio or visual equipment rental • Marketing costs There are also several indirect costs to consider depending on the type of event. These can include, but are not limited to: • Personnel and supply costs for signage and marketing • Barricades and enclosure costs • Street signal modification for closed streets • Street sweeping • Personnel and overhead costs related to sponsorships • Salaried City employees involved in event planning and volunteer management Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 94 City funding of special events varies greatly and there is a broad range of approaches taken by cities across the country. An analysis conducted for the City of Portland illustrated the range of cost recovery for a variety of special events nationwide. The majority of cities surveyed in the analysis recuperated between 30% and 90% of the full cost of the event. Seattle, Tacoma, and Spokane all fell within this category. Notably, only three of the surveyed cities reported full cost recovery (Exhibit 5-2). The study illustrates that cities consistently support special events through in kind services and funding, but the rate at which they do so varies greatly. Exhibit 5-2. Estimated Percentage of Cost Recovery for Surveyed Cities, 2009. Full Cost Recovery 30-90% Cost Re cove ry Less than 30% Cost Recovery Las Vegas, NV New Orleans, LA San Francisco, CA Albuquerque, NM Austin, TX Charlotte, NC Cincinnati, OH Cleveland, OH Denver, CO Eugene, OR Fort Worth, TX Houston, TX Indianapolis, IN Kansas City, MO Minneapolis, MN Nashville, TN Oklahoma City, OK Sacramento, CA Seattle, WA Spokane, WA Tacoma, WA Tucson, AZ Milwaukee, WI Portland, OR Source: City of Portland Special Events Program, 2009. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 95 A common source of funding for special events is through local lodging tax revenues. One such example is the City of Scottsdale, AZ which hosts a number of major events annually. The following exhibit (Exhibit 5-3) illustrates the number of overnight room stays required to cover the costs of three events of varying sizes in Scottsdale. In order to recuperate 30-90% of the cost of an event solely through lodging tax revenues, the City of Scottsdale would need to generate 797 to 2,391 room nights for an event that cost the City $30,000. Exhibit 5-3. Funding Levels and Room Night Requirements, Scottsdale AZ, FY 2015/16 Special Event Average Daily Scottsdale Sales Required Room Funding Room Rate & Bed Tax Rate Nights $30,000 $169.90 6.65% 2,656 $15,000 $169.90 6.65% 1,328 $5,000 $169.90 6.65% 443 Source: City of Scottsdale, 2015 Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 96 INITIAL FEASIBILITY ASSESSMENT Market Opportunity and Project Parameters The market opportunity for special events can be measured in a number of ways. For the purposes of this analysis Community Attributes conducted a cursory review of event potential by examining current offerings (see profile of major regional events in Exhibit 5-1). Exhibit 5-4 summarizes major regional events by total estimated attendance while Exhibit 5-5 categorizes the events by major category. Attendance 300,000 250,000 200,000 150,000 100,000 50,000 0 Exhibit 5-4. Event by Attendance, Spokane Region, 2015/2016 i 1 a° .�a, oa c. - ,s,. eS� °o �' oe a`t SAS xt QSti °� ��e 5aaa4 c4Qy` �ee�m aiatT �Qo4E ��&' t� aP¢<,z' t' e Jc�F offer �eQ ��\4,k 9Oe� �`4 e�th tC �a e G ce c e ev (p Q,t . vi e 4c� eye ,� `od° L° at'e ,, Opti O §- fie, �Gi - kwre e „.1;1, 4�, �,0 `�~ mac to 44 5 y� Event Source: City of Spokane, 2016; City of Spokane Valley, 2016; City of Coeur d'Alene, 2016; Community Attributes, 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 97 It is possible to do a cursory evaluation of the saturation of events by typology. Niche events, holiday events, and food and drink festivals represent the most promising categories to pursue for the creation of new event in Spokane Valley. Exhibit 5-5. Regional Events by Category Athletic Events Cultural Celebrations Bloomsday Run Hoopfest Cycle Celebration Ironman Coeur d'Alene Pride Weekend Chinese Lantern Festival Oktoberfest Holiday Events Holiday Light Show First New Year's Eve Food/Drink Festivals Taste of the Coeur d'Alene's Pig Out in the Park Fairs and Regional Lilac Festival Celebrations Spokane County Fair Va I I eyfest Niche Events Car d'Lane Source: Community Attributes Inc., 2016. Potential Costs Special event production costs vary widely by the type, size and scale of a given event. Key factors include: • Location • Number of attendees • Staffing requirements • Permitting fees • Donations and volunteer opportunities • Facility improvements (tents, stages, etc.) Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 98 Exhibit 5-6 details the costs associated with services and facilities that could be potentially required for the three scenarios of events analyzed. The costs are largely based on the current services and funding provided by the City for Valleyfest and represent a point of reference for potential future contributions and the type of financial assistance that may be required. A detailed breakdown of costs and revenues associated with Valleyfest are provided in the project appendix. Exhibit 5-6. City Funding Scenarios City Cost by Type and Scenario Potential Contribution City Costs by Event Size Low Event Baseline Event High Event Lodging Tax by Event Size Low Event Baseline Event High Event Combined City Funding by Event Size Low Event Baseline Event High Event $13,000.00 $26,000.00 $52,000.00 $18,000.00 $37,000.00 $73,000.00 $31,000.00 $63,000.00 $125,000.00 Source: Community Attributes Inc., 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 99 COMMUNITY AND ECONOMIC IMPACTS Community and economic impacts are largely derived from the retail sales and taxes that accrue from visitor spending, as well as from the spending that occurs directly at the event itself. The following section discusses potential visitation to a special event and the impacts associated with its implementation via the economic impact summary table. In addition to estimating visitor spending, the analysis is also based on the following: • The baseline scenario is modeled after Valleyfest and its overall attendance • Major capital improvements are not required and therefore not included based on conversations with local event promoters and analysis of other major events in the area • Special events will likely require City services in the form of management and coordination or other in kind services Visitation and Spending The ability of an event to draw patrons is a key driver of the economic impacts associated with it. Visitation to the hypothetical event is reliant upon a number of factors, including the type of event, its intended audience and its ability to draw local, regional and out of town patrons. Out of town visitation is largely dependent on the uniqueness of the event when compared to other regional offerings. The events as modeled illustrates three sizes of events (see Exhibit 5-7) and varying scenarios of spending (at the event versus outside the event) The smaller event assumes a more localized event with more spending directly associated with event activities. The other two events are larger in scale with more out of town visitation and associated spending. This figure does not represent a demand assessment for such events in Spokane Valley, rather it represents the number of visitors that various events might draw (if successful) based on attendance figures for other events in the region. It is important to note that attendance values this substantial would require that the given event be effectively managed and marketed, likely requiring the leadership of a paid event specialist. In many cases, the ability for an event to draw people requires multiple years of implementation and buildup to full/peak attendance, which is the case for many successful events in the region. Exhibit 5-7. Visitation Scenarios, Special Events Event Typology Assumptions Low Scenario Baseline High Scenario Scenario Attendance 20,000 40,000 80,000 Proportion of visitor spending directly at event 75% 50% 50% Out of town/overnight visitors 5% 10% 20% Source: Community Attributes Inc., 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 100 Economic Impacts The following table summarizes key attributes of a new a special event in Spokane Valley for each scenario modeled and includes details on visitation, economic impacts as well as potential financial contributions by the City. It is worth noting that as the event size grows, the number of projected overnight visitors also increases. For a more detailed breakdown of potential revenues and impacts refer to the project appendix. Exhibit 5-8. Special Events Summary Table ANNUAL INVESTMENT SUMMARY Total Attendance Days Visitation Small Event Medium Event Large Event Total Visitors 20,000 40,000 80,000 Estimated Hotel Nights 1,400 Visitor Segmentation Daytime Users 19,000 36,000 64,000 Overnight Users 1,000 4,000 16,000 Economic Impacts Total Visitor Spending Direct, Indirect and Induced Spending (on-site) Associated Spending (off-site) $1,259,000 $2,635,000 $5,650,000 $729,000 $1,500,000 $3,095,000 $530,000 $1,135,000 $2,555,000 Wages $359,600 $758,400 $1,660,400 Jobs Created 14 27 62 Total Fiscal Impacts To the City of Spokane Valley To County and State Construction, Operations and Maintanence' Initial Capital Costs Operating Expenses City Services Lodging Tax Funds Direct Revenues $101,000 $221,000 $486,000 $9,000 $21,000 $53,000 $92,000 $200,000 $433,000 NA NA NA $31,000 $63,000 $125,000 $13,000 $26,000 $52,000 $18,000 $37,000 $73,000 $476,750 $964,750 $1,968,500 1 Costs for special events are highly variable and depend on the type of activity, venue and financial resources. An example of recent funding by the City of Spokane Valley for ValleyFest included the following: $36,600 in lodging tax funds and $25,774 in City services such as police, transportation, or other minor city services. Source: Community Attributes Inc., 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 101 Qualitative community benefits Beyond the potential economic and fiscal impacts of special events, community impacts would also be felt by residents and visitors. Potential qualitative community impacts include: • Growth in the City's overall brand and name recognition • Special events could help distinguish Spokane Valley from the region and heighten awareness of its offerings and amenities • Provide more entrepreneurial opportunities for small businesses that can leverage special events to reach a broader and more diverse audience • Expose the City to a more diverse range of demographics and household types • Opportunity for the City to participate directly in the expansion of cultural amenities without requiring major upfront investment Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 102 Spokane Valley Tourism Analysis Phase H This page was intentionally left blank March 2017 Project Profiles Page 103 VI. ARTS AND ENTERTAINMENT VENO INTRODUCTION An arts and entertainment venue was identified as a project for consideration during Phase I of the Tourism Strategy. Tourism stakeholders cited a lack of such facilities in Spokane Valley and also described the need for a facility that could serve existing arts groups and organizations. The Tourism Strategy called for an assessment of the following: Develop a multifaceted arts and entertainment venue in partnership with local arts organizations, galleries and theatre production companies. The analysis should focus on a potential facility and operational attributes. What would an Arts and Entertainment Venue look like? An arts and entertainment venue can take many forms and several facility types are discussed later in the profile. For the City of Spokane Valley the analysis focuses on development of a performing arts oriented towards a local theatre, music and other types of performances. There are a number of such facilities located throughout the region and there are also examples of City's serving in leadership roles for such facilities across the state. The facility imagined for the purposes of the analysis reflects this and is analyzed to realistically portray how such a facility might be implemented in the City of Spokane Valley. Why is Spokane Valley interested in Arts and Entertainment Venue? During development of the City's retail strategy (see Spokane Valley Retail Strategy, 2015), Community Attributes identified arts and entertainment as an area where the City could improve retail sales and overall trade capture. Specifically, the City could focus on developing more attractions related to performing arts venues, museums and other similar facilities that are more prevalent in Cities like neighboring Spokane. This analysis is designed to complement approaches developed in Phase I of the City's tourism strategy. In summary, rationale for consideration of such a venue included: Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 104 • Such a venue was cited as a facility or amenity currently lacking in the City by project stakeholders • The City has a limited number of arts venues but is home to an active arts community • Spokane has an existing concentration of performing arts venues to build on • A venue of this type could attract a new demographic of visitors METHODS AND KEY ASSUMPTIONS Evaluation Approach Evaluation of the project is based on an analysis of other local theatre and entertainment venue options in the area as well as case studies of similar venues recently developed by cities or public entities across the state. In addition, where available operating budgets and pro formas were leveraged to help develop a realistic operating pro forma for a venue in Spokane Valley. The case study research is leveraged to define venue typologies as well as development and operating attributes. An overview of facilities in the Spokane region also provides background on competing revenues and overall market opportunity in the City. In summary, the analysis draws upon other venues operating in Washington State to define a potential venue for Spokane Valley. A hypothetical operating pro forma is developed to illustrate the operational attributes of such a facility based on the proposed venue size. If desired, future analysis could focus on a more detailed assessments of project partners, facility location, design and size needs. The analysis herein provides an orders of magnitude assessment of size, cost and operations of such a venue. Applying the Case Studies Exhibit 6-1 details findings from several case studies conducted for the analysis. The case studies draw from local communities as well as similar facilities found throughout Washington State and the country. Complete case studies can be found in the appendix. • Case: Federal Way Performing Arts Center Location: Federal Way, WA • Case: Kirkland Performance Center Location: Kirkland, WA • Case: Spokane Civic Theater Location: Spokane, WA • Case: The Modern Theater Location: Spokane, WA and Coeur d'Alene, ID • Case: Edmonds Center for the Arts Location: Edmonds, WA • Case: Jack's Urban Meeting Place (JUMP) Location: Boise, ID • Case: Arlington Arts Incubator Location: Arlington, VA Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 105 Exhibit 6-1. Case Study Summary Table Attribute Findings Development Costs • Development costs are varied, and depend on both scale and facility typology. Ownership and • In many cases, the facility will be owned by the City, either Management directly or through a Public Facility District, and have a lease or other agreement with a nonprofit arts organization for facility management. Other common ownership and management structures, not all necessarily applicable to a city -backed project: o Private philanthropy funding for facility development, nonprofit ownership and management o Single entity models: ■ Nonprofit ownership and management ■ For-profit ownership and management o No one physical facility, government entity facilitates finding free and low cost spaces for arts groups Operations and • In 2012, the 1,600 -seat Martin Woldson Theater at the Fox in Maintenance Spokane employed 11 full time staff. Visitation Attributes Benefits and Economic Activities Spokane Valley Tourism Analysis Phase H • The Spokane Civic Theatre draws 35,000-40,000 audience members per year (Spokane Journal of Business) • The Federal Way Performing Arts Center estimates a range of approximately 108,000 to 130,000 in annual attendance including conferences and other events • The Edmonds Performing Arts Center most recently estimated annual attendance at 65,000 • The City of Federal Way estimates that construction of its new Performing Arts Center will pump $59 million into the economy, including: o 389 construction -related jobs and 35 permanent positions o Will leverage the creation of nearly 1,500 new permanent jobs from related new development • The Martin Woldson Theater at the Fox has an estimated economic impact of $16 million annually (Boise report, 2012) March 2017 Project Profiles Page 106 Implementation Opportunities The typical civic -backed performing arts venue will be appropriate for a range of events. While it may have an "anchor tenant" in the form of a local theater group, orchestra, or other established group with frequent performances, it will also host other performers throughout the year and rent the facility to outside parties. In these cases, the City will typically retain ownership of the facility, either directly or through a Public Facilities District. The latter is more common due to the increased funding options and business opportunities available to PFDs. There will then typically be a nonprofit organization formed to manage the facility - booking acts, coordinating facility rentals, raising funds for operation, etc. This organization may have a long-term lease of the facility. In addition to supporting the venue through ownership and maintenance with the PFD, cities typically contribute a portion of required annual operating funds. The portion required will depend on the specifics of the case, and will decrease if other funding partners using the space like educational institutions and foundations can be found. The facility itself may be new construction, or developed through adaptive reuse or renovation of an existing facility. Below is a summary of management typologies surfaced through case study research: • PFD ownership of facility, nonprofit long term lease for operations • Private philanthropy funding for facility development, nonprofit ownership and management • Single entity models: o Nonprofit ownership and management o For-profit ownership and management • No one physical facility, government entity facilitates finding free and low cost spaces for arts groups Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 107 Project Parameters Exhibit 6-2 provides a hypothetical operating pro forma for a 200 seat arts and entertainment venue. The pro forma includes an estimate of initial year operations as well as those at stabilized operations. It is important to note that the pro forma is based on case study research and operating pro formas of existing or planned venues in Federal Way Washington, Edmonds Washington and Kirkland Washington. The pro forma illustrates what would be required for a successful venue and also illustrates the subsidy that would be required for such a venue on an annual basis. In the case studies analyzed cities contributed to annual operating budget of the facility, in the range of 10-15% of total venue operating budgets. Exhibit 6-2. Potential Operating Pro Forma, Spokane Valley Arts and Entertainment Venue Operating Pro Forma Venue Seats Square Footage Visitation 200 9,000 Initial Year Stabilized 15,000 28,000 Operating Revenue Ticket Sales/Fees 27% 27% Rental Revenue 17% 21% Concessions & Advertising 7% 8% Contributions -Operating* 48% 44% Total Operating Revenue $180,259 $342,527 Operating Expenses Salaries & Benefits 43% 42% Presenting, Education, Theatre Expense 23% 22% Advertising & Marketing 10% 10% Operations, Box Office, Concessions 20% 21% Development, Volunteers 4% 5% Total Operating Expenses $232,362 $341,286 Net Operating Income ($52,103) $1,241 *Assumes Citycontributions to operating budget of 10%-15%oftotal revenues with amount declining overtime Source: Community Attributes Inc, 2016; City of Federal Way, 2013; Edmonds Performing Arts Center, 2013; Kirkland Performing Arts Center, 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 108 INITIAL FEASIBILITY ASSESSMENT Market Opportunity Measuring the market opportunity for an arts and entertainment venue such as the one modeled for the analysis requires an in-depth review of supply and demand. Supply can be assessed by reviewing current offerings in the region and the number of opportunities people have to attend local theatres for music, plays and other similar events. Exhibit 6-4 on the following page provides an overview of regional arts and entertainment venues along with their location, size and usage. The Spokane region has venues ranging in size, function, operation and tenant. The City of Spokane is home to the most venues with larger performance venues like the Knitting Factory and the INB Performing Arts Center playing host to major touring acts. Smaller venues are also prevalent and range in size from approxi mately 80 to 300 seat venues. Spokane Valley is home to Ignite! Community Theatre with a 100 - seat auditorium hosting the community theatre group. An evaluation of demand focuses on local demographics and spending power. In 2015 CAI conducted a retail analysis for the City and found that the City performs well in overall retail trade capture for a number of major retail spending categories. One category that lagged was capture of spending on arts and entertainment, especially when analyzing the City's ability to draw from the larger Spokane region (Exhibit 6-3) Exhibit 6-3. Spending per Capita Comparison, 2014 FOOD AND BEVERAGE STORE. ACCOMMODATIOIS PERFORMING ARTS, SPECTATOR SPORT£ IMF inininininininininininougli $323 $2,039 Spokane Valley $0 $500 $1,000 $1,500 $2,000 $2,500 Taxable Retail Sales Per Capita Source: Community Attributes Inc., 2015; Washington Department of Revenue, 2014. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 109 Exhibit 6-4. Existing Spokane -Area Venues Venue Name Location The Bartlett Spokane Bing Crosby Theater Spokane Blue Door Theater Ignite! Community Theatre Spokane Spokane Valley INB Performing Arts Spokane Center Knitting Factory Spokane Spokane Liberty Lake Theater Liberty Lake Spokane Martin Woldson Theatre at the Fox The Modern Theater Coeur Coeur d'Alene d'Alene The Modern Theater Spokane Spokane Service Station Spokane Spokane Civic Theatre Spokane Stage Left Theater Spokane Source: Community Attributes, 2016 Spokane Valley Tourism Analysis Phase H Capacity 150 people (standing room only) 756 seats 82 seats 100 seat auditorium in Spokane Valley Partners building 2700 seats 1,500 people (standing room only) Leased space in former warehouse 1600 seats 160 seats 250 seats Auditorium seating 400 as a theater, conference room, convert venue accommodating 1,100 standing people Two auditoriums, one with 336 seats and the other with 85 seats 62 seat theater in converted retail space March 2017 Project Profiles Usage Concert venue and bar Local theater, smaller touring acts, film, community events Improv theater Community theater Large events, including Broadway, national touring acts, ballet, conventions. Concert venue Community theater Spokane Symphony & Opera, other symphony groups, weddings, community events Professional theater Professional theater Concert and event venue Community theater Theater Page 110 Potential Costs Costs for performing arts venues vary greatly depending on the size, type and overall design of the facility. CAI has analyzed development costs of a number recently developed facilities and found that development costs for a ground up facility would likely be in the range of $350 to more than $500 per gross building square foot (Exhibit 6-5). Alternatively, development costs would likely be less if the City or leading arts organization elected to remodel or repurposes an existing facility. Facilities in the Spokane region, such as the INB Performing Arts Center in Spokane are owned and operated through a Public Facilities District, while smaller community theatres like the Spokane Civic Theater as well as the Ignite Theatre group in Spokane Valley are funded through ticket revenues, donations and volunteer efforts. Exhibit 6-5. Potential Development Cost Range, Spokane Valley Arts and Entertainment Venue Development Costs (new facility) Low High Notes Total Cost per Square Foot $350 $500 Based on costs found in recently developed Estimated Cost $3,150,000 $4,500,000 facilities and surveys of historical costs Documented City Contribution to 10% - 15% of Revenues Based on Federal Way performing Arts Operations center detailed revenues estimate Source: Community Attributes Inc., 2016; City of Federal Way, 2015; RS means, 2016; Implementation Considerations Theater Group Typologies and Business Demands Type. Theater groups can be roughly divided between professional and community theaters. As the name implies, professional theater groups hire and pay professional performers and techs, while community theaters are more dependent on volunteers. While community theaters do not have the financial burden of a large payroll, costs for theater productions are still high. For one, the cost of securing the rights to the well-known plays and musicals that will attract new potential season ticket holders runs in the thousands of dollars. (Though this is dependent on a number of factors, including ticket prices and number of performances.) Revenue. Ticket revenue is typically not enough alone to cover the costs described above. Other common sources of income are corporate sponsorships, local government contributions and grants, individual donors, and facility rentals (for those groups that own their facilities, which is rare). The Spokane Civic Theater also rents pieces from its extensive costume library to the public. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 1 1 1 Management. Due to the high costs, difficulties in management over time, and specific talent requirements, (Directors, choreographers, musicians, etc.) it is very difficult to start and sustain a theater group, whether professional or community. To maximize the potential for success, cities seeking to promote performing arts will invest where there is existing interest and energy. Arlington County, Virginia has six principals that guided the development of its successful Arts Incubator, which are outlined below: 1. Generate support for the arts 2. Seek out untapped resources 3. Connect arts support to community benefit 4. Maximize resources through creative sharing 5. Adopt a flexible approach to arts support 6. Enable artistic risk taking Theater Typologies and Design The appropriate size and form of a theater is highly dependent on the types of performance and desired audience experience, which will have implications on the acoustics, space, and equipment required. As a result, it is critical to have an idea of performance types and audience sizes, including how variable they could be, before settling on a theater design. Non-musical theater is highly adaptable to different venues, and many smaller theaters (Typically seating between 50 and 400) can operate out of converted spaces like retail storefronts and industrial parks. Such theaters can range from being completely flexible "black boxes", where the audience and performers occupy the same space, to more standard orientations with fixed seating and raised, separate stages. There is likely only one level of seating, but not always, and certain orientations are better for productions involving music than others. When theaters reach the 300-900 seat range, seating will typically be in multiple levels, and stages tend to be of the "proscenium" type, where the stage and auditorium are essentially in two separate, adjoined "rooms". There are many variations of theaters this size to serve specific purposes, like opera houses and symphonic concert halls. The largest theaters, in the 1,200 -2,400 -seat range, are often designed to serve multiple purposes - symphony, opera, musical theater, ballet, and other large scale productions. While acoustics are heavily influenced by the needs of symphonies, these theaters are also designed to be adaptable to many types of performance, both in terms of spaces and acoustics. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 112 COMMUNITY AND ECONOMIC IMPACTS Community and economic impacts are largely derived from the retail sales and taxes that accrue from visitor spending, as well as from the spending that occurs directly at the venue itself. The following section discusses visitation to the venue and the impacts associated with its operation via the economic impact summary table. Visitation The amount the facility is visited is a key driver of the economic impacts associated with the facility. Visitation to the hypothetical venue is reliant upon a number of factors, including the management of the venue and its ability to draw local, regional and out of town patrons. The venue as modeled assumes that upon stabilized operations the venue would draw approximately 28,000 visitors per year, which would be a combination of performances and rentals. This figure does not represent a demand assessment for such a venue in Spokane Valley, rather it represents the number of visitors that would be required to make such a facility successful. The value is based on other venues and the rate at which people visit, rent and attend events (Exhibit 6-6). It is important to note that attendance at this rate would be challenging and require that the venue is well -used by both local theatre groups and touring acts as well as other parties using the facility for rentals. For example, at stabilized operations the facility would need to host events approximately 150 times a year. This value is reflective of other venues in the state. In general, such facilities require relatively high rates of usage in order to drive sufficient revenues. Exhibit 6-6. Arts and Entertainment Venue, Visitation Assumptions Theatre/Music Production Year 1 Stabilized Notes Ticket Price Average $12.00 $12.00 Number of Annual Events 100 150 Occupancy 75% 80% Estimated Visitation 15,000 28,000 Based on ticket prices found at other venues in Spokane Area Based on programs for other similar theatre venues (Edmonds, Federal Way) Assumes that events are on average well attended Represents estimates of total potential visitation to the facility including rentals Source: Community Attributes Inc., 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 113 Economic Impacts The following table summarizes key attributes of the hypothetical arts and entertainment venue and includes details on visitation, economic impacts as well as development operations costs. It is important to note that the analysis includes several major assumptions regarding visitor rates and spending. For this particular project it is assumed that at stabilized operations 40% of visitors to the facility would be overnight visits. The type of theatre, operations and performance will impact the percentage of people visiting from outside the area and thus impact the relative impact of the facility on local businesses and municipal finances. Exhibit 6-7. Arts and Entertainment Summary Table Annual Investment Summary Total Attendance Days Visitation Initial Year Stabilized Year Total Visitors 15,000 28,000 Estimated Hotel Nights 4,100 Visitor Segmentation Daytime Users 9,000 16,800 Overnight Users 6,000 11,200 Economic Impacts Total Visitor Spending Direct, Indirect and Induced Spending (on-site) Associated Spending (off-site) $880,000 $1,640,000 $170,000 $312,000 $710,000 $1,327,000 Wages $331,500 $620,200 Jobs Created 9 20 Total Fiscal Impacts City of Spokane Valley To County and State $92,000 $172,000 $14,000 $26,000 $78,000 $146,000 Construction, Operations and Maintanence Initial Capital Costs $3.15M to $4.5M Operating Expenses Direct Operating Revenues City Contribution to Revenue @15% $232,362 $341,286 $180,259 $34,854 $342,527 $51,193 1 Based on review and analysis of performing arts venues operating pro formas. The analysis reflects a potential operating pro forma fora venue of this size. Source: Community Attributes Inc., 2016. Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 114 Qualitative Community Benefits Beyond the potential economic and fiscal impacts of such a facility, community impacts would also be felt by residents and visitors. Potential qualitative community impacts include: • Support and growth of local arts community as well as local youth programs • Improvement of City image and reputation - sending a message that the City is a supporter of the arts • The facility would provide a unique venue for local events, concerts, retreats, etc. that does currently exist outside of the City's current meeting facility • Depending on location and design, such a facility could complement other nearby civic assets or help spur revitalization of a particular area. In particular, such a venue can be complimentary and in some cases transformative for commercial districts with restaurants and retail Spokane Valley Tourism Analysis Phase H March 2017 Project Profiles Page 115 APPENDIX SPOKANE VALLEY TOURISM ANALYSIS - PROJECT PROFILES Varch, 2017 Spokane .0.Vailey' 11707 E. Sprague, Suite 106 Spokane Valley, WA 99206 • aicommunity attributes inc 1411 4th Ave, Suite 1401 Seattle, WA 98101 www.communityattributes.com METHODOLOGY — ESTIMATING VISITOR SPENDING Research and interviews Community Attributes consulted with a number of experts in applicable fields related the projects under consideration. The interviews provided supplementary information leveraged for project parameter development and economic impact modeling. Interviews were conducted with the following people and/or organizations. • John Patrouch , Spokane Whitewater Park • Steve Bailey , Spokane Whitewater Park • Scott Shipley , S20 Design • Kelly's Whitewater Park, Cascade Idaho • Truckee River Whitewater Park, Truckee Colorado • Recreation Engineering and Planning • Rich Hartzell, Spokane County Fairgrounds • Doug Chase, Spokane County Parks and Recreation Department • Tom Stebbins, Event Promoter • Chad Meinert, Manager of Recreation at the City of Golden, Colorado • Carolyn Thomas, Department of Revenue in Colorado Estimating Visitation in Spokane Valley The population aged 15 or older across the Spokane, Spokane Valley and Coeur d'Alene combined statistical area (CSA) as defined by the United States Census is 552,157 (2015). Whenever possible, this total population base is further informed by studies and analytics that show the potential usership of a tourism development. Examples of include utilizing the Washington Recreation and Conservation Office usership studies to estimate the potential usership at the whitewater park development or studying the potential capacity at a new art and entertainment venue by square foot. In some cases, CAI chose a target visitation number that would represent a successful tourist development and then estimated the likely breakout between different types of visitors (e.g. overnight and day visitors). Understanding Visitor Spending The spending profile for a visitor in Spokane County is calculated separately for an overnight user and a day user. Overnight spending patterns are calculated by looking at the share of overnight visitor spending in Spokane County as estimated by Dean Runyan (2015). The total overnight visitor spending is then calculated across a range of taxable retail sales in Spokane County on a per overnight visitor basis. Overnight visitor totals to Spokane County is also provided by Dean Runyan (2015) (Exhibit Al ). Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-2 Exhibit Al. Overnight Visitor Per Capita Spending Profile (2015$) Person -Day Expenditures Accommodations Food Service Food Stores Local Transportation and Gas Arts, Entertainment, and Recreation Retail Sales Person -Day Expenditures Value Share $61.9 61.4% $9.7 9.7% $3.4 3.4% $1.2 1.2% $0.7 0.7% $23.9 23.7% $100.8 100.0% Source: Dean Runyan, 2015; Washington Department of Revenue, 2016; Community Attributes Inc., 2016 The day visitor spending profile mirrors the overnight spending profile except for a few key differences. Firstly, a day visitor is assumed to spend no money on accommodations, since they are visiting for just a day and do not stay overnight. Secondly, a day visitor is assumed to spend half as much on food service (such as a restaurant) or food stores (a grocery store) as an overnight visitor (Exhibit A2). Exhibit A2. Day Visitor per Capita Spending Profile (2015$) Person -Day Expenditures Value Share Accommodations $0.0 0.0% Food Service $4.9 15.0% Food Stores $1.7 Local Transportation and Gas $1.2 3.8% Arts, Entertainment, and Recreation $0.7 2.1% Retail Sales $23.9 73.9% 5.3% Person -Day Expenditures $32.4 100.0% Source: Dean Runyan, 2015; Washington Department of Revenue, 2016; Community Attributes Inc., 2016 Occasionally some events have a 'spectator' component to them for such as the Whitewater park. Here, the spectator visitor profile is assumed to reflect 10% of the day visitor spending profile (Exhibit A3). The low level spending described in the spectator visitor profile is meant to reflect the fact that many spectators are going to be from around the Spokane Valley area and in many cases will not spend any additional money at a tourist attraction. Spokane Valley March 2017 Tourism Analysis Phase H Appendix Page A-3 Exhibit A3. Spectator Visitor per Capita Spending Profile (2015$) Person -Day Expenditures Value Share Accommodations $0.0 0.0% Food Service $0.5 15.0% Food Stores $0.2 5.3% Local Transportation and Gas $0.1 3.8% Arts, Entertainment, and Recreation $0.1 2.1% Retail Sales $2.4 73.9% Person -Day Expenditures $3.2 100.0% Source: Dean Runyan, 2015; Washington Department of Revenue, 2016; Community Attributes Inc., 2016 Estimating Hotel Stays Hotel revenues are reflective of half of the estimated overnight visitation for each studied tourism project. Spokane Valley was assumed to have a baseline capture rate of half of all overnight visitors to Spokane valley. The subsequent revenue generated was calculated by using a visitor spending profile for accommodations in Spokane Valley and applying it to the number of overnight visitors expected to stay in Spokane valley for any given event. Fiscal impacts for hotel revenues were calculated by looking at the hotel tax instituted by the City of Spokane Valley and applying that rate to the potential revenues from hotel visits accrued for each tourism project. Economic Impact Modeling The primary tools for estimating the broader impacts of tourism projects in Spokane Valley was the Washington State Input -Output (1-0) Model for year 2007, published in 2012, and IMPLAN. The Washington State 1-0 Model provides a data -rich rendering of the state economy across 52 sectors. The transactions table, which underpins the 1-0 model, provides estimates of intermediate purchases, sales, and final demand across all modeled sectors. The complex analysis of the model, published online by the Washington State Office of Financial Management, allows analysts to model the impacts of economic activities when output, labor, wages, and first round direct purchases/requirements are known. In order to apply the input-output model for multiple years of analysis, implicit price deflators were used to adjust previous year totals to 2013 (the most recent modeling year). Direct requirements for selected tourism sectors were calculated based on shares of purchases for each sector to each year of output, derived from the 2007 transactions table, as well as IMPLAN social accounting matrices, and interviews. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-4 The economic impacts of the tourism projects include direct (for all associated and at site spending), indirect, and induced effects (where indirect and induced effects are calculated for at site spending only). The total impact is represented as the sum of these impacts. Analysis begins with a transactions table, constructed from multiple data sources by Beyers and Lin.2 This table captures all transactions between and within industries and final demand, the latter including personal consumption expenditures (i.e., household consumption), domestic and foreign exports, investment, and federal, state, and local expenditures. Total output in an economy is thus the sum of inter- and intra -industry purchases, also referred to as intermediate transactions, and final demand. The input-output transactions table is governed by an important accounting identity requiring that all purchases in an economy must equal all output. Within the transactions matrix, the sum of each column represents all purchases by an industry or source of demand, and will equal the amount sales and output by that activity. For example, in the latest transactions table, the input-output sector "Software Publishing and Internet Service Providers" in 2007 purchased nearly $5.3 billion in non -labor inputs from other industries in Washington. Added to this, the sector paid $9.7 billion in wage and salary outlays (including non -wage benefits), plus $8.3 billion in other value added activities (e.g., profits, dividend payments) and $10.1 billion in imported (domestic and foreign) inputs; these amounts total $33.4 billion, exactly equal to total sales, or output, by this industry in Washington. The columns of a transactions table thus represent production functions for each modeled industry. Direct requirements coefficients, also referred to as technical coefficients, are the share of total purchases for each input. For example, in 2007, again return to the Software Publishing and Internet Service Providers industries in Washington, firms belonging to this grouping purchased $240.4 million in goods and services from the industry category "Architectural and Engineering /Computer Systems Design and Related Services," translating into a direct requirements coefficient of 0.0072, or 0.72% of all purchases made by Software Publishing and Internet Service Providers based in Washington State ($240.4 million / $33.4 billion). Once a matrix of direct requirements is calculated, a series of equations are used to relate changes in demand in one sector of the economy to changes in gross output to across the entire economy. Inter -industry transactions, denoted "0," is equal to a 2 Beyers, W. & Lin, T. -w. (2012). The 2007 Washington State Input -Output Model. Olympia, WA: Washington State Office of Financial Management. Retrieved from http://www.ofm.wa.gov/economy/io/2007/I-O_2007_report.pdf. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-5 vector X of gross output per industry multiplied by the matrix of direct requirements, denoted "A." (1) O=AX The vector of gross output per industry, X, is the sum of inter -industry output (transactions) and final demand. In the above example, $41.7 billion in total output in aerospace is equal to $842.8 million in inter -industry sales plus $40.8 billion in final demand. (2) X = 0 + D Combining equations (1) and (2) results in industry gross output equaling the sum of industry output multiplied by direct requirements plus final demand: (3) X = AX + D Rearranging this equation: (4) D = (1-A)X, a n d (5) X = D(1-41, the (1-A)-1 inverse matrix referred to as the "Leontief Inverse." Finally, input-output modeling is primarily used to assess economy -wide changes given a change in one or more activities, resulting in equation (6): (6) AX = (1-A)-1AD Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-6 WHITEWATER PARK Detailed Case Studies Though only a few case studies are presented in detail, several parks were analyzed at a survey level for relevant information. The complete list of parks is available below in Exhibit A4 (following page). Parks that are included as detailed case studies are highlighted in blue. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-7 L HOZ uDaeIN Exhibit A4. Whitewater Park Case Studies - Summary Sources include American Whitewater, jurisdictions and other organizations that manage these whitewater parks, and existing literature in the form of feasibility and impact studies. Annual visitors provided for each park is only an estimate and does not include spectators. Gradients vary significantly based on the site and size of each park. County population is provided by the U.S. Census Bureau American Community Survey. Parks highlighted in blue are provided as detailed case studies; the yellow highlighting represents the porposed site for Spokane Valley's whitewater park. Water on Annual Visitors Start Elev. (ft.) Finish Elev. (ft.) Distance (mi.) Avg. Gradient (fpm) County Pop. Spokane Sites Spokane River (WA) Spokane Valley City Limits not available 1,986 1,918 5.83 1 11.7 iJ 22.4 479,398 Spokane River (WA) N. Flora Rd. to Sullivan Park not available 1,957 1 Spokane River (WA) E. Flora rapids not available 1,955 1,940 0.67 Spokane River (WA) Riverside State Park - Bowl and Pitcher Area not available 1,652 1,636 0.95 16.8 E 1"3E Clear Creek (CO) Golden Water and Sewer to Vanover Park 14,000 5,678 5,649 0.69 42.0 551,798 Boise River (ID) Planned - no details available not available Truckee River (NV) Wingfield Park- North Channel 33,333 4,515 4,502 0.24 54.2 433,731 Payette River(ID) Kelly's Whitewater Park 16,638 4,735 4,723 0.22 54.5 9,862 Cedar River (IA) Charles City Whitewater Park (Riverside to 200th) not available 983 978 0.16 31.3 16,092 Maquoketa River (IA) Manchester Whitewater Park not available 945 930 0.19 78.9 17,534 Deschutes River (OR) Bend Whitewater Park not available 165,954 Colorado River (CO) Gore Canyon Whitewater Park 25,960 14,289 Las Animas (CO) Durango Whitewater Park not available 53,284 Yampa River (CO) Steamboat Springs Whitewater Park 25,167 24,130 Blue River (CO) Breckenridge Whitewater Park 1,800 28,649 Gore Creek (CO) Vail Whitewater Park 1,150 52,460 Weber River (UT) Riverdale Kayak Park not available 4,336 4,329 0.09 77.8 238,519 Clark Fork River (MT) Missoula Whitewater Park (Brennan's Wave) not available 111,807 Arkansas River (CO) Salida Whitewater Park not available 18,510 Arkansas River (CO) Uptown Wave to LoDo Wave (Buena Vista River Park) not available 7,926 7,905 0.50 42.0 18,510 Bypass St. Joseph River (IN) East Race Waterway 20,000 687 676 0.40 27.5 266,931 Huron River (MI) Ann Arbor Millrace not available 773 761 0.28 42.9 354,240 Wisconsin River (WI) Wausau Whitewater Park not available 1,184 1,161 0.39 59.0 135,416 Fox River (IL) Marge Cline Whitewater Course not available 576 569 0.20 35.0 119,348 Pumped Charlotte (NC) U.S. National Whitewater Center (Long Course) 173,333 67.0 990,977 McHenry (MD) Adventure Sports Center International not available 29,889 Oklahoma City (OK) Riversport Rapids 156,000 718,633 Lee Valley (United Kingdom) Lee Valley Whitewater Centre not available N/A Sources include American Whitewater, jurisdictions and other organizations that manage these whitewater parks, and existing literature in the form of feasibility and impact studies. Annual visitors provided for each park is only an estimate and does not include spectators. Gradients vary significantly based on the site and size of each park. County population is provided by the U.S. Census Bureau American Community Survey. Parks highlighted in blue are provided as detailed case studies; the yellow highlighting represents the porposed site for Spokane Valley's whitewater park. Truckee River Whitewater Park The Truckee River Whitewater Park is located in Reno, Nevada and the park opened in 2004. It consists of two channels and 11 class H -III whitewater features that are popular with kayakers, swimmers and other river users. The longer of the two channels is approximately 1/4 mile in length, and the two channels combine for 2600 feet of usable river. Winfield Park exists on an island that divides the two channels and draws non -river recreationists as well. This section of the Truckee River is in the heart of downtown Reno and has helped catalyze the Riverwalk District, with cafes, galleries and other retail amenities. Above: Spectators gather on the banks of the Truckee River to watch a kayaking competition at the Truckee River Whitewater Park. The context for the park is decidedly urban, and nearby casinos, as well as other downtown amenities, drawing significant traffic to the area. Nevertheless, estimates of whitewater users (including spectators) range from 80,000 to 100,000 annually. Large, competitive whitewater events buoy this tally. Spectators are common and far outnumber canoeists, kayakers, rafters and tubers. Reno is located in Washoe County, which has a population of 433,731 (2013). This metropolitan setting makes the park accessible for a large number of users and spectators and helps the park maintain its high visitor -ship. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-9 In 2004, the park cost $1,500,000 to construct. However, this park was more expensive than many comparable whitewater parks because it required the removal of an existing dam. The construction process also required more than 7,000 tons of rocks and boulders to be brought into the river, as well as the creation of supportive pedestrian amenities. Clear Creek Whitewater Park The Clear Creek Whitewater Park is located in Golden, Colorado. Officially, the park is about 800 feet in length, but in practice, boaters use a stretch of Clear Creek that is about 3/4 mile in length, with an average gradient of 42 fpm. Golden is a small town, but it resides in the Denver metropolitan area and Jefferson County, which has a population of 551,798 (2013). The course was built in 1998 and, at the time, cost less than $170,000, supplied through a Conservation Trust Fund. Though Clear Creek is a relatively small body of water, it regularly hosts major competitive events and, thanks in part to its location in downtown Golden, it is frequently visited by spectators. Non -spectators (users) are estimated at 14,000 annually, though visitation may be significantly higher than the annual numbers suggest on peak days during the summer months. The City of Golden has counted more than 200 unique boaters during a three-hour period. Anecdotal evidence suggests that at peak times, tubers and swimmers significantly outnumber boaters. Above: A stand-up paddleboarder surfs a standing wave on Clear Creek in downtown Golden; pedestrians in the downtown area, as well as users of the adjacent trail system, periodically stop to watch. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-10 Kelly's Whitewater Park Kelly's Whitewater Park is located in Cascade, Idaho, a town of about 1,000 people in Valley County. The County is home to 9,862 people (2010) in total. The Whitewater park is located on the Payette River. It was built in 2010 and hosted approximately 40,000 unique visitors in 20113. Some of these visitors are not paddlers (users), but spectators or passersby on an adjacent trail system ("the Strand"). The park's ability to host popular competitive events, such as the National Kayak Championships and the Payette River Games, is critical because the local and regional population is limited. The park is also popular for fishing, as the rapids have created excellent habitat for trout. Above: Kelly's Whitewater Park includes in -river and dry -side amenities to sustain different types of visitors of longer periods of time. The case studies presented illustrate several types of whitewater parks, which vary not just by park type, but also by their surrounding land use patterns and the degree to which they are developed. In fact, the latter may be a larger factor in their daily visitation and economic impact than is the former, though certainly larger, pumped parks have the ability to avoid major fluctuations in visitation resulting from variable flows, ambient and water temperatures and other seasonal factors, and benefit from a greater capacity to host national and international events. 3 University of Idaho Extension, "2011 Economic Impact of Kelly's Whitewater Park in Cascade, Idaho", Willem Braak, et. al. 2012. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-11 Based on these factors, whitewater parks may fit into a taxonomy that is useful for the purposes of understanding economic benefits. This taxonomy, with examples, is presented below (Exhibit A5) Exhibit A5. Taxonomy, with Examples, of Whitewater Parks by Construction Type and Development Intensity '1 YA e1 I * I I1 * I.�Y1 PARK TYPE In -Stream Bypass Smaller towns or lower • populations with lower proximate FAR, such as co • Kelly's Whitewater Park, ID tr Smaller towns or lower = I populations with higher To proximate FAR, such as L • Buena Vista, CO CC J Larger towns or higher populations, but with co lower proximate FAR, -12 I such as Riverdale, UT L sqp Larger towns or higher 2 populations, in • developed or downtown 2 areas, such as Reno, NV Lor Golden, CO N/A Yorkville, IL Ann Arbor, MI; Wausau, WI South Bend, IN Pumped U.S. National Whitewater Center, NC N/A Lee Valley Whitewater Centre (UK) Oklahoma City, OK > generally higher economic impact> Source: Community Attributes Inc., 2016 .enera 1. er economic im.act As a general rule, larger parks in more urban settings provide opportunities for greater economic impacts. Larger parks tend to draw higher numbers of visitors, and parks in urban settings are more likely to capture visitor spending before those Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-12 visitors leave the area. The scenario selected for analysis in this study may be understood in the context of this taxonomy. Economic Impact Calculations Estimating Visitation The population aged 15 or older across the Spokane, Spokane Valley and Coeur d'Alene combined statistical area (CSA) as defined by the United States Census is 552,157 (2015). However, not all of these people have an interest in actively using a Whitewater park. To adjust for this fact, we use the 2012 RCO report discussed earlier in this study to quantify the population that regularly participates in the activities that contribute demand for whitewater parks. Exhibit A6, below, identifies a subset of the activities identified in aforementioned exhibit; these three activities are thought to be the principal potential drivers for a whitewater park in Spokane Valley. Exhibit A6. Participation Rates for Core Whitewater Park -Supportive Activities, Washington State, 2012 Activity Percent Whitewater rafting Canoeing, kayaking or rowing Inner tubing or floating Percent of Potential Users 2.8% 9.0% 17.1% 28.9% Source: Washington State Office of Recreation and Conservation, 2013 According to the RCO study, though only 2.8% of Washington residents regularly participate in whitewater rafting, a total of 28.9% of Washington's population regularly participate in activities that could be done at a whitewater park. RCO also provides the average number of days each user spent participating in each activity. Multiplying the percent of interest in a whitewater park by activity with each activity's mean days of use and the total population provides a potential total of 1.6 million visits to a whitewater park developed in Spokane Valley. However, it is very unlikely that any proposed whitewater park would capture every potential user -days. Firstly, the RCO percentages of interest and days of use reflect a sample of a survey and may not directly translate to reality. If the sample is not representative, participation rates and total user -days could be higher or lower than suggested by the study. Secondly, there are other competing sites for canoeing, kayaking or rowing and inner tubing or floating which can also impact the capture of users to a specific Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-13 Whitewater park. For example, some of the total user -days for kayaking and Whitewater rafting will be used in Riverside State Park, rather than in Spokane Valley. These stipulations limit the number of visitors to a potential whitewater park in Spokane Valley. Understanding Visitor Spending The spending profile for a visitor in Spokane County is calculated separately for an overnight user and a day user. Overnight spending patterns are calculated by looking at the share of overnight visitor spending in Spokane County as estimated by Dean Runyan (2015). The total overnight visitor spending is then calculated across a range of taxable retail sales in Spokane County on a per overnight visitor basis. Overnight visitor totals to Spokane County is also provided by Dean Runyan (2015) (Exhibit A7). Exhibit A7. Overnight Visitor Per Capita Spending Profile (2015$) Person -Day Expenditures Value Share Accommodations $61.9 61.4% Food Service $9.7 9.7% Food Stores $3.4 3.4% Local Transportation and Gas $1.2 1.2% Arts, Entertainment, and Recreation $0.7 0.7% Retail Sales $23.9 23.7% Person -Day Expenditures $100.8 100.0% Source: Dean Runyan, 2015; Washington Department of Revenue, 2016; Community Attributes Inc., 2016 The day visitor spending profile mirrors the overnight spending profile except for a few key differences. Firstly, a day visitor is assumed to spend no money on accommodations, since they are visiting for just a day and do not stay overnight. Secondly, a day visitor is assumed to spend half as much on food service (such as a restaurant) or food stores (a grocery store) as an overnight visitor (Exhibit A8). Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-14 Exhibit A8. Day Visitor per Capita Spending Profile (2015$) Person -Day Expenditures Value Share Accommodations $0.0 0.0% Food Service $4.9 15.0% Food Stores $1.7 5.3% Local Transportation and Gas $1.2 3.8% Arts, Entertainment, and Recreation $0.7 2.1% Retail Sales $23.9 73.9% Person -Day Expenditures $32.4 100.0% Source: Dean Runyan, 2015; Washington Department of Revenue, 2016; Community Attributes Inc., 2016 The spectator visitor profile is assumed to reflect 10% of the day visitor spending profile (Exhibit A9). The low-level spending described in the spectator visitor profile is meant to reflect the fact that many spectators are going to be from around the Spokane Valley area and in many cases, will not spend any money while at the whitewater park. Exhibit A9. Spectator Visitor per Capita Spending Profile (2015$) Person -Day Expenditures Value Share Accommodations $0.0 0.0% Food Service $0.5 15.0% Food Stores $0.2 5.3% Local Transportation and Gas $0.1 3.8% Arts, Entertainment, and Recreation $0.1 2.1% Retail Sales $2.4 73.9% Person -Day Expenditures $3.2 100.0% Source: Dean Runyan, 2015; Washington Department of Revenue, 2016; Community Attributes Inc., 2016 Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-15 TRAILS AND ARTS Baseline Regional Trail Inventory Spokane Valley has two primary trails: the Centennial Trail and the Appleway Trail. The Centennial Trail follows the Spokane River, spanning 37.5 miles from Lake Spokane to the Washington/Idaho state line. Once it reaches the state line, it connects with the Northern Idaho Centennial Trail. These two portions together total more than 60 miles of recreational trail. The Spokane River Centennial Trail supports more than two million users per year. In Spokane Valley, the Centennial Trail provides recreation, biking, and river walking to users as well as access to the 31 -acre Myrtle Point Park. The Centennial trail draws an estimated 2 million users annually (Friends of Centennial Trail, 2016). Planning for the Appleway Trail Corridor began in 2013. Formerly a rail corridor, the stretch is owned by Spokane County, who agreed that the corridor could be an asset to the Spokane Valley community by converting it into a multi -use trail. The Appleway corridor parallels Sprague Avenue through the heart of Spokane Valley's commercial district. Once complete, the path will stretch 5.2 miles, and provide a non -motorized travel option to connect transit, business districts, and schools (City of Spokane Valley, 2013). At present, the trail's length is just over two miles, with the next one -mile phase between Pines Road and Evergreen Road are fully funded and slated for completion in 2017. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-16 Exhibit A10. Regional Trails and Tourism Assets, City of Spokane Valley City o'# Spokane Valley Tourism Concept Map PahNelda! Rall; Sppkake Peer Flame Wier, DePrbpnukr wf y,, eMn�nir*n4 r Fs..al b Ynew.tlemnein. aB 4I Mired,. Pa. Park • cai= P sw aIle CdPMerdal PerriPx • dererre ewe even ewe ger. MPlen"ry Tail Lies, Lee L Lege e rarermnan gorged an. R.ecweesw a.,u,�. C3 evrara reek' a. Pon* MaraH In addition to the above trails, there are several proposed trail additions and connections in Spokane Valley. The following links were identified in the City's 2013 Parks and Trails Master Plan: • Great Northern Trail -3 miles, on abandoned rail line from eastern city limits along Boone and Barker, then north along Barker to Mission and Centennial Trail. • Spokane Valley Loop -Eastern Segment -1.5 miles, begins at the Great Northern Trail and travels north to the Centennial Trail. • Spokane Valley Loop -Southern Segment -3.5 miles, runs east -west from Sullivan Road to Dishman Road, generally following 2nd Ave. • Spokane Valley Loop—Western Segment -3.5 miles, runs north -south mostly within the Park Road right-of-way. The trail eventually turns east to connect to Argonne Road where it crosses the River and connects to the Centennial Trail. • Chester Creek Connection -1 mile, connects the Spokane Loop at 32' Ave. with Chester Creek. • Spokane Valley Loop -Southeastern Segment -4 miles, runs north -south along Conklin and Flora from the Centennial Trail to 32nd Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-17 In 2013, the Spokane Valley parks and recreation budget totaled $2.6 million, accounting for 6.2% of the total general fund expenditures. In the same year, the City spent approximately $789,000 for park maintenance, which equated to roughly $4,790 per acre of developed park land. Trail Case Studies Community Attributes researched several dozen trail and art installation case studies to estimate the costs and benefits associated with the development of a trail with art and/or history features within the City of Spokane Valley. The following examples represent locations and attributes with the most likeness to those in Spokane Valley. Trail: Boise River Greenbelt Location: Boise, Idaho Population: 218,281 (2015) The Boise River Greenbelt connects downtown Boise with neighborhoods and the business district as well as the Boise State University campus. The trail spans 46 miles along its namesake river, beginning at the Lucky Peak Dam and traveling to the Snake River. The greenbelt trail system navigates across land and water, and supports walking, biking, horseback riding, bird watching, river paddling, and fishing. While the trail is primarily used as a recreation destination, 1.7 miles of the greenbelt travel through urban Boise (Boise River Trails Coalition, 2009). In 1987, the Boise River Trail Foundation was created to manage and maintain the greenbelt. Because the trail crosses city and county jurisdictional boundaries, there is also a Boise River Trail coalition composed of county, city, non-profit, and citizen representatives in addition to the non-profit. This enables cooperative legislation surrounding trail improvements and maintenance. The Boise River Trail is heavily used. According to a 2012 survey, 77% of trail patrons reported using the trail more than once per week. In order to support this heavy usage, it is estimated that, on average, Idaho trails require between $100 and $200 per mile to maintain (Murri, 2016). Areas adjacent to the greenbelt have benefitted from increased property values and commercial business. Restaurants, gas stations, hotels, retail, and commercial recreation establishments have all experienced a rise in income due to the trail. A raft and tube rental shop near the trail grosses more than $300,000 annually from greenbelt visitors (Boise River Trails Coalition, 2009). Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-18 Trail: Ruston Way Trail Location: Tacoma, Washington Population: 207,948 (2015) The Ruston Way Trail runs along the water of Commencement Bay in the Old Town neighborhood of Tacoma. The trail begins attack Hyde Park and travels 2.5 miles to the former site of the American Smelting and Refining Company. A series of small waterfront parks are accessible from the trail. Lodging, retail, and restaurants also line the trail, in addition to Point Ruston, a mixed-use waterfront development. The $1 billion project entered the second phase of development in the summer of 2014. Restaurants and retail storefronts line the walkway, and 45 condo units fill the top floors. Condominium residents report frequent use of the Ruston Way Trail and its commercial amenities (Gillie, 2014). According to a 2010 survey, Tacoma residents reported visiting the Ruston Way parks and trails a median number of 20 times per year, while non -Tacoma residents reported visiting a median number of 8 times per year. Of those surveyed, 59% of respondents were from Tacoma and 41 % were residents of other areas. Median spending for the 39,200 annual Tacoma resident patrons was $3 per person to the Ruston Way trail and parks for a total estimated impact of $117,600 per year. The 28,400 non -Tacoma residents spent $15 per visitor on the trail and the adjoining parks, and an additional $8 in the City of Tacoma for a combined annual impact of $652,800 (Herbert Research, Inc., 2010). The Ruston Way Trail is wholly owned and maintained by Tacoma Metro Parks. In 2015, construction began to on a 0.6 -mile addition to the Trail to connect its current amenities with Point Defiance. The 2012 estimated cost for this extension was budgeted at $300,000 (2012$) (Metro Parks Tacoma, 2012). pedestrian strolls along the Ruston Way Trail. Image source: Metro Parks Tacoma Spokane Valley Tourism Analysis Phase II March 2017 Appendix Page A-19 Trail: Burke -Gilman Trail - Kenmore Stretch Location: Kenmore, Washington Population: 22,030 (2015) The Burke -Gilman Trail begins at Golden Gardens in Seattle and borders Lake Washington for the majority of its 19 miles, ending in Bothell. The Burke -Gilman is popular amongst cyclist commuters and recreationalists alike. Though the Trail travels through several cities, it is jointly maintained by the Seattle Department of Transportation and the Seattle Department of Parks and Recreation (City of Seattle, 2016). The Trail travels through Kenmore for slightly more than 2 miles. In a cyclist count, the City of Kenmore concluded that an average of 100 cyclists travel the stretch in the mornings and 300 travel through the corridor in the afternoons during the late spring and summer months. Local breweries especially noticed these travelers as a potential source of revenue since the Burk Gilman travel through the Seattle neighborhoods of Ballard and Fremont, both of which have a high concentration of breweries. There are currently three new micro -breweries on the Kenmore section of the trail. As a collective, they estimate 50-90% of their business is derived from trail patrons alone. In order to further boost patronage from cyclists, these business owners have invested in covered bike storage and shelters so riders can stop in with ease (Kukes, 2015). Development cost data for the Kenmore corridor was unavailable, however, a University of Washington study for revitalization and expansion of the University District section of the Burke -Gilman similar in length to the Kenmore stretch was estimated to be $5.1 million. This cost included lighting, landscaping, and intersection redesign (SvR Design, 2011). Two Kenmore section of the Burke -Gilman underwent maintenance in early 2016-189 linear feet of asphalt was repaved in areas where the trail was slumping and damaged due to a landslide. The cost of these repairs totaled $35,000 (Kunkler, 2016). A brewery on the Kenmore section of the Burke - Gilman. Image source: Woodinville Weekly Spokane Valley Tourism Analysis Phase II March 2017 Appendix Page A-20 Public Art Case Studies Community Attributes researched several dozen trail and art installation case studies to estimate the costs and benefits associated with the development of a trail with art and/or history features within the City of Spokane Valley. The following examples represent locations and attributes with the most likeness to those in Spokane Valley. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-21 Public Art: Tacoma Municipal Art Program & Public Art Location: Tacoma, WA Population: 207,948 (2015) The City of Tacoma has employed funding and planning efforts to not only develop art in public spaces, but to encourage the creative economy as a foundational component of the City's economy. Under the Municipal Art Program, 1% of construction costs from public capital projects are dedicated to public art. The City has several arts funding programs, serving groups from individual artists to large, anchor institutions, and for multiple purposes. These programs are guided by the new "ArtFull Tacoma" plan. This plan, which is not tied to additional arts funding, goes beyond individual art installations to set strategies to encourage the creative economy more generally. Tacoma's "Prairie Line Trail" is a bike and pedestrian trail project in progress that will provide public art and local historical interpretation along with an active destination. The trail, which has received funding from a National Endowment for the Arts planning grant, will occupy a mile -long historic rail corridor and link important destinations with an existing trail system. and districts in the City's downtown Before construction began, the City developed a plan to guide public art investments for the trail, centered around four overlapping strategies. First, before the trail is completely built, immediate short-term installations would be placed along the ultimate path of the trail, to provoke public awareness. Second, artwork should be incorporated into the infrastructure of the trail and nearby cityscape. The plan stressed spaces designed for storm water management. Third, artwork should be developed for specific locations along the trail, either that currently exist or will come into being when the trail corridor is finalized. Finally, special, unique projects should be considered throughout the design phase, even if design plans need to be adjusted. Throughout these strategies, collaboration between all parties involved is stressed - the University, City, Art Museum, and trail users. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-22 Public Art: Denver, Colorado Urban Arts Fund Location: Denver, Colorado Population: 682,000 The City of Denver's Urban Arts Fund is a graffiti prevention and youth development program which facilitates the creation of new murals in areas of the cities that are frequently vandalized. Youth volunteers participating in painting the murals also receive art education, with a specific focus on the difference between graffiti art and vandalism. Volunteers must also sign a pledge against vandalism. The fund is housed within the City's Arts and Venues department, which receives funding through ticket sales in public venues, including Boettcher Concert Hall and Red Rocks Amphitheatre. In addition, the city draws 1% from capital improvement budgets exceeding $1 million for the arts. As of 2016, the program has facilitated 115 new murals, covering over 200,000 square feet of walls. One example of these murals, called "City of the Sun", was funded through a $3,500 award to a local artist. It was one of 17 projects funded in 2016 through the Urban Arts Fund, with $65,000 funded in total. Exhibit All. Public Art Costs, City of Denver, 2016 The Cost Of Denver's Public Art Cast "Light Chamber" at the Denver Justice Center "I See What You Mean" at the Colorado Convention Center 1111.11111 400,000 "Virga" at Cherry Creek's Delgany Pedestrian Bridge ■ 88,000 "National Velvet" at the Highland Pedestrian Bridge 1 53,000 "Playing Apart" performance throughout downtown Denver I20000 "Twilight Twist" at Ruby Hill Park 112,000 $1,049,004 CPR New Data: Denver Arts and Venues Office Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-23 Public Art: Joseph, Oregon Art Walk Location: Joseph, Oregon Population: 1,000 Joseph, Oregon had been an economically depressed former logging town. However, in 1982, a bronze foundry opened in a closed sawmill, and began to draw sculptors and a national reputation for quality bronze sculpture. Main Street,Joseph, OR While the town is located in an area of great natural beauty, the town itself was not a draw for anything beyond the bronze foundries. One local sculptor, Shelley Curtiss, was elected to City Council and appointed Mayor, and began to pursue a downtown renovation centered around bronze sculpture installations. Curtiss asked the Council for $500 to go toward the effort, if she could get a match from downtown business owners, and was successful. The local business community was so supportive of the idea that they taxed themselves $10,000/year for five years to gather $50,000 in matching funds, making them eligible for large grant programs. This fund grew to $3.8 million, and was used to improve the main street streetscape with pavers, buried power lines, landscaping, and large donated bronze sculptures. Since the Main Street remodel, "visitor spending has gone up in Wallowa County from over $18 million to over $26, and the number of jobs in the arts, entertainment, and recreation [sectors] has climbed from 95 to 133." (Oregon Public Broadcasting, 2015) Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-24 FAIRGROUNDS AND STADIUM DISTRICT DETAILED CASE STUDIES Reno, Nevada (Reno Aces) The Reno Aces Stadium was developed on the site of a former railyard in 2009. The almost 10,000 -seat stadium was the first portion of a $231 million sports and entertainment district public-private investment. Reno officials actively lobbied to bring the Reno Aces, an affiliate of the Arizona Diamondbacks, to the City. Private developers purchased the team for $15 million in 2006, and partnered with the City of Reno soon after. The City agreed to contribute $31 million to development costs in addition to a $40 million tax -increment financing effort (New York Times, 2008). Approximately two years after the stadium and nearby restaurant construction was complete, the private developer added 300,000 square feet of retail development to create an entertainment plaza adjacent to the stadium, called the Freight House District. The developer purposely limited parking capacity at the stadium to encourage patrons to park in nearby office buildings and walk past the retail offerings. This strategy lends credence to the idea that retail and sporting events reinforce each other. Attendance was expected to be 5,000 each game. With 72 home games per season, the entertainment district realizes an average 360,000 visitors annually (New York Times, 2008). Since 2009, the Reno Aces Stadium has experienced 27 sold -out crowds, boosting visitation to the district (Reno Aces, 2016). Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-25 Restaurants and retail at the Freight House District, home of the minor league Reno Aces, draws hundreds of thousands of visitor annually. Lansing, Michigan (Lansing Lugnuts) The Lansing Lugnuts, a minor league baseball team, are a key component of the Downtown Lansing revitalization plan. The Cooley Law School Stadium, home of the Lansing Lugnuts, is located in the Stadium District along with the Lansing City Market, the Lansing Brewing Company and the Lansing Center. Merchants offer locally -produced beer and wine, produce, artisan cheese, baked goods, BBQ, gifts and souvenirs at the City Market. Kayak and canoe rentals for use on the adjacent Grand River are also available at the Market. Further, the Market hosts a variety of community events, most of which are free to the public (Lansing City Market, 2016). Other uses—the brewery and Lansing center included—drive traffic to the district, increase spending among existing visitors, and provide amenities for residents in the three new apartment buildings. The Lansing Center is also a rentable venue for special events, conferences, and conventions (Lansing Center, 2016). The Lansing City Market is an amenity that drives daily traffic to the Stadium District, while also providing an additional retail option for visitors to the stadium on game days. The Cooley Law School Stadium was renovated in 2015. Upgrades included new seats, scoreboards, restaurant, suites, concession stands, and group venue sites. A playground and playing surface was also added. The cost of these improvements totaled $25 million (Downtown Lansing, 2015). In addition to these public investments, a private developer, Gillespie Group, invested $11 million to develop Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-26 The Outfield Apartments. The 84 -residential unit complex overlooks the Cooley Law School Stadium, and began leasing to residents in 2016 (Gillespie Group, 2016). The Lansing Brewing Company, located just past the outfield wall of the Lansing Lugnuts' home stadium, is a daily attraction for visitors and a pre- and post -game anchor. In 2011, retail, food, and drink sales within a half -mile radius around the downtown core totaled nearly $125.5 million (Downtown Lansing, 2013). The Cooley Law School Stadium can host 11,000 and frequently captures more than 5,000 visitors per game (Lansing Lugnuts, 2015). As retail and residential development has increased near the stadium, the area's contribution to total taxable retail sales in the greater downtown area has been amplified. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-27 At the home stadium of the Lansing Lugnuts, retail and residential uses complement the stadium's operations. Vallejo, California (Solano 360) In 2008, the City of Vallejo and Solano County began a collaborative effort to redevelop the Solano County Fairgrounds. This redevelopment effort was launched to generate increased revenues for the City and the County, establish a unique identity, and capture additional visitors already traveling to the area to visit existing anchors, like the Six Flags Discovery Kingdom (Solano County, 2013). The redevelopment plan for the 149 -acre property includes several elements that improve access to public and private areas alike. The fairgrounds themselves account for 32 acres of the property. These 32 acres contain an expo hall, event lawn, amphitheater, and a demonstration farm. Roughly 19 acres will be devoted to an Entertainment Mixed Use and Commercial district, supporting localized retail and commercial space. There are also plans for adjacent sports fields, hospitality, and a transit center (Solano County, 2013). The total cost for the project is $93.5 million. Project -specific backbone infrastructure, such as building and road construction, will total $37 million. Costs to demolish existing fair buildings are projected at $4.5 million, and upgrading existing fair buildings will account for $49.5 million (Solano County, 2013). Many of these expenses are due to the expressed desire to create a community commercial and Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-28 entertainment district that supercharges fair operations while driving year-round visitation. Nashville, Tennessee (The Fairgrounds Nashville) Prior to the redevelopment plans for the Fairgrounds Nashville, no investments in the site had been made for fifteen years. The site is located two miles from Downtown Nashville, and hosts about 1.4 million visitors per year. The 117 -acre property currently has a 40 -acre speedway, fairgrounds, and 8 climate -controlled expo buildings. The Nashville Speedway features dirt track auto racing and can seat 14,000 people. In 2015, the Fairgrounds had more than 700 event days, where each day -long event represents one event day. The size of the Fairgrounds Nashville allows operators to host multiple events on one day. In addition to auto racing, MMA boxing and wrestling are popular non -fair events. Fairgrounds Nashville has also hosted the Tennessee State Fair since 1906. Expo center space is available for business meetings, garden shows, gun shows, and a monthly flea market. The flea market is extensive -2,200 booths are filled by more than 400 vendors. This event generates more revenue for the City of Nashville tha n any other Fairground programming. Vendors from all over the country travel to the flea market, and many of them stay in nearby Nashville or in the Fairgrounds 87 - space RV park. Now, the Fairgrounds is undergoing an extensive, $15 million renovation that includes updates to five expo buildings, demolition of other dilapidated structures, creation of multi-purpose sports fields, a dog park, and improvements to public access. Up to ten acres of the site will be devoted to parks and green space, and the County has plans to partner with the parks department to develop greenbelts to connect the Fairgrounds to Downtown Nashville. With the fairground improvements, Metro Nashville is confident the sporting events could reinforce the expo and fair -related events. Currently, the location of the Fairgrounds in relation to Downtown Nashville has been an asset. Events such as gun shows and MMA matches have a larger regional draw for overnight visitors, while fair patronage is more localized to Davidson County residents or nearby day visitors. Nearby, a new apartment complex is being developed. ECONOMIC IMPACT CALCULATIONS The redeveloped expo center is estimated to be constructed at a size of 50,000 square feet and would likely have a maximum occupancy of more than 3,500 people. Exhibit Al2 below, shows a baseline scenario with associated impact of 20 additional expo events. If these expo events were approximately 80% full, this would Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-29 lead to an additional 35,200 visitors to Spokane Valley. Because expo events have a share of traveling sales teams, the estimated share of overnight visitation could be as high as 40%. Direct impacts associated with the expo center are through revenue generated from ticket sales and concession sales at expo events. Total revenue inclusive of direct, indirect, induced and associated visitor spending is estimated to be over $2.4 million of which $253,000 is tied to ticket sales and a further $28,000 is tied to concession sales. Direct jobs tied to the expo center is estimated to be around 2 jobs while the total jobs generated is estimated to be approximately 27 jobs. The wages paid out to those jobs is estimated to total $938,400 of which $180,800 are paid out directly through the new full and part time workers hired due to the development of this expo center. Exhibit Al2. Baseline Impacts (20 Additional Expo Events and 35,200 Visitors) Estimated Impacts (Impacts of Direct, Indirect, Induced & Associated Revenues) Industry Sectors Impacted Transportation & Arts, Recreation, & Food Service Retail Sales Gas Accomodation & Food Stores Total Impacts (Sum of all Industries) Total Revenue $842,000 $42,000 $1,130,000 $393,000 $2,407,000 Direct Project Revenue $0 $0 $253,440 $28,160 $281,600 Indirect and Induced Revenue $0 $0 $417,560 $41,840 $459,400 Associated Revenue $842,000 $42,000 $459,000 $323,000 $1,666,000 Total Jobs Direct Project Jobs Indirect and Induced Jobs Associated Jobs 10 10 12 6 27 2 0 2 4 0 4 6 5 21 Total Wages $426,400 $18,000 $370,000 $124,000 $938,400 Direct Wages $90,400 $0 $81,300 $9,100 $180,800 Indirect and Induced Wages $0 $0 $141,700 $10,900 $152,600 Associated Wages $336,000 $18,000 $147,000 $104,000 $605,000 Source: Dean Runyan, 2015; Washington Department of Revenue, 2016; Washington Office of Financial Management, 2016; City of Spokane Valley, 2016; Community Attributes Inc., 2016 The total estimated taxes collected by the City of Spokane Valley is shown in Exhibit A13. A total of $34,000 in tax revenue is expected to be collected of which $2,000 is collected through the taxation of concessions sales with an additional $4,000 accrued due to spillover effects into the wider local economy. In terms of hotel taxes specifically, an estimated $14,200 in tax is directly from hotel revenue. Total hotel revenue is projected to be $430,800 which translates to approximately 5,100 extra hotel stays over a calendar year. This represents a 4% increase over the annual hotel stays of 128,782 experienced in 2014. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-30 Exhibit A13. Estimated Fiscal Impacts (20 Additional Expo Events and 35,200 Visitors) Fiscal Impacts (Tax Rate) Direct Fiscal Impacts Indirect and Induced Fiscal Impacts Associated Spending Fiscal Impacts Total Fiscal Impacts City of Spokane Valley State of Washington Spokane County Misc. Public Taxes 0.9% (3.3% in lodging taxes) 6.5% 0.2% 1.0% $2,000 $4,000 $28,000 $18,000 $30,000 $156,000 $0 $1,000 $2,000 $3,000 $5,000 $17,000 $34,000 $204,000 $3,000 $25,000 Sources: Washington Department of Revenue; 2076; City of Spokane Valley; 2016; Washington Office of Financial Management, 2076; Community Attributes Inc., 2076 Three scenarios were developed to look at the potential revenue, job, wage and fiscal impacts associated with an increase of 1 0, 20 and 30 expo events at the Spokane County Fairgrounds (Exhibit A14). As expo events increase there is a natural increase in the expected impacts the City of Spokane Valley could experience. Exhibit A14. Scenario Analysis (10, 20 and 30 Additional Expo Events) Impacts (Summary of direct, indirect, induced and associated impacts) Scenario One 10 Events: (17,600 visitors) Scenario Two Scenario Three 20 Events: (35,200 30 Events: (52,800 visitors) visitors) Number of Visitors Total Revenue Total Jobs Total Wages Total Fiscal Impacts Qty of Spokane Valley Other Taxes 28,800 $1,974,000 22 $771,900 $220,000 $28,000 $192,000 57,600 86,400 $3,948,000 $5,920,000 43 67 $1,543,900 $2,316,800 $437,000 $658,000 $56,000 $86,000 $381,000 $572,000 Source: Dean Runyan, 2015; Washington Department of Revenue, 2016; Washington Office of Financial Management, 2016; City of Spokane Valley, 2016; Community Attributes Inc., 2016 Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-31 Impacts Summary - Stadium or Entertainment District The follow tables summarize the potential impacts of a hypothetical development program for approximately 6.5 acres of the Fair and Expo Center site. Assumptions about the development program are informed by development patterns observed in the case studies, but is purely intended to illustrate the relationship between built space and economic impacts. Exhibit A15. Economic Impacts Summary for Hypothetical Stadium/Entertainment District Scenario Stadium or Entertainment District 1 Site Utilization Site SgFt Bldg. Footprints Height/Floors Total SgFt Office 5.00% 14,401 14,000 3 42,000 Retail 40.00% 115,212 86,000 1 86,000 Residential 40.00% 115,212 57,000 4 228,000 Hospitality 15.00% 43,204 12,000 6 72,000 Assessed Value 100.0% 288,029 169,000 NA 428,000 Taxable Annual Est Ass Value Assessed Value Local Levy Property Tax Office $164 $6,882,414 1.5255 $10,499 Retail $141 $12,144,860 1.5255 $18,527 Residential $75 $17,100,000 1.5255 $26,086 Hospitality $225 $16,200,000 1.5255 $24,713 Total N/A $52,327,275 N/A $79,825 Taxable Retail Sales Potential Retail Sales/Sq Total Retail Collectable Ft Sales Potential Sales Taxes Office $0 $0 $0 Retail $300 $25,800,000 $2,244,600 Civic Space $0 $0 $0 Park $0 $0 $0 Total N/A $25,800,000 $2,244,600 Economic Activity of New Commercial Space Potential Direct Employment on Use Type SF / Job Site Office 200 168 Retail 500 172 Hospitality 2,000 36 Total N/A 376 Spokane Valley Tourism Analysis Phase II March 2017 Appendix Page A-32 SPECIAL EVENTS Spokane Valley Events Facilities Three existing facilities in Spokane Valley serve as significant event drivers for the City and region: the Spokane County Fair and Expo Center, CenterPlace and Avista Stadium. The following provides a review of these facilities. Spokane County Fair The Spokane County Fair is hosted at the Spokane Valley Fairgrounds every year and is a major event driver in the City and region. In 2015, the fair had 273 commercial and food vendors. Total revenues for 2015 were almost $2.5 million. Historically, fair attendance has been inconsistent with a general trend towards decreased attendance. In 2015, over 190,000 individuals attended the fair, up about 5,000 people from 2014. Compared to 2008, the year with the highest fair attendance, 2015 had almost 48,000 fewer attendees. As a result of fluctuating attendance, fair revenues have also been inconsistent from year to year (Exhibit A16). Exhibit A16. Historical Spokane County Fair Attendance and Performance, 2006-2015 Year Attendance Attendence % Revenue Commercial Food Growth (2015$) Vendors Vendors 2006 218,790 13.20% $2,170,910 209 37 2007 235,010 7.40% $2,450,690 206 40 2008 242,160 3.04% $2,274,230 210 40 2009 227,080 -6.23% $2,240,480 221 40 2010 195,260 -14.01% $2,292,970 220 43 2011 2012 207,550 9.30% $2,422,760 231 42 2013 188,070 -9.38% $2,434,870 230 42 2014 189,450 0.73% $2,391,810 239 41 2015 194,420 2.60% $2,476,970 233 40 Note: Data unavailable for 201 1 . CenterPlace CenterPlace is a 54,000 square -foot event facility located in Mirabeau Meadows Park in Spokane Valley. It hosts banquets, conferences, musical entertainment, weddings, and more. Between 2013 and 2014, the number of special events hosted at the facility increased by 32, and the number of meetings/seminars increased by 91. Overall attendance between events and meetings increased by 15,670. During the same Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-33 time period, net revenues grew by almost $52,500 while expenditures rose by $28,450 (Exhibit 17). Exhibit A17. CenterPlace Overview, 2013-2014 2013 2014 Change 2013-2014 Attendance 108,960 124,630 15,670 Out of Town Guests 5,220 5,970 750 Total Events 812 844 32 Meetings/Seminars 521 612 91 Net Revenues $319,080 $371,570 $52,490 Total Expenditures $772,990 $801,440 $28,450 Avista Stadium The Avista Stadium is home to the Spokane Indians, a minor-league baseball team. Between 2010 and 2015, the operating revenues ranged from $3.5 million to $4.3 million. During the same time period, operating expenses ranged from $3 million to $3.5 million. Avista Stadium supports 15 full-time, year-round employees. Seasonal employees total 5 full-time and 265 part-time employees. In 2015, 38 Indians games and approximately 100 non -game events were hosted at the Stadium. Total estimated attendance for all Indians games was 188,000 people. For non -game events, total attendance exceeded 200,000 individuals. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-34 ValleyFest Additional Details Valleyfest Income and Expenses The following exhibits provide additional details on Valleyfest funding and operations. The values were leveraged to establish a baseline special event scenarios and to evaluate the potential impacts of special events. Exhibit A18. Valleyfest City Funding Estimates, Spokane Valley, 2016 Department Ce me rP l ace Parks Staffing Police Funding Estimate $8, 258.00 $10,640.00 $3,701.00 $3,176 Total $25,775.00 Source: City of Spokane Valley, 2016 Exhibit A19. Valleyfest Income/Expense Breakdown, 2016 Income Value Percent of Total Auction Income Booth Income Cycle Celebration Income Hotel Motel Grant - Cycle Celebration Hotel Motel Grant - Valleyfest Economic Development Grant Misc. Income Multi -Sports Registration Publication Income Sponsor Income Washington State Arts Council Grant Total Income $25,000 11.8% $31,000 14.7% $9,000 4.3% $3,000 1.4% $30,000 14.2% $21,000 10.0% $10,000 4.7% $6,000 2.8% $10,000 4.7% $65,000 30.8% $1,000 0.5% $211,000 100.0% Spokane Valley Tourism Analysis Phase H Expenses Value Percent of Total Auction Expenses Booth Expenses Car Show Expenses Children Activities Contract Services Credit Card Fees/Processing Cycle Celebration Expenses Entertainment Expenses Equipment Rental Fitness Expenses Hot Air Balloon Expenses Marketing Expenses Misc. Expenses Miss Spokane Valley Pageant Multi -Sports Expense Office Expenses Parade Expenses Publication Expenses Security Expenses Sponsor Expense TotFest Expense Valleyfest Children's Foundation Volunteer/Employee Expenses Wages Total Expenses $9,000 $1,500 $500 $7,000 $1,500 $1,250 $9,000 $20,000 $17,500 $2,500 $5,000 $49,500 $10,000 $1,000 $7,500 $15,000 $2,000 $10,000 $5,500 $3,750 $5,000 $2,000 $3,000 $22,000 $211,000 4.3% 0.7% 0.2% 3.3% 0.7% 0.6% 4.3% 9.5% 8.3% 1.2% 2.4% 23.5% 4.7% 0.5% 3.6% 7.1% 0.9% 4.7% 2.6% 1.8% 2.4% 0.9% 1.4% 10.4% 100.0% March 2017 Appendix Page A-35 Economic Impact Detail Exhibits A20 through A22 provide a detailed breakdown of economic impacts described in terms of potential spending impacts and revenues as well as jobs and wages. Also included is a breakdown of fiscal impacts associated with the medium visitation scenario. A comparison of different event scenarios is provided under the final exhibit. Exhibit A20. Projected Project Revenues Medium Visitation Estimated Impacts (Impacts of Direct, Indirect, Induced & Associated Revenues) Industry Sectors Impacted Retail Sales Transportation & Arts, Recreation, & Food Service Gas Accomodation & Food Stores Total Impacts (Sum of all Industries) Total Revenue $1,552,000 $49,000 $257,000 $777,000 $2,635,000 Direct Project Revenue $710,250 $0 $40,000 $214,500 $964,750 Indirect and Induced Revenue $123,750 $0 $66,000 $345,500 $535,250 Associated Revenue $718,000 $49,000 $151,000 $217,000 $1,135,000 Total Jobs 16 3 8 27 Direct Project Jobs 8 - 0 3 11 Indirect and Induced Jobs 0 - 1 2 3 Associated Jobs 8 - 2 3 13 Total Wages $413,400 $22,000 $83,000 $240,000 $758,400 Direct Wages $81,800 $0 $12,800 $69,000 $163,600 Indirect and Induced Wages $44,600 $0 $22,200 $101,000 $167,800 Associated Wages $287,000 $22,000 $48,000 $70,000 $427,000 Sources: Dean Runyan, 2016; City of Spokane Valley, 2016; Washington Department of Revenue, 2016; Community Attributes Inc., 2016 Exhibit A21. Projected Fiscal Impacts Fiscal Impacts (Tax Rate) Direct Fiscal Impacts Indirect and Induced Fiscal Impacts Associated Spending Fiscal Impacts City of Spokane Valley State of Washington Spokane County Misc. Public Taxes 0.9% (3.3% in lodging taxes) 6.5% 0.2% 1.0% $2,000 $17,000 $0 $3,000 $5,000 $35,000 $1,000 $5,000 $14,000 $126,000 $2,000 $11,000 Total Fiscal Impacts $21,000 $178,000 $3,000 $19,000 Sources: Dean Runyan, 2016; City of Spokane Valley, 2016; Washington Department of Revenue, 2016; Community Attributes Inc., 2016 Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-36 Exhibit A22. Comparative Visitation Impacts Impacts Small Event (Summary of direct, indirect, induced and associated impacts) Medium Event Large Event (Valley Fest) Number of Visitors 20,000 40,000 80,000 Total Revenue $1,259,000 $2,635,000 $5,650,000 Total Jobs 14 27 62 Total Wages $359,600 $758,400 $1,660,400 Total Fiscal Impacts $101,000 $221,000 $486,000 City of Spokane Valley $9,000 $21,000 $53,000 Other Taxes $92,000 $200,000 $433,000 Sources: Dean Runyan, 2016; City of Spokane Valley, 2016; Washington Department of Revenue, 2016; Community Attributes Inc., 2016 Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-37 ARTS AND ENTERTAINMENT VENUE Arts and Entertainment Case Studies Case: Federal Way Performing Arts Center Location: Federal Way, WA The City of Federal Way broke ground on its new performing arts center in fall 2015, and expects to open in 2017. With an array of flexible facilities, the 44,000 -square foot center will serve as a multipurpose venue for arts performances, conferences, meetings, and other events. These facilities include a 700 -seat, two-tier theater, 8,000 square feet of event facilities, a catering kitchen, and more. The catering kitchen will also provide a home for a new Native American Culinary Institute, developed in partnership with the Muckleshoot Tribe and Institute of American Indian Arts. The center will also host five nonprofit arts organizations serving the local population. As a city that is large and diverse, yet lacking a distinct urban identity, the City of Federal Way began to acquire property to redevelop into a new Town Center in 2007. In 2014, as part of this effort, the City acquired the four -acre site that would be home to the Performing Arts Center. The Performing Arts Center has a total estimated development cost of around $32 million. Funding sources include the City of Federal Way, the State of Washington, King County 4Culture, and local donations secured by the Federal Way Coalition of the Performing Arts. The Coalition set a goal of $1 million in local donations. Case: Kirkland Performance Center Location: Kirkland, WA When a local theater group was searching for a facility in the 1980s, Kirkland's local leaders rallied together around the idea of a professional theater located Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-38 downtown. While the theater group found a facility elsewhere, the momentum for a Kirkland theater remained. The City and its partners were able to raise $5.8 million over a ten-year period from a combination of government agencies, corporations, foundations, and private donors. The 397 -seat, 17,000 square foot theater was opened in 1998, and is owned by the City of Kirkland. The Kirkland Performance Center (KPC) nonprofit organization has a rent-free long term lease to operate the facility. The City of Kirkland supports the Center by returning all admissions taxes collected from KPC ticket sales to KPC, and also annually contributes funds for operation expenses. In addition to their work in hosting local arts organization, the KPC also runs educational programs for local schools. Case: Spokane Civic Theater Location: Spokane, WA The nonprofit Spokane Civic Theater has been in existence since 1947. Not only one of few community theater groups to own its own space, it has two performance spaces - a main theater that seats 339, and a more intimate 88 -seat space. The group has a $1.2 million annual operating budget, nine full-time and 15 part-time workers. Still more work depends on its approximately 500 volunteers. The Civic Theater derives a great deal of its income from corporate sponsorships, in addition to individual donors, season ticket holders, and grants. It also has a side business renting its extensive costume library. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-39 Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-40 Case: The Modern Theater Location: Spokane, WA and Coeur d'Alene, ID The Modern Theater operates two theaters, one in Coeur d'Alene, with 160 seats, and another in Spokane, with 250 seats. The nonprofit operates with a $700,000 annual operating budget and has more than 1,000 season ticket holders. While its finances are "strong", according to a 2015 Spokane Journal of Business article, expenses can be high. Each show costs from $7,000 to $40,000 to produce, often more for musicals. It operates as a professional theater, so all performers and crew are paid. In addition, it took on $100,000 of debt from a struggling Spokane theater company when it expanded into their space, though the debt was nearly all paid in 2015. The original Coeur d'Alene venue has an 85% occupancy rate, while Spokane's was 38 percent in 2015, with a goal to reach 50 percent this year. Unfortunately, the Modern Theater revealed its decision to close the Spokane location at the end of 2016, citing high overhead costs and declining profits. Case: Edmonds Center for the Arts Location: Edmonds, WA The Edmonds Center for the Arts is owned by the Edmonds Public Facilities District and managed by a nonprofit organization also called the Edmonds Center for the Arts (ECA). The 704 -seat auditorium serves more than 65,000 people per year for events that include concerts, theater productions, and more. The facility also includes a large lobby that can serve many purposes, two multipurpose meeting rooms with capacity for 49 each, and one multipurpose room with a capacity of 300. The Center building was originally built in 1909 as the original Edmonds High School, closed in 1975 and subsequently occupied by Puget Sound Christian College. In the early 2000s, the City of Edmonds established a Public Facilities District to study the potential for an arts center, and selected the recently vacated school's auditorium. After purchasing the property in 2002, the City embarked on an $18 million renovation project to turn the building into a modern center. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-41 Case: Jack's Urban Meeting Place (JUMP) Location: Boise, ID Jack's Urban Meeting Place (JUMP) is a unique case, with elements of performing arts centers, community centers, incubators, and event centers rolled into one. The general intention is to provide shared spaces for people to come together and be creative in any sense. The on-site studios include dance studios, an industrial kitchen, fabrication studio with 3D printer, and spaces for events and performance. The building itself is inspiring, with multistory slides and an adjacent park that features a collection of antique tractors. The scale of this 7.3 -acre project comes with an equivalent cost - $70 million, largely funded through the estate of J.R. Simplot. The facility is managed by a nonprofit organization. While this particular case is very large, the concept could be accomplished at a smaller scale. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-42 Case: Arlington Arts Incubator Location: Arlington, VA While Boise's JUMP provides a beautiful example of a centralized incubator space, the concept can also work in the complete absence of such resources. In 1986, Arlington County decided to actively support the arts by forming a Commission for the Arts and developing a system of competitive grants for local artists. A few years later, an Arts Incubator was established, allowing the City to repurpose underutilized spaces for the arts. In addition to offering underutilized public space, the Incubator secures vacant private spaces like warehouses, retail, and conference centers through partnerships with local businesses and nonprofits. As a result, the number of local arts groups grew from 11 to 25 from 1990 to 1996, and the number of arts events increased from 200 to 1,300. The program has been effective in supporting the arts but also cost effective - while the grant program was only $97,000 in 1997, the annual savings in rent to organizations using the subsidized spaces exceeded $400,000. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-43 Economic Impacts Tables The following tables provide detailed findings related to economic Arts and Entertainment Venue (baseline/stabilized scenario). Exhibit A23. Arts and Entertainment Revenues and Impacts impacts for the Detail ($2015) Estimated Impacts (Impacts of Direct, Indirect, Induced & Associated Revenues) Industry Sectors Impacted Retail Sales Transportation & Arts, Recreation, & Gas Accomodation Food Service & Food Stores Total Revenue Direct Project Revenue Indirect and Induced Revenue Associated Revenue Total Jobs Direct Project Jobs Indirect and Induced Jobs Associated Jobs Total Wages Direct Wages Indirect and Induced Wages Associated Wages $670,000 $o $0 $670,000 8 8 $305,200 $38,200 $0 $267,000 $34,000 $0 $0 $34,000 $15,000 $0 $0 $15,000 $607,000 $91,421 $150,579 $365,000 7 1 5 $197,000 $29,300 $50,700 $117,000 $328,000 $27,744 $42,256 $258,000 5 0 0 4 $103,000 $8,900 $11,100 $83,000 Total Impacts (Sum of all Industries) $1,639,000 $119,200 $192,800 $1,327,000 20 2 17 $620,200 $76,400 $61,800 $482,000 Source: Community Attributes Inc., 2016. Exhibit A24. Fiscal Revenues Detail ($2015) Fiscal Impacts (Tax Rate) Direct Fiscal Impacts Indirect and Induced Fiscal Impacts Associated Spending Fiscal Impacts Total Fiscal Impacts City of Spokane Valley State of Washington Spokane County Misc. Public Taxes 0.9% (3.3% in lodging taxes) 6.5% 0.2% 1.0% $1,000 $2,000 $23, 000 $8,000 $13,000 $107,000 $0 $0 $2,000 $1,000 $2,000 $13,000 $26,000 $128,000 $2,000 $16,000 Source: Community Attributes Inc., 2016. Spokane Valley Tourism Analysis Phase H March 2017 Appendix Page A-44 DRAFT ADVANCE AGENDA as of April 3, 2019; 8:30 a.m. Please note this is a work in progress; items are tentative To: Council & Staff From: City Clerk, by direction of City Manager Re: Draft Schedule for Upcoming Council Meetings April 16, 2019, Study Session, 6:00 p.m. ACTION ITEMS: 1. Motion Consideration: Bid Award Knox Sidewalk, Hutchinson to Sargent — Gloria Mantz NON -ACTION ITEMS 2. Report on Crisis Co -response Team — Chief Werner, Deputy Dan Moman; Mental Health Professional Holly Keller; Frontier Behavioral Health Chief Operating Officer Jan Dobbs 3. Federal Legislative Agenda — John Hohman, Cary Driskell 4. Comp Plan Amendments 2019 — Lori Barlow, Mike Basinger 5. CERB (Community Economic Revitalization Board) Planning Grant — Mike Basinger 6. Advance Agenda — Mayor Higgins [due Tue April 91 (10 minutes) (45 minutes) (30 minutes) (30 minutes) (10 minutes) (5 minutes) [*estimated meeting: 130 mins] April 23, 2019, Formal Meeting Format, 6:00 p.m. [due Tue April 161 Proclamation: Older American's Month; Lemonade Day 1. Consent Agenda (claims, payroll, minutes) 2. Motion Consideration: Bid Award, Evergreen Crossing, Mission to Indiana — John Hohman 3. Motion Consideration: Bid Award, Midilome Neighborhood St.Imp. Project- John Hohman 4. Motion Consideration: Bid Award, Barker Road Widening — John Hohman 5. Admin Report: Police Department Quarterly Report — Chief Werner 6. Admin Report: Advance Agenda — Mayor Higgins 7. Info Only: Department Reports [*estimated meeting: (5 minutes) (10 minutes) (10 minutes) (10 minutes) (10 minutes) (5 minutes) 50 mins] April 30, 2019, Study Session, 6:00 p.m. [due Tue April 23 1 ACTION ITEMS: 1. Motion Consideration: Bid Award, Garland Avenue Extension Project — Gloria Mantz (5 minutes) 2. Motion Consideration: Adoption of Federal Legislative Agenda — M.Calhoun, J.Hohman, C.Driskell (10 min) NON -ACTION ITEMS: 3. Park Road Reconstruction Project Update — Gloria Mantz 4. Advance Agenda — Mayor Higgins May 7, 2019, Study Session, 6:00 p.m. 1. Advance Agenda — Mayor Higgins (10 minutes) (5 minutes) [*estimated meeting: 35 mins] May 14, 2019, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. First Reading Ordinance, Comp Plan Amendments — Lori Barlow, Mike Basinger 3. Admin Report: Advance Agenda — Mayor Higgins May 21, 2019, Study Session, 6:00 p.m. 1. Draft 2020-2025 Six -Year TIP — Adam Jackson 2. Advance Agenda — Mayor Higgins Draft Advance Agenda 4/4/2019 10:14:00 AM [due Tue April 30 (5 minutes) [due TueMay71 (5 minutes) (20 minutes) (5 minutes) [*estimated meeting: 30 mins] [due Tue May 141 (20 minutes) (5 minutes) [*estimated meeting: 25 mins] Page 1 of 2 May 28, 2019, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Second Reading Ordinance, Comp Plan Amendments — 3. Admin Report: Advance Agenda — Mayor Higgins 4. Info Only: Department Reports Lori Barlow, Mike Basinger [due Tue May 21] (5 minutes) (10 minutes) (5 minutes) [*estimated meeting: mins] June 4, 2019, Study Session, 6:00 p.m. ACTION ITEMS: 1. Public Hearing: 2020-2025 Six -Year TIP — Adam Jackson 2. Resolution Adopting 2020-2025 Six Year Tip — Adam Jackson (no public comment) NON -ACTION ITEMS: 3. Advance Agenda — Mayor Higgins [due Tue May 281 (15 minutes (5 minutes) (5 minutes) [*estimated meeting: mins] June 11, 2019, Special Meeting: 2020 Budget Workshop, 8:30 a.m. — 2:30 p.m., [due Tue June 4] June 11, 2019, 6 pm formal meeting cancelled June 18, 2019, Study Session, 6:00 p.m. [due Tue June 111 1. Advance Agenda — Mayor Higgins (5 minutes) AWC Annual Conference: June 25-28 Spokane Convention Center June 25, 2019, Formal Meeting Format, 6:00 p.m. 1. Advance Agenda — Mayor Higgins 2. Info Only: Department Reports [due Tue June 18] (5 minutes) July 2, 2019, Study Session, 6:00 p.m. [due Tue June 25] 1. Advance Agenda — Mayor Higgins (5 minutes) July 9, 2019, Formal Meeting Format, 6:00 p.m. Proclamation: Parks and Recreation Month 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Advance Agenda — Mayor Higgins *time for public or Council comments not included [due Tue July 2] OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS: Appleway Trail Amenities St. O&M Pavement Preservation Camping in RVs Studded Snow Tires Donation Recognition Utility Facilities in ROW Graffiti Water Districts & Green Space Health District Re SV Stats Way Finding Signs Land Use Notice Requirements Mirabeau Park Forestry Mgmt. Naming City Facilities Protocol Park Lighting Park Regulations Ordinance Amendments PFD Presentation Police Dept. Quarterly Rpt (Jan, April, July, Oct) Sign Ordinance Snow Removal: Streets & Sidewalks St. Illumination (ownership, cost, location) Draft Advance Agenda 4/4/2019 10:14:00 AM (5 minutes) (5 minutes) Page 2 of 2 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: April 9, 2019 Check all that apply: ❑ consent ❑ old business ❑ information ❑ admin. report Department Director Approval ❑ new business ❑ public hearing ❑ pending legislation ® executive session AGENDA ITEM TITLE: EXECUTIVE SESSION: Review Performance of a Public Employee GOVERNING LEGISLATION: [RCW 42.30.110(1)(g)] PREVIOUS COUNCIL ACTION TAKEN: BACKGROUND: OPTIONS: RECOMMENDED ACTION OR MOTION: "I Move that Council adjourn into executive session for approximately sixty minutes to review the performance of a public employee, and that no action will be taken upon return to open session." BUDGET/FINANCIAL IMPACTS: STAFF CONTACT: ATTACHMENTS: