Port St.

Lucie, FL - Waterpark Feasibility Study

Your Consulting Team

Nationally-Known Aquatic/Park
Designers and Engineers

Leading Aquatic Planning and Design

Firm in the United States
Mark Hatchel, ASLA, PLA
• Over 35 Years of Park and Aquatic Design
Experience
• Award-Winning Waterpark and Park Designer
• Multiple Florida Projects
• World Waterpark Hall of Fame Inductee 2018
• Over 15 Waterpark Projects!
• Pirates Bay Waterpark - Baytown, TX
• Butler Park Aquatic Center – North Port, FL
• Multiple Municipal and Commercial Water Parks
(United States and International)
• Aquatics International Power 25 in Aquatics
George Deines, CPO
• Over 20 Years of Aquatic Experience
• Ten Years of Municipal Operations Experience
• 100+ Aquatic Studies in Past Ten Years!
• Multiple Projects with Mark Hatchel and Kimley-Horn
• Frequent Speaker on Aquatics:
• NRPA
• WWA
• Athletic Business
• Association of Aquatic Professionals
• Multiple Recent Articles for World Waterpark
and Aquatics International Magazines
First Pool Project Was in 1979
Scope of Work
• Task I – Site Evaluations and Due Diligence
• Task II – Finalize Design Program, Concepts & Phasing
• Task III – Market Analysis and Opinion of Expense/Revenue
• Task IV – Construction Documents (TBD-Future)
Progress to Date
June 2021 Purchase Order Issued to Consultants
July 2021 In-Person Kick-Off Meeting and Site Visits
August 2021 Internet Meeting to Review Sites/Demographics
October 2021 Internet Meeting to Review Project Size, Budget, and
Projected Operating Costs/Revenue at Torino Site
January 2022 In-Person Meeting with City Council
Outline
• Demographic Analysis (Age/Income)
• Market Analysis (Other Aquatic Providers)
• Site Evaluation Analysis
• Recent Example Facilities and Costs
• Operational Analysis
• Q&A and Next Steps
Demographic Analysis
City Household Population
▪ The household count in 2020 was 72,333
and the household projection for 2025 is
76,190, a change of 5.3%.

▪ The population in 2020 was 195,638 and

the projection for 2025 is 205,054 a
representing a change of 4.8%.

Port St. Lucie

 Vero Beach

Port St. Lucie

60 Minute
Drive Time
Radius West Palm Beach
Drive-Time Household Population
▪ The population in 2020 was 1,192,299
and the projection for 2025 is 1,226,416
representing a change of 2.9%.

▪ In 2020, the most prominent age group in

this geography is Age 55 to 64 years. The
age group least represented in this
geography is Age 0 to 4 years.

▪ 59,000 children ages 0-14 years old

Market Analysis
Other Area Providers (Aquatic Recreation)
Market Area (60 Minute Drive-Time) Volcano Bay
Municipal/County Aquatic Facilities Blizzard Beach
▪ Sailfish Splash (Stuart) Typhoon Lagoon
▪ Wellington Aquatics Complex Island H2O Live!
▪ Calypso Cove (Margate)
▪ North County Aquatics Complex
(Jupiter)
▪ North County Pool (Sebastian) Port St. Lucie
▪ Barracuda Bay Aquatics Complex
(Riviera Beach)
▪ Palm Beach Gardens Aquatics
Complex
▪ North Palm Beach Swimming Pool Rapids Waterpark
▪ Lake Lytal Aquatic Center (West
Palm Beach)
Similar Aquatic Provider Admission Costs
Rapids Waterpark
▪ Daily: $49.99-$59.99
▪ Season Pass: $129.95

Sailfish Splash
▪ Daily: $14.45-$16.45
▪ Season Pass: $79.00-$89.00

Calypso Cove
▪ $3.00-$4.00

Barracuda Bay
▪ $4.00-$7.00
Market Summary for Waterpark
Positive Factors
- Overall population density
- Number of children under age 14
- Lack of aquatic offerings in Port St. Lucie
- Ability to enhance aquatic leisure amenities compared to Sailfish Splash

Negative Factors
- Proximity to Rapids Water Park (within 60 minutes) could impact interest in and
attendance to a similar large waterpark in Port St. Lucie
- Lack of visitor market compared to Orlando area waterparks (effect on per
capita expenditures and admission price points)
Site Evaluation Analysis
Site Evaluation Criteria
• Identify and Rank Three (3) Potential Sites in Port St. Lucie
- Size: 12 Acres Minimum
- Accessible and Visible: Near Major Arterial or Collector
- Developable: Potable Water + Sewer/Primary Electric
• Other Considerations
- Minimize Traffic or Noise Impact to Neighborhoods
- Not in Flood Zone
- Convenient to Residents and Visitors
Potential Sites North

• City Provided 14 Sites

• Sites Evaluated
- North (1,2,3,12,13,14)
- Central (4,5,6,7,8)
- South (9,10,11) Central

South
Demographic Summary (30 Minute Drive Time)
Population Ages 0-19 Population Household Income
North (Sites 1, 2, 3, 12,13,14) 368,463 80,917 $53,548
(North off I-95)
Central (Sites 4,5,6,7,8) 434,690 93,973 $54,355
(West/Central/Traditions – I-
95/Gatlin Blvd/ Crosstown
Pkwy)
South (9,10,11) 402,121 89,893 $54,572
(South/East of 1-95 and West
of Tollway)
Top Three Waterpark Sites

#1 #2 #3
Site Evaluation Summary
Preferred Site 13 - Torino Regional Park
Recent Example Facilities and Costs
$10M to $25M
Regional Aquatic Center $10M to $15M
• Aquatic Center (1.5 Acres)
- Bathhouse/Office/Concessions
- Filtration/Storage
- 8 Lane Lap Pool with 1M Board
- Open/Enclosed Waterslides
- Children’s Spray/Play Pool
- Lazy River w/ Crossing Activity
- Shade Structures
• 100 Car Parking (1.5 Acres)

24
Example Regional Aquatic Center

Dallas Samuel Grand Municipal Regional Aquatic Center – Cost $10M 2021

25
Large Regional Aquatic Center $15M to $20M
• Aquatic Center (2.5 Acres)
- Bathhouse/Office/Concessions
- Filtration/Storage/Restrooms
- Stretch Lap Pool with Bulkhead
- Signature Waterslide
- Two 1M Dive Boards
- Open/Enclosed Waterslides
- Children’s Spray/Play Pool
- Lazy River w/ Crossing Activity
- Shade Structures
• Shared Parking for 200 Cars (2.5 Acres)

26
Example Large Regional Aquatic Center

North Port Aquatic Center - Cost $15M 2021

Regional Water Park $20M to $25M
• Aquatic Park (5 Acres)
- Bathhouse/Office/Concessions
- Filtration/Storage/Restrooms
- Single and Multi-Rider Slides
- Multiple Signature Waterslides
- Two 1M Dive Boards
- Wave Pool and Flowrider
- Multiple Spray/Play Pools
- Lazy River w/ Crossing Activity
- Shade Structures
• Shared Parking for 400 Cars (5 Acres)

28
Example Regional Waterpark $20M to $25M

Baytown Pirates Bay Municipal Waterpark - Cost $25M 2021

Torino Regional Park and Waterpark Options
Operational Analysis
Operating Schedule
▪ Option 1 (Regional Aquatic Center) Cost $10 to $15M
▪ 100-day summer season (Memorial Day to Labor Day)

▪ Option 2 (Large Regional Aquatic Center) Cost $15M to $20M

▪ 100-day summer season (Memorial Day to Labor Day)
▪ Weekends May and September

▪ Option 3 (Regional Waterpark) Cost $20M to $25M

▪ 100-day summer season (Memorial Day to Labor Day)
▪ Weekends April/May and September/October
Cost Assumptions
▪ 125 Day Operating Season, 8 hours per day (Option 2)

▪ Pools filled 150-200 days

▪ $0.09 per kwh for electric use

▪ $3.50/lb chlorine cost

▪ $7.79 per 1,000 gallons of water

▪ Four full-time positions (supervisor, aquatic coordinator (2), pool technician)

▪ Overhead calculated at 30% for full-time and for part-time

▪ Part-time personnel hourly rates

▪ $14.79 lifeguard
▪ $13.03 rec attendant

▪ City of Port St. Lucie owned and operated

 Expense Budget
▪ Personnel – aquatic FT staff, lifeguards,
recreation attendant

▪ Insurance – property & liability

Option 1 Option 2 Option3
_
▪ Repair and maintenance – pumps, motors, Personnel $411,654 $502,395 $1,236,095
lights, equipment repairs

▪ Operating supplies – office supplies, facility Direct Facility Expenses $164,437 $229,420 $441,056
equipment
Utilities $107,113 $144,377 $236,574
▪ Chemicals – chlorine/ph buffer

▪ HVAC – heat and cool support spaces Programs $59,062 $88,560 $257,494

▪ Electricity – pumps/motors for pool + Total Expenses $792,966 $1,035,852 $2,269,719

lighting

▪ Water/sewer – pool water replacement +

toilets/showers
Revenue Streams
Option 1 Option 2 Option 3
▪ Daily admission _

Total Attendance 50,508 70,036 136,638

▪ Memberships / season pass

▪ Food and beverage Per Capita Expenditure $7.06 $7.40 $13.55

▪ Programs
Admission Revenue $356,541 $518,264 $1,851,279
▪ Rentals
Program Revenue $54,125 $54,125 $54,125

Rental Revenue $25,890 $32,140 $44,640

Food and Beverage Revenue $50,508 $105,054 $409,913

Total Revenue $487,063 $709,583 $2,359,957

Financial Summary
_ Option 1 Option 2 Option 3

Total Expenses $792,966 $1,035,852 $2,269,719

Total Revenue $487,063 $709,583 $2,359,957

Cost Recovery 61.42% 68.50% 103.98%

 Operational Models
• City of Port St. Lucie Owned and Operated • Third-Party Management Firm

• City maintains control related to all aspects of the • City relies upon outside operator
waterpark’s operation
• City lacks control over facility operations, fees and
• All schedules, fees and rates set by the City charges

• City departments control HR, marketing and • Public perception related to private operation of the
finances facility

• Monthly management fee paid to operator

• Salary structure may not coincide with City’s

• Potential increase on admission, concession, and

program fees and rates

• Potential attendance increase due to more aggressive

marketing
Traditional Public Operation 3rd Party Management Public / Private Partnership Non-Profit Entity

Least expensive City must hire all City retains decision Increased expenses City is not City does not have Non-profit performs Must hire more staff
staff making compared to responsible for the control over pricing all operation to perform all
City retains all traditional public daily operations of structure or functions operational and
decision making City departments Daily operations are the waterpark. operation. financial functions
have to take on HR performed by an City must cover any Decision making is
and financial experienced shortfall Capital investment If the developer performed by board Must be self
functions operator is not publicly feels the waterpark of directors made of sufficient through
Increased revenue funded. venture is no longer stakeholders operating
Generally lowest Higher revenue does not always financially revenue/donations
revenue goals/potential cover management All future capital sustainable then the Highest revenue
fee projects are paid for park belongs to the goals/potential City no longer has
City responsible for by the waterpark, City. operational control,
programming not the City. no longer “City”
pool
City must cover any
shortfall City is no longer in
charge of branding

Increased expenses
compared to
traditional public
Q&A and Next Steps