HomeMy WebLinkAboutResolution 2025-141A RESOLUTION ADOPTING THE KITTITAS COUNTY TOURISM
INFRASTRUCTURE PROJECTS APPLICATIONS
WHEREAS: Kittitas County imposes a lodging tax assessed on the sale or charge made for
furnishings of lodging according to RCW 67.28.180 and RCW 67.28.181; and
WHEREAS: According to RCW 67 .28.1816, lodging tax revenues under this chapter may be
used, directly by any municipality or indirectly through a convention and visitor
bureau or destination marketing organization for:...(c) supporting the operations
and capital expenditures of tourism-related facilities owned or operated by a
municipality...; and
WHEREAS: The Kittitas County Lodging Tax Advisory Committee designated l0 million
dollars to be available as part of this process; and
WHEREAS: Kittitas County solicited applications for the Tourism-Related, Municipality-
Owned lnfrastructure Projects; and
WHERBAS: In accordance with the program application and process, the Kittitas County
Lodging Tax Advisory Committee has reviewed, and ranked all the applications
submitted to Kittitas County; and
WHEREAS: The Kittitas County Lodging Tax Advisory Committee met in an open public
meeting on July grh,2025 to consider applications and develop funding
recommendations for consideration by the Board of County Commissioners; and
NOW, THEREFORE BE IT RESOLVED: That Kittitas County hereby awards the2025
Tourism-Related Infrastructure Proj ects as follows :
BOARD OF COUNTY COMMISSIONERS
COUNTY OF KITTITAS
STATE OF WASHINGTON
RESOLUTION
No. 202s- l',{ I
l. City of Roslyn-Historic Roslyn Cemetery Inigation Project
2. City of Roslyn-Historic Roslyn Cemetery Signage
3. KVEC-Rodeo Grandstands Reconstruction
4. City of Ellensburg-Fieldhouse
5. Matt Stephens-Documentary Film "Broken Glass"
TOTAL LTAC F'UNDBD
$ 412,000
$ 25,000
$3,000,000
not funded
qa!fundsd
$3.437.000
l
5+h ofADOPTED this
of the
2025
BOARD OF COUNTY COMMISSIONERS
c , WASHINGTON
V
.f
Kittitas Gounty Lodging Tax Fund Apptication for Tourism'Retated lnfrastructufe Proiects
Apptication Overview
This apptication is designed to provide funding for tourism-retated infrastructure projects in
Kittitas County. Eligible projects must demonstrate a direct impact on tourism' support visitor
experiences, and contribute to the local economy. Ptease fol'low the apptication format outlined
betow and attach supporting documents to this cover sheet. Atl apptications witt be reviewed bythe
LodgingTaxAdvisoryCommittee(LTAC),withfinatapprovatbytheBoardofcounty
Commissioners (BOCC).
Completian of apptication question can be directed to Kiftltas County Chamber of Commerce' Amy
McGuffin email amy@kittrtasceuntychamber.com or directly by phone at (509)925-20o2'
l. Appticant lnformation
r Project Titte:
r Totat Request Amount:
. AppLicantName/Organization:
r Gontact Person:
r Phone:
r Emait:
. Maiting Address:
Historic Rostyn Cemetery I rrigation
$ 412,000.00
City of Rosl.Yn
Michette Geiger
(s09) 304-8337
p ta n ner@ci. rostYn.wa.us
PO Box 451 RostYn, WA 98941
ll. Project Overview
1. Project DescriPtion
Project is to reptace existing sprinkter system in the Rostyn Historicat cemeteries' There are 26
different cemeteries that date back to the early 1880's' The existing sprinkter system has been in
ptace since around the 50,s and 60,s and has been deteriorating. The project inctudes four (4)
phases, consisting of a base bid, with atternates A, B, C. Proiect is scheduted to be compteted
during sPring ot 2026-
2. Tourism Benefit
The Historic Rostyn Cemetery attracts visitors daity f rom outside of the County and is a vatuable
piece of both state and tocar history in our county. These improvements attow the city the abitity to
maintain this historic feature and to preserve the area tO better attow a safe tourism experience'
3. Target Users
The primary users are tourists and recreational users This area witt remain open duringthe proiect'
lll. Budget and Funding: Ptease provide a project budget which includes totat cost and breakdown
of expense by phase and/or major category'
1. Project Eudget Breakdown (Exampte)
se ltem
structron lnctuded in Construction Costs
'lMataria is
Permits & Fees
2. Funding Sources
Phase I of the project was compteted in conjunction with County f unding in 2O24' Phase I
incorporated a maln extension to the cemetery for water avaitabitity' The batance requested is to
comptete the irrigation to all cemeteries.
3. Long-Term Maintenance Ptan
Long term maintenance witt be funded through the City budget'
lV. Proj ect Timetine (ExamPte)
Mitestone Start Date I Comptetion Datel
nning & Permits
Construction Start ApriL 2026 lune/JulY 2026
Proiect Comptetion une/Jul,y ne/)uly 2Q26
JuneiJuty 2026Opening to Publ.ic June/July 2026
s (Secured/Pending)Funding
e
CompleteDesign & Ptanning
ding - Previous phase was completed byLodging
Funds
x Grant with County funding
LaborlContractor
Fees
412,OA0
N/A
Marketing/Signage
lnctuded in construction
NIA
Maintenance (Year
1)
$ 412,000.00
I
V. Feasibitity and Risk Management
1. FeasibititY
Pl,ans are in hand and ready to be bid for start of construction'
2. Risk Management
project wiit need to occur outside of winter weather and has therefore been ptanned for spring'
Vl. Tourism Metrics and Success Measurement
I The goal woul,d be to complete design and construction of the signage during winter
(January-March)of2026withactual'instatlationinAprit/May2026'
. The project witl be promoted through the city website, Rostyn Historic Museum' and other
non-profit groups to promote the new experience'
rTherearc26differentcemeteriesthatdatebacktotheearl'ylESo.s.Theexistingsprinkter
system has been in ptace since around the 50's and 60's and has been deteriorating' Due to
high risk of fire and maintenance and preservations needs for the location' a more robust
water system for these cemeteries is necessary to preserve the historic significance that
that these cemeteries contribute to the city of Roslyn and it's historic designation' which
inctudes these cemeteries'
r The current kiosk at the site does track users as does the museum when providing
information to tourists. we expect to continue to use these tracking mechanisms moving
forward after proiect comptetion'
. This project is expected to provide preservation and protection measures'
The city of Rostyn is committed to providing fotl'ow up data for this project and tracking tourist
number to the site in order to better evatuate both the tevet of service being provide to the user and
future improvements that could increase that tevel of service to attract additionat users to the site'
Vtl'Appticantcertification{Mustbecompl'etedforappiicationtobeaccepted)
I certify that the information provided in this apptication is true and comptete to the best of my
knowtedge. lfurthe|' certify that I understand the eligibitity requirements and thatthis project
compties with the requirements of RCW 67'28'1816'
si
Name:tte Geiger_-=- _---
Titte: -Ptanner_-,_-"-.-_-Oate:
-7/1/2025-*-
Submission lnstructions
Apptications must be submitted by Juty 1'1,2023, by 5:00 p.m. PST'
Apptication can be submitted via emaitor in-person to:
Kittitas County Auditor's Office
Attn: Lisa Bugni
205 West 5th Avenue, Suite 105
Eltensburg, WA 98926
Email: tisa,bugni@e-q. kittitas,.wa. us
Late or incomptete apptications witt not be considered. This infrastructure apptication temptate
ensures 6 thorough, transparent, and tourism-focused funding process. The detail'ed scoring rubric
hetps LT,AC evaluate projects consistently and fairty-
Scoring Rubric for LTAC Review
Criteria il ton
Tourism lmpact
monstrates clear and measurabte impact on
nsm
Feasibiiity and
nabiLity
ect is wett-ptanned, feasible, and has a tong-term
an
and reatistlc budget with secured or pen ding
nds.Budget and Funding Ptan
Community Benefit
ect provides additional benefits to the locaI
10 mmunlty.
Kittitas county LodgingTax Fund Apptication forTourism-Retated lnfrastructure Projects
Apptication Overview
This apptication is designed to provide funding for tourism-retated infrastructure projects in
Kittitas County. Etigibte projects must demonstrate a direct impact on tourism' support visitor
experiences, and contribute to the locat economy. Ptease fottow the apptication format outtined
betow and attach supporting documents to this cover sheet' Att appiications witl' be reviewed by the
Lodging Tax Advisory committee TLTAC), with f inat approvat by the Board of ccunty
Commissioners (BOCC).
Completion of application question can be directed to Kittitas County Chamber of Commerce' Amy
McGuftinemailamy@kiltitascountychsmbel,comordirectlybyphoneat(509)925-2002.
l. Appticant lnformation
. Project Title:
. Totat Request Amount:
. AppticantName/Organization:
. Contact Person:
r Phone:
r Email:
. Maiting Address:
Historic RostYn Cemetery Signage
$ 25,000.00
City of RosLYn
Michette Geiger
(s09) 304-8337
ptan ner@ci. rostYn.wa.us
PO Box 451 RostYn, WA 98941
ll. Projeet Overview
1. Project DescriPtion
The Rostyn cemetery is ctustered serenety in fifteen acres of woods and hitts' twenty-six separate'
but adjacent cemeteries make up the entirety of this destination, with at teast twenty-four
national,ities represented here dating back to 1 886'
Much of the signage for the cemetery is in a ditapidated state (see attached) therelore making
navigation of this significant destination for tourism both chattenging and presenting a significant
cost to the City's generat fund budget at present'
2. Tourism Benefit
The Historic Rostyn Cemetery attracts visitors daity from outside of the County and is a valuable
piece of both state and tocat history in our county' lmprovements are needed to altow an
enhanced tourist experience during their visits to this area. These improvements witl attow both the
abitity to navigate the cemetery as welt as provide an opportunity to attow the tourists and
interactive and immersive experience into the history and traditions of this area and the events that
occurred here.
3. Target Users
The primary users wil[ be tourists and recreationaI users.
lll. Budget and Funding: Ptease provide a project budget which includes total cost and breakdown
of expense by phase and/or major category.
1. Project Budget Breakdown (Exampte)
2. Funding Sources
Provide detaits on additional funding sources for this project {grants, private partnerships, in-kind
contributionsl. lnctude the status of each funding souree. Matching funds in the form of cash or
assets is encouraged but not required.
3. Long-Term Maintenance Plan
Ongoing Maintenance wilt be funded by future cemetery budget for the City of RosLyn
lV. Project Tirnetine (Exampte)
Expense ltem Cost Funding Source Status (Secured/Pending)
Design & Ptanning 1,000.00 nty Lodging Tax Grant Fu
ion M 14,000.00 County Lodging Tax Grant Fu
Labor/Contractor Fees 10,000.00 ounty Lodging Tax Grant
Pending
Pending
nding
N/APermits & Fees
N/A
N/A
Ma rketing/Srgnage N/A
Maintenance (Year 1)A N/A N/A
fotal $ 25,000.00
itestone Date ptetion
nning & Permits ianuary 2026 Feyuaty 2026
nstruction Start ritlMay rillYay 2A26
omPtetionStart DateMitestone
Aprit/MaY 2025Project ComPletioni
opening to Public riti MaY 2026i
prit/MaY 2026
il/l4ay ?Q26
V. Feasibitity and Risk Management
1. FeasibititY
The city is ready to begin the project immediatety' To date the project has been on hotd awaiting a
funding mechanism.
2. Risk Management
winter weather witt impact instaLtatlon of signage' The goal witL be to comptete the design and the
signs themselves during ihe winter January 2026-March 2026
Vl. Tourism Metrics and Success Measurement
. The goat woutd be to comptete design and construction of the signage during winter
(lanuary- March) ot 2o26with actuat instaLtation in ApriUMay 2026'
.TheprojectwitlbepromotedthroughtheCitywebsite,Rosl'ynHistoricMuseum,andother
non-profit groups to promote the new experience'
eTheadditionatandupdatedsignagewittprovidetheuseramoreimmersiveandin-depth
experienceduringtheirVisittothishistoricsile'Thehopeistoprovideadditionathistory
and background this historicat site and create a more inctusive and f utfitling experience for
the tourist.
.ThecurrentkioskatthesitedoestrackusersasdoesthemUseumwhenproviding
information to tourists. we expect to continue to use these tracking mechanisms moving
forward after proiect comptetion'
rThisprojectisexpectedtopeaktouristengagementandinteresttoattractawiderpoolof
individuarsthatpresenttymaybeunawarethatthissiteexistswithinRosiyn.
The city of Rostyn is committed to providing fottow up data for this proiect and tracking tourist
numbertothesiteinordertobetterevaluateborhthetevetofservicebeingprovidetotheuserand
future improvements that couLd increase that Levet of service to aftract additionat users to the site'
Vll. Appticant Certification (Must be completed for apptication to be accepted)
I certify that the information provided in this apptication is true and complete to the best of my
knowLedge. I further certify that I understand the el.igibitity requirements and that this proiect
compties w
Signature:
Name: _M
ith rhe rements of RCW 67.28.1 816
ichette G
Titte: _Ptanner_
Datei _7/112025_
Su bmission lnstructions
Appiications must be submitted by July 1"1,2025, by 5:00 p.m, PST
Apptication can be submitted via emait or in-person to
Kittita s Cou nty Auditor's Office
Attn: Lisa Bugni
205 West Sth Avenue, Suite 105
Ettensburg, WA 98926
Email.: tisa.bugni@co.kttitas.wa,us
Late or incomplete applications will. not be considered. This infrastructure apptication temptate
ensures a thorough, transparent, and tourism-focused funding process. The detaited scoring rubric
helps LIAC evatuate projects consistentty and fairly.
Scoring Rubric for LTAC Review
ints ption
itabte
emonstrates ctear and measurable impact on
m lmpact nsm
FeasibitiU and Project is wetl-ptanned, feasible, and has a tong-term
ptan.sta ina bitity
il"
ictea
lruno
r and realistic budget with secured or pending
udget and Funding Ptan
S,
laCriter Points
,Avaitabte escription
I
Community Benefit Project provides additionat benef its to the tocal
community.
�•A
144
& , - Al+
Ns
4644
�-�low
4 �
s ,3
i
L
i '
f,t 4r %
a
iwm
31
TTIE ROSLYN CEMETERIES
KarYne Strom Ware l98E
Clu.rfered screnely on tlfteen acres ol'woods an{ hills, twenty-six separate' but arljacent cemetsries
iorm the Roslyn scillc{sry cornpler. Dating lrom 1886, lanri was purchits"b Frorn or was dorurted by the
Northern pacific con,fony try fi'aternal,
-ethnic, and r:ivic organizalions for burial of their cleceased
members. At least twenfy-flur nationalities ale represented within the nearly 5'000 graves'
Burial customs from those countri*, .un be observetl todiry. The ltalians and .Yugoslavians
especially, used elaborate markers. Photographs of the departecl can still be seen ensased in clear tile
embedded in the tombstones. Many graves seem to bc actually above the grerund due to thc praclice of
building curbings around rhe perimeter of the plot. '['he ornate-antl picnrresque l'ences aroltnd plots were
originaily *r..r"-d ro prorecL rhe site lront foraging cattle and wildlife.
In part, the uniqucncss ol the Rr:slyn i"**,"ry is thar, fbr most seclions' thc 'perpe{'tlal' care
exisred only as long as the participating organizarions and/or families were around to provide the
majntenaoce. Over the years, toag"s disbandJd and families died out or moved away' Except for the
Veteran's, the City Cemerery #3 (&lemorial Garclens), fte Slasonic and the Rcd Men Lodge sections for
which perpetua.l care is pravided, the mainrenance and restoration of this hisrorical area has becotne the
joint projecr of Fred Krueger's cle Elum lligh schoot history class and the Roslyn Kiwanis' It has been
through Krueger's efforr.s ihu, nu, cammunitics are beginning to recognize the importance of preserving
our precious heritage and relics of the past.
Recenrly the Cle H,lum High School hisrory cla.cs was f'eted at an after-school supper' hosted by the
Roslyn Kiwanis Club. TiLis was in-way of rhanks io these ycrung people lor their part in the restoraiion and
maintenance of the Rostyn Cemetery, o pr,4*tr spearheadetl by theirinstructor' Fred Kru1ee1
Since I 914 the local history program has grown lrom a small segment of a
-semester
in washington
State History ro a tull t*o r.m"r,*irnurr* uf its*own. Three years ago-, in 1985, Krueger apprnached the
I{oslyn Kiwanis sceking a joint effbrt to clean up the overgtown- cerneteries and to begin prcserving the
historical value of the niea. In ,o*. of *re cemeteiies brush hadn't been cleared fbr over thtrry years'
Former Roslyn mayor ant! long-rirne Kiwanian, Dave Divelhiss, says that over the years proposals
werc made to have the city clean tlie ce*creries. 'tire legaliry of officially entering atrd maintaining
privatety owned llnd was questioned. The ciry att1xncy aailt*d that such a pructice is not legal' So the
area conlinued to deteriorate.
The Kiwanians enthusiastically endorsed Krueger's plan an,J retired Roslyn businessnran' Fabian
Kuchin, agreed to chair thc commiltel. Kuchin, Sl years young, coordinates the clean-up crews and sets
rhe work-pace by physically laboring right with the'young ptJpt"' "Much h;u been accomplished in the
pa-st hree years by these kiis", Kuchin says.'They work*l'our ioort u wcek during the schor:l year and'
besides gaining a respcct for our cemeteries they haie leamed to use.many tools expertly.' ' he continued'
over 110 rruckloads of brush and debris were hauled a\l'ay in 198?. As encroaching woods ere ctlt
back, lorgotten tornbstones emerge to reveal bunal placa-s lrom iung ago' These discoveries are exciting
and importanr t0 those involvcd ,iiff-r tf," project. n victeo rour of the cemetery was filmed by four of thc
srudenrs during Memona-l Day of 198?. There is a possibility it will be shown on Yakima's educationa'l tv
channel.
one of the fbarured scenes in the video is oi the kiosk rhat, spring to fall, occupies a prominenl
place at the lowerentrance just in tiont of the new veteran's cemetery. con'structed of a special laminate
to protect rhc hisrorical pictures and tcxts researched and written by the history classes' this two-sided
infonnation board is an impressive addidon to the cemetery'
The comrad".y a"i"top"d while *o.king on a shared project was mentioned as a plus by class
mernbers. Another is the projects they do which io.u, on local historical events' The general consensus is
that this class is interestin!, in pun, because their insmrctor is so interested. Nearly 150 srudenrs have been
involved with their communiry through Fred Krueger's classes'
Kittitas County Lodging Tax Fund Appl,ication for Tourism-Related lnfrastructure
Projects
Appticatlon Overview
This apptication is designed to provide funding for tourism-related infrastructure proiects
in Kittitas county. Etigibte projects must demonstrate a direct impact on tourism, support
visitor experiences, and contribute to the tocat economy. Ptease fottow the appl'ication
format outtined betow and attach supporting documents to this cover sheet. Atl'
apptications witt be reviewed by the Lodging Tax Advisory Committee (LTAC), with finaI
approvat by the Board of County Commissioners (BOCC).
Completion of apptication question can be directed to Kiftitas County Chamber of
Commerce, Amy McGuffin email amy@kittitascountychamber.com or directty by phone at
(50e) e25-2002.
l. Appticant I nformation
r Project Titte: KVEG Rodeo Grandstands Reconstruction
r Totat Request Amount: $3,000,000
o Appl,icant Name/Organization: Kittitas Valtey Event Center
. contact Person: Kady Porterfietd, cFE - Event Genter Director
r Phone: (509) 306-5720
o Emait: kady.porterfietd@co.kittitas.wa.us
r MaiLing Address: 901 E 7th Ave, Ettensburg' WA 98926
ll. Proiect Overview
1. Project Description
The Ettensburg Rodeo Grandstands project is a large-scal,e infrastructure initiative aimed at
enhancing the spectator experience and their safety at the historic Ettensburg Rodeo and
the vast array of year-round events hel'd at the Rodeo Arena.
The project entaits the demol.ition of the aging stadium structure-inctuding seating
sections AA through JJ, the catwatk, restrooms, and the Behind the chutes area-to make
way for the construction of modern, accessibte, and comfortabte grandstands and
supporting facitities such as updated and expanded restrooms. This redevetopment at the
RECEIVED
JUN 2 7 2025
Kittitas CountY Aud itor
Rodeo Arena in the Kittitas Vattey Event Center aims to enhance safety, accessibitity, and
overatt functionatity white preserving the venue's historic character and charm.
Key components of the Project are:
1. Naw_._GlandsJ,afds: Featuring atuminum bench seatingwith backs, premium seating
sections, and wheelchair accessibl,e spaces. The seating numbers are consistent
with the current grandstands, but the seat count increases when accounting for the
addition of new wheelchair accessibte spaces-
2. Supgodj.acll.itjes: upgraded restrooms, expanded concessions, a participant
staging area, and upgraded gathering space.
3 lmprorradlnffaslru-etulg: Enhanced pedestrian ftow with a skywatk connection to
the fairgrounds, improved Lighting, and comptiance with modern buil"ding codes.
See'AttachmentA'foryisuals of thecompletedprojectasweltasaspects of thedesign
plan.
2. Tourism Benefit
The redevetopment of the Rodeo Arena Grandstands is poised to significantty enhance
tourism in Kittitas County by transforming the venue into a premier destination for one of
the nation,s top rodeos and a variety of major regionat events. This effort atigns directl'y with
the top recommendation in the Kittitas County Tourism Strategic Ptan, which prioritizes
investment in the renovation and modernization of the Kittitas Val,tey Event Center and its
Rodeo Grounds. A project of this scate promises wide-reaching benefits-not onty
improving the functionatity and appeal, of the venue itsel,f but atso generating positive
economic and cutturat impacts for the broader community'
One of the most notabte advantages is the potentiat for increased attendance. Enhanced
facil,ities wil.t make events at the Event Center more attractive to spectators, etevating their
reputation and drawing visitors from across the region and the nation. This increased
appeaL not onty drives ticket sates but atso hetps position Etl,ensburg as a destination for
h igh-quatity e ntertainment and cutturat experiences.
Another key benefit is the expansion of year-round usabitity. White the Ettensburg Rodeo
remains a ftagship event, the upgraded infrastructure witt enabte the grandstands to
support a wider variety of programming. Concerts, equestrian competitions, festivals, and
community gatherings can be accommodated more effectivety, creating new opportunities
for engagement and revenue generation throughout the year ratherthan being timited to
seasonaI use.
The economic impact of these improvements is equatty significant. As more visitors attend
events at the modernized facitity, they witt spend more in the tocat economy-staying in
hotets, dining at restaurants, shopping at tocat businesses, and fueting at area gas stations.
The Kittitas Vatl"ey Event Center serves as a key economic driver for Kittitas County by
generating a significant votume of overnight stays in Lodging facilities located both inside
and outside the City of Ettensburg. However, the non-City hotet stays directty contribute to
the Kittitas County Lodging Tax fund, reinforcing the Event Center's critical rote in
supporting regionat tourism. Tabte 2.1 il,tustrates where KVEC visitors stayed beyond city
boundaries, demonstrating the far-reaching impact on the locaI economy. With the
ptanned enhancements, this impact is expected to grow, further estabtishing the Event
Center as a key contributor to overnight visitation and regionaI economic devetopment.
lncreased activity wil.t support tocat jobs and generate sustained growth, benefiting both
residents and business owners.
Table-2J
Ptacer.ai Favorite Places' February 1,2024-lanuary 31' 2O2L
HolelLosaltea ,IYEC-Sharen,.Uisiipl$
The Lodge @ Suncadia 8400
Suncadia Resort 5900
Canyon River Ranch 4100
TOTAL 78/,00
ln addition, improvements to the visitor experience witt pl,ay a criticat rote in the success of
the redevetopment. Modernized seating, enhanced accessibilityfeatures, and upgraded
amenities witt make the venue more comfortabte and incl.usive for att attendees, inctuding
individual,s with disabitities. A more enjoyabte and welcoming experience encourages
repeat visits and fosters tastlng community pride and Loyalty to the venue. These combined
benefits hightight the importance of investing in the Event Center to ensure it continues to
thrive as a vibrant hub for entertainment, culture, and civic COnnection.
Operationat capacity is al.so poised to increase. The upgraded grandstands witt make it
feasibte to schedul,e 27 additionat event days in the Rodeo Arena. Assuming these are
typicat mutti-day events, the venue coutd support approximatety 9 new targe-scale events
between mid-May and mid-October-even accounting for the annuat temporary ctosure
required for Fair and Rodeo preparations. These events can include the NationaI Team
Roping Finals, monster truck ratties and other stunt/thritt shows, concerts or live stage
performances, and new opportunities such as regionat high school or cotlegiate rodeo
championships. The enhanced seating and infrastructure wil.t not only attract a broader
range of events but al.so etevate the spectator experience, making the Rodeo Arena a
premier destination for outdoor entertainment in the region.
Each of these events has the potentiat, to attract an average of 5,000 attendees, resul'ting in
a combined estimated attendance of 45,000 over a five-month span. Accordingto the
Kittitas CountyTourism Strategic Pl,an, approximately 34o/o of attendees are expected to
travet from more than 50 mil.es away-quatifying them as tourists. This equates to an
estimated 15,300 new visitors.
Thesetouristsareprojectedtospendaminimumof$223perday*andstayforanaverage
of 1.47 days*1 generating an additionat $5,015,493 in economic impact for both the City of
Ettensburg and Kittitas County. Roughl,y 24o/o of these visitors stay in Kittitas Counry hotels
located outside the City of El,tensburg.
* Spending amount figure was pulted from Oxford Economics and presented by the
Thurston EDC during their official 2022 economic impact study on the Ellensburg Rodeo
**1.47 is the multiptier effect assigned to I(VEC within the Kiftitas CauntyTourism Strategic
plan when discussing the potential economic impact of capital investments.
3. Target Users
By modernizing the venue whil,e preserving its historic significance, the Rodeo Arena
Grandstands project witt ensure a lasting impact on tourism and community engagement
in Kittitas County. The upgraded grandstands at the Kittitas Vattey Event Center wit[ serve a
diverse range of users, enhancing the overalt experience for a[[ who attend events at the
venue.
One of the primary groups of users witt be tourists and spectators who travel to Eltensburg
to attend signature events such as the Ettensburg Rodeo, Bares N Broncs, Cowboy Cross,
and a variety of other entertainment offerings hetd throughout the year. These visitors
contribute significantty to the locat economy and rety on comfortable, safe, and we[t-
equipped facitities to enjoy their experience.
Another key group incl,udes the event participants themsetves-rodeo athtetes,
performers, and competitors-who depend on upgraded staging areas and support
infrastructure to safety and effectivety prepare for and participate in events.
The grandstands wi[. atso benefit Local. and regionat community members, providing
improved amenities for residents who attend cutturat cetebrations, sporting events, and
famity activities at the venue.
Additional.ty, the renovations witt address criticat accessibitity needs, offering enhanced
wheetchair-accessibte seating and pathways to ensure that visitors with disabitities can
fuu.y enjoy the events. Together, these improvements witl. create a more inctusive,
wetcoming, and functional environment for at[ users of the grandstands.
lll. Budget and Funding
1. Project Budget Breakdown
Budget Share Brekadown
$16,000,000.00
$14,000,000.00
s12,000,000.00
$10,000,000.00
s8,000,000.00
$6,000,000.00
$4,000,000.00
$2,000,000.00
$0.00
I Sott CostslcontingencY
I Permits & Fees
r LaborlContractor Fees
I Construction Materiats
r 100% Design & Ptanning
I Revised 500/o Design
r lnitiatDesign & Ptanning
Expense ltem Cost Funding Source Funding
Status
Compteted
lnitiat Design &
PLanning
$545,978.88 Kittitas County &
Ettensburg Rodeo
Spent Yes - 201 6
Revised 500/o Design $94,206.65 Department of
Commerce Grant
Spent Yes - 2024
100V0 Design &
Ptanning
$1,004,973.00 Department of
Commerce Grant
Secured ln Progress
Construction
Materiats
$7,208,574 County/City/Rodeo
Debt Service; DOC
Granu LTAC Grant
77% Secured No
Labor/Contractor
Fees
$3,501,928 County/City/Rodeo
Debt Service; DOC
Grant; LTAC Grant
77o/oSecured No
Permits & Fees $6zt,zog countyicity/Rodeo
Debt Service; DOC
Grant; LTAC Grant
77olo Secured No
Soft
Costs/Contingency
$862,290 County/City/Rodeo
Debt Service; DOC
Grant; LTAC Grant
77o/oSecured No
Cost
2. Funding Sources
The foundation for this project was taid in 2016 through a joint investment by Kittitas
county and the Ettensburg Rodeo. The first phase focused on ptanning and developing a
600/o design for the reconstruction of the historic Rodeo Grandstands, located atong the
northern edge of the Rodeo Arena. This criticat design work cost nearl'y $546,000, equatly
shared between the County and the Rodeo Association. At that time, the total project was
estimated to cost tess than $t O mittion.
Fottowing this initiat phase, a concerted advocacy effort began to secure additionat
funding. The City of Ettensburg and the State of Washington were brought into discussions
as potential partners, acknowtedging the Grandstands' significance as both a locat
tandmark and a regional, tourism asset. Earty funding conversations focused on a shared
cost modet, with the County, City, and Rodeo each contributing a portion of the debt
service, and the remaining batance requested from the State'
As p1anning continued and construction costs rose, the estimated project budget had
grown to approximatel,y $11.2 mittion by 2019. Then the COVID-19 pandemic hit-
introducing economic uncertainty and detaying project momentum.
Despite these chattenges, project partners remained committed.ln2O2l, Representative
Tom Dent successfuLty sponsored a $1.5 mittion grant through the washington state
Department of Commerce (DOC) Local Community Proiects program. Anticipating further
cost increases due to inftation and suppl,y chain disruptions, the County requested an
updated cost estimate from its architectural firm, which projected a revised totat of $t S.ZS
mitl.ion.
progress continued in2O23. Representative Dent again secured nearly $t mittion through
the same Doc grant program to support comptetion of the final design phase. That same
year, the City of Eu.ensburg's Lodging Tax Committee ptedged $ZS0,OOO annuatty over ten
years-totating $2.5 mil.l,ion-matching the El,tensburg Rodeo's commitment.
With both the City and Rodeo contributing $Z.S mittion, the Board of Kittitas County
Commissioners have aLso verbatty committed $3 mil,tion and agreed to carry the totat debt
service for the project on behal,f of al,t three partners ($8 mittion commitment), enabting a
unified financing strategy. The partnership debt service woutd be paid off over the course of
10 years.
Grant funding witt be utitized to reimburse upfront costs and keep the debt service amount
down to the $8 mil,tion partnership commitment. Together with the $2.5 mittion in state
grants atready secured, the finat piece needed to futty fund the project is a $3 mittion
atl,ocation from the Kittitas County Lodging Tax fund.
A1 other funding avenues have been thoroughly pursued and exhausted, inctuding federat
infrastructure dottars over the past four years. The $3 mittion Lodging Tax Advisory
Committee (LTAC) grant-through the Large Capitat Projects initiative-represents the
finat, criticat component to ctose the funding gap'
lmportantty, the initial, DOC grant awarded in 2021 is contingent upon futl, project funding. lf
that threshotd isn't met in time, those state funds may be reabsorbed into the state budget.
Securing the LTAC funding woutd untock this $1 .5 mittion grant and attow construction to
proceed without further detay or risk of escatating costs'
Fina11y, securing the DOC and LTAC grant funds witl, significantl'y reduce the required debt
service to gg mittion. This approach not onty tightens the financiat toad across a[[ partners
and taxpayers, but atso minimizes long-term interest costs-making this a fiscatl'y
responsibte and forward-thinking investment in the future of the Rodeo Arena and the
broader communitY it serves.
Funding Sources
r State Grants
r LTAC Grant
r City of Ettensburg r Ettensburg Rodeo
I Kittitas CountY
Caoital Cost 2021 2025-2026 Total
$94,207 $ 1.004,973 $ 1.053,516
and Costs $12.369,920 $12,369,920
TOTAL $94,2A7 $13.374.893 s13,423,436
2021 2025-2026 Total
State Grqnls fi94.207 s2,374,893 $2.469,100
Local Psnership-CitY af Eilensbwg $2.s00,000 $2,s00,000
Local P onership - Ellensbwg Rodeo $2.500,000 $2,500,000
Grant $3.000,000 $3,000,000
LocaI $3,000,000 $3,000,000
TOTAL s94.207 $13.374,893 $t3,423,436
3. Long-Term Maintenance Ptan
To ensure the tong-term viabil,ity and success of the Rodeo Arena Grandstands, a
comprehensive maintenance and funding strategy wil,t be imptemented, designed to
preserve the facil.ity's condition, enhance the visitor experience, and support continued
economic contributions to Kittitas County. This proactive approach emphasizes
sustainabitity, financiat responsibiLity, and strategic partnerships to safeguard the
investment and extend the tife of the upgraded venue'
A key etement of this ptan is the imptementation of a routine maintenance schedute to
preserve the tong-term qual,ity and functionatity of the grandstands. Regutar inspections
and timety upkeep of critical infrastructure-inctuding seating, support facitities, plumbing,
and el.ectricaI systems-witt hetp ensure the safety, retiabitity, and visual appeat of the
venue.
Currentl.y, much of our annua[ maintenance for the Rodeo Arena seating and support areas
is centered on ongoing repairs and safety checks. Facitity watk-throughs are conducted
annuau.y or semi-annuatty with stakehotders to inspect and assess maintenance needs.
Once issues are identified, they are incorporated into ouryearty maintenance schedute,
which inctudes both winterization and spring reopening preparations.
Each year, this work typicatty invotves repl,acing or re-securing boards on the seating,
stairwelts, and watkways; wel.ding raitings; reptacing toitets; and repairing leaks and other
broken components throughout the restrooms. This reactive approach focuses heavity on
addressing tiabitities and urgent safety concerns. Over the past decade, we've incurred
significant repair costs simpl.yto maintain basic usabitity.
shifting to a preventative maintenance model, for the new facitity witl, hetp reduce costty
repairs, minimize downtime, and preserve the venue's quatity for both spectators and event
participants.
To support these ongoing efforts, a dedicated maintenance fund witt be estabtished' A
portion of sponsorship revenues and grant funding witt be directed into a Capital.
lmprovements reserve, specificalty earmarked for facitity repairs, upgrades, and generat
upkeep. This financial. foundation witt ensure that resources are avaitabl.e when needed
and wil,L reduce retiance on emergency funding or reactive fixes.
Colaboration with tocat businesses and organizations witl, further strengthen the tong-term
maintenance strategy. Strategic partnerships witl, be pursued to secure sponsorship
opportunities and devetop fundraising initiatives that contribute directty to the upkeep and
enhancement of the facil.ity. These retationships not onty provide financiat support but atso
hetp buitd community investment and pride in the venue.
Sustainabitity witt be at the core of the infrastructure management approach. The use of
durable, [ow-maintenance buil.ding materiats and the integration of energy-efficient
systems witt minimize operationat costs and environmentaI impact. By reducing the
frequency and cost of repairs and lowering energy consumption, these sustainabte choices
witt contribute to the faciLity's [ong-term affordabitity and resitience'
Regutar facil.ity assessments witt atso be conducted by professionats to identify potentiat
issues ear1y and recommend necessary upgrades. These evatuations wiLt be criticaI in
preventing deterioration, ensuring compLiance with safety standards, and continuousty
improving the visitor experience.
Additionail,y, the Ettensburg Rodeo has committed to reinvesting a portion of event-
generated revenue into the facitity's maintenance and enhancement' ln partnership with
Kittitas County, this ongoing financial, commitment ensures that the grandstands receive
continued support, refl.ecting the shared dedication to preserving the qual'ity and legacy of
this iconic venue.
By imptementing this comprehensive strategy, the Rodeo Arena Grandstands wiLt be wett-
positioned to remain a premier event destination for generations to come. With a projected
tifespan of at teast 60 years-and potentiatty tonger through proactive maintenance-these
efforts wil,t safeguard the County's investment white ensuring the venue continues to be a
vitat hub for tourism, community engagement, and economic growth in Kittitas County.
lV. Project Timetine
Milestone Start Date Gomptetion Date
Final. Design Completed May 1 ,2025 June 30, 2025
Permitting and Bidding Julv 1,2025 Se mber 9, 2025
ApprovaI a nd Contracti ng September 16,2025 Se mber 30, 2025
Site Prep and Demotition october 1,2025 November 15,2025
Primary Construction November 16,2A25 M 31,2026
Final, lnspections/Testi ng June 1 ,2A26 Juty 31 ,2026
Facil.ity Opening and PreP August 1,2026 August 10,2426
V. Feasibil,ity and Risk Management
1. Feasibitity
The feasibitity of the Etl.ensburg Rodeo Grandstands project is strongly supported by a
foundation of thorough ptanning, professionaI expertise, and secured funding, al't of which
contribute to a high tevel of confidence in the project's successfut and timety comptetion.
This mutti-faceted approach ensures that the grandstands redevetopment can move
forward efficientty, with minimaL risk of delays or budgetary shortfatts.
Comprehensive studies and ptanning efforts have ptayed a criticat role in Laying the
groundwork for success. Architecturat and engineering assessments have confirmed that
the proposed construction timeline of 9 to 10 months is both reatistic and achievabte. The
design team has integrated efficient construction techniques and scheduting strategies
that aim to minimize disruption to surrounding activities white maximizing productivity. This
tevet of planning hetps ensure that each phase of the project proceeds smoothty and on
schedute.
Financial. readiness is another key factor in the project's feasibitity. The grandstand
redevetopment is supported by a soLid mix of committed funding sources, inctuding state
grants, contributions from locat partners, and revenue generated by the Ettensburg Rodeo
and other events. This financiat backing ensures that the project can proceed without the
risk of unexpected funding gaps, attowing work to progress without interruption.
Regutatory comptiance has al.so been carefutly considered throughout the pl'anning
process. Permitting requirements and environmentaI assessments have been addressed in
advance, significantty reducing the risk of administrative detays once construction begins.
By incorporating these critical, steps earty in the process, the project team has created a
streamtined path forward, avoiding common bureaucratic hurdLes that can stow down
targe-scate devetoPments.
The team behind the project further strengthens its feasibitity. The invotvement of
experienced architects, engineers, and contractors-each with a proven track record of
detivering successfuI stadium and Large-venue projects-provides assurance that the work
witt meet high standards of quaLity, safety, and efficiency. Their cotlective expertise
enhances the project's overatl credibitity and reduces the Likel.ihood of comptications
during construction.
ln addition, the project is construction-ready. Prel,iminary site preparation and strategic
procurement of materiats are atready underway to prevent suppty chain disruptions and
support a seamless building process. These proactive steps ensure that once ground is
broken, the project can move forward without unnecessary detays.
With al.t of these etements in ptace, the Etl,ensburg Rodeo Grandstands project is
exceptionalty wett-positioned for timel,y and successfut execution' The combination of
advanced ptanning, secured funding, regutatory preparedness, and a skitted project team
sets the stage for compl.etion in time for the 2026 rodeo season, whiLe stil't attowing the
venue to host pre-season events in the summer. This forward-thinking approach
underscores the commitment to revital,izing a key community asset and preserving the
Legacy of one of the nation's most respected rodeos.
2. Risk Management
White the project is carefutly ptanned, there are potentiaL risks and challenges that could
impact its timeline and success. The primary risk is compteting construction in time for the
next Ettensburg Rodeo and Kittitas County Fair.
Bisk-C-qns-tfl ratlon-Dslay-s
The project is estimated to take 9-10 months based on consuttations with architects
and engineers experienced in stadium construction. However, unforeseen chatlenges
such as suppl.y chain issues, tabor shortages, or weather conditions coutd extend the
timel.ine.
Mitigation strategy: To minimize delays, we wiLt work with experienced contractors who
have a proven track record of meeting tight deadtines. We witt atso implement a phased
construction approach to ensure that criticat components, such as seating and
infrastructu re, are Prioritized.
Risk;limitedP-r-e:Rqd,e-o-Eventf ime-
We aim to futty open at least one month before the rodeo, but any setbacks coutd
reduce that timetine.
Mitigation Strategy: By maintaining a buffer period in our schedute, we can sti[[
accommodate smatter events and preparation ptans even if minor del.ays occur'
Additionatl.y, we witt ensure earl,y procurement of materiats and permits to prevent
ad ministrative detays.
Risk3rrdgel-QveruLns
Cost overruns cou1d occur due to fluctuating material prices or unexpected structural
requirements.
Mitigation Strategy:A contingencyfund is buitt into the budget to cover unexpected
expenses. Regul,ar financiat tracking and cost assessments wil.t help ensure
expenditures stay within budget.
By proactively addressing these risks and maintainingfl.exibitity in the project schedute, we
can ensure the grandstands are compteted in time for the 2026 rodeo season white atso
al.l,owing summer events to proceed as ptanned.
Vl, Tourism Metrics and Success Measurement
The revitatization of the Ettensburg Rodeo Grandstands presents a unique opportunlty to
position Kittitas County as a premier destination for both cutturat tourism and year-round
entertainment. A comprehensive promotionat strategy and strong support for tourism-
retated activities wiLt heLp maximize the visibility, impact, and tong-term benefits of this
investment, white al.so enhancing the iocat quatity of tife'
To drive awareness and visitation, the project team wiLt exptore col.taboration with the
Kittitas County Chamber of Commerce and regionat tourism offices to promote the venue
across both statewide and regionat ptatforms. These partnerships witt be instrumentaI in
ensuring consistent messaging and broad outreach, inctuding coordinated marketing
through tourism bureaus and travel associations.
A robust digitat marketing campaign wil,t be devetoped to showcase the new amenities,
honor the rich history of our annuat traditions, and publ.icize upcoming events. Through
engaging content-such as promotionat videos, social media campaigns, and interactive
event catendars-the campaign witt attract both repeat visitors and new audiences'
Speciat emphasis witL be ptaced on highl.ighting accessibitity improvements and diverse
programming options, appeal.ing to famities, tourists, and cuttural enthusiasts atike'
ln addition, the venue witt be inctuded in statewide tourism tistings and puOtications, such
as Experience Washington and other poputar travet guides and websites, further
embedding the faciLity into the broader tourism narrative of the Pacific Northwest'
Beyond marketing efforts, the upgraded Rodeo Arena witl serve as a dynamic hub for
tourism-retated activities. The venue's enhanced infrastructure wit[ accommodate a wide
variety of events, incl.uding concerts, regional, and nationat equestrian competitions, and
cutturat festival,s-each of which witl, attract both tocat attendees and out-of-town visitors
These events wiLl. not onty enrich the community's culturat offerings but atso generate
sustai ned eco nomic activitY.
Visitor services have been carefutty considered in the grandstand design' On-site
amenities such as modernized concessions, expanded and accessibl'e restrooms, and
cLearty marked pathways witt improve comfort and convenience for al'l' guests' AdditionaLty,
areas of the venue wil.t remain accessible for informal. community use and recreational
gatherings, ensuring the facitity is active year-round-not just during headline events'
To evatuate the success of these efforts and inform future improvements, the Event Center
witt imptement a feedback and metrics strategy. Digitat surveys witt be distributed to event
attendees to gather reat-time insights on visitor satisfaction and experience'
Simuttaneousl.y, key performance indicators suCh as ticket sates, concession revenues'
and Lodging tax col,l.ections witt be monitored to track economic impact'
The Long-term outcomes of this mul,tifaceted approach are expected to be substantial'
Year-round visitation to Etl,ensburg and the broader Kittitas County region is projected to
rise, driven by expanded programming and improved visitor experience' The locat economy
wil.t benefit from increased tourism spending, greater demand for accommodations, and a
more robust catendar of events. At the same time, the nationat and international profil'e of
the El.tensburg Rodeo witl. be etevated, cementing its status as a cutturat tandmark and a
must-visit destination. Finatl,y, residents witt enjoy enhanced amenities, increased
community pride, and more opportunities for engagement*att contributing to a higher
quatity of tife.
ln short, the promotion and programming strategy for the new Ettensburg Rodeo
Grandstands is designed not onty to attract visitors but to buitd Lasting vatue for the
community, ensuring the proiect'S success far beyond its initial' taunch' We are comrnitted
to sharing fotLow-up information on the project's outcomes once data has been cotlected
and evaluated, ensuring transparent performance reporting and accountabitity'
Vl l. Appticant Certification
I certify that the information provided in this appl'ication is true and compl'ete to the best of
my knowtedge. I further certify that I understand the etigibil.ity requirements and that this
project comPties with the irements of RCW 67'28.1 81 6
Signatu
Name: Kady Porte etd, CFE
Titte: Event Center Director
Date:(o, 2 le.2f
Submisslon I nstructions
Appl.ications must be submitted byJuty 1st, 2025, by5:00 p.m. PST'
Apptication can be submitted via emaiI or in-person to:
Kittitas Cou nty Auditor's Office
Attn: Lisa Bugni 205 West Sth Avenue, Suite 105 El,tensburg, WA 98926
Ema it: Lisa. bugni@co. kittitas.wa-us
Late or incomptete apptications witt not be considered. This infrastructure apptication
temptate ensures a thorough, transparent, and tourism-focused funding process. The
detaited scoring rubric hetps LTAC eval.uate projects consistentty and fairty.
Scoring Rubric for LIAC Review
Criteria Points
Avaitabte
Description
Tourism lmpact 40 Demonstrates ctear and measurabte impact
on tourism.
Feasibitity and
Sustainabitity
30 Project is wetl-ptanned, feasibte, and has a
n
Budget and Funding
Ptan
20 Ctear and reatistic budget with secured or
ndin funds.
Community Benefit 10 Project provides additionat benefits to the
local commun
AttachmelJ-A
Be-deoAr-enaGrandslands,B,eco-n-slr-u-c.il-on&e-nderlngs
-lgEl*r-
-*
North entrywith new restrooms
Main Entry to Concourse (west side), atso showing Concourse restrooms entry:
ffii-''" '
Southwest side of grandstands facing north:
Northeast end of grandstands facing west:
Pedestrian bridge from fairgrounds to grandstands:
t.i
Site Plan - Concourse Levet:
ffi
Ia
o
o
@
i
-3'*
llleesb.ligloc:
h
il
rftlcirsburERorloo
*
-iJ:' "r.rt
f'(':t
-'tf*''
,'}
*
o
D
EYtqI tabor
(s09) e62-7831 1.800{37-2444
609 N. MAN ST ETLENSBURG, WA 98926
May 15, 2025
Kittitas County Lodging Tax Committee
205 W.5th Ave
Ellensburg WA 98926
Re: Lodging Tax Large Capital Project Funding
impact to our communitY
This critical funding will supplement the existing funding commitments from the Ellensburg
Rodeo Association, City of Ellensburg, and Kittif,s Couniy. This investment in the community
will provide opportuniiies to not only our generation, but for many generations to come'
we strongly encourage you to support the Kittitas valley Event center Director's request for
Lodging Tax funding for Large Capital Projects'
Thank you for Your consideration,
on behalf of the Ellensburg Rodeo Association, I am writing to indicate our strong support for
the Kittitas Valley ru"ni CJnt"r Director's reluest for Lodging Tax funding for Large capital
Projects for the Kittitas valley Event cente, g Ettt"tu'rg nodeo Arena restoration project' For
the past decade an" irr"nrlrrg Rodeo has been working with the Kittitas county
commissioners on the design and funding of a much needed grandstand renovation for the
Ellensburg Rodeo *rei, ., ,t " Kittitas valley Event center. tlris project will replace sections of
the grandstands identified with deteriorating structural integrity' non'compliant ingress and
egress, ADA accessiniiitv anU seating, ."d ;;il;; existing outdated restroom with accessible
and sanitary restroom facilities'
The Event center is the premier large entertainment venue in Kittitas county' playing host to a
wide variety of public events like concertr,'fu'tiu'|" and, most famously' the Ellensburg Rodeo
More than 39,000 people attend the Ellensburg Rodeo annually' creating a significant financial
eQ
Carl Jen
President
AND RSON PIONEERING DEPENDABLE OPPORTU N]TIES FOR AGRICULTURE WORLDWDE
p.o.Box99 gI0s.ANDERSON ROADELLENSBURC,WAgEg26 PtlONE509-925-98l8FAXS09-962-67E5
Re: Lodging Tax Large Capital Project Funding
On behalf of Anderson Hay & Grain Co., Inc, I am writing to express our enthusiastic support for the
Event Center's Lodging Tax grant request to support ffitical infrastructure improvements ._
specifically, the restoraiion oithe Ellensburg Rodeo Arena's northwest grandstand.
We recognize the Counfy's efforts to thoughtfully design and secure funding for this much-needed
project. ihe structural repairs and safety ulgraOJs planned will significantly enhance the experience for
iheihousands of guests who attend this facility each year. These improvements are essential for
maintaining a safi, functional, and we lcoming venue for current and future users'
As Kittitas Counfy's leading venue for major events and entertainment, the Event Center in many cases
is the face of our communiry. It is important for our community to have high quality facilities as we
aftract future growth and new employment opportunities'
We are also aware that this Lodging Tax request will leverage other public and private funding
commitments, including ruppott fro* the Ellensburg Rodeo Association, the City of Ellensburg,
Kittitas County, and grints'secured through the Washington State Legislature' This is a smart and
forward-thinking invistment in communiiy infrastructure that will serve both immediate and long-term
needs.
We respectfully urge your fullconsideration and support for this request. The restoration of the
northwlst grandstand'is a vital step toward ensuring the Event Center remains a safe, high-quality
venue for generations to come.
Thank you for your time and for supporting projects that strengthen the cultural and economic fabric of
June I 1,2425
Kittitas County Lodging Tax Committee
205 W. 5th Ave
Ellensburg WA 98926
our reglon.
Sincerely,
Mark T. Anderson
CEO/President
Mark. Anderson@.A ndeson -Hay.com
Kittitas Gounty Lodging Tax Fund Apptication for Tourism-Retated lnfrastructure
Projects
Apptication Overview
This apptication is designed to provide funding for tourism-retated inf rastructure projects in
Kittitas County. Etigibte projects must demonstrate a direct impact on tourism, support
visitor experiences, and contribute to the tocaI economy. Ptease fottow the apptication
format outtined below and attach supporting documents to this cover sheet. Att
apptications witt be reviewed by the Lodging Tax Advisory Committee (LTAC), with final.
approvat by the Board of County Commissioners (BOCC).
Comptetion of apptication question can be directed to Kittitas County Chamber of
Commerce, Amy McGuffin emaitamy@kittitascountychambe-r.-com or directty by phone at
(509) 925-2002.
l. Appticant lnformation
. Project Titte: Ettensburg Fietdhouse
. Totat Request Amount: $4,000,000.00
. Appticant Name/Organization: City of Ettensburg
. Contact Person: Brad Case
Parks & Recreation Director, City of Ettensburg
. Phone:
. Emait:
. Maiting Address:
509-925-8639
ca seb@c ityof e tte ns burg.o!'g
501 N Anderson, Ettensburg, WA 98926
ll. Project Overview
1. Project Description
Provide a detailed description of the infrastructure project, inctuding its purpose,
scope, tocation, and anticipated impact on tourism.lnctude visuals or plans if
avaitabte.
The Ettensburg Fietdhouse project is an indoor recreation facititythat wiLt be approximatety
60,000 square feet in size. The facitity witt be located in the southeast corner of Rotary
Park, a City of Etlensburg owned park facitity. As a part of the fietdhouse construction, a
targe parking tot witt be constructed that not onty serves fietdhouse activities but atso
events and activities taking ptace at the Rotary Park athtetic fietds.
As ptanned, the f ietdhouse buitding witt be a prefabricated steet frame buitding that witt
consist primarity of sport courts and a synthetic turf area. The sport court area witl make
up the majority of the buitding and witt inctude up to five futt sized basketbatt courts
(84'x50'), the basketbatt courts witt atso inctude court Iines for volteybatt and picktebatt.
The synthetic turf area witt be approximatety 1 4,400 square feet and witt be abte to
accommodate training for sports such as footbatt, rugby, soccer, softbatt, and basebatt. A
fitness track witt circte the perimeter of the buitding, providing a safe and dry ptace for
peopte to watk or run year-round. The buitding witt atso include a muttipurpose room that
coutd be rented for parties, offices for City of E[tensburg parks and recreation department
staff and spectator viewing areas.
The Ettenburg fietdhouse witt have significant sports tourism impact. A facitity of this size
and scope witt benefit tocat tourism in a variety of ways. The additionat parking witt support
events taking ptace at the Rotary Park athtetic fietds. with the current Rotary Park parking
tot capacity, there cannot be more than one large activity taking ptace at the park at the
same time. Because of this, the community is tosing out on additionat tournaments
opportunities throughout the year, specificatty during the fatt.
The fietdhouse buitding witt provide a one-of-a-kind facitity in Central Washington, creating
the opportunity to host ctub votteybatt tournaments as welt as AAU basketbatt
tournaments. There are two MU tournaments currentty operated in Etl,ensburg; however
the event organizers cap the number of tournaments they can run per year, ptus timit the
number of teams that can enter the tournament due to gym avaiLabitity in Ettensburg. By
adding five courts, event organizers witt have the opportunity to increase the number of
tournaments offered in Ettensburg as wetl as the increase the number of teams that can
participate. Layout of the sport courts witt create up to 10 additionat votteyball courts at
the fietdhouse. currently, there are no youth votteybatt tournaments hetd in Ettensburg,
however there are two votteybatt ctubs based in the community. With this added capacity
the locaI clubs have the necessary infrastructure to run tournaments throughout the winter
and spring.
2. Tourism Benefit
Exptain how this infrastructure proiect witt support tourism in Kittitas County. lnclude
specific detaits on how it witt attract tourists, improve visitor experiences, and
enhance the county's appeat as a destination.
As previousty mentioned, the tourism impact from this project is twofotd. A fietdhouse of
this size, providing muttipte courts for volteybatt and basketbatt, wit[ draw tournaments to
Ettensburg and Kittitas County. An added benefit is that many of these tournaments witl,
take ptace during the winter and earty spring months, when tourism rates and impact are
substantiatty down. According to the Kittitas County Chamber of Commerce, over the tast
three years, the average number of overnight hoteI visits between Aprit to October is 32,100
visits per month, as a comparison, the average number of overnight visits between the
months of November to March is 18,200 visits per month. There is capacity within our tocal
hotets to accommodate additionat events in our community.
Additional,ty, the fietdhouse project wittinclude the buitdout of additional. parking at Rotary
Park. Atthough there are over 380 parking statts currentty at Rotary Park, one targe event
witt fitt the parking lots beyond capacity. The additionat fietdhouse parking wil.l. provide the
necessary infrastructure for muttipte targe-sca[e activities to take ptace concurrentty at the
park because there witt be adequate parking to support these events. The city turns away
tournaments and events because there isn't sufficient parking to support two events taking
ptace at the same time.
The Kittitas County Tourism Study, compteted by Arnett Muldrow, identifies the need for
sports tourism infrastructure as a tourism opportunity for Kittitas County and recommends
prioritizing the devetopment of an indoor sports/recreation center that can support
tournaments, events, and visitors in Ettensburg. The proximity and ease to drive to
Etl,ensburg attracts teams from Eastern Washington as wetl as Western Washington,
especiatty those in the Puget Sound area. ln the spring/summer of 2025, the city hosted 12
youth basebatt tournaments at Rotary Park. According to tournament organizers, over 500/o
of those teams traveted greater than two hours to ptay in Ettensburg. AdditionaLty,
tournaments had targe waittists of teams wanting to pl.ay in Ettensburg. Teams love
traveting to Ettensburg because it's easy and accessibte, a perfect centrat location for
tournaments.
3. Target Users
ldentifythe primary users of this infrastructure (e.g., tourists, event attendees,
outdoor enthusiasts)
The Ettensburg community and Kittitas County residents witt be the primary users of the
facitity during the week. One purpose for buitding the fietdhouse is to reptace the
Ettensburg Racquet & Recreation Center which burned in December 2022. Atthough the
fietdhouse and racquet center are two uniquety different facitities, the city and community
understand the demand for additionat indoor recreation space. The City of Ettensburg's
youth and adutt sports programs witt be housed in the fietdhouse;this incl.udes youth and
adutt basketbatt, soccer, and votteybal.t. Ctub sports teams from throughout Kittitas
County witt atso be abte to rent court time for practices, training, and games. Adutts witl.
have access to the space for drop-in programs tike open gym basketbalt and votteybatt,
picktebatt, and watking/ru nning.
Much of the weekend use, especiatty in the winter, woutd be geared toward renting out the
facitity for tournaments. Locat basketbat[ and votteybatt tournament organizers have
shared aspirations with city staff to host a minimum of 25 tournaments in Ettensburg
annuatty using the fietdhouse courts with a minimum of 60 teams per tournament. Each
basketbatt teams averages 8-10 kids/famities per team. lf hatf the teams (30) each
tournament travet over 2 hours to ptay, this equates to at teast 240 hotet rooms being
needed every tournament weekend. The ptanned fietdhouse facitity witl' enabte these team
sports aspirations to become a reatity.
lll. Budget and Funding: Ptease provide a project budget which inctudes totat cost and
breakdown of expense by phase and/or maior category.
The city pl,ans to enter into a publ,iclprivate partnership through Chapter 35.42 RCW, to
construct and tease back a fietdhouse facitity. Under this scenario, the city woutd:
. Pubtish a request for quatifications for the construction of the fietdhouse at Rotary
Park
r Setect the buitder and negotiate a ground lease and a buitding lease with terms for
the city to purchase the buitding in the future
. The buitder assumes att risks during construction and witl own the buitding
throughout the term of the tease
. The city woutd manage and operate the day-to-day operations of the buitding
Under this model., the city believes the total. cost to construct and furnish the buitding witt
be approximatety $t 5,000,000.00
Prior to recommending the private/pubtic partnership approach, the city went through the
fottowing steps to design the fietdhouse through concept and design and the progressive
design buitd process. This process included:
ln late 2023, authorizing an agreement with the Hetix Design Group to verify
fietdhouse project scope, budget and schedute, fotlowed by: work to: reconcite
scope, budget and schedute based on the functiona[ program and funding; seek
jurisdictionat project approvats through permitting; estabtish a reatistic project
schedute; research and evatuate/setect Atternative Detivery Method; and prepare
300/o design documents for the buitding and site. As a resu(t of the work the Hetix
Design group performed, the city determined that an Atternative Detivery Method
was the preferred approach to buitding the fietdhouse, specificatty the progressive
design-buitd (PDB) approach. Thus, the pretiminary deslgn work was suspended.
Retevant engineering and site studies are avaitable for use in future devetopment of
this project.
With progressive design-build there were requirements the city to fottow. ln earty
2024, authorizing an agreement with Thaxton Parkinson PLLC to provide speciatized
legat counset to assist with PDB option.
On Aprit 1,2024, Council authorized an agreement with the Weneha Group to serve
as the City's Owner Advisor on the project, which is a required component when
devetoping a project using the progressive design buitd method (RCW 39.10.220).
ln October 2024, the City Councit signed an agreement with Absher/Helix for
design-buitd Services through the Vatidation phase.
At their February 3,2Q25, study session, the City Councit reviewed options for a new
fietdhouse facitity devetoped through the vatidation phase of the Progressive Design
Buitd process. The resutting facitity construction cost exceeded $60,000,000 for
each of three options for ful.t buitdout. Costs for operating scenarios for each of
three facitity design options were exptored through a Market and Operation Ptan
conducted by Battard lKing & Associates LTD. Subsequentty, the City Counci[
directed staff to look at a potentiaI for pubtic private partnerships (tease options) for
a facitity.
a
a
a
The project expenses betow reftect costs the city has incurred
1. Project Budget Breakdown (Exampte)
2. Funding Sources
Provide detaits on additionat funding sources for this project (grants, private
partnerships, in-kind contributions). lnctude the status of each funding source.
Matching funds in the form of cash or assets are encouraged but not required.
Betow are the funding sources for the future purchase option of the El.tensburg Fieldhouse
which can be executed by tease terms as estabtished by the agreement with the devetoper
of the project:
Expense ltem Gost Funding Source Status (Secured
Pending)
Design & Ptanning $s76,64s.s2 Cash on hand Secured
Construction
Materiats
Not appticabte due to
tease option
Labor/Contract
Fees
Not appticabte due to
tease option
Permits & Fees Not appticabte due to
[ease option
Marketing/Signage Not appticabte due to
[ease option
Maintenance (Year
1)
$954,000.00
Total not to exceed $15,000,000.00
Source Amount Secured/Unsecured Additionat Notes
ERRC lnsurance
Setttement
$7,000,000.00 Secured
ERRC Property
Sate
$1oo,oo0.0o Secured
County Lodging
Tax
$4,000,000.00 Unsecured
City Lodging Tax $1,ooo,ooo.oo Unsecured
City Debt Service $g,ooo,ooo.oo Unsecured LocaI program
($4oor oeot
service, 10 years
@ 67o)
3. Long-Term Maintenance Ptan
Describe the ptan for ongoing maintenance and funding for the infrastructure to
ensure its [ong-term sustainabitity.
The city hired Battard King & Associates LTD (BK) to conduct a market review and develop
an operation ptan for the fietdhouse which is attached. The objective of the study was to
determine the anticipated participation and estimated revenue and expense budget.
Based on the information provided in the Battard King Report, the city anticipates the
fottowing:
a
Baltard King estimated annuaI fiel,dhouse operating costs
Estimated revenue from BK report (600/o recover!)
Off set from current Park Operations:
o Youth Center (transfer services to Boys & Girl.s Ctub)
o Youth Athtetics (absorb into fietdhouse expenses)
o County Contribution (LTAC or annuat contribution)
Total Annual Operating Revenue
$9s+,ooo
$szs,ooo
$292,000
$1oo,ooo
$100,000
$1,017,000
lV. Project Timetine (Exampte)
V. Feasibitity and Risk Management
1. Feasibitity
Describe the proiect's feasibility, including any studies conducted, readiness to begin,
and tiketihood of successfut comptetion within the proposed timeline.
As previousty mentioned, the city hired Battard King to conduct marketing and operation
ptan in February 2025. The work compteted by BK determined the anticipated facitity
participation and estimated revenues and expenditures. The work atso inctuded a
demographic assessment of the regionat area, participation and facitity trends, and
devetoping an operating pro-forma. Additionatty, pretiminary geotechnicat and site work
Milestone Start Date Comptetion Date
Ptanning and Permits october 1,2025 March 1,2026
Construction Start Aprit 1 ,2026
Project Com ptetion/Lease
Exercised
June 1 ,2027
Opening to Pubtic )uly 1 ,2027
Future Purchase Option TBD
retated to util.ities work has been compteted as a part of some initial. fietdhouse design
workthat compteted in late 2023 bythe Hetix Design Group.
ln terms of project readiness, the project is located on city owned property, a significant
portion of the project funding is atready in ptace, outreach work has been done with
community stakehotders to hetp identifu amenities that need to be included in the buitding
as wel,t as space needs, the staffing ptan is to retocate staff from the Stan Bassett Youth
Center to the fietdhouse, a draft'Request for Quatifications'to construct the buitding is
al.ready compteted, and city has hired the Pacifica Law Group, a firm with a tot of work
experience devetoping and working with pubtic/private partnerships, to hetp watk the city
through the process of getting a contractor setected and the project underway.
2. Risk Management
ldentify potentiat risks or chattenges for the project (e.g., detays, budget overruns| and
provide strategies to mitigate these risks.
pursuant to the authority under Chapter 35.42 RCW the city anticipates the most tikety
devetopment scenario as fottows: the city intends to negotiate a series of agreements with
the setected devetoper, inctuding a site ground tease, a devetopment agreement, and a
facitity tease. The devetoper witt design and construct the facitity pursuant to a design and
specifications approved by the city at its sote cost and expense. The city witt tease back the
fietdhouse from the devel.oper, with an option to purchase the compteted fietdhouse at any
point during the term of the ground tease. Ownership of the fietdhouse woutd revert to the
city at the end of the ground lease term untess the city has eartier exercised its purchase
option. ln the devetopment of the lease, the city can estabtish a not to exceed project cost,
thereby ptacing project risks associated with cost overruns on the devetoper. Under this
statute there is minimat risk to the city.
This partnership modet reduces risk to County todging tax support. The purchase options
can onty be exercised after the facitity is futty constructed, thereby protecting the County's
investment in the Project.
Vl. Tourism Metrics and Success Measurement
For capitat projects, we recognize that traditionat short-term tourism metrics such as
visitor counts, overnight stays, or immediate revenue generation may not be measurabte
during the construction phase or shortty after completion. However, it is essentiat that
appticants demonstrate how the proposed project witl support tourism in the tong term and
how success witt be evatuated over time.
Appticants shoutd identify:
Project milestones and timetines (e.g., phases of construction, anticipated
completion date) - The city ptans to be under contract with a developer by October
'l ,2025, permitting compteted by March 1 ,2026, and construction starting April 1 ,
2026 with a comptetion date of June 1,2027. Doors witt be open to the pubtic Juty 1,
2027.
How the project witt be promoted through tourism channets once compteted -
Once compteted, the fietdhouse witt be promoted through the fottowing tourism
channets and strategies:
r Positioning as a Four-Season Anchor Venue: The fietdhouse will be
featured as a premier indoor destination for sports tourism, youth
tournaments, recreation events, and wettness activities-hetping to fitt
seasonat gaps in visitation and drive overnight stays during off-peak periods.
. lnctusion in Gountywide Campaigns: Through col,taboration with the
Kittitas County Chamber of Commerce and other Destination Marketing
Organizations (DMOs), the fietdhouse witl be incorporated into tourism
cottaterat, seasonaI marketing campaigns, the county visitor guide, digitat
itineraries, and the Chamber's "Move, Shop, and Visit" ptatform.
o Event and Group Travel Promotion: As the Tourism Ptan emphasizes
growing group travel and event-based tourism, the fietdhouse witl serve as a
venue to attract sports tournaments, expos, and regionaI events-supported
by customized promotion to event organizers and travet ptanners.
. Cross-Promotion with Locat Experiences: The fietdhouse witt be
marketed in tandem with Ettensburg's creative district, walkabte downtown,
dining, todging, and nearby recreation-creating bundted experiences that
highlight both wetlness and cutture.
. Digitat and Paid Media Strategy: With an emphasis on digital reach in the
Tourism Ptan, the fietdhouse wil,t be promoted via the Chamber's website,
sociaI media, SEO-optimized bLog content, targeted emaiI newsletters, and
paid campaigns hightighting its amenities and accessibitity.
How the facitity or infrastructure will, support tourism-retated activity (events,
visitor services, recreationat use, etc.) Keyways the facitity witt support tourism:
.Event Hosting & Sports Tourism: The fietdhouse witt provide a venue for
regionat and statewide sporting events-inctuding basketbatt, volteyba[t,
picktebatt, futsat, and other court/turf-based sports. These events wit[ attract
a
a
a
a
teams, famities, and spectators who witt utitize tocat [odging, dining, and
retait, generating direct visitor spending.
r lndoor, Four-Season Recreation: As a climate-controtted, mutti-use
space, the fietdhouse enabtes consistent recreationat activity regardtess of
weather, supporting both locats and tourists. lt provides an important
atternative for visitors in the winter or shoutder seasons, contributing to the
region's goat of year-round tourism.
. Gommunity & Signature Events: The space can accommodate expos,
trade shows, markets, and targe community gatherings-supporting a wide
variety of event-based tourism and civic engagement. This ftexibil.ity hetps
bring new, Large-scate events to Ettensburg and Kittitas County.
. Comptement to Existing Attractions: Located within proximity to
Ettensburg's watkabte downtown, the fietdhouse witt strengthen tourism by
encouraging tonger stays and multi-purpose visits. Visitors can attend events
at the fietdhouse and exptore the Creative District, gatteries, muSeums, and
cutinary offerings-at[ centrat to the area's tourism strategy.
. Support for Group Travet & Sports Organizations: The fietdhouse creates
new opportunities to host traveting ctubs, camps, and athtetic
organizations-atigning with regionat tourism efforts to attract group travet
and bolster mid-week and shoutder-season todging occupancy.
. Visitor Amenities & Wayfinding: The facitity may atso serve as a visitor
touchpoint, with onsite signage, kiosks, or partnership opportunities to
distribute maps, itineraries, and tocat guides-helping orient traveters and
increase economic impact across the community.
proposed methods for gathering feedback and measuring usage or visibitity -
The city witt work with event hosts to create a satisfaction survey that can be fitted
out by tournament participants/teams. Communication with tocat hotetiers and the
Kittitas Chamber of Commerce to receive feedback on overnight stays as wetl as
impacts on locaI
Long-term outcomes expected in terms of community benefit and tourism
growth - Much tike with youth basebatt tournaments, Ettensburg wil,t become the
regionat focus of youth basketbal,t and votteybatt tournaments. The locat tourism
industry witt see a significant increase in business during their historicatty slower
times of the year. Ettensburg witt become the premier year around tocation for youth
athtetics and tou rnaments.
a
Applicants must atso commit to providingfottow-up information-either through post-
project reporting, usage data, or anecdotat outcomes-so that the impact of todging tax
investment can be tracked and evatuated over time.
This section hetps reviewers understand the broader vatue and sustainabiLity of the
proposed project. C[ear measurement ptans demonstrate readiness, accountabitity, and
atignment with the County's goats for tourism enhancement.
Vll. Appticant Certification (Must be completed for apptication to be accepted)
I certify that the information provided in this apptication is true and comptete to the best of
my knowtedge. lfurther fy that I understand the etigibitity requirements and that this
project complies wi requirements of RCW 67.28.1816.
Signature
Name:qU
Titte:
Date
Submission lnstructions
Apptications must be submitted by Juty 1st, 2025, by 5:00 p.m. PST.
AppLication can be submitted via email or in-person to:
Kittitas County Auditor's Office
Attn: Lisa Bugni
205 West 5th Avenue, Suite 105
Ettensburg, WA 98926
Emait: tisa. bugni@co. kittitas.wa.us
Late or incomplete apptications witl not be considered. This infrastructure apptication
temptate ensures a thorough, transparent, and tourism-focused funding process. The
detaited scoring rubric hel.ps LTAC evatuate projects consistentty and fairty.
Scoring Rubric for LTAC Review
Criteria Points Avaltabte Description
Tourism lmpact 40 Demonstrates clear and measurabte impact on tourism
Feasibitity and
Sustainabititv
30 Project is wett-planned, feasibte, and has a [ong-term ptan
Budget & Funding
PLan
20 Ctear and reatistic budget with secured or pending funds.
Community Benefit 10 Proiects provides additional benefits to tocat community.
i
l
:
ELLENSBURG
FIELDHOUSb
Market and Operation Plan
February 2025
ity
WASl{INGTON
BEMNP*IfiNG
& ASSOCIATES LTD
Rocrt.d6 n.nni4 ttd Ofrdtiots C.onrulr.nt
Table of Contents
Executive Summary
Demographic Analysis
Participation Figures...
Operational Plan
2
6
35
54
llPage
Bru;,ann*Iffrc
& ASSOCIATES LTD
Rcration Pluning ffid Ogcmlions Consullanb
Executive Summarv
Ballard*King and Associates (B*K) was hired to conduct a market review and develop an
operation plan for a potential fieldhouse in Ellensburg, WA. The objective of this study
was to determine the anticipated participation and estimated revenue and expense
budget. Project tasks included a demographic assessment of the regional area, providing
participation and facility trends, reviewing various concepts and developing an operating
pro-forma.
Market Analysis:
As part of the study, B"K conducted a market assessment. B*K examined several service
areas, included are:
Primary Service Area. This was identified as an approximate 3O-minute drive to
the potential fieldhouse site, and residents will likely be regular users of the facility
meaning at least weekly.
Secondary Service Area. This was identified as an approximate 9O-minute, or a
distance from which individuals willtravel a couple times a month.
Key lndicators
B"K accesses demographic information from Environmental Systems Research lnstitute
(ESRI) who utilizes 2020 Census data and their demographers for 2024-2929 projections.
ln addition to demographics, ESRI also provides data on housing, recreation, and
entertainment spending and adult participation in activities.
When completing studies for indoor recreation facilities, there are two data points that
B"K uses to predict the financial success of the facility: a higher median household
income, and a population of 50,000+ in the primary service area. lf the primary service
area meets these data points, our experience would indicate that a facility has the
possibility of significant cost recovery. lf those data points are not met, it does not mean
that it won't be embraced and heavily used by the community, but it does mean that
achieving significant cost recovery will be much more challenging.
Population: The population within the primary service area (43,541) is lower than what
B*K would typically see in a membership-based facility. For program and rental based
facilities, the population is typically higher, at least 75,000. The Secondary service area
provides additional population, however the use from the expanded area will most likely
be significantly less and limited to tournaments and events.
Median lncome: The Primary and Secondary service areas have a lower median
household income in comparison to the State of Washington. The income level is
impacted by the presence of Central Washington University. A university typically
provides stable employment along with competitive salaries, but the student population
a
a
2lf'agc
Beu,eno*I(nvc
& ASSOCIATES LTD
Rmtion Pluning md OFndons Con3ultants
outweighs the faculty and staff bringing the figure down. This reality means that
determining an accurate price point for membership, programs and services will be
crucial. lt also means that the facility could have challenges achieving the cost recovery
goals of the client.
Median Age: for purposes of a feasibility study, the preference is for median age to be
lower tnan the national number, indicating the presence of families with young children.
The median age is lower than both the State and National figure in the Primary and
Secondary Service Area. However, in the Primary Service Area in the study there are
less than 30.0% of households with children present, which is less than the National
figure. Again, much of this can be attributed to the presence of Central Washington
University.
Other important demographic notes:
. Within the Primary Service Area, 18.0% of the population is under age 18, and
ZB.So/o of the population is age 55+. There is a significant population in the 18-24
age group, however this dernographic typically takes greater advantage of the
university facilities.o The Market Potential lndex (MPl) for adults that participate in many indoor
activities is higher than the national number including Basketball, Football,
Pickleball, Soccer and Volleyball in the Primary Service Area. Participation rates
in the Secondary Service Area are lower.
Statistics from the National Sporting Goods Association (NSGA) were overlaid on to the
demographic profile of the service areas to determine the market potential for various
activities that could take place in an indoor facility. The market potential was measured
against the existing inventory of recreation providers in the area and concluded that there
iJa significant shortage of gymnasium space. Additionally, there is a desire to expand
the capabilities of hosting tournaments and other indoor activities. Existing facilities
continue to age and do not completely meet the needs of the parks and recreation
department.
Current youth sports activities, particularly indoor sports of basketball, wrestling and
volleybali, are at capacity based on use of existing facilities. The City of Ellensburg has
an interlocal agreement with the school district allowing access to school gyms. While
this arrangemLnt works well, there are consistent scheduling conflicts causing
cancellations and rescheduling. The City spends a considerable amount of time
coordinating use which would be eliminated with its own facility. ln addition, it would
provide the community with the opportunity to have greater access, drop-in play, and be
more active during the winter months.
Operations:
An operation analysis was conducted to examine operational costs and revenues for the
various concepts for the fieldhouse. The operating pro-forma developed represents a
3lPage
Beu,eno*Knc
& ASSOCIATES LTD
Rmation Plmning rnd OpcntioDs Conlu[ants
conservative approach lo estimating expenses and revenues and was completed based
on the best information available and a basic understanding of the current area
operations.
The results of the operations analysis indicate that each of the concepts for a facility will
not recover 10Qo/o of its operating costs through revenue. The operating pro-forma does
not include debt service since the funding for this project is yet to be determined. Each of
the facilities features a multipurpose room, concessions, support offices, and lobby.
Concept A had a multi-court gymnasium and indoor turf. Concept B had a multi-court
gymnasium. Concept C had indoor turf. Each of the facilities was approximately 50,000
SF. The focus was on Concept B with 5 courts.
- Revenue C n
Conclusion:
The market conditions suggest support for a fieldhouse. The proposed facility, by virtue
of the multiple gymnasium space differentiates this facility from any other facility in the
region. The space allows for improved health/wellness through walking and fitness
programs, expanded toddler activities which are critical to development and additional
programs and activities for rnental, social and physical engagement. The fieldhouse is
ideally positioned to not only improve the quality of the facilities in the area, but also to
enhance the quality of life for residents while becoming an identifying landmark to Kittitas
County and Central Washington.
Weekly participation in active recreation activities from area residents can be expected to
be somewhere in the range of 1Qo/o-12o/o of the population which equals approximately
4,355 - 5,225 individuals (based on 2Q24 population estimates for service area). lt is
important to program the facility beyond the traditional court sports to appeal to other
markets to achieve this level of participation. To substantiate this point, approximately
8o/o of the population participates in some type of basketball, while other activities such
as pickleball and volleyball are lower. Participation is greater for running/jogging, walking
for exercise and working out at a club. The success of similar facilities in other areas of
the country suggests that these types of centers have been effective in meeting local
sport and wellness needs.
Without question, a new fieldhouse will enhance the quality of life in the area while
improving recreation and wellness opportunities. The proposed center fills the service
gaps for a variety of sports, recreation, and expands the wellness access in the
community for children, teenagers, families and seniors. A new facility will become a
Facility Budqet (Year 3-5 Averaqe)Concept B Category
$961,801Expense
$578,288Revenue
($383,513)Difference
60.1o/aCost Recovery
4ll'agc
Beu,nnn*Iftrgc
& ASSOCIATES LTD
Rcfllation Plmnint sd Opcndons Cffiultslts
source of tremendous community pride and will bring the community together along with
making Ellensburg more attractive for employers and employees alike. The fieldhouse
will also help establish and recognize the facility as a contributor to the economic health
of the community by providing jobs, through the purchase of local goods and services
and by generating tourism through hosting tournaments and events.
5lPage
Berr,ann*I(nc
& ASSOCIATES LTD
Rccration Planning ard Op€nlions Consultanls
Demoqraphic Analvsis
Ballard*King & Associates (B"K) has been contracted by Absher lnc. to complete a Field
House market assessment for Ellensburg, WA. The first step to complete this scope of
work is to determine service areas for analysis and recreation/leisure activities.
B*K accesses demographic information from Environmental Systems Research lnstitute
(ESRI) who utilizes 2020 Census data and their demographers for 2024-2029 projections.
ln addition to demographics, ESRI also provides data on housing, recreation, and
entertainment spending and adult participation in activities. B*K also uses information
produced by the National Sporting Goods Association (NSGA) to overlay onto the
demographic profile to determine potential participation in various activities.
Service Areas:
The information provided includes the basic demographics and data for the Primary and
Secondary Service Areas with comparison data for the State of Washington and the
United States. The Primary Service Area has been identified as within a 30-minute drive
time to the City of Ellensburg. The Secondary Service Area being a significantly larger
geographic area encompassing 5490 square miles surrounding Ellensburg, primarily to
the South and East, up to an hour and a half drive.
The Primary Service Area is defined as the distance people will travel on a regular basis
(multiple times a week) to utilize recreation facilities. Use by individuals outside of this
area will be more limited and will focus more on special activities or events.
Service areas can flex, or contract based upon a facility's proximity to major
thoroughfares. Other factors impacting the use as it relates to driving distances are the
presence of alternative service providers in the service area. Alternative service providers
can influence participation, membership, daily admissions and the associated penetration
rates for programs and services.
Service areas can vary in size with the types of components in the facility.
6lPagc
Beu,enp*Ifi,rc
& ASSOCIATES LTD
Rccrcatlon Planning aad o?cntims Conrulonrt
Service Area Map
. Green Boundary - City of Ellensburg Primary Service Area
. Red Boundary - Secondary Service Area
irq r
trlt l'*.1
Il|:.rtl.| Fllt i}l
4lrmtr
f{ll',m}rlr Ftf,rfi
irin ruFtr.lvall
r{r&rqi'
F &!'rqll'!rt Ai?.
#.1rltriltrt
i'rllt!ild Foed
I -l6v tE
qrsrll aiiJ!;r-,
Fidi"ir!tr {tdlr
tt'
'lkmuck
olSdir.i I rr L?f,t
tldt Jir!t | ,rartl
'I
1
I
.J
-l -*
-g -- tt
l.
.--..,jF"'
TlPage
Beuam*Ifirc
& ASSOCIATES LTD
Rmrtion Pludng and OFntions Consult&ttg
Kev Facts lnfographic
Households by lncome comparison uses the Primary Service Area and compares il to
Kittitas County.
Ki\.FACT3 FDUCI\T'OI'J
43,541 &pPopulalion
Median Age
$71 ,029 No High Sch@l
Diploma 26.60/o
High School
Graduat€
28.4"/"
5ome College/
Associate!
Degree 38.7"/o
Eachelor'./Gradl
Prof Degroe
Avsrago
Household Size
Median Household
lncom6
Bllili\rSS ElvlP:CI l',,18 j\,1;
#
ffi
18,707
lotal Employees
io i* ri* e, t. t G., 59.5o/o
Whirg Collar
@
Unemployment
Rate
irt i.; i,19.4o/o
Blue Collar
1 ,931
ii,; f* f,,21.2%
Total Eusinesses
Seruices
#,@,
if.i'1.)|/'![
o
f=
$42,000
Per Capita lncome
2024 HouseholcJs by rncome {Esrr)
The largest group; $100,000 $149.999
tlT.thhttesr9.o"p,32s.0o0 534,999{4. )
hdicator ^ Value
<$15,000 9.6%
s1s,000. $24,999 69%
$25,000 s34,999 4.9%
T35,000.949.999 13.6%
$50,000 . $74,999 ,1.0%
975,000-999,999 10.6%
sr00.000.$149,999 r7 9%
sI50,000 - $199.999 9.4%
$200.000+ l0 0%
oifl
+0.8%
+0-6%
+0.1%
II
I
i TI
+0.5%
+0.5%
$71 ,029 $ 1 98,1 08 !
f
Median Household Median Net Wo.th
8ll'agc-
Brur,em*I(mc
& ASSOCIATES LTD
Rccrration Pluning urd Opcrations Consultants
Demooraoh Summarv
1 From lhe2Q10-2020 Census, the Primary Service Area experienced a 0.7% increase in population.
2 From the201O-2020 Census, the Secondary Service Area experienced a 0.8% increase in population
Primary Service Area Secondary Servlcs Area
Population
2020 Census 39,9411 477,9792
2024 Estimate 43,541 495,089
2029 Estimate 45,366 506,186
Households:
2020 Census 16,457 167,259
2024 Estimate 17,644 174,407
2029 Estimate 18,676 180,671
Families
2020 Census 9,293 1 15,808
2024 Estimate 9,610 117,758
2029 Estimate 10,099 121,337
Averaqe Household Size:
2020 Census 2.35 2.81
2024 Estimate 2.33 2.78
2029 Estimate 2.30 2.75
Eth nicity (2024 Estimate) :
Hispanic 12.8o/o 45.4o/o
White 79.7o/o 54.80/o
Black 1 .Oo/o 0.8%
American lndian 1.3o/o 2.4o/o
Asian 2.3o/o 1.3o/o
Pacific lslander O.3Yo 0.2%
Other 6.2o/o 26.0o/o
Multiple 9.2o/o 14.5o/o
Median Age:
2020 Census 35.1 34.9
2024 Estimate 34 35.6
2029 Estimate 34.8 36.3
Median lncome:
2024 Estimate $71,029 $72,589
2029 Estimate $90,153 $83,988
9lPage
Bennnn*Kmc
& ASSOCIATES LTD
Remation Plmning md Opentions Corsulhnts
Age and Income: The median age and household income levels are compared with the
national number as both of these factors are secondary determiners of participation in
recreation activities. The lower the median age, the higher the participation rates are for
most activities. The level of participation also increases as the median income level goes
up.
TableA-MedianAqe:
2020 Census 2024
Proiectlon
2029
Proiection
Primary Service Area 35.1 34.0 34.8
Secondary Service Area 34.9 35.6 36.3
State of Washinqton 38.1 38.8 40.0
National 38.8 39.3 40.4
ChartA-MedianAqe:
50
45
4A
35
30
25
39 1 38.8 38 I 39.3 40 404
356 363351 34I 34 34.8
2420
r Primary Service Area
2024
Secondary Service Area
2029
r State r National
The median age in the Primary Service Area is slightly lower than the State of Washington
and the National number. The median age in the Primary Service Area is slightly lower
than the Secondary Service Area. For the development of an indoor recreation center
and/or fieldhouse a lower median age is preferred, as it points to families with younger
children, which are significant users of these types of facilities. However, depending on
the components included in the facility, they can have a multi-generational approach with
appealto an older population. Recreational activities, programs and events draw a large
demographic but tend to be most popular with youth and their parents.
l0 l l' ;r ."'
Beu,enu*Iffi',rc
& ASSOCIATES LTD
Rcnation Plmning ud Opendm Consulunts
The following chart provides the number of households and percentage of households in
the Primary and Secondary Service Areas with children.
Table B - Households w/ Children
The information contained in Table-B helps further outline the presence of families with
children. As a point of comparison in lhe 2024 USA Projection, 30.2% of households
nationally had children present.
Number of Households
wl Ghlldren
Percentage of
Households d Children
Primary Service Area 4,302 25.3o/o
Secondary Service Area 61,647 36.70/o
State of Washington 994,754 30.0olo
lllPage
ffl Beu"nnn*Ift.{c
& ASSOCIATES LTD
Rmadon Phnning md Opcntions Consulknts
Median Aqe bv Census Tract Map
?ri
2024 lrl€dian Ac€ cy C€Nus Tracts
G'Krnr:trkl'c
llaoroseo
! ars rc aas
$:rt ro ara
f-l 3r a ro ar
ll toe," atl
12 | l'r g c
Ber.mnp*Ifftc
& ASSOCIATES LTD
Rcatation Planning end OFrations Consul&ntc
Table C - Median hold lncome:
Chart C (l) - Median Household lncome:
Based on2024 projections for median household income, the following narrative
describes the service area:
ln the Primary Service Area, the percentage of households with median income over
$50,000 per year is 72.9o/o compared to 68.3% on a national level. Furthermore, the
percentage of the households in the service area with median income is less than $25,000
per year 13% compared to a level of 14.9o/o nationally.
ln the Secondary Service Area, the percentage of households with median income over
$50,000 per year is 72.2o/o compared to 68.3% on a national level. Furthermore, the
percentage of households in the service area with median income less than $25,000 per
year is 13.0o/o compared to a level of 14.9o/o nationally.
While there is no perfect indicator of use of a Field House, the percentage of households
with more than $50,000 median income is a key indicator with indoor recreation facilities.
Therefore, those numbers are significant and balanced with the overall cost of living.
13 | t'}a g e
2O24Prolectlon 2029 Proiection
Primary Service Area $71,029 $90,153
Secondary Service Area $72,589 $83,988
State of Washington $97,013 $112,273
National $79,068 $91,442
,013 $112,2
$ 100,000
$90,000
$80 000
$70,000
$60,000
$50,000
$40 000
$30,000
$20,000
$90, I 53 $83 ,442
$71,029 $72,589
2024
r Primary Service Area
)na
Secondary Service Area r State r National
i'#r
Bruleno{<I(nrlc
& ASSOCIATES LTD
RsEation Plmdng Md Op€rations Consultrnts
Chart C (2) - Median Household lncome Distribution
100%
90%
80olo
TAYo
6Aok
50%
400k
30%
10%
u:/o
Primary Service
Area
Secondary Service
Area
State Natronal
r <$24,999 r$25 000-$49,999 r$50,000+
68 3%65 0%65.9%75.5%
85%
6 5To
8.9o/o
5 2o/o
68%
4 9o/o
3 0o/o
15%
l4|I'a,:;
B,qmenO*I(trlfC
& ASSOCIATES LTD
Rmarion Plr'ning lnd Opcradone CoNuhants
Household lncome bv Census Tract Map
'Ed - -'"--
_-'1
t3
,
l
l"*-
?rr
1
I
!
I
\
.\
2C24 l,{6drs lhF€hold hcmo by
C6sus TracE
v'-'! srrsaso b g1s666
! rso.sto ro gtt643s
I szo.rza b sso$e
N vs.osz b $70 z7s
[-] so ro $af si€
G' r€'noYcl
-JE
15 | P a g e
Beuann*Iff,{c
& ASSOCIATES LTD
Rcrcation Plmning md Opcrations Consultanls
ln addition to taking a look at the Median Age and Median lncome, it is important to
examine Household Budget Expenditures. Reviewing housing information; shelter,
utilities, fuel and public services along with entertainment & recreation can provide a
snapshot into the cost of living and spending patterns in the services areas. The table
below looks at that information and compares the service areas.
Table D - Household Budoet Expenditures3:
SPI: Spending Potential lndex as compared to the National number of 100
Average Amount Spent: The average amount spent per household.
Percent: Percent of the total 100o/o of household expenditures.
It/ofe; Shelle r along with Utilities, Fuel, Public Servrbe are a portion of the Housing percentage.
3 Consumer Spending data are derived from the 2019 and 2021 Consumer Expenditure Surveys, Bureau
of Labor Statistics. ESRI forecasts for 2024 and 2029.
16 | P;r g e
Primary Seruice Area sPt Average
Amount Soent Percent
Housing 92 $30,060 33.1o/o
Shelter 92 $24,561 27.14/o
Utilities, Fuel, Public Service 92 $5,499 6.10/o
Entertainment & Recreation 92 $3,744 4.1%
Secondary Seryice Area sPt Average
Amount Spent Percent
Housinq 87 $28,271 33.1o/o
She/fer 86 $22,986 26.9o/o
Utilities, Fuel, Public Service 89 $5,285 6.2o/o
Entertainment & Recreation 85 $3,493 4.1o/o
State sPr Average
Amount Soent Percent
Housinq 121 $39,424 33.4o/o
Shelter 122 $32,503 27.50/o
Utilities, Fuel, Public Servlce 116 $6,921 5.9o/o
Entertainment & Recreation 120 $3,493 4.1%
Brur,enn*Ifftc
& ASSOCIATES LTD
Rmation Plmning md Operatiom Consulunts
Chart D - Household Budqet Exoenditures Spendinq Potential lndex:
The consistency between the median household income and the household budget
expenditures is important. lt is important because it illustrates that the spending patterns
of the service area align with the resources available. lt also points to the fact that
compared to a national level and dollars available, the money being spent in the Primary
Service Area is lower. This could point to challenges associated with the ability to pay for
programs and services offered at a recreation facility of any variety. Subsequently, this
could have an impact on the facility's ability to achieve a significant cost recovery
associated with operations.
130
120
'1 10
100
90
80
70
60
50
122
116
Housing Shelter Utilities, Fuel, Public
Service
Entertarnment &
Recreation
r Primary Servrce Area Seconclary Service Area r State t Natronal
17 | P a g e
BerunnSIfftc
& ASSOCIATES LTD
Rarcation Plandng and Opentions Consulants
Housing lnventorv
The total number of housing units in the Primary Service Area is 18,481 and 87 .5%;o are
occupied, or 16,176 housing units. The total vacancy rate for the service area is 1Q.60/o
As a comparison, the vacancy rate nationally was 10.8o/o. Of the available units:
The total number of housing units in the Secondary Service Area is 181 ,913 and 91 .8%
are occupied, or 167,053 housing units. The total vacancy rate for the service area is
8.2o/o. As a comparison, the vacancy rate nationally was 1 0.8%. Of the available units:
These statistics point to a stable housing market in both service areas. lt also illustrates
that within the Primary Service Area there is a significant number of homes that are for
seasonal andlor recreational purposes.
Primary Service Area Percent
For Rent 1 .9o/o
Rented, not Occupied 0.2%
For Sale 0.1%
Sold. Not Occupied 0.2%
For Seasonal Use 5.7o/o
Other vacant 2.7o/o
Secondary Service Area Percent
For Rent 1.2o/o
Rented, not Occupied 0.2%
For Sale a.4%
Sold, Not Occupied 0.6%
For Seasonal Use 3.60/o
Other vacant 1.8%
l8 | l';r t ':
Beu,mn*Iftrc
& ASSOCIATES LTD
Rccrcation Plmning md Opcmrions Consultants
Recreation Expenditures Spending Potential lndex: Finally, through the demographic
provider that B"K utilizes for the market analysis portion of the report, we can examine
the overall propensity for households to spend dollars on recreation activities. The
following comparisons are possible.
Table E - Recreation Expenditures Spendinq Potential Indexa:
Primary Service Area sPr Average Spent
Fees for Participant Sports 87 $116.60
Fees for Recreational Lessons 81 $140.52
Social, Recreation, Club Membership 89 $268.39
Exercise EquipmenUGame Tables 88 $94.32
Other Sports Equipment 89 $9.42
Secondarv Service Area sPr Average Spent
Fees for Participant Sports 82 $109.65
Fees for Recreational Lessons 81 $139.11
Social, Recreation, Club Membership 81 $245.81
Exercise EquipmenUGame Tables 85 $e1.06
Other Sports Equipment 84 $8.95
State of Washington sPt Averaqe Spent
Fees for Participant Sports 121 $160,83
Fees for Recreational Lessons 127 $218.82
Social, Recreation, Club Membership 120 $362.15
Exercise EquipmenUGame Tables 126 $134.17
Other Sports Equipment 115 $12.28
Average Amount Spent
SPI:
The average amount spent for the service or item in a year.
Spending potential index as compared to the national number of 100
a Consumer Spending data are derived from the 2019 and 202'1 Consumer Expenditure Surveys, Bureau
of Labor Statistics.
19 | l'a g c
Bru;Ano*Kn.lG
& ASSOCIATgS LTD
Rcrcation Plarning md Ope nlions Consultarts
Ghart E - Recreation Spendino Potential lndex:
Again, there is a great deal of consistency between median household income,
household budget expenditures and now recreation and spending potential. lt is
important to note that these dollars are already being spent in the service area. As
such, if a new facility were developed it would require that users either increase their
spending in these categories or shift their spending patterns.
140
130
124
1l0
100
90
BO
70
60
50
127 1
121 120
115
00 00 00 100
87 89 88 89
81 8 I
Particrpant Sports Rec Lessons Social, Rec Club
Member
Exercise Equip Other Sports
Equip
r Primary Secondary I Staie r National
20il',rr"r*
Bru;,eno*Ifttc
& ASSOCIATES LTD
Rccrcation Plmning md Opcradons Co$ultrnts
Recreation Spendinq Potential lndex bv Gensus Tract Mao
U
L)'
I
'l
-i-
a-
Lon
r
Jj
I
;
20?4 En€mnsenvaec (ln@x) by
Censug Tlacts
i
I
!t
I rzr
flss
D'n
Iselo
ro 162
ro 120
io 98
ro 78
lo 57
F
l
J
2llPage
Beuann*IfiNc
& ASSOCIATES LTD
Rmation Plmning md C)pcntions Consultants
Population Distribution by Age: Utilizing census information for the Primary Service
Area, the following comparisons are possible.
Table F - 2024 Primarv Service Area Aqe Distribution (EsRtesrimares)
Population: 2024 census estimates in the different age groups in the Primary Service Area.
% of Total: Percentage of the Primary Service Area population in the age group.
National Population: Percentage of the national population in the age group.
Difference: Percentage difference between the Primary Service Area population and the
national population.
Chart F - 2024 Primarv Service Area Aoe Group Distribution
30 0%
25 0%
2O )a/c
15 A%
1a a%
5 AYo
00%
-5 o-t/18-24 25,44 45-54 55-64
r Prinrary Servrce Area I Natronal
65-7 4 75+
The demographic makeup of the Primary Service Area, when compared to the
characteristics of the national population, indicates that there are some differences with
a smaller population in the age groups under 6-17 ,25-44, 45-54, and 55-64 age groups
All other age groups are relatively consistent with national statistics. The greatest positive
22ll' ,t't
Ages Population % of Total Nat.
Population Difference
0-5 2,583 5.9o/o 5.5%+4.4o/o
6-17 5,250 12.1o/o 15.5o/o -3.4o/o
18-24 8,450 19.4o/o 9.54/o +9.9%
25-44 10,805 24.8o/o 26.8o/o -2.0o/o
45-54 4,080 9.4o/o 12.10/o -2.7o/o
55-64 4,368 10.1%12.3o/o -2.2Yo
65-74 4,649 10.7o/o 1A.40/o +0.3o/o
75+3,356 7 .7o/o 7.7o/o O.Oo/o
ffi Beu"enp*I(nvc
& ASSOCIATES LTD
Recrcation Plmning rnd OFratioos Consultans
variance is in the 18-24 age group with +9.9%, while the greatest negative variance is in
the 6-17 age group with -3.4%.
23 ll'age
Bau,ann*Ift.rc
& ASSOCIATES LTD
RerTation Plmning md Opentions Cotrsulrilts
Table F - 2024 Secondarv Service Area Aqe Distribution (EsRtesrimares)
Population: 2024 census estimates in the different age groups in the Secondary Service Area.
% of Total: Percentage of the Secondary Service Area population in the age group.
National Population: Percentage of the national population in the age group.
Difference: Percentage difference between the Secondary Service Area population and the
national population.
Chart F - 2024 Secondarv Service Area Aqe Group Distribution
The demographic makeup of the Secondary Service Area, when compared to the
characteristics of the national population, indicates that there are some differences with
a smaller population in the age groups 25-44,55-64, 65-74 and 75+ age groups. The
greatest positive variance is in the 0-5 age group with +2.5%, while the greatest negative
variance is in the 55-64 age group wilh -1.7%.
Ages Population % of Total Nat.
Population Difference
0-5 39,478 8.0%5.5o/o +2.50/o
5-17 85,983 17.3o/o 15.5%+1.8o/o
18-24 53,460 1A.9o/o 9.5o/o +1.4o/o
25-44 127,689 25.7o/o 26.80/o -1 .1o/o
45-54 54,512 11.Ao/o 12.1%-1.1o/o
55-64 52,355 10.6%12.3%'1.7o/o
65-74 46,373 9.3%10.4%-1.1%
75+35,238 7.2%7.7o/o 'A.5o/o
30 0%
25 A%
20 00k
15 0%
10 0%
50%
0 AYo
5 o-r/18-24 25-44
r Secoudary
45,54
r National
55-64 65-74 15+
24li'r:'
BeuannSIftvc
& ASSOCIATES LTD
Rereation Plnning ud Opentions Consultants
Population Distribution by Age Over Time: Utilizing census information from the
Primary Service Area, the following comparisons are possible.
Table H - 2024 Primarv Service Area Population Estimates (u.s. census and EsRl)
Ghart H - Pri marv Service Area Poou on Growth
Table-H illustrates the growth or decline in age group numbers from the 2020 census until
the year 2029. lt is projected that the age category 55-64 will see a decrease in
population. The 55-64decrease is noteworthy, asthe population of the United States is
aging. lt is not unusual to find negative growth numbers in the younger age groups and
significant net gains in the 45 plus age groupings in communities which are relatively
stable in their population numbers.
Ages 2020
Census
2024
Projection
2429
Projection
Percent
Change
Percent
Change
Nat'l
-5 2.478 2,583 2,646 +6.8%+1.3o/o
6-17 5,1 30 5,250 5,241 +2.2Yo -7.5o/o
18-24 7j25 8,450 8,467 +18.8%+O.7olo
25-44 9,520 10,805 11,339 +19.1o/o +6.7o/a
45-54 3,907 4,080 4,523 +15.80/o +2.8o/o
55-64 4,747 4,368 4,098 -13.7o/o -8.7o/o
65-74 4,271 4,649 4,794 +12.3o/o +14.8o/o
75+2,765 3,356 4,256 +53.9%+39.7o/o
12,000
10,000
B 000
6,000
4,000
2,000
0
E o-t/18-24 25-44 45-54
f2020 12A24 12429
55-64 65-74 75+
25 1['lgt
Bru,mnp*Ifflc
& ASSOCIATES LTD
Ranation Plmning md Op€ntions Consultants
Population Distribution by Age Over Time: Utilizing census information from the
Secondary Service Area, the following comparisons are possible.
Table G - 2024 Secondarv Service Area Population Estimates (u.s. census and EsRt)
Chart H - Secondarv Service Area Population Growth
Table-G illustrates the growth or decline in age group numbers from the 2020 census until
the year 2029. lt is projected that age categories 0-5, 18-24, 25-44, 45-54,65-74 and
75+ will see an increase in population. The population of the United States is aging, and
it is not unusual to find negative growth numbers in the younger age groups and significant
net gains in the 45 plus age groupings in communities which are relatively stable in their
population numbers.
26|l'lg'.:
Ages 2A20
Census
2424
Proiection
2429
Projection
Percent
Change
Percent
Change
Nat'l
-5 39,058 39,478 44,209 +2.9o/a +1.3o/o
6-17 89,572 85,983 80,310 -1Q.3o/o -7.50/o
18-24 47,131 53,460 54,1 83 +15.0o/o +O.7o/o
25-44 122,431 127,689 133,585 +9.1o/o +6.7o/o
45-54 51,689 54,512 57,217 +10.7o/o +2.8o/o
55-64 54,293 52,355 50,120 -7.7o/o -8.7o/o
65-74 43,485 46,373 48,505 +11.5o/o +14,8%
75+30,323 3s,238 42,055 +38.7o/o +39.7o/o
1 40 000
1?0,000
100 000
B0 000
60 0c0
40 000
20 000
0
5 6-17 18,24 25-44 45-54
12020 .2024 .2429
55-64 65-74 75+
ffl Bau,nnp*Ifilrc
& ASSOCIATES LTD
Rccrcation Plrnning md Opcmriotrs CoBulunts
Ethnicity and Race: Below is listed the distribution of the population by race and
ethnicity for the Primary Service Area for 2A24 population projections. Those numbers
were developed from 2020 Census Data.
Table J - Primarv Service Area Ethnic Population and Median Aoe 2024
(Source - U.S. Census Bureau and ESRI)
Table K - Primglv Service Area bv Race and Median Aqe 2024
(Source - U.S. Census Bureau and ESRI)
2024 Primary Service Area Total Population: 43,541 Residents
Chart K - 2024 Primarv Service Area Population bv Non-White Race
Ethnicity Total
Population Median Age %at
Population
% of State
Population
Hispanic 5,552 23.8 12.8o/o 14.7o/o
Race Total
Population Median Age %ot
Population
% of State
Population
White 34,691 37.5 79.7%64.4o/a
Black 441 24.2 L9o/o 4.2o/o
American lndian 585 24.7 1 .3o/o 1.60/o
Asian 1,020 23.7 2.30/o 10.5o/o
Pacific lslander 118 27.1 0.3o/o o.9%
Other 2,695 25.2 6.2o/a 7 .1o/o
Multiple 3,991 24.6 Lzo/o 113%
Black, 1.0%American lndian,
1.3o/o
Pacific lslander,
0.3o/o
27 lf'auc
Bnuanp*KrnG
& ASSOCIATES LTD
Rmation Plmning md OFradons Consultants
Ethnicity and Race: Below is the distribution of the population by ethnicity and race for
the Secondary Service Area tor 2024 population projections. Those numbers were
developed from 2020 Census Data.
Table H - Secondarv Service Area Ethnic Population and Median Aqe 2024
{Source - U.S. Census Bureau anct ESRI)
Table l- Secondarv Service Area bv Race and Median Aqe 2024
(Source - U-S. Census Bureau and ESRI)
2024 Secondary Service Area Total Population: 495,089 Residents
Chart I -2024 Secondarv Service Pooulation bv Non-White Race
Ethnicity Total
Population iledian Age
oh al
Population
% of State
Population
Hispanic 224,673 26.4 45.4o/o 14.7o/o
Race Total
Population Median Age
alo ot
Population
% of State
Population
White 271,287 43.4 54.80/o 64.4o/o
Black 4,095 33.6 O.8o/o 4.2%
American lndian 11,892 30.6 2.4o/o 1 .60/0
Asian 6,427 37.8 1 .3o/o 10.5%
Pacific lslander 782 32.2 O.2o/o 0.9Yo
Other 128,869 27.7 26.Ao/o 7.1%
Multiple 71,737 27.4 145%11.4o/o
Black,0.8%Amedcan lndian,
2.4o/o Asian, 1.3%
Pacific lslander,
0.2%
28 1['euc
Beu,nnn*msc
A ASSOCIATES LTD
Rmation Plrnning ard Opcnlions Coosultrnts
Tapestry Segmentation
Tapestry segmentation represents the 4th generation of market segmentation systems
that began 30 years ago. The 67-segment Tapestry Segmentation system classifies U.S.
neighborhoods based on their socioeconomic and demographic compositions. While the
demographic landscape of the U.S. has changed significantly since the 2020 Census, the
tapestry segmentation has remained stable as neighborhoods have evolved.
There is value including this information for Ellensburg, WA. The data assists the
organization in understanding the consumers/constituents in their service area and supply
them with the right products and services.
The Tapestry segmentation system classifies U.S. neighborhoods into 65 unique market
segments. Neighborhoods are sorted by more than 60 attributes including income,
employment, home value, housing types, education, household composition, age and
other key determinates of consumer behavior.
The following pages and tables outline the top 5 tapestry segments in each of the service
areas and provide a brief description of each. This information combined with the key
indicators and demographic analysis of each service area helps further describe the
markets thai the Primary and Secondary Service Areas look to serve with programs,
services, and special events.
29lPage
Beu,.qnn*I(rNc
& ASSOCIATES LTD
Rsnadon Plmning rnd Opcntions Consuluntt
Table N:- Primarv Service Area Tapestrv Segment Comparison (EsRresrimares)
Chart N - Primarv Service Area Tapestrv Seqment Entertainment Spendinq:
Dorms to Diplomas (14C) - On their own for the first time, these residents are
establishing their own identity and preferences. Spend time outside of school and part-
time socializing with friends and having fun. Looking for life lessons and new things. Very
active and participate in many sports.
The Great Outdoors (6C)- Living a modest lifestyle, these empty nesters are very do-
ilyourself oriented and cost conscious. Most residents work but are nearing retirement.
Enjoy outdoor activities such as hiking and hunting. Many are members of AARP,
veterans' clubs and/or support civic causes.
Green Acres (6A)- Mainly married couples in neighborhoods. Educated, hard-working
and blue-collar. Lifestyle that features self-reliance. Enjoy maintaining home/yard, being
outside and playing sports. Most households no longer have children. Conservative and
cautious. For exercise, they prefer the outdoors, biking, fishing, and hunting.
Primary Service Area Demosraphics
Percent Cumulative
Percent
llledian
Age
Median HH
lncome
Dorms to Diplomas (14C)19.5%19.5o/o 21.6 $16,800
The Great Outdoors (6C)19.4o/o 38.5%47.4 $56,400
Green Acres (64)9.0o/o 47.5o/o 43.9 $76,800
Bright Young Professionals
(8C)8.1%55.6%33.0 $54,000
Retirement Communities (9E)6.4%62.4o/o 53.9 $40,800
1;10
120
100
BO
60
40
20
0
100
Dorms to
Diplomas {14C)
The Great
Outdoors (6C)
Green Acres
{6A)
Bnght Young
Professiorrals
{BC}
Retirement
Communrties
1OE \
r Tapestry r Nalional
30 li'agc
Bruranp*Iffvc
& ASSOCIATES LTD
Rss*rtion Phnning tjld Operations Consultsnts
Bright Young Professionals (8G) - This is a large market, primarily located in urban
outikirts of laige metropolitan areas. These communities are home to young, educated,
working profeslionals. One out of three householders are under the age of 35. Slightly
more diverse couples dominate this market, with more renters than homeowners.
Household type is primarily couples, married, with above average concentrations of both
single-pareni and single-person households. There is a significant Hispanic (16.6%) and
gtalf (16.0%) population in this segment. They participate in a variety of sports, including
backpacking, basketball, football, bowling, Pilates, weightlifting, and yoga.
Retirement Communities (9E) - Evenly distributed across the country, this group stays
up to date with the latest news, takes pride in being financially responsible. Enjoys fishing
and taking vacations. While some residents enjoy cooking, many would rather dine out.
They are health conscious.
31 | 1) a g c
itr Bruleno{<Ifinc
& ASSOCIATES LTD
Rcenation Planning Md Operations Con3ultants
Table N - Secondarv Service Area Tapestrv Seqment Comparison (EsRrestimares)
Chart N - Secondarv Service Area Tapestrv Seqment Entertainment Snendinq:
Valley Growers (7E) - A small but distinctive market exclusive to the West Coast. Young,
Hispanic families with children and multiple generations in the house, favoring Spanish
language. All about spending time with family. Minimal online usage. Limited
participation in recreation beyond soccer.
Green Acres {6A)- Mainly married couples in neighborhoods. Educated, hard-working
and blue-collar. Lifestyle that features self-reliance. Enjoy maintaining home/yard, being
outside and playing sports. Most households no longer have children. Conservative and
cautious. For exercise, they prefer the outdoors, biking, fishing, and hunting.
Middleburg (4C) - This group is conservative and farnily-oriented. A younger market
that is growing. Prefers to buy American for a good price. Rely on smartphones and
mobile devices. Spending priorities focus on DIY projects and family, Participate in sports
and outdoor activities including hunting, bowling and baseball.
32|!'rt::,:
Secondarv Service Area DemoEraphics
Percent Cumulative
Percent
Median
Age
Median HH
lncome
Valley Growers (7E)14.2o/o 14.2o/o 27.4 $35,300
Green Acres (64)10.5%24.7o/o 43.9 $76,800
Middleburq (4C)9.54/o 34.2%36.1 $59,800
Front Porches (8E)5.7%39.9olo 34.9 $43,700
The Great Outdoors (6C)4.9%44.8o/o 47.4 $56,400
140
120
10t)
BO
60
40
20
0
Valley Growers
t7E)
Green Acres
(64t
Mrddieburg (4Ci Front Porches
/Rtr )
The Great
Outdoors (6C)
r Tapestry r National
Beu,eru*Ifirc
& ASSOCIATES LlD
Rccrtation Planning and OFnlims Comulo[ls
Front Porches (8E) - A blended demographic with young families with children and
single households. Limited incomes and not adventurous shoppers. More diverse than
the rest of the U.S. lncome and net worth well below U.S. average. Price is important,
Not adventurous shoppers. High unemployment (11o/o). Strive to have fun with sports.
The Great Outdoors (6C) - Living a modest lifestyle, these empty nesters are very do-
it-yourself oriented and cost conscious. Most residents work but are nearing retirement.
Enjoy outdoor activities such as hiking and hunting. Many are members of AARP,
veterans' clubs and/or support civic causes.
33 lPage
Beu,enn*Ifixc
& ASSOCIATES LTD
Rcccation Plenning md Opcrations Consultans
Demographic Summary
The following summarizes the demographic characteristics of the service areas
The population within the Primary Service Area is such that it would not support a
fieldhouse on its own. However, the increased population within the Secondary
Service Area may. B"K typically looks for a population of greater than 75,000
within the Primary service area as a key indicator for demand and financial
success.
The median age in the Primary Service Area is slightly lower than the State and
National numbers. A lower median age points to young families with children,
which are significant participants in youth sports and recreation. ln addition, the
presence of a university drives the median age lower. As such, the median age is
a benefit to the project.
a
a
a
a
a
a
a
The Primary Service Areas has a significantly lower percentage of households with
children (25.3Yo1than both the state and nationalaverage of about 30%. The main
reason for the lower percentage of households is due to the university as the
Secondary Service Area has a significantly higher percentage than the Primary
and state.
The Primary Service Area has a lower median household income than the state of
Washington and the national average. lncome level is important when it comes to
price point for programs and services, subsequently the cost recovery level of a
facility. Again, university students drive this figure down.
The Household Budget Expenditures and the Recreation Spending Potential are
consistent with the median household income. The consistency is important for
the financial performance of the future facility. lt is also important to note, specific
to recreation, that those dollars are currently being spent with other providers by
residents.
The age distribution in the Primary Service Area is such that 18.0% is under the
age of 18 and 19.0%o is 18-24. These are two age groups that will be significant
users of indoor sports. Additionally, it is projected that nearly all age categories
are projected to increase substantially through 2028.
The tapestries indicate greater than 55% of the population is interested in being
active and sports. While the primary focus is outdoors, much of their time will be
spent indoors as well.
34lPa3.:
Beuano*Ifttc
& ASSOCIATES LTD
Rmation Plmning rnd Opcnliotrs Congultcnts
Participati on Fioures
Market Potential lndex for Adult Participation: ln addition to examining the
participation numbers for various outdoor activities through the National Sporting Goods
Association, the 2020 Survey and the Spending Potential lndex for Entertainment &
Recreation, B*K can access information about Sports & Leisure Market Potential. The
following information illustrates participation rates for adults in a variety of activities that
could be accommodated in an indoor recreation and/or fieldhouse facility.
Table A - Market Potential lndex (MPl) for Participation in Activities in Primarv
Service Area
Adults participated in:
Expected
Number of
Adults
Percent of
Population itPr
Aerobics 2,631 7A%96
Baseball 1,143 3.2%110
Basketball 2,245 6.3o/o 114
Football 1,065 3.Ao/o 117
Golf 3,322 9.3%116
Pickleball 1,037 2.9o/o 116
Running/Jogging 4,039 11 .3o/o 110
Soccer 1,217 3.4o/o 108
Softball 669 1.9o/o 107
Tennis 1,543 4.3o/o 114
Vollevball 1 ,181 3.3o/o 132
Walkinq for Exercise 12,006 33.6%103
Expected # of Adults
Percent of Population:
MPI:
Number of adults, 18 years of age and older, participating in the activity
in the Service Area.
Percent of the service area that participates in the activity.
Market potential index as compared to the national number of 100.
This table indicates that the overall propensity for adults to participate in activities is
greater than the national number of 100. ln many cases, when a participation number is
ibwer than the National number, this is due to a lack of facilities or an inability to pay for
services and programs.
35 li)rrge
Beu,ano*Iftr\G
& ASSOCIATES LTD
Rarca(on Phnning 6nd Op€ralions Consultants
Table B - Market Potential lndex (MPl) for Participation in Activities in Secondarv
Service Area
Expected # of Adults:
Percent of Population:
MPI:
Number of adults, 18 years of age and older, participating in the activity
in the Service Area.
Percent of the service area that participates in the activity.
Market potential index as compared to the national number of 100.
This table indicates that the overall propensity for adults to participate in activities is
greater than the national number of 100. ln many cases, when a participation number is
lower than the National number, this is due to a lack of facilities or an inability to pay for
services and programs.
Adults participated in:
Expected
Number of
Adults
Percent of
Population MPI
Aerobics 28,343 7.7o/o 100
Baseball 10,934 3.0o/o 102
Basketball 20,077 5.4o/o 99
Football 10,461 2.8o/o 111
Golf 27,456 7.4o/o 93
Pickleball 8,090 2.20/o 88
Runninq/Joqqinq 36,607 9.9o/o 96
Soccer 14,227 3.8o/o 122
Softball 6,593 1 .8o/o 102
Tennis 13,466 3.6%96
Volleyball 10,342 2.8o/o 112
Walking for Exercise 113,532 30.7o/o 94
36lPas*
Brur,ENN*Ift'.rc
A ASSOCIATES LTD
Rccreation Planning rtd OF srions Constlranb
ln addition to analyzing the demographic realities of the service areas, it is possible to
project possible participation in recreation and sport activities.
Participation Numbers: On an annual basis, the National Sporting Goods Association
(NSGA) conducts an in-depth study and survey of how Americans spend their leisure
time. The data is collected in one year and the report is issued in May of the following
year. This information provides the data necessary to overlay the rate of participation
onto the Primary and Secondary Service Areas to determine market potential.
B"K takes the national average and combines that with participation percentages of the
Primary Service Area based upon age distribution, median income, region and National
number. Those four percentages are then averaged together to create a unique
participation percentage for the service area. This participation percentage, when applied
to the population of the Primary and Secondary Service Areas, then provides an idea of
the market potential for a variety of recreation activities.
3TlPage
Bau,nno*Iff{c
A ASSOCTATES LTD
Rffiation Plffidn8 md Operrtions Consultants
Iable C -Participation Rates in the Primarv Service Area
Age:
lncome:
Region:
National
Average
Participation based on individuals ages 7 & Up of the Service Area.
Participation based on lhe 2024 estimated median household income in the Service Area
Participation based on regional statistics (Pacific).
Pafticipation based on national statistics.
Average of the four columns.
lndoor Activities Age lncome Region Nation AveraEe
Baseball 3.90/o 1.9%4.7o/o 3.7o/o 3.5o/o
Basketball 8.60/o 6.9o/o 9.60/0 7.60/o 8.2o/o
Cheerleadinq 1.1%0.70/o 1.2Yo 1.0%1.0o/o
Football (flaq)2.1%O.9o/a 2.9o/o 1.9o/o 1.90h
Football (tackle)2.5o/o 2.1o/o 3.0o/o 2.2%2.4%
Football (touch)2.8o/o 2.1o/o 3.7o/o 2.7o/o 2.84/o
Golf 6.90/o 3.0o/o 7.4o/o 6.5%6.00/a
Gvmnastics 1.9%O.8a/o 2.9%1.8o/o 1.9o/o
Lacrosse 1.0o/o 0.4%1 .60/o 0.8%0.9%
MartialArts/MMA 2.0o/o 1.2o/o 2.9o/o 1.7%2.0%
Pickleball 3.5%1.2o/o 3.4%2.1o/o 2.5o/o
Runninq/Joqqinct 14.70/o 9.AYo 17.9%14.8o/o 14.1o/o
Soccer 5.2%2.8o/o 7j%4.60/o 4.90/
Softball 2.80 1.7o/o 3.6To 3.1o/o 2.8o/o
Tennis 5.Oo/o 1.5o/o 6.2o/o 4.7o/o 4A%
Vollevball 3.6%2A%4.60/o 3.8%3.60/o
Walkinq For Exercise 34.94/o 28.60/o 36.3o/o 37.30/o 34.3o/o
38ll)a*c
Bnuanu{<Ifinc
& ASSOCIATES LTD
Rccreation Pluning and OPcntions Comultants
Table D -Participation Rates in the Secondarv Service Area
Age:
lncome:
Region:
National:
Average:
Participation based on individuals ages 7 & Up of the Service Area.
Participation based on the2024 estimated median household income in the Service Area
Participation based on regional statistics (Pacific).
Participation based on national statistics.
Average of the four columns.
lndoor Activities Age lncome Region Nation Average
Baseball 3.90/o 1.9o/o 4.7%3.7o/o 3s%
Basketball 8.4o/o 6.9%9.6%7.60/o 8.1o/o
Cheerleadinq 1.2o/o A.7o/a 1.2o/o 1 .Oo/o 1.Oo/o
Football(flao)2.2o/o 0.8%2s%1.9o/o 1.9%
Football (tackle)2.4o/o 2.1o/o 3.Ao/o 2.2o/o 2.44/o
Football (touch)2.7%2.1o/o 3.7o/o 2.7o/o 2.8o/o
Golf 6.7%3.Oo/o 7.4o/o 6.5o/o 5.9o/o
Gvmnastics 2.1o/o 0.8To 2.9o/o 1 .8o/o 1.901o
Lacrosse 1.Oo/o 0.40/o 1.6%0.9Yo 0.9o/o
MartialArts/MMA 2.10h 1.20/o 2.9o/o 1.7%2.0To
Pickleball 3.3%1.2o/o 3.4o/o 2.1o/o 2.5o/o
Runninq/Joqqing 14.5o/o 9.Oo/o 17.9o/o 14.8o/o 14.Qo/o
Soccer 5.4olo 2.8o/o 7.1o/o 4.6%5.Oo/o
Softball 2.9%1.7o/o 3.60/o 3.1%2.8o/o
Tennis 5j%1.5o/o 6.2o/o 4.74/o 4.44/o
Vollevball 3.60/o 2.4o/o 4.60/o 3.8o/o 3.60/o
Walkinq For Exercise 34.9o/o 28.60/o 36.3o/o 37.3o/o 34.3%
39lPage
Berr,nno*Ift.{c
& ASSOCIATES LTD
Reccation Pluning ffd Opcraiions Consultants
Anticipated Participation Number: Utilizing the average percentage from Table C and
D above plus the 2020 census information and census estimates for 2024 and 2029 (over
age 7) the following comparisons are available.
Table E -Partici Growth or Decline for lndoor Activ in Primarv Seruice
lndoor Activities Average 2020
Pooulation
2024
Pooulation
2029
Population
Difference
Baseball 35%1 ,313 1,436 1,499 186
Basketball 8.2%3,031 3,315 3,460 429
Cheerleadinq 1 .0o/o 372 407 424 53
Football (flaq)1.9o/o 717 784 819 102
Football {tackle)2.4o/o 906 991 1,034 128
Football(touch)2.8%1,042 1,140 1 ,190 148
Golf 6.0%2,206 2.412 2.518 312
Gymnastics 1.9o/o 688 753 786 98
Lacrosse 0.9%352 385 402 50
MartialArts/MMA 2.0%727 795 830 103
Pickleball 2.5%941 1,029 1,074 133
Runnino/Joqqinq 14.1o/o 5,228 5,718 5,968 741
Soccer 4.9o/o 1,821 1,992 2,079 258
Softball 2.8o/o 1,037 1,134 1J84 147
Tennis 4A%1,614 1,765 1,842 229
Vollevball 3.60/o 1,338 1,463 1,527 190
Walking For
Exercise 34.3o/o 12,699 13,890 14,498 1,799
Area
Note: These figures do not necessarily translate into attendance figures for various
activities or programs. The "Did Not Participate" statistics refers to all 58 activities outlined
in the NSGA 2023 Survey lnstrument.
40 ll'irr.e
Beuanp*I(nvc
& ASSOCIATES LTD
Rmation Pluning and Opentions Cotrsultmts
Table F -Participation Growth or Decline for lndoor Activities in Secondarv Service
Area
lndoor Activities Average 2020
Pooulation
2024
Population
2029
Pooulation
Difference
Baseball 3.5a/o 15,321 15,927 16,302 981
Basketball 8.1o/o 35,123 36,513 37.371 2,248
Cheerleading 1.A%4,474 4,651 4,761 286
Football (flaq)1.9%8,413 8,746 8,951 538
Football (tackle)2A%10,491 10,906 11,162 671
Football (touch)2.8o/o 12,042 12.519 12,813 771
Golf 5.90/o 25,487 26,496 27,118 1,631
Gymnastics 1.90/o 8,234 8.559 8,761 527
Lacrosse 0.9o/o 4,051 4,211 4,310 2s9
MartialArts/MMA 2.0o/o 8,499 8,835 9,043 544
Pickleball 2.5o/o 10,763 1 't ,189 11,452 689
Runninq/Joqoinq 14.04/o 60,655 63,055 64.537 3,882
Soccer 5.0o/o 21,488 22,338 22,863 1,375
Softball 2.8o/o 12,163 12,645 12,942 778
Tennis 4.4o/o 18,881 19.628 20,089 1,208
Vollevball 3.6%15,516 16,130 16,509 993
Walking For
Exercise 34.3%148,060 153,918 157,535 9,476
Note: These figures do not necessarily translate into attendance figures for various
activities or programs. fhe "Did Not Participate" statistics refers to all58 activities outlined
in the NSGA2023 Survey lnstrument.
4ll['"rge
Bemnnn*Iftrc
& ASSOCIATES LTD
Rercation Planning ond Opcntions Coniultants
Basketball Participation bv Census Tract Map
1", --(
rq
:
i<
:
I
Jt-Iwrir.i,r4i f.,.!
l
IA
l
)
j
l
I
-
)I
/2024 Paroopqted rn Baskelbalul 2 Mo
g'
(ln@r) by Consrs T,acts
I taz ro roe
I too to ,u,
!m roroo
f,:r roas
Io ro30
€
:
i|i
42 ll)agc
Bru;"mo*Ifixc
& ASSOCIATES LTD
Rmation Plmning rnd Opcrrtions Consultants
Vollevball Participation bv Census Tract Map
:
fri
'; ('
z7
.5-
J
r
7
f'
I
I
i
t-_
I {
1
l
.ri
2024 Parllcrpated rn VoilEyhall/12 Mo
(lndex) by Census Iracls
! eeo 'o srs
I rrz ro zss
I roi ro r:o
f] re ro roo
[o bts
T'-. _ o
G
43 1['age
Bru,rann*Iftrc
& ASSOCIATES LTD
Rccrcation Planning rnd Opcrrdons Conrulunr
Soccer Participation bv Census Tract Map
_ ilr,i.rrr
I
l_
F: --s-t-'
_rlb
l.**-_l_.t
I
._"1
ll
2024 F'aniclpat€d ln Socc€r,/l 2 lro
0ndex) by Cssus Tracls
! rsr ro ao
! rso ro rso
I roo ro tae
I zz ro ros
f]o to71o -'-,
44lPage
Beu.,eru*I$qc
& ASSOCIATES LTD
Rrcrcation Plmning and Opcrations Consultans
Participation by Ethnicity and Race: The table below compares the overall rate of
participation nationally with the rate for Hispanics and African Americans. Utilizing
information provided by the National Sporting Goods Association's 2023 survey, the
following comparisons are possible.
Table G - Primarv Service Area gomparison of National. African American and
Hisoanic Participation Rates
There is not a significant Black population (1.0%) in the Primary Service Area. As such,
these numbers may not play a factor with regards to overall participation. However, with
the population of the Hispanic population (12.8%), participation may be impacted.
lndoor Activity Primary
Service
Area
National
Participation
African
American
Participation
Hispanic
Participation
Baseball 3.50/o 3.7%2.4o/o 4.8o/o
Basketball 8.2o/o 7.60/o 12.0o/o 9.4%
Cheerleadinq 1.Oo/o 1 .0o/o 1.5o/o 1 ,10/o
Football (flaq)1.9o/o 1.9o/o 3.4o/o 1.7o/o
Football (tackle)2.4o/o 2.2o/o 4.5o/o 2.Oo/o
Football (touch)2.80/o 2.70/o 5.4o/o 2.8%
Golf 6.0o/o 6.5a/o 2.2o/o 4.4o/o
Gvmnastics L9o/o 1.8o/o 1.8%2.3o/o
Lacrosse A.9o/o O.8o/o 0.5o/o 0.5olo
MartialArts/MMA 2.0%1 .70/o 2.60lo 2.1o/o
Pickleball 2.5%2.1%1 .04/o 1.7o/o
RunninglJogginet 14.1o/o 14,80/o 12.94/o 16.8o/o
Soccer 4.9%4.60/o 4.Oo/o 7.2%
Softball 2.8%3.1%2.0Yo 2.9Yo
Tennis 4.4o/o 4.7%3.30/4.7%
Vollevball 3.60/o 3.8o/o 3.7o/o 4.60/o
Walkinq For Exercise 34.34/37.3o/o 24.4o/o 32.1o/o
45 li'rge
Betr,nnn*I(r.rc
& ASSOCIATES LTD
Rrcrcation Plmning md Operations Consultants
Table H - Secondarv Service Area rison of National. African American and
Hispanic Participation Rates
There is not a significant Black population (0.8%) in the Primary Service Area. As such,
these numbers may not play a factor.with regards to overall participation. However, with
the population of the Hispanic population (45.4o1o), participation may be impacted.
lndoor Activity Secondary
Service
Area
National
Participation
African
American
Partlclpation
Hispanic
Participation
Baseball 3.5o/o 3.7%2.4o/o 4.8o/o
Basketball 83%7.60/o 12.0%9.4o/o
Cheerleadinq 1.0%1.0o/o 1,50/o 1 .1o/o
Football (flaq)1.9o/o 1.9o/o 3.4o/o 1.7o/o
Football (tackle)2.4%2.2Yo 4.5o/o 2.0o/o
Football (touch)2.8o/o 2.7o/o 5.4o/o 2.80lo
Golf 5.9o/o 6.5o/o 2.2o/o 4.4o/a
Gvmnastics 1.9o/a 1.8%1.8o/o 2.3To
Lacrosse 0.9%4.80/o 0.5o/o 0.5%
MartialArts/MMA 2.Qo/o 1 .7o/o 2.60/o 2.1o/o
Pickleball 2.5o/o 2.14/o 1.Oo/o 1 .7o/o
Runnino/Jooqincr 14.0o/o 14.8%12.9%16.8%
Soccer 5.4%4.60/o 4.A%7.2%
Softball 2.8o/o 3.1%2.Oo/2.9o/o
Tennis 4A%4.70/o 3.3o/o 4.7o/o
Vollevball 3.60/o 3.8o/o 3.7o/o 4.60/o
Walkinq For Exercise 34.3o/o 37.3%24.4%32.1o/o
46|I'lglc
Beuanp*Ktr\G
& ASSOCIATES LTD
Recrcation Pluning md Opcntions Comuliants
Cross Participation: The table below identifies sports or activities that participants in
basketball also participate in, For organizations that want to maximize revenue
generation this information becomes important as it informs other types of activities they
may want to consider offering.
Table l- Cross Participation for Basketball
% Participating in:
Total US Participation
lndex:
% of basketball players that also participated in this activity.
% of the US population that participated in this activity.
An index of 100 represents the average as compared to the total US
population.
This would indicate that the "basketball" community is very active and has a high level of
participation in activities outside of basketball.
Activity '/o Participating in % Active lndex
Runninq/Jogging 40.3o/o 20.8o/o 194
Exercise Walking 39.1o/o 53.1o/o 74
Bicvcle Ridins 38.0%20.4o/o 186
likins 36.7o/o 25.0o/o 174
Swimming 36.10/o 21.60/o 167
/Vorkout At Club 31.9o/o 14.0%228
Soccer 30"4o/o 7.4o/o 411
Exercising with Equipment 30.3%25.5%119
4Tllllrt:
Bru,ann*Knvc
& ASSOCIATES LTD
Rccrcation Plming md Operstions Contuliants
National Summary of Sports Participation: The following chart summarizes
participation in indoor activities utilizing information from the 2022 National Sporting
Goods Association survey.
Table J - Sports Participation Sununarv
Sport Nat'l
Ranks
Nat'l Participation (in millions)
Exercise Walkinq 1 lta.2
Exercise w/ Equipment 2 52.9
Hikinq 3 5t.8
Swimmino 4 44.9
RunninqlJoqqinq 5 43.1
Bicvcle Ridinq 6 42.4
Campins (overnight)7 40.4
Weiqht Liftinq 8 36.8
Yoqa 9 30.7
Fishinq (fresh)10 29.9
Workout @ Clubs 11 29.t
Basketball 13 24.2
Soccer 19 15.3
Tennis 20 15.1
Baseball 24 11 .1
Volleyball 25 10.9
Pickleball 28 9.9
Softball 30 8.4
Football (touch)32 7.5
Football (tackle)35 6.8
Football (flaq)40 6.2
Gymnastics 41 6.1
MartialArts/MMA 42 6.0
Cheerleading 50 3.5
Nat'l Rank:
Nat'l Participation
Popularity of sport based on national survey.
Population that participate in this sport on national survey
5 This rank is based upon the 58 activities reported on by NSGA in their 2023 survey instrument.
48li'lg'r
Bru.lann*Iffrc
& ASSOCIATES LTD
Rccttation Phlrning ud Opentioos Consultants
National Participation by Age Group: Within the NSGA survey, participation is broken
down by age groups. As such B*K can identify the top 3 age groups participating in the
activities reflected in this report.
Chart K - Participation bv Aqe Group:
Activitv Largest Second Largest Third Largest
Aerobics 35-44 25-34 45-54
Basketball 12-17 25-34 18-24
Bicvcle Riding 55-64 45-54 12-17
Billiards/Pool 25-34 34-44 45-54
Bowlinq 25-34 35-44 18-24
Cheerleadino 12-17 7-11 18-24
Exercise Walking 55-64 65-74 45-54
Exercise w/ Equipment 25-34 45-54 55-64
Gymnastics 7-11 12-17 25-34
MartialArts MMA 7-11 25-34 12-17
Pickleball 12-17 65-74 18-24
Pilates 25-34 35-44 45-54
Running/Joqging 25-34 35-44 45-54
Swimminq 55-64 12-17 7-11
Tables Tennis 25-34 18-24 12-17
Vollevball 12-17 25-34 18-24
Weioht Liftinq 25-34 45-54 35-44
Workout at Clubs 25-34 35-44 45-54
Wrestlinq 12-17 25-34 7-11
Yoqa 25-34 35-44 45-54
Did Not Participate 45-54 55-64 65-74
Largest:
Second Largest:
Thlrd Largest:
Age group with the highest rate of participation.
Age group with the second highest rate of participation.
Age group with the third highest rate of participation.
49lP*gc
ffi Bru,mn{<Imc
& ASSOCIATES LTD
Rmation Planning sd Op€rrtions Consultanls
NationalSports Participation Trends: Below are listed severalsports activities and the
percentage of growth or decline that each has experienced nationally over the last ten
years QAM-2023).
Table L - NationalActivitv Trend (in millions)
lncrease in Participation 2014
Particioation
2023
Participation
Percent
lncrease
Pickleball 1.7 6.4 276.5o/o
Table Tennis/Pinq Pong 9.8 12.5 27.6o/a
Bicvcle Ridinq 35.6 44.6 25.3o/o
Weiqhtliftinq 31.3 38.8 24.9o/a
Yoqa 25.9 31.7 22.4o/o
Boxing 3.8 4.6 21.10/o
Exercise Walkinq 104.3 110.2 18.3o/o
Vollevball 10.1 11.7 15.8%
Billiards/Pool 24.8 21.5 14.4o/o
Pilates 5.5 6.7 12.7o/a
Swimminq 45.9 44.9 10.3o/o
RunninqlJoqqinq 43.0 43.1 7 .14/o
Gymnastics 5.4 6.1 3.9o/o
Wrestlinq 2.9 3.6 0.0%
Decrease in Participation 2014
Participation
2023
Participation
Percent
Decrease
Exercise w/ Equipment 55.1 52.9 4.Oo/o
Basketball 23.7 24.2 -9.Oo/o
Cheerleadinq 3.6 3.5 -11.40/o
Workout @ Club 35.9 29.1 -13.2o/o
MartialArts/MMA 6.3 6.0 -17.2o/o
2014 Participation:
2023 Participation:
Percent Change:
The number of participants per year in the activity (in millions) in the United States
The number of participants per year in the activity (in millions) in the United States
The percent change in the level of participation lrom 2A14 b 2023.
50lf'rg.:
Beu,nnp*Ift.{c
A ASSOCIATES LTD
Rccration Planning ild OFntions Cotsultan[s
Regional and National Trends for Facilities
Recreation Facilities
Developing and managing a variety of recreation facilities is the main focus of public
agencies in larger communities, The types of facilities that are now being provided by
pirks and recreation departments have become more diverse, and expensive to
acquire, develop and maintain. As a result, establishing a master plan is critical to
determining facility development roles, timelines, and priorities-
There continues to be very strong growth in the number of Americans participating in
recreation and leisure activities. The PhysicalActivity Council inits2A22 study
indicated that 76.3% of Americans (age 6 and older) participated in a recreation related
activity in 2O21with 67.3% participating in a fitness sport. However, the study also
indicaied lhat23.7o/o of Americans were inactive but this is a decrease from earlier
years. lnternational Health and Racquet Sports Association (IHRSA) reported that
membership in U.S. health clubs has increased by 3.87o since 2019, and memberships
in health clubs reached 66.5 million in 2021. Statistics also indicate that approximately
1 out of every 5 people of the U.S. population (or 27o/o) belong to or utilize a health club
On the other side, most public recreation centers attract between 2Ao/o and 30o/o of a
market area (more than once) during the course of a year. All of this indicates the
relative strength of a market for a community-based recreation facility. However,
despite these increases the American population as a whole continues to lead a rather
sedentary life with an average of 25.3o/o of adults across the country reporting that they
engage in no physical activity (according to The Center for Disease Control in 2020). lt
is important to note that this percentage has been declining steadily since a high in
2008 of 36.20/o.
It is recognized that due to COVID 19, participation rates in indoor based activities
plunged lignificantly in 202Q and 2Q21 as did recreation center membership and pass
sales. However, in the last three years most public recreation centers have seen a
strong rebOund where use and revenues have met or surpassed pre-pandemic
numbers.
One of the areas of greatest participant growth over the last 10 years is in fitness
related activities such as yoga, exercise walking, Pilates, and weightlifting. This is also
the most volatile area of growth with specific interest areas soaring in popularity for a
couple of years only to be replaced by a new activity for the coming years. Also showing
particularly strong growth numbers are pickleball, exercise walking, volleyball,
swimming, and running/jogging. lt is significant that many of the activities that can take
place in in indoor recreation setting are ranked in the top fifteen in overall participation
by the National Sporting Goods Association.
Due to the increasing recreational demands, there has been a shortage in most
communities of the following spaces:
5l I P a g c
Beu,enp*Ift.rc
& ASSOCIATES LTD
Rccrcadon Planning md Opendons Consulunts
. Gymnasiumso Pools (especially leisure pools). WeighUcardiovascular equipment areas- especially functionaltraining space. lndoor running/walking tracks. Meeting/multipurpose (general program) space. Senior's program spacer Pre-school and youth spaceo Teen use and e-sports areas. Fieldhouses (turf and hard court)
As a result, many providers have attempted to include these amenities in public
community recreation facilities. Wth the growth in youth sports and the high demand
for school gyms, most communities are experiencing an acute lack of gymnasium
space. WeighVcardiovascular space and more specifically functionaltraining space are
also in high demand and provides a facility with the potential to generate significant
revenues.
The success of most community-based recreation providers is dependent on meeting
the recreational needs of a variety of individuals. The fastest growing segment of
society is the senior population and meeting the needs of this group is especially
important now and will only grow more so in the coming years. lndoor walking tracks,
exercise areas, warm water pools, pickleball courts and classroom spaces are important
to this age group. Marketing to the younger more active senior (usually age 55-70) is
paramount, as this age group has the free time available to participate in leisure
activities, the desire to remain fit, and more importantly the disposable income to pay for
such services.
Youth programming has always been a cornerstone for recreation services and will
continue to be so with an increased emphasis on teen needs and providing a deterrent
to juvenile crime. With a continuing increase in single parent households and two
working parent families, the needs of school age children for before and after school
child-care continues to grow as does the need for preschool and daycare programming
Youth Sports Trends
Participation in youth team sports reached an all-time low during COVID-19. Progress
has been made, however still recovery in participation lags 2019, and significantly below
the high in 2008. ln addition to the participating rate falling, the pure numbers are as well
due to the declining birthrate. lnteresting though, the household expenditures related to
playing sports have stayed steady.
1. Early Specialization vs. Multi-Sport Participation: There has been ongoing debate
about whether young athletes should specialize in one sport at an early age or
participate in multiple sports to develop a broad range of skills. Some experts have
advocated for multi-sport participation to prevent burnout and overuse injuries.
52 ll)agr:
Ber,r,nnp*Iftrrc
& ASSOCIATES LTD
Rccrcation Phnning and OlErations Consulunt3
Early specialization has also led to a decrease in community programs. This
leaves community programs with fewer resources, and a belief in the lack of
quality, leading more parentsifamilies to seek private club programs'
2. Emphasis on Long-Term Athletic Development (LTAD): Coaches and
organizations have been focusing on LTAD models that consider age-appropriate
training, skill development, and physical conditioning. This approach aims to
ensure that young athletes progress in a healthy and sustainable manner.
3. Data-Driven Training: The use of technology, such as wearable devices and data
analysis tools, has become more common in youth sports to monitor performance,
track progress, and identifu areas for improvement.
4. Mental Heatth and Well-Being: There's a growing awareness of the importance of
mental health in young athletes. Organizations are focusing on creating supportive
environments and resources to address stress, anxiety, and other mental health
challenges.
5. Diversification and lnclusivity: Efforts have been made to diversify youth travel
sports, making them more inclusive for athletes from various backgrounds,
genders, and socioeconomic statuses.
6. Travel and Costs: The cost of participating in competitive travel sports has been a
concern for many families. Some organizations have been working to provide more
affordable options or financial assistance to ensure that talent isn't limited by
financial constraints.
7. VirtualTraining and Coaching:The COVID-19 pandemic accelerated the adoption
of virtual training and coaching methods. Online platforms and remote coaching
have become essential tools for maintaining training and skill development during
lockdowns and restrictions.
8. College Recruitment and Scholarships: The pursuit of college scholarships
through competitive youth sports has remained a significant motivator for many
athletes. Strategies for optimizing visibility to college scouts and coaches have
evolved.
53 lPage
Ber,rann*Iffxc
& ASSOCIATES LTD
Rmation Planning and Operotions Consultants
Operational Plan
As part of the design process, the project team developed an independent third-party
operations plan for concepts of the proposed facility. lt is important to note that when
developing these operational plans, they are based on the market, the cost recovery
goals of the client, team members familiarity with operating similar facilities, and
industry best practices. lt is also important to note the team takes a conservative
approach to the development of each plan. lf significant changes were made to the
facility program and/or design, the City of Ellensburg should strongly consider updating
the operational figures.
The following assumptions have been made in the development of these plans.
o The City of Ellensburg will be the operator of the facility.
The operational plan does not reflect 100% capacity regarding programming,
admissions, or rentals. Which is to say that revenue generation could increase.
From an expense perspective, increases in that line item would be directly offset
by program revenue.
It is assumed that maintenance and custodial of the facilities would be in-house,
as part of the department. The success of these facilities is tied to them being
able to operate in a business-like fashion. The autonomy of in-house
maintenance and custodial staff is part of that business-like fashion. The
exception, in this instance, is Concept C where a custodial contract may be
preferred.
a
a
a
a
a
a
Each option does have some contract services built into the plan for specialty
items such as Heating Ventilation Air Conditioning (HVAC) maintenance,
hardwood floor resurfacing, etc.
A capital improvement allocation has been recommended. B*K is strongly
recommending that during the first full calendat year of operation, dollars are
allocated to this sinking fund, lf the department were to do that, they would have
access to substantial balances in years 3-5 to replace equipment and make small
improvements to the facility.
The expense and revenue statements assume the first full year of operation.
They do not account for a ramp up or partial year operation which could be a
reality.
Full-Time Employees (FTE) represent all new staffing and have been confirmed
by City of Ellensburg staff. For each full-time position a benefit multiplier of 45%
was used based on previous budgets.
54lP.rgc
Beu,,mp*Iffrc
& ASSOCIATES LTD
Rccreation Pknning and Opcmtiors CoNultants
o Custodial positions have been identified as potential for future addition to
the full{ime staff. Many communities have difficulty finding part-time staff
for consistent scheduling and to handle these responsibilities.
Part-Time Employees (PTE) have been reviewed and confirmed by the City of
Ellensburg.
The development of this facility would allow for an increase in programming at
other locations in the communitY.
ln developing the program and rental model, the project team tried to allocate a
court for drop-in use andior programming Monday-Friday.
Multiplying Factors
Utilities (gas, electricity). A factor of $1.50 per square foot was used to
determine utilities.
lnsurance (property & liability). A factor of $,50 per square foot. City of
Ellensburg would need to inquire with their insurance provider as to the accuracy
of these figures. These can vary greatly depending on the organization, size of
the facility, components, and geographic location.
Capital lmprovement Annual Allocation
. $50,000
Hours of Operation:
. School Year (Sept - May)
o Monday-FridaY 6:00A-9:00P
o Saturday 8:00A-7:00P
o Sunday 12:00P-7:00P
. Summer (June - Aug)o Monday-Friday 8:00A-1:00P, 4:00P-8:00P
o Saturday 8:00A-12:00P
o Sunday Closed
For weekends there may be times when the hours extend beyond what is outlined, but
that would be driven by special events, tournaments, and rentals.
a
a
a
a
a
55 ll'agc
Bau,ann*Iftrc
& ASSOCIATES LTD
Rmation Planning md Opcntioos Coruult8trts
Assumptions made in the proforma data within this report include:
. City of Ellensburg youth sports games, or portion, move to new Fieldhouse. City of Ellensburg adult leagues move to new Fieldhouse
Possible options to fillavailable space and generate revenue include:
. Fieldhouse to host larger youth volleyball and basketballtournaments. lntroduce youth and adult pickleball leagueso lntroduce youth and adult pickleball tournamentso lntroduce new and trending youth sports programs
. Expand youth sports camps
' Expansion of instructional programs
e lntroduce new instructional programs
. Additional event rental space for the community
Operational Note: Moving weeknight youth sports practices to the Fieldhouse may
eliminate schoolfacility rentalexpenses and on-going scheduling conflicts.
Field House Program
All Concepts. Lobbyr Multipurpose Roomo Concession Spacer Restroomsr Family Restroom. Receptionr Business Office. Storager Mechanical Rooms & Support Spaces
ConceptA-50,000s.f.. 2 full-size basketball courts. Multi-use sports turf field (120' x 160')
ConceptB-51,000s.f.. 5 full-size basketball courts
ConceptC-50,000s.fo Multi-use sports turf field (230'x 180')
56lf'}age
BrumnnSIfttc
& ASSOCIATES LTD
Rrcrcation Plmning and OFntions Consultants
Note: it is possible that other parks and recreation staff may be officed in this location
providing an additional level of passive supervision at the facility'
FTE-ConceptsA&B Rate
Facilitv Manager $85,000
Sports Coordinator $60,000
Maintenance Foreperson $55,000
Custodial
Sub-Total $200,000
Benefits @5o/o\$90,000
Total $290,000
FTE - Concept C Rate
Sports Coordinator $60,000
Maintenance Foreperson $55,000
Sub-Total $1 15,000
Benefits A5o/o\$51,750
Total $166,750
57 lt'agc
BeuannSIfiNc
& ASSOCIATES LTD
Rrcreation Pluning snd Opcrations Consultmb
PTE-GonceptsA&B Rate Hours Weeks Total
Building Supervisor (sum) 6 $20.00 27 14 $7.560
Buildinq Supervisor (sch)7 $20.00 35 36 $25,380
Front Desk (sum)$18.00 52 14 $13,041
Front Desk (sch)$18.00 95 36 $61,560
Gvm Attendant (sum)$18.00 52 14 $13.041
Gym Attendant (sch)$18.00 44 36 $28,3s0
Custodian (sum)$18.00 65 14 $16,317
Custodian (sch)$18,00 50 36 $32,076
Sub-Total $197.325
Rentals Staff $3,600
Sub-Total $200,925
FICA $15,371
Total $216,296
PTE - Concept C Rate Hours Weeks Total
Buildins Supervisor (sum) I $20.00 27 14 $7,560
Buildinq Supervisor (sch)e $20.00 35 36 $25.380
Front Desk (sum)$18.00 52 14 $13,041
Front Desk (sch)$18.00 95 36 $61,560
Gym Attendant (sum)$18.00 26 14 $6.426
Gvm Attendant (sch)$18.00 44 36 $28,350
Custodian
Sub-Total $142,317
FICA $10,887
Total $153.204
6 (sum) = summer hourst (sch; = school Year hours
8 (sum) = summer hours
e (sch) = school year hours
58ll';rge
Bmrano*Ifftc
A ASSOCIATES LTD
Rcnation Plffnint 8nd O!.radoss Comultrnb
Recommended Fee Structure (All Concepts)
. $20/Month. $30/Month. $1SiMonth
. $4/Day. $5/Day
. $40/hour. $30/hour. $15/hour. $10/hour
. $1 1O/hourr $12S/hour
a
a
Youth Membership
Adult Membership
Senior Membership
Turf Rental Rate
Turf Rental Rate
Regular Rate
Regular Rate
Regular Rate
Concept A
Concept C
Youth/SeniorAdmission RegularRate
Adult Admission Regular Rate
BBA/B Court Rental Rate School
BBA/B Court Rental Rate Summer
Pickleball Rental Rate School
Pickleball Rental Rate Summer
$2S/hour Multi-purposeRoomRental
. $75lParticipanto $75lParticipant. $400ffeam. $425ffeam
. $85/Participant. $85/Participant. $85/Participant. $8S/Participant. $85/Participant
. $5A/isitr $25lMonth. $SA/isit
Youth Volleyball
Youth Basketball
Adult Basketball
Adult Volleyball
Basketball Camp, Contract lnstruction
Volleyball Camp, Contract I nstruction
Soccer Camp, Contract lnstruction
Futsal Camp, Contract lnstruction
Football Camp, Contract lnstruction
Homeschool PE
Tot Program
Playground
a
$35lAdult GrouP Exercise
$175 BirthdaY Party
59lPage
Beu,nno*IfiNc
& ASSOCIATES LTD
Rrcrcation Plmning and Operations Consulun6
Expense Model: The following expense model has been based on the best information
available at the time of the study. Significant changes in the program or the market would
necessitate the information be revisited and updated.
Staffino Concept A Concept B Conceot C
Full-Time $290,000 $290.000 $166,750
Part-Time $216,296 $216,296 $153,204
Sub-Total $s06,296 $506,296 $319,954
Commodities Concept A Concept B Concept C
Office Supplies $1,000 $1,000 $1,000
Ma intena nce/Repa irlMat $12,000 $12,000 $10,000
Janitor Suoolies $10,000 $10,000 $6,000
Recreation Supplies $10,000 $10.000 $8,000
Safetv Supplies $2,000 $2,000 $2,000
Uniforms $2,377 $2,377 $1.440
Printinq/Postaqe $5,000 $5,000 $3,000
Concessions
VendinqlRe-Sale $1,000 $1,000 $1.000
Miscellaneous Exp $2,000 $2,000 $2,000
Fuel/Mileaqe $1,500 $1,500 $1,500
Sub-Total $46,877 $46,877 $35,940
60li)ag.:
Contractual Obligations Concept A Concept B Concept C
Utilitieslo $75,000 $76,500 $75,000
Water/Sewer $12,500 $12,500 $12,500
Trash $2,500 $2,500 $2,500
lnsurance $25,000 $25,500 $25,000
Communications $8,000 $8.000 $8,000
Contract Services (HVAC,
etc.)$15,000 $15,000 $15,000
Contract lnstruction $162,173 $90.383 $122,il4
Custodial Contract $o $0 $40,000
Equipment Maintenance $12,000 $12,000 $5,000
Monitor services $4,000 $4.000 $4,000
Rentalequipment $5,000 $5,000 $5,000
Advertisinq $10.000 $10,000 $8,000
Travel & Traininq $2,s00 $2,s00 $2,s00
Membership
Dues/Subscriptions $1,s00 $1,500 $1,500
Bank charges $17,771 $14,571 $9,374
lT licenses & charges
(software)$2,962 92,42e $1,562
Other (Event SecuritY)$2,000 $2,000 $2,000
Sub-Total $357,90s $284,382 $339,447
ffi Bemnnn*Ifinc
& ASSOCIATES LTD
Rccrcation Plmning and Operations Consultants
Concept A Concept B Concept C
lmprovement Fund $50,000 $51,000 $50,000
Concept A Conceot B Concept C
Staffinq $506,296 $506,296 $319,954
Commodities $46,877 $46,877 $35,940
ContractualObl $357,905 $284,382 $339,447
lmprovement Fund $50,000 $51,000 $50,000
Total $961,078 $888.555 9745.341
1o Assuming PV panels
6l I l'a g e
Ber;,enn*Iftrc
& ASSOCIATES LTD
Rrcrcation Pluning md Opmtions Consulunts
Revenue Model: The following revenue model has been based on the best information
available at the time of the study. Significant changes in the program or the market would
necessitate the information be revisited and updated.
Concept A Conceot B Concept G
Fees
Dailv Admission $53,600 $53.600
Membershipll $75.930 $75,930
Sub-Total $129,530 $129,530
Proqrams
Recreation 9294,475 $167,575 $215.300
Fitness $12,240 $12.24A $9.180
Sub-Total $306,715 $179,81 5 $224,48A
Other
Concessions
Birthdav Parties $21,000 $21.000 $0
Facility Rentals s120.120 $130,360 $78,000
Sponsorship $15,000 $25,000 $10,000
Sub-Total $1 56,1 20 $176.360 $88,000
Total $592,365 $485,705 $312,480
Additional Revenue Opportunities (not included). Advertisingo Naming Rights
11 City of Ellensburg is 43,541 (2024 prqection) and it is estimated that approximately 8% of the
population participates in some type of basketball. The membership figure absorbs 10o/o ol potential
participants aged 544 years of age.
62 llragc
B,quAnD*Iff{c
& ASSOCIATES LTD
Rffitim Plmning md Opcntions Coffullallts
The following is a S-Year projection for the area. The S-year projection includes the
capital improvement fund.
The capital improvement line is cumulative and illustrates the balance of that line item. lt
is called out in the chart but is factored in total expenses'
Concept A Year I Year 2 Year 3 Year 4 Year 5
Expenses $961.078 $980,299 $1.009,708 $1,039,999 $1,071,199
Revenue $592,365 9627.907 $6s9,302 $679,081 $699,454
($368,713)($3s2,392)(s350.406)($360,918)($371,746)
Percentage w/
lmprovement 61.6%64.1%65.3o/o 65.3%65.3%
lmor. Fund (cum.)$50,000 $100,000 $150,000 $200,000 $250,000
Concept B Year 1 Year 2 Year 3 Year 4 Year 5
Expenses $888,555 $906,326 $933.515 $961,521 $990.367
Revenue $485,705 $524,561 $561,281 $578,119 $595,463
($402,850)($381,764)($372,235)($383,402)($394,904)
Percentage w/
lmprovement 54.7o/o 57.9o/o 60"1%60.1o/o 60.1o/o
lmpr. Fund (cum.)$51,000 $102,000 $153,000 $204,000 $255,000
Concept C Year I Year 2 Year 3 Year 4 Year 5
Expenses $745,341 $760,248 $783.055 $806,547 $830.743
Revenue $312,480 $337,478 $361 ,1 02 $371,935 $383,093
($432,861)($422,769\($421,953)$434,612\($447,650)
Percentage wl
lmorovement 41.9%44.4o/o 46.1o/o 46.1o/o 46j%
lmpr. Fund (cum.)$50,000 $100,000 $150,000 $200,000 $250,000
63 ll'agc
Beu,nnn*Ifinc
& ASSOCIATES LTD
Rcaation Plonning rnd Opcndons Consultants
The following chart illustrates a year 3-5 average of revenues, expenses, and cost
recovery for each model.
It is important to note that the capital improvement allocation is included in the total
expense of building operation.
Concept A Concept B Conceot C
Expense $'t.040,302 $961,801 $806.782
Revenue $679,279 $578.288 $372,043
($361,023){$383,513)($434,739)
Cost Recovery 65.3o/o 60.1o/o 46.1%
lmprovement $50,000 $51,000 $50.000
64 ll'rgc
a I
UPPER KITTITAS COUNTY
Community Recreation Center
)une25,2025
To the Members of the Kittitas County Lodging Tax Advisory Committee:
As representatives of a team that has worked ditigentty for severaI years to bring a community
recreation center to upper Kittitas county, we thank you for the opportunity to submit this Apptication
for the 2025 Lodging Tax Large Capitat Project Program. Whil.e a community recreation center witt be
transformative for residents of alt ages in upper county, who have voiced their desires for a
community recreation center for more than twenty years, we betieve this project is uniquety deserving
of lodging tax funding because:
a Currentty, there are veryfew indoor recreation options forvisitors in upper county. Avisitor
occupying one of the many short-term rentats outside Suncadia, has no access to such
facitities. Even visitors to Suncadia are tooking for options, as overcrowding of Suncadia's
facitities continues to increase. White not quantifiabte, this facitity witt undoubtedty attract
visitors.
The city has approved our appLication, and construction documents are comptete. This
project is shovel-ready, once governance and financing mechanisms are finatized.
BasketbatL courts and a competition swimming pootwitt increase "sports tourism,"
By providing an indoor recreation alternative for visitors, this project directty supports tourism
mitigation strategies inctuded in the Kittitas County Tourism Ptan
Because the majority of todging tax funds are generated in upper county, reinvesting in
upper county is equitabte and economicatty sensibte.
A significant grant of todging tax funds woutd provide signif icant f undraising leverage for
additional grant opportunities the team is pursuing.
ln this Apptication, the Lodging Tax Committee witt find support for the above (and more) competting
reasons to award Lodging tax funds to this project. lf you have any questions or require additional
information, ptease contact us.
Respectf utty su bmitted,
Matthew
Mayor, City of Cte Etum
Project Team Member
509-304-4576
E
a
H w
a
a
a
a
Ctaire Nichotts
President, Upper Kittitas CountY
Com munity Recreation Center Atliance
509-260-1241
Kittitas County Lodging Tax Fund Apptication
for Tourisln-Related I nfrastructu re Projects
Submitted by: The City of Cte Etum
For: Upper Kittitas County
Com mu nity Recreation Center
Jun e 2025
..#"*
ttl
Thank you for the opportunity to submit this application.
Tabte of Gontents
l. Appticant lnformation
ll.Project Overview
1. Project Description
2. Tourism Benefit
3. Target Users
ilr.Budget and Funding
1. Project Budget
2. FundingSources
3. Long-Term Maintenance Ptan
lV. Project Timetine
Feasibitity and Risk Management
1. Feasibitity
2. Risk Management
4
Page
3
11
15
15V
Vl. Tourism Metrics and Success Measurement 16
Vll. AppticantCertification 17
Because of the size of these documents, the fottowing suppofting documents are
avaitabte by tinks incLuded here (and later in this Apptication), or upon request. "Ctrl
Click" to open the links.
E e a sibjllf y Studyle p o rt
Se hematie Deslgn Report
Construction Docu ments (ava i [a ble u pon request)
Targel Furrdlng S o urecs
Deta i led C-o n stru cti o-n B udget
Detail.ed Operating Budget (spreadsheet with muttipte tabs; avaitabte upon request)
Overview of Finat Design
2
Appl,icant I nformation
Project Titte: Upper Kittitas County Community Recreation Center
Totat Request Amount: $4 mittion
Appticant Name/Organization: City of Cte E[um
Contact Person: Matthew Lundh, Mayor
Phone: 509-304-4576
Emai[: mtundh@cteetum.gov
Maiting Address: 1 19 West First Street, Cle E[um, WA 98922
-----
3
ll. Project Overview
1. Project Description
Project Purpose
The proposed project is the construction of a community recreation center, thoughtfutty designed
with community input, to serve residents and visitors of Upper Kittitas County for the next 50
years and beyond. For over two decades, community members have voiced a strong and
consistent desire for a year-round facitity where peopte of at[ ages can safety gather, connect, and
participate in heatthy, active tifestytes-particutarty during the region's [ong and often isotating
winters.
ln response to this need, the Upper Kittitas County Community Recreation Center Attiance (UKC
CRCA), a 501 (cX3) nonprof it, was established in 202O to lead the effort to make this Long-
standing community vision a reatity. Since then, a broad-based Project Committee-comprised
of teaders from the Hein Legacy Foundation, the City of Cte Etum, [oca[ school districts, smatl
businesses, civic groups, nonprofit organizations, and engaged residents-has worked
collaborativety to bring the project to fut[ construction readiness.
Proiect Historv
A community recreation facitity-particutarty one that inctudes a swimming poot-has been a
tong-standing priority for Upper Kittitas County residents. As part of the 2002 Development
4
Agreement between the City of Cte Etum and Suncadia's predecessor, provisions were inctuded
to support the creation of a community recreation center. Other community groups championed
efforts in 2007 and 2013, but those projects uttimately fe[[ short. Despite those setbacks, the
need for a community recreation center-and strong pubtic interest in it-has remained steady
and competting.
ln 2O2O, that vision began to take tangibte shape when the UKC CRCA was formed. Since then,
with the participation of more than 1,000 residents and visitors, the project has achieved a series
of meaningfut milestones:
o 2O2O -The Upper Kittitas County Community Recreation Center Alliance (UKC CRCA), a
501(cX3) nonprofit, was established to lead a renewed effort toward creating a shared
community recreation space.
o 2O21 - Suncadia transferred 12.2 acres of land to the City of Cle E[um, atong with $2
mittion in funding and a promissory note for an additionat $2 mittion due in2028.
o 2O22- Acomprehensive Feastbility Study was compteted.
o 2023 - The Scie matic Design phase was f inatized, and a buitding permit apptication was
submitted to the City of Cte Etum.
o 2O25-The project received its SEPA determination, and detaited design and construction
documents were compteted. They are avaitable upon request.
Throughout the design and ptanning process, the Project Committee has worked ditigentty to
identify the most effective governance and financing structures for both construction and tong-
term operations. This has invotved extensive cottaboration with local and regiona[ leaders,
inctuding the Cl.e Etum mayor, the Kittitas County Board of Commissioners, staff from the City of
Etl,ensburg, and representatives from Legistative District 13. These efforts-grounded in
community input and inter-agency cooperation-are nearing final resotution and wi[[ ensure the
facitity is buitt and operated in a way that reftects and serves the peopl.e of Upper Kittitas County.
Proiect Scooe
The size and scope of the proposed facitity have been carefutty evatuated by the Project
Committee through extensive cottaboration with expert consultants and meaningfut pubtic input
The resutting design reftects a thoughtfuI batance of priorities:
1. addressing the most pressing needs of current residents and visitors,
2. accommodating anticipated poputation growth, and
3. ensuring financiaI sustainabitity for at least the next 30 years.
The ptanned recreation center will. totat 64,786 square feet and inctude the fottowing key features
5
. A natatorium featuring a six-tane lap and competition poot; a warmer, zero-entry
recreation poot with a sma[[ "lazy river" designed for young children and therapeutic use;
and a hot tub.
r Two futt-size indoor basketbat[ coufts adaptabte for pickteba[t, votteybat[, and other
hardwood sports.
o An elevated indoor running track offering views of the poo[, courts, and surrounding
natura[ [andscape.
o A fitness area equipped with weights, cardio machines, and training space.
o Two multipurpose community rooms for meetings, gatherings, and events.
o Two ftexibte-use rooms intended for fitness ctasses and other programming.
r A welcoming centrat "tiving room" space at the main entrance, designed to
encourage community connection and sociaI interaction.
r A chitd watch area where sma[[ chitdren can be supervised white the parent or
guardian uses the facitity
o An outdoor sptash pad, currently not inctuded in the construction cost estimate, may
be added as an alternate in the bidding process.
1v
1t
I ll
tr
ffi
tr
-, rr.rFil*'
'I'i'l
iJ ,.
'J'
Ir
/
,,,1
"
tJ &Tl-e
Floor ptans are shown betow A comprehensive facitity overview with numerous images can be
found here.
la
6
t
FLOOR PLAN LEVEI- ONE
FLOOR PLAN LEVEL TWO
rs=J
ft
ip
3e
i,!i I:.:t
7
White additionat outdoor amenities may be devetoped in future phases, atl, Lodging Tax funds
requested through this apptication witl be used exclusively to suppoft construction of the
indoorfacil,ity. Construction documents, prepared byALSC Architects, are comptete and
avaitabte for review upon request. The project is ready for bid as soon as construction financing is
secured.
Proiect Location
The facitity witL be buitt on 12.2 acres of land owned by the City of Cte Etum, specificatty
dedicated for this project. The site is ideatty tocated-adjacent to the Cte Etum-Rostyn SchooI
District and directty across Buttfrog Road from Suncadia-making it easity accessibte to residents
and visitors from at[ Upper Kittitas County communities.
Set within a beautifutly forested area, the design thoughtfutly preserves the site's naturaI
character. The facitity wil.t be accessibte by vehicte via Bultfrog Road and by foot or bicycle
through a network of existing and ptanned traits. These connections wit[ enhance access for
students and residents, white atso supporting the growing mountain biking community, which
increasingty views Upper Kittitas County as a premier destination. To accommodate and
encourage active transportation, bike barns are included in the project design.
Overview of lmpact on Tourism
White the project is designed for the benefit of Kittitas County residents, the impact on tourism is
expected to be substantiat. See next sections for rationate.
2. Tourism Benefit
Access to recreationaI amenities varies significantty among visitors, particutarty those staying in
short-term rentals (STRs) [ocated outside private devetopments [ike Suncadia. Many of these
STRs tack fitness or pool facitities, creating a clear demand for a public recreation center that is
accessibte for a fee. Even guests within Suncadia often do not have access to private
amenities-or may seek atternatives due to capacity constraints and overcrowding. A centratty
tocated publ,ic facitity woutd capture unmet demand and generate new revenue streams from
both use fees and facitity rentals. Notabty, Suncadia's management supports the devetopment of
this community resource, recognizing its vatue as a comptementary offering to the area's tourism
inf rastructure.
Additionat user groups-inctuding campers, outdoor recreationists, and accompanying famity
members-represent further market segments with timited access to indoor facitities. These
visitors often contribute to the [ocaI economy and woutd [ikety increase per-visitor spending
through paid facitity access and participation in programs or events.
White the precise number of incrementaI visitors is difficutt to project, the presence of an indoor
recreation facitity woutd enhance the region's competitive positioning as a year-round
I
destination. lt coutd inftuence travel decisions, extend the average tength of stay, and increase
off-season visitation-atl, of which contribute to broader tourism-driven economic growth.
The projected operating budget (Section lll.3) inctudes non-resident revenue projections,
reftecting the expected contribution of visitor use to the facitity's financiaI sustainability and the
[ocaI economy.
3. Target Users
The Kittitas County Tourism Strategic Ptan identifies severaI key visitor segments: (1) Leisure
travelers, (2) event and festivaI attendees, (3) cutturaI and heritage tourists, (4) business and
university-retated visitors, and (5) day-use visitors. Each of these segments represents a
distinct opportunity for engagement through a pubticty accessible, year-round recreation
facitity.
This project is particul.arty wett-positioned to serve two high-impact segments:
1 . Event-based tourism, especialty sports tourism-incl,uding basketbatt tournaments,
swim meets, and other competitive athtetic events that bring participants and their
famities f rom across the region.
2. Leisure and business travelers, inctuding STR guests, conference attendees, and
families visiting the area who seek recreational options during their stay.
Currentty, Upper Kittitas County lacks sufficient indoor venues to host regionaI athletic events
at scate. For exampte, locaI basketbatl, programs have noted that tournament capacity is
constrained by the Limited avaitabitity of gymnasium space-restricting opportunities to host
events that attract weekend and hotidayvisitors from across the Pacific North. With the
addition of a modern recreation facil.ity, the region coutd significantty expand both the size and
number of such events. Likewise, nearby school districts have expressed interest in offering
expanded aquatic programming, such as swimming lessons and the potentiaI formation of a
swim team. These types of activities would not onty serve locaI youth but atso create
opportunities to host swim meets and related events, drawing visiting teams and families
from across the region.
Beyond sports, the recreation center wit[ atso accommodate a range of non-athletic event
uses, including private parties, weddings, and community functions. lts ftexibte
indoor/outdoor space creates the foundation for multi-purpose use that evotves over time. ln
future phases, based on pubtic input, enhancements such as a smat[ outdoor amphitheater
may be added, further expanding the faciLity's capacity to serve cutturaI and community
events.
9
This broad spectrum of target users ensures that the recreation center witl. be a year-round
asset-not onty for residents, but for the ful.t range of visitor types outtined in the county's
tourism ptan-supporting both economic growth and quatity of Life in Upper Kittitas County.
T I
Il.
-E:
'e
r. )t
@t^
)
"&
*aea*g
lrt,"I*
q
r+-,-
F
,f,a
10
ilt.Budget and Funding
1 . Project Budget Breakdown - The construction cost budget betow was prepared by MACC
Estimating Group for our architects (ALSC Architects) in February 2024 and is adjusted to
reflect Q12025 costs. The detaits behind this summary are avaitabte irere.
Foundations
Superstructure
Exterior Enclosure
Roofing
lnterior Construction
Stairs
lnterior Finishes
Conveying Systems
Ptumbing
HVAC
Fire Protection
Electrical
Equipment
Furnishings
SpeciaI Construction
Site Preparation
Site lmprovements
Site Mechanicat Utitities
Site El,ectrica L Utitities
Sitework Cost
GeneraI Requirements (2.75%)
Bonds and lnsuran ce (1 .250/o)
WA B&O Tax (0.570)
Overhead and Profit (2.75o/ol
Contractor Fees
Contingency (5%)
Cost index to Q1 2025 (3.91%)
$ 549,607
5,634,759
3,569,910
2,045,863
1,134,503
223,053
1,750,665
93,000
2,064,000
3,580,068
299,192
3,285,000
293,250
446,411
2.843.525
Buitding Construction Cost 27,812,8OG
637,774
2,856,892
637,797
200,000
4,332,463
883,995
412,866
165,146
908,305
1,486,317
1,725,779
1,349,559
Totat Estimated Bid Amount $37,590,919
11,277,US
Subtotat of Estimated Gonstruction Cost $33,029,264
Soft Costs (300/o of Construction Costs)
Total Cost $52J68.195
11
2. Funding Sources
Construction funding:
Upper Kittitas County voters witt be asked to fund approximatety 75-80% of the project's
construction costthrough bonds secured by propertytax revenues. Based on an assessed
vatuation of $7 bittion across the upper county, the estimated impact is $0.39 per $1,000 of
assessed vatue. As the region continues to grow, this cost per thousand is expected to
dectine with increasing totaI assessed vatue.
To comptement the bond funding, the Project Committee is committed to raising at teast
$10 mil.tion in non-bond funds through a combination of targeted pubtic and private
sources. R $+ mittion grant from the Kittitas County Lodging Tax Fund woutd significantty
strengthen the project's fundraising position-enhancing the I'iketihood of meeting or
exceeding the $10 mittion goaI and demonstrating broad public support for the faciLity.
Recognizing that major donors wit[ require cl.arity regarding ownership and [ong-term
governance, the Project Committee has prudentty detayed taunching a formaI capitat
campaign untit those structures are finatized. The Upper Kittitas County Community
Recreation Center Atl.iance (UKC CRCA) witt not be the facitity's owner or operator, but it
witt continue to tead fundraising efforts once the governing entities responsibte for
construction, operations, and publ,ic funding are in ptace.
Since 202'1, the fottowing funds have been raised:
Source Amount Purpose / Notes
Suncadia (2021)
Suncadia/Buttf rog Fl,ats
(Promissory Note)
Hein Legacy Foundation
Kittitas county (2023)
Suncadia Fund for Gommunity
Enhancement {2023)
City of Cte Elum (2O22-2O251
WA State Capitat Budget (2025)
lndividual, Donor
$2,000,000
$2,000,000 (due 2028)
$2o,ooo secured
+ $1-2M committed
$133,000
$1o,ooo
$168,000
$15s,000
$100,000
Funded feasibitity study, schematic and
detaited design
Legatty obLigated contribution to City of
Cte Elum for the project
Additionat $1-2M contingent on bond +
sates tax approvaI
Used to complete construction
documents
Apptied to construction document
completion
lncludes project management fees and
todging tax funds
For signage and site work
Hetd and used for reimbursabte pre-
development activities
UKC CRCA has a compreienslve tislof targeted public and private lunding sourcqs. The
group is confident in its abitity to secure the targeted construction funding over time.
12
Operations funding:
As outtined in section lll.1, the facitity's operating expenses are projected to exceed
revenues by approximatety $1 mil.tion during its first year. This [eve[ of subsidy is typicaI for
public recreation centers-particutarty those that inctude aquatics-and is consistent with
facitities serving ruraI and suburban populations.
The primary strategy for ctosing this operationaI gap is the formation of a PubLic Facitities
District (PFD), which woutd coltect a dedicated 0.2% sates tax to support ongoing
operations. The PFD modet offers a scatabte sotution that atigns with projected regional
growth. lt atso has broad support among locaI and county government leaders, who
recognize its [ong-term potentiaI to sustainabty fund pubtic facitities.
As Upper Kittitas County's poputation and sales activity increase, the operating shortfatt is
expected to diminish, with surptus revenue potentiatty used to acceterate bond repayment
WhiLe the PFD is the preferred approach, the Project Committee remains open to
a lternative solutions to en su re [o ng-term o peratio na I' susta i na bi tity'
13
3. Long-term Maintenance Ptan
A comprehensive operating budget was devetoped in 2022by Bal.tard-King & Associates, a
nationatty recognized firm speciatizing in the ptanning and operations of aquatic and recreation
centers. The budget was created in cottaboration with the Project Committee and reftects
conservative, experience-based assumptions. The summarized operating budget is betow, and a
mul.ti-tab spreadsheet with detaits and assumptions is avaitable upon request.
Because it is common for pubtic recreation facilities-particutarly those with aquatics
components-to operate at a deficit, the summary begins with projected expenses. The ratio of
projected revenues to expenses is expressed as the recovery percentage, representing the share
of operating costs expected to be offset by user-generated revenue. The projected recovery rate
atigns with simitar ruraI facil.ities and is expected to improve over time as poputation and usage
increase.
Annua I Operating Expenses:
Salaries and Wages
Utitities
Capitat replacement fund
Contract services
lnsurance
Chemicals
Maintenance and repair materiats
Janitoriat, recreation, and office suppties
Advertising
Credit card fees (75o/o of tees x 3.50lo)
Other
TotaI AnnuaI Operating Expenses,
lnctuding Capitat Reptacement Fund
Annual Revenues:
Membership and admission fees
Aquatic rentats and facitity rentals
Aquatic programs (e.g., swim lessons)
GeneraI fitness programs (e.g., exercise ctasses)
Other
TotaI AnnuaI Revenues
Difference
Recovery
$1,526,319
193,600
55,000
47,OOO
37,000
35,000
20,000
48,000
20,000
26,536
54,749
$2,063,204
615,054
77,000
56,706
218,619
43,500
$1,010,879
($1,052,325)
49o/o
14
lV. Project Timeline
Because of dependencies on many factors outside the project team's unitateraI controt, the timetine
below is ambitious but achievabte.
Mitestone Start End
Finatize govern a nce strategy
Form Public Facitities District (in coordination with County
Commissioners and city officiats in Cte Etum, Rostyn, and Ettensburg)
Conduct campaign to form a Metropotitan Parks District (MPD) in Upper
County (targeting November 2025 battot)
Launch fundraising campaign to secure approximatety $10 mi[tion from
pubtic and private sources
conduct campaign to pass:
-0.2o/o county-wide sates taxto fund operations
- MPD bond measure to fund a portion of construction
Soticit construction bids and select contractor
ln process
)uly 2025
)uly 2025
)uly 2025
October
2025
February
2026
Aprit 2026
July 2025
October
2025
November
2025
December
2025
February
2026
Aprit2026
March2028Construct the facitity
V. Feasibility and Risk Management
1. Feasibitity
The project is highty economicatty feasibte. The tand has atready been secured, and comptete
construction documents are in hand, making the project truty "shovet-ready." Upper Kittitas
County's substantiat assessed property vatue provides a strong foundation for issuing bonds
backed by property tax revenues. ln addition, a modestO.2o/o sales tax increase, equitabty
attocated between the upper and lower county, woutd be sufficient to support the operationaI
funding needs of this and other regionaI projects-ensuring [ong-term financiat sustainabitity.
2. Risk Management
The most significant chattenge facing the project is securing voter approvaI for the bond and levy
measures required to fund construction and ongoing operations. Whil,e simitar efforts in 2007
and 2013 were unsuccessfut, both faited by narrow margins. Since then, the demographics of
Upper Kittitas County have evotved, and pubtic support for a community recreation facitity has
grown markedty.
The Project Committee is composed of experienced, committed stakehotders who have worked
for over four years to move this project forward in ctose cotlaboration with community members,
locaI and state officiats, and subject matter experts. That same [eve[ of ditigence, transparency,
15
and outreach wil,t be apptied to ensure a successful. pubtic campaign and to bring this tong-
awaited facitity to Life.
Vl. Tourism Metrics and Success Measurement
1. Addressingthe Kittitas CountyTourism Strategic Ptan
This project directty supports the goats outtined in the Kittitas County Tourism Strategic Ptan,
particutarLy the first objective: "Managing Visitor lmpact and Strengthening lnfrastructure." While
an indoor recreation facitity is a long-standing priority for residents, it also offers an important
benefit to the tourism ecosystem by retieving pressure on popular outdoor assets-such as traits
and parks-through the creation of atternative, year-round recreationaI opportunities for visitors.
The project atso supports the plan's second strategic goat: "Enhancing TraiI Connectivity." Current
facitity designs incl.ude connections to nearby traits, particularty those [ocated north of the site.
Nicky Pasi, of Mountains to Sound Greenway and a member of the Project Committee, has ptayed
a key rol,e in identifying and shaping these ptanned connections. Looking ahead, the future
devetopment of Buttfrog Ftats offers a strong opportunity to cottaborate with the developer on
expanding regionaL trait access. This improved connectivitywoutd enhance visitor mobitity,
promote sustainabte recreation patterns, and strengthen the relationship between indoor and
outdoor experiences-hetping to further distribute visitor activity across the Upper Kittitas County
a rea.
2. Metrics
Assuming continued emphasis on tourism-driven economic growth in Upper Kittitas County,
an indoor recreation facil.ity is expected to be a strong attractor for visitors. The operating
modet incl,udes differentiated pricing, with higher user fees for non-residents, making it
straightforward to identify and trackvisitor usage through point-of-sale systems. These
systems witt capture data on day-use admissions, memberships, and program participation,
offering retia bte, rea[-time metrics on non-resident facitity use.
Additionat insights may be gathered through a voluntary guest registry, al.l,owing visitors to
indicate their home city or ZIP code. This low-cost tool can provide supptementaI data on
geographic reach, particutarty in the earty years of operation.
Facil,ity rentats-such as those for tournaments, swim meets, and other events-witL al.so be
tracked through booking systems, and event organizers (e.g., athletic clubs or school
districts) can be asked to report estimates on attendance and visitor origin. These events are
tikety to contribute meaningfulty to overnight stays and tourism revenue.
lmportantl,y, many residents invotved in the design process expressed concerns about
overuse by visitors. To ensure a batance between tourism promotion and resident
16
satisfaction, the facitity witl imptement periodic surveys of both locaI users and visitors.
These surveys witt gather both quantitative feedback and anecdotat insights, hetping inform
operationaI decisions a nd ma rketi ng strategies.
Cottected metrics witt be summarized and reported on a regular basis to facitity
management, [ocaI todging tax committees, and other key stakehotders to evatuate the
facility's tourism impact and guide future ptanning.
3. Promotion
During the construction phase, the Project Committee wit[ cottaborate with the Kittitas County
Chamber of Commerce, short-term rentaI owners, and other locaI partners to develop strategies
for integrating the facitity into regionaI tourism and promotionaI materiats. This earty coordination
witl. hetp ensure the center is positioned as a key amenity for visitors upon opening.
ln addition, the facil,ity witL maintain a dedicated website to provide residents and visitors with up-
to-date information on recreationaI offerings, hours of operation, pricing, and event schedutes.
4. Reporting
Upper Kittitas County Community Recreation Center Attiance (UKC CRCA) witl, provide
administrative and financiat support to the project through the construction phase and continue
its support indefinitety through the operations/maintenance phase. Fundraising efforts wil.t be
ongoing. Grants typical.ty come with reporting requirements, and we expect that a variety of
metrics and anecdotaI outcomes in addition to those tisted above witt be tracked and reported to
various funders, inctuding the Kittitas County Lodging Tax Committee.
Vll. AppticantCertification
I certify that the information provided in this application is true and complete to the best of my
knowl,edge. I further certify that I understand the etigibitity requirements and that this project
compl ies with the requirements of RCW 67.28.1816.
Signature:
Name: Matthew Lundh
Titte: Mayor, City of Cte Etum
Date: June 30,2025
17
Kittitas County Lodging Tax Fund Application Draft
l. Applicant lnformation
Project Title: Washington State Horse Park Facilities Expansion
Applicant Name/Organization: City of Cle Elum
Contact Person: Matthew Lundh
Phone: 509-304-4576
Email : mlundh@deelum.gov
Mailing Address: 1 19 W 1"t St, Cle Elum, WA 98922
ll. Project Overview
1. Project Description
The Washington State Horse Park (WSHP) is seeking funding from the Kittitas County Lodging
Tax Fund to expand essential infrastructure that will increase event capacity, improve site
logistics, and strengthen tourism across Kittitas County. Located within the City of Cle Elum,
WSHP is a scenic, multi-use equestrian and recreationalfacility that currently draws
approximately 38,000 visitors annually.
The purpose of this infrastructure project is to meet growing demand by enhancing the Park's
ability to host larger and more concurrent events, and to accommodate a broader range of
users including equestrian competitors, spectators, recreational RV travelers and outdoor
enthusiasts. Funding would specifically support the following key improvements:
. Perimeter security fencing along our northern boundary where the new developer(s)
of the UGA plans to create a multi-use public pathway as an element of its initial site
plans. This pathway will be within approximately 50 feet of the park's competition
arenas and maintenance storage facilities, creating significant safety and security
concerns. lnstalling this fence is a top priority.
. 50 additional RV sites to help remedy consistent sell-out of hook-ups, attract new
events that require more capacity and host non-equestrian RV travelers, expanding
year-round use.
. 11 Permanent barn pads to accomm odate 220 stalls currently erected seasonally in
the spectator parking lot. Having permanent pads will reduces labor costs, free up
essential parking space, and improve the customer experience as well as emergency
response capabilities by keeping roads and RV zones clear.
. 80 new parking spaces to reduce congestion, support larger crowds, improve ADA and
emergency access, and streamline traffic flow.
. Portable bleachers to improve the spectator experience and safely increase event
capacity. They will be portable and can be moved to any location where seating is
needed.
. Arena expansion to serve our largest current events, attract additional regional and
national competitions, support simultaneous multi-discipline activities, and bring more
out of county visitors to the grounds.
. Restrooms, lighting, and amenities that elevate the overall user experience and meet
increasing visitor expectations.
With upgraded facilities, the Park will attract more visitors, benefiting hotels, restaurants, local
businesses, and service providers, while also creating safer, more accessible, and comfortable
infrastructure for participants, spectators, vendors, and families. By retaining and growing equine
and non-equine events that bring people together, the project fosters quality of life in Kittitas
County, community pride, and long{erm economic resilience.
This project is planned for full implementation in a single phase to maximize its impact and
benefits. However, if fullfunding is not available, WSHP has planned its expansion with a
flexible approach that prioritizes the most urgent improvements. Funding would be directed
toward critical safety and capacity-building elements that enable the Park to operate efficiently
and attract more business, which results in increased tourism revenue for the region. The
reduced scope would include these priorities:
. Security fencing
. 11 permanent barn pads for 220 stalls
. 32 additional RV sites
. 73 new parking spaces
. Portable bleachers
This scaled-back implementation would delay providing restroom facilities, ambient lighting
throughout the site, vendor area utilities, ancillary maintenance and office structures,
pedestrian/vehicular/horse separation fencing, and directional signage. This phased approach
would reduce our overall grant request by about $1m to a total of $3,275,000. Even at a
reduced scope, the investment delivers significant benefits for the county tourism and
hospitality i ndustries.
Full Buildout Site Plan:
https://cityofcleelum.sharepoint.com/:i:/g/EdaWPJFoYflGvsHM3l HeTdwBepoGLj3LDJtA9lBTE
ND3bq?e=Dh9Av7
2024 Econom ic I m pact Study (referenced below) :
https://cityofcleelum.sharepoint.com/:b:/g/EROatsL5Hk5Mrrag3TSl sukByWwllqTb3bqqbYk220Pl wA
?e=QDAvWN
2. Tourism Benefit
The proposed expansion of the WSHP will strengthen Kittitas County's tourism economy by
increasing visitor capacity, enhancing event quality, and expanding year-round recreational
access. WSHP currently draws 38,000 visitors annually of which 81o/o ?re from outside the
Gounty. According to a 2024 economic impact study conducted in partnership with Central
Washington University, WSHP contributes $4.23 million in economic activity each year.
The proposed improvements will enable WSHP to:
. Host a greater volume of equestrian events and grow attendance
. Attract more overnight visitors who spend on lodging, dining, fuel, and retail
. Attract larger events and increase weekend capacity through multi-event
scheduling
. Open RV accommodations to non-equestrian recreational travelers in a growing region
with limited camping options
Equine tourism is a high-impact economic opportunity for Kittitas County. According to the
American Horse Council Economic lmpact Study, Americans spend nearly $27 billion annually
on horse-related travel-revealing a powerful market with more opportunity. More than a hobby,
the equine industry is a significant and often overlooked driver of tourism, fueled by travelers
who routinely journey for competitions, training, and recreational experiences. With the
proposed infrastructure improvements, the WSHP is poised to solidify its role as a premier
equestrian venue in the Pacific Northwest. This positions Kittitas County to emerge as a
regional hub for equine tourism. Since opening, WSHP has contributed more than $40 million
in cumulative economic impact, underscoring its proven value as a cornerstone of the Kittitas
County tourism economy.
3. Target Users
The primary users of this infrastructure include equestrian competitors participating in events,
spectators and families attending regional competitions, recreational travelers and RV users
seeking year-round camping options, and outdoor enthusiasts drawn to Central Washington for
its natural beauty and recreational opportunities. This diverse user base supports both tourism
and local economic activity throughout the County.
lll. Budget and Funding
1. Project Budget Breakdown**
Expense ltem Cost Funding Source Status
n ann $425,000
Construction
Materials
$1,870,000
Labor/Contractor
Fees
$1,870,000
Permits & Fees $60,000
Marketing/signage $50,000
Maintenance year 1
Total $4,275,000
As noted earlier, a phased approach would reduce our overall grant request by about $1m to a total
of $3,275,000
2. Funding Sources
County Large Capital Grant -$4,275,000- in process
State Capital Budget Request - $375,000 -Awarded, awaiting contract.
ln kind Services - $150,000
3. Long-Term Maintenance Plan
The WSHP has a proven track record of sustaining long- term infrastructure investments through
responsible financial management and diversified revenue generation. Since opening in 2010,
WSHP has successfully balanced state, local, and private funding with event-generated income
to support operations, maintenance, and strategic growth.
Many of the planned upgrades involve ground improvements and amenities that require minimal
ongoing maintenance while delivering significant long-term benefits. Expanded facilities will
enable WSHP to generate consistent revenues through:
. lncreased Event Revenue: With more use of stalls, parking, and RV hookups, the
Park can also increase revenue through participant fees, ticket sales, vendor
agreements, and facility rentals.
. Enhanced Sponsorship and Donations: lmproved infrastructure and rising attendance
will attract new sponsorships and donor investments, including naming rights and
targeted support for community and youth programs.
. Non-Equine and Off-Season Use: Expanded RV accommodations and improved
amenities will draw recreational travelers, outdoor enthusiasts, and retreat groups during
off-peak times, generating income outside of the traditional equine event season.
. Youth and Community Engagement: Educational programs and equestrian camps will
contribute additional revenue while fostering long-term community connection and
support.
Together, these revenue streams will ensure ongoing maintenance and the long-term viability of
the Park's infrastructure.
lV. Project Timeline
Planning & Permits: Start 2025 - Complete 2026
Construction Start: Spring 2026
Project Completion : F all 2027
Opening to Public: Open during construction
V. Feasibility and Risk Management
1. Feasibility
The WSHP project is highly feasible, backed by a strong track record of sustainable operations,
diversified funding, and successful capital project implementation. To date, the Park has
secured over$11.5 million in publicand private investment, including $5.8 million in State
Capital Funds, $2.4 million from county and city sources, $5.3 million in operating revenue, and
more than $2.2 million in private donations-complemented by in-kind support and over
$650,000 in volunteer contributions.
The project site is already secured and shovel ready, eliminating acquisition delays and allowing
construction to begin promptly. WSHP has worked with experienced contractors to create full
buildout plan and has identified resources to support the construction of our project upon
funding. We also have a ongoing relationship with the local and regional fire agencies which
has helped us stay abreast of emerging fire safety requirements.
A phased plan provides additional flexibility, enabling WSHP to prioritize critical infrastructure
upgrades and adapt to available resources without compromising long term outcomes. With this
foundation in place, the Park is well-positioned to complete the proposed improvements on time
and deliver lasting economic and community benefits.
2. Risk Management
Potential risks for the WSHP infrastructure project include construction delays or budget
overruns. These risks are mitigated through a well-established phased approach that allows the
project to scale based on available funding, ensuring that the most urgent and high-impact
improvements can move forward even if full funding is not immediately available. WSHP also
maintains strong relationships with experienced vendors, contractors, and community
sponsors, which helps manage costs, streamline timelines, and provide additional support if
unexpected challenges arise. This combination of flexibility, planning, and trusted partnerships
positions the project for successful and timely completion.
Vl. Tourism Metrics and Success Measurement
lncrease tourist visits: Visitor counts via surveys/counters - Target: 5-7o/o annual growth
Boost overnight stays: Lodging/RV records - Target: +2,500 RV nights
Enhance visitor experience: Survey feedback - Target: 9oo/o+ positive ratings
Build community partnerships: Partnership tracking - Target: 5-10 new collaborations
Development, construction and operations of these planned improvements will rely on local
construction firms, materials and supplies from a wide variety of local businesses, and additional
labor. Opportunities will emerge to collaborate more fully with the Cle Elum Downtown Association,
Chamber of Commerce, an array of local civic, social, recreational groups and schools that may
need camping space for their event attendees or activities that require large arena/parking areas,
etc.
Vll. Certification
I certify that the information provided in this application is true and complete to the best of my
knowledge. I further certify that I understand the eligibility requirements and that this project
complies with the requirements of RCW 67.28.1816.
Signature:
Name: Matthew Lundh
Title: Mayor
Date: June 30,2025