Piedmont City Council
December 5, 2022

City of Piedmont

COUNCIL AGENDA REPORT
DATE: December 5, 2022
TO: Mayor and Council
FROM: Sara Lillevand, City Administrator
SUBJECT: Receipt of an Operational Analysis Report for the Piedmont Community Pool and Provide Pool Advisory Committee Direction on Next Steps

RECOMMENDATION
Receive an Operational Analysis Report for the Piedmont Community Pool and Provide Direction to Pool Advisory Committee on Next Steps.

BACKGROUND
In December of 2021, the City secured the services of The Isaac Sports Group (ISG) to develop a program, management and staffing model, and financial operating analysis for the new Piedmont Community Pool to determine if the pool design would meet the programmatic needs of the community and if the City could afford to run the facility once opened.

On November 29, 2022, the Pool Advisory Committee (PAC) received the Operational Analysis Report and recommended it for consideration by City Council. The PAC also requested City Council provide them with next steps and possible direction to further review and develop a new pool pass model and fee structure including resident/non-resident differential for future Council consideration.

Over the past year, ISG’s work included review and analysis of the existing pool design, programs, use, research in the local and regional market, review of the new community pool design relevant to programming and use, and development of projected operating budgets. As part of this process, ISG worked closely with staff, ELS Architecture, community stakeholders, and pool user groups.

The initial work on identifying the needs, goals, and objectives of the community for the aquatic program and the new Community Pool was carried out through past City surveys and analysis plus the design/programming meetings conducted by ELS Architecture. ISG built on this initial work through its stakeholder engagement and research, incorporating new trends in aquatic programming, as well as identifying new opportunities that could further expand the use of the pool and its relevance to all Piedmont residents.

The design of the Piedmont Community Pool includes two bodies of water with a wide range of accessibility features and areas that provide a much more flexible and efficient overall aquatic environment than the old facility. The new facility’s competition pool and warm water activity/program pool provide 10,126 square feet of water surface area, more than doubling the amount of water at the old facility, to accommodate increased user loads and virtually eliminate the limited space and availability issues. ISG’s report confirms the new Community Pool design provides significantly enhanced space, access, flexibility, program capabilities, and design features to support operating efficiency as well the opportunity to create new and expanded programming to meet the needs of the Piedmont community.

A key element of the report is the staffing and management model that supports the expanded and year-round operations of the new Community Pool. It will be necessary to hire quality staff to run the variety of programs, facility rentals, swim classes, and sporting events at the new stateof-the-art facility with the high level of service the community expects. The staffing model includes the existing, but unfilled Aquatics Coordinator position, the addition of a new full-time Aquatic Supervisor position, plus additional part-time staff support in customer service and a dedicated part-time Pool Maintenance/Operations Specialist to ensure the best practice annual, long-term maintenance and upkeep of the Pool.

The financial operational analysis includes all expected revenues from rentals, programming, and pass holders, as well as expected expenses. Expenses include labor, maintenance, contract services, chemicals and supplies, utilities, etc. A great deal of ramp-up work will take place in the first year of operations including pool pass sales, implementing new classes and programs, and scheduling facility rentals. As a result, the analysis estimates that the pool will operate at a net loss of $173,998 in Year 1 of operations but will achieve an estimated 105% cost recovery with a positive net operating revenue of $86,257 by Year 3 as revenue generating elements are up and running. Beginning in the third year of operation, the report anticipates that an annual allocation will be made to the Long-Term Capital Reserve. These contributions will stay in the Aquatics Fund for future Pool related repair and replacement.

ISG developed the pool pass and drop-in fee revenue projections based on the existing pool pass model with projected fee increases and user increases. This serves as a revenue estimate but not a recommended model. The analysis of the old pool pass model suggests it should be updated based on market and user considerations, best practices and trends at comparable facilities regionally and nationally. Pool passes and usage/drop-in fees will be an important part of the business model and community benefits for the new Community Pool and staff recommends further consideration needs to be given to updating the pool pass model and fee structure.

Overall, ISG’s report confirms the new pool design provides flexibility, access, function spaces and support amenities that will accommodate the community’s programmatic needs and goals.

Based upon the design, program and management models, ISG’s financial operational analysis illustrates the pool operation should be self-sustaining by the third year of operation of the new facility and the City will be able to afford to operate the new Community Pool.

At tonight’s meeting, the Operational Analysis Report will be presented by Stuart Isaac, founder and President of Isaac Sports Group (ISG).

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ATTACHMENTS
A: Executive Summary & Report
By: Chelle Putzer, Recreation Director
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PIEDMONT COMMUNITY POOL
Programming, Management, and Financial Analysis

EXECUTIVE SUMMARY
November 18, 2022
Submitted by the Isaac Sports Group, LLC
Agenda Report Page 4

INTRODUCTION
The City of Piedmont (the “City”) is developing a new two-pool multi-use Piedmont Community Pool (the “Pool”) to replace the existing Piedmont Community Pool (the “Existing Pool”). A critical element of the development of the new Piedmont Community Pool and its aquatic programs is the analysis and development of optimum best practice programming and management of the Pool leading to a financially viable business and operating model. The Isaac Sports Group, LLC (“ISG”) was engaged to develop this program and management model and analyze the financial operations and sustainability of the new Pool.

The ISG Study included review and analysis of the Existing Pool design, programs, and use, research in the local and regional market, review of Pool design relevant to programming and use, and development of projected operating budgets. As part of this process ISG worked closely with City and Recreation Department management. The process also included participation in Pool Advisory Committee (“PAC”) meetings as well as meetings with the Piedmont Unified School District (“PUSD”), stakeholders, and user groups.

PROGRAMMING GOALS AND OBJECTIVES
The following are the overall and specific aquatic program and facility goals and opportunities identified.
• Enhance overall health and wellness levels of the community through aquatics, including swim lessons, aquatic fitness, therapy and rehab, and aquatic lifestyle activities • Provide wide range of aquatic programming and increased access to all members of the community regardless of age, ability, special needs, and financial resources, including multigenerational and inter-generational programs and opportunities, especially programs and activities that were not available in the Existing Pool • Support Piedmont Unified School District programming, including swimming, diving, and water polo teams as well as PUSD Physical Education and adaptive and special needs programming
• Provide pool space and time to meet unmet current and future demand for pool space and time for lap lanes, community programming, recreation, leisure, and aquatic stakeholders/user groups
• Teach all children (and hopefully adults) to learn to swim and be water safe • Create facility amenities that can provide additional opportunities for community events, activities, gatherings, and be a hub for a wide range of community activities in and around the Pool
The full report includes a sample schedule of how the Pool programs, user groups, and open access can be scheduled throughout the year to optimize the use of the Pool.

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DESIGN ELEMENTS
ISG worked with the Pool design team led by ELS Architecture to provide additional program input to help finalize the Pool design. The final design provided the following key elements that support the program goals and objectives. The Pool includes two bodies of water with a wide range of accessibility features and areas that provide a much more flexible and efficient overall aquatic environment than the Existing Pool’s three small bodies of water. Overall, the Pool design provides 10,126 square feet of water surface area compared to 4,802 square feet in the Existing Pool. This added space provides the following key features supporting the program goals and objectives:
• Beach/Zero entry area for optimum family friendly use and access • Stairs, lifts, and zero entry for optimum ADA access
• Family-friendly water and recreational features
• Expanded programming use in a wide range of water depths and temperatures • Increase of lap lanes from six in the Exiting Pool to fifteen in the new Pool • Main Pool area to meet all requirements for high school and club swimming, diving, and water polo training and competition
• Expanded locker and changing areas to better meet family, youth, adult, and ADA needs • Enhanced area for family use as well as party room for social events, classes, and activities • Party room on pool deck plus large, covered pavilion above the bathhouse to support a wide range of pool parties, classes, groups, and overall community use

MANAGEMENT
ISG worked closely with the Recreation Department and City financial management to develop a management and staffing model that can support the expansion of year-round operations and support the added management and staffing needed for the new Pool and its enhanced programming. The projected management model includes the addition of a full-time Aquatic Supervisor along with the existing position of Aquatics Coordinator plus additional staff support in customer service as well as a dedicated Pool Maintenance/Operations Specialist to ensure the best practice annual and long-term maintenance and upkeep of the Pool.

The budget model includes increases in hourly wages and additional part-time employees to address the current area market challenges in finding lifeguards and instructors as well as increased training and professional development funds to meet best practices in risk management, programming, and overall operations.

FINANCIAL OPERATING ANALYSIS
The development of the program, design, and management models all leads to a new Pool that optimizes management efficiency, reduces energy use, and minimizes annual and long-term operating costs while generating increased pool pass, user, program, and rental use revenue. The financial analysis reviewed current area comparable pool facility market rates for programs, rental, and use to project rates that support financially sustainable operations while suggesting market Agenda Report Page 6

correct affordable rates for City residents. The projections included a 25% premium fee for nonPiedmont residents.

Overall Net Operating Revenue
Based on the program and design model, the Pool will operate at a net operational loss of $173,998 in Year 1 of operations but will achieve 105% cost recovery with a positive net operating revenue of $86,257 by Year 3. The operating net revenue increases to $191,245 by Year 5 with cost recovery of 111%. Net revenue after allocation to a Long Term Capital Reserve will stay in the Aquatics Fund for Pool and program support. Following is the Profit & Loss Summary for the first five years of operation. Year Zero are pre-opening costs not included in the capital project costs.

Community Pool Profit & Loss Summary
Budget Category *Historic
Actuals Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
Facility Revenue $362,494 @$70,000 $800,107 $911,048 $1,003,924 $1,082,290 $1,127,573 Program
Revenue $185,639 $0 $469,917 $612,065 $720,435 $769,170 $823,337 Total Revenue $548,133 $70,000 $1,270,024 $1,523,113 $1,724,358 $1,851,459 $1,950,910 Operational
Expenses $659,808 $185,941 $1,272,993 $1,335,480 $1,385,529 $1,426,667 $1,474,978 Program
Expenses $57,772 $8,731 $171,029 $217,068 $252,572 $267,820 $284,686 Total Expenses $719,143 $194,672 $1,444,022 $1,552,548 $1,638,101 $1,694,487 $1,759,664 Net Direct
Income (Loss) $(171,010) $(124,672) $(173,998) $(29,435) $86,257 $156,972 $191,245 Cost Recovery 76% 36% 88% 98% 105% 109% 111%
Additional
Expenses
Annual Reserve
Fund Allocation $0 $0 $0 $35,000 $60,000 $75,000
Total Gross
Expenses with
Reserve Fund
Allocation
$194,672 $1,444,022 $1,552,548 $1,673,101 $1,754,487 $1,834,664 Total Net Income
(Loss) with
Capital Reserve
$(124,672) $(173,998) $(29,435) $51,257 $96,972 $116,245 Cost Recovery 36% 88% 98% 103% 106% 106%
*NOTE: Historic Actuals are based on FY 2019 with some adjustments based on FY 2018. These are the last two full years the pool was in operation pre-pandemic.

Long Term Capital Replacement and Maintenance Reserve
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Long Term Capital Replacement and Maintenance Reserve
Beginning in Year 3 a portion of the net operating revenue is set aside as a Long Term Capital Replacement and Maintenance Reserve Fund. The total Reserve Fund reaches $1,600,000 by Year

20. Long term net revenue projections can accommodate additional funding of the reserve beginning in Year 6.

Long Term Capital Replacement and Maintenance Fund Accrual (Based on Budget Projections)
Reserve Funding 5 Years 10 Years 15 Years 20 Years
Accrual Target $170,000 $580,131 $1,055,585 $1,606,766
Major Revenue Categories Year 3 (rounded to $1,000s)
• Pool Pass and User Fees: $ 540,000
• Swim Lessons: $ 431,000 (net revenue of $291,000)
• Facility/Pool Rentals: $ 228,000
• Special Events & Functions: $ 183,000
• Aquatic Fitness & Wellness Programs: $ 101,000 (net revenue of $67,000) Major Expense Categories Year 3 (rounded to $1,000s)
• Staff Salaries, Wages, & Benefits: $1,031,000
• Program Expenses: $ 253,000
• Maintenance & Supplies: $ 135,000
• Utilities: $ 102,000
Financial Detail
Full Profit & Loss Summary and analysis of major cost and revenue centers are included in the full study report with line item detail and supporting worksheets included in the study attachments.

CONCLUSION
The Pool design provides significantly enhanced space, access, flexibility, and program capabilities compared to the Existing Pool. These design features support operating efficiency as well the opportunity to create new and expanded programming not supported in the Existing Pool. More than doubling the available water space plus the added flexibility, access, and support amenities also accommodates greatly increased user loads and virtually eliminates the limited space and availability issues at the Existing Pool. The added function spaces also create a community wide asset supporting pool and community activities. Overall, the new Pool greatly expands the benefits and access to all Piedmont residents, providing a vital new City resource.

The efficient combination of design, management, and programming creates a business model that is financially sustainable with over 100% cost recovery by Year 3 of operation and allows for the funding of a Long Term Capital Replacement and Maintenance Reserve targeting accrual of over $1,600,000 by Year 20, with the potential to further contribute to the reserve fund in years six and on.

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PIEDMONT COMMUNITY POOL
Programming, Management, and Financial Analysis

FINAL REPORT
November 18, 2022
Submitted by the Isaac Sports Group, LLC

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TABLE OF CONTENTS
Introduction Page 3
Methodology Page 4
Community Pool Needs, Goals, and Opportunities Page 5
Design Elements: Existing and New Community Pools Page 7 Overall Programming and Use Page 20
Learn to Swim Programs Page 21
Aquatic Fitness Programming and Lap Swimming Page 28
Aquatic Therapy and Rehab Page 33
Special Needs and Adaptive/Inclusive Sport Programming Page 35 Educational Programming Page 36
Recreational and Aquatic Lifestyle Programming Page 38
Party Functions and Special Events Page 41
Competitive Aquatics Page 43
School Programming and Use Page 47
Community Pool Sample Scheduling Matrix Page 48
Pool Pass and Drop In User Model Page 51
Facility Management and Staffing Page 55
Financial Operating Projections and Budgets Page 57
Economic Impact and Job Creation Page 61
Advertising and Sponsorship Opportunities Page 62
Keys to Success and Factors in Failure Page 63

ATTACHMENTS
# 1 Learn to Swim Market Analysis and Comparisons
# 2 Learn to Swim Participation and Revenue Projections # 3 Sample Schedule Matrix
# 4 Pool Pass/Drop-In Market Analysis
# 5 Pool Pass and User Model Analysis
` # 6 Profit & Loss Projection Statement Summary
# 7 Budget Projection Line Item Detail
#7A Facility Revenue
#7B Program Revenue
#7C Operational Expenses
#7D Program Expenses
#7E Program Net Revenue Analysis
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INTRODUCTION
The City of Piedmont (the “City”) is developing a new two-pool multi-use Piedmont Community Pool (the “Pool”) to replace the existing Piedmont Community Pool (the “Existing Pool”). A critical element of the development of the new Piedmont Community Pool and aquatic programs is the analysis and development of optimum best practice programming and management of the Pool leading to a financially viable business and operating model.

The Isaac Sports Group, LLC (“ISG”) was engaged to develop this program, management, and financial analysis. This analysis included the following elements:
• Review of existing Piedmont Community Pool staffing, programs, design, and features • Review of existing Piedmont Community Pool historic actuals, including expenses and revenue
• Market analysis of programs in the area
• Develop aquatic programming and use model building on historic Piedmont aquatic programs enhanced with broad based and inclusive current and forward looking trends in aquatic programming
o Includes analysis of program cost, fees, and participation projections o Includes pool pass and use analysis and enhancements to existing model • Develop potential schedule matrix for the Community Pool programming and use • Review the initial Pool designs developed by ELS Architecture and suggest design updates that can enhance programming and use
• Develop staffing model for new Community Pool
• Develop annual budget operating projections and long term capital reserve projections • Summarize Keys to Success and Risks for Failure for the new Piedmont Community Pool The following report presents each step of the analysis culminating in the financial operating analysis and Keys to Success.

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METHODOLOGY
ISG’s approach and methodology for this study included the following elements:
• Review past Community Pool programming and participation o Review aquatic sections of Piedmont Recreation Activity Guide for prior two years leading up to the closing of the existing pool during the COVID Pandemic o Review program and Recreation Department aquatic program, pool pass, and drop-in numbers
o Review past existing pool scheduling
• Review existing pool design, features, and amenities
• Review 2017 Aquatics Interest Survey and 2022 online community aquatics survey completed by ELS Architecture during the initial design process • Review City of Piedmont 2017 Aquatics Feasibility Study • Meet with aquatic stakeholders and user groups
o Piedmont Unified School District (“PUSD”)
▪ Water polo and swimming team coaches and representatives ▪ Athletic Director
▪ Physical Education Staff
▪ Special Needs and Adaptive PE staff
o Piedmont Swim Team coach
o Participate in Pool Advisory Committee (“PAC”) meetings ▪ Including programming presentations by ISG and follow up discussion o Individual meetings with existing pool users and aquatic stakeholders • Review ELS design development
o Review past ELS presentations to the Pool Advisory Committee (“PAC”) and City Council
o Meetings with ELS project team and aquatic stakeholders to review initial designs and discuss program and use related design updates
• Regular meetings with City Staff
o Chelle Putzer, Recreation Director
▪ Review of programming, management, staffing, and opportunities o Michael Szczech, Finance Director
▪ Review of historic pool budgeting
▪ Collaborative work in developing budget structure and projections for new Community Pool
o Paul Benoit, Special Assistant
o Ongoing review, discussion, and updates of operating and budget model for the Pool o Additional individual meetings as appropriate
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NEW COMMUNITY POOL

NEEDS, GOALS, AND OPPORTUNITIES
The initial work on identifying the needs, goals, and objectives of the community for aquatic program and the new Community Pool was carried out through the past City surveys and analysis plus the design/programming meetings conducted by ELS Architecture prior to ISG’s involvement.

ISG built on this initial work through its stakeholder engagement and research, incorporating new trends in aquatic programming as well as identifying new opportunities that can further expand the use of the Pool and its relevance to all Piedmont residents.

The following are the overall and specific aquatic program and facility goals and opportunities identified.

Aquatics
• Enhancing overall health and wellness levels of the community through aquatics • Provide publicly accessible aquatic sport, recreational, and leisure facilities and programs that were not available in the Existing Pool
• Create additional pool, deck, and bathhouse features to support the current and projected increasing demand for pool recreational use
• Support Piedmont Unified School District programming
o High school swimming, diving, and water polo teams and related club teams by providing a local facility meeting competitive facility requirements for training and competition
o PUSD PE programs
o PUSD adaptive PE and special needs programming
o After school and extra-curricular activities
o Provide aquatic career education and certification through joint programs with the Pool
• Provide wide range of aquatic programming and access to all members of the community regardless of age, ability, special needs, and financial resources, including multigenerational and inter-generational programs and opportunities o Expand disabled and senior programming and access
o Expand family-friendly pool access and bathhouse facilities and amenities • Provide pool space and time to meet unmet current and future demand for pool space and time for lap lanes, community programming, recreation, leisure, and aquatic stakeholders/user groups
• Teach all children (and hopefully adults) to learn to swim and be water safe Flexible Function and Meeting Spaces
• Create facility amenities that can provide additional opportunities for community events, activities, gatherings, and be a hub for a wide range of community activities • Provide publicly accessible meeting and function space for general community use and programming, including birthday parties, program classes, team use, community classes and meetings, and more
o Supporting the program and activities of the Pool
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Management and Operations
• Create business and operational model that reduces the net cost of operating the Pool facilities and programs through decreasing operating costs and increasing revenue generation
o Reduce overall financial net operational cost to the City • Create facilities that are energy efficient and environmentally friendly • Draw users from outside Piedmont to help support overall facility operational costs These needs, goals, and opportunities are the basis of both the design and program development for the new Community Pool.

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DESIGN ELEMENTS
Existing and New Community Pools
In order to best understand the impact of the new Pool on programming, it is very helpful to discuss the differences in design and features of the Existing Pool compared to the new Pool. This comparison, especially focusing on the expanded space, features, and amenities, supports the current program growth as well as the opportunities for new and enhanced programming and overall use of the new Community Pool.

Existing Community Pool
The existing Piedmont Community Pool was aging and required a great deal of annual maintenance as well as equipment replacement and repairs to keep it running. It also had aging mechanical systems that were very inefficient in terms of energy consumption and water quality. The design, space, and pool configurations no longer met the current demand for aquatic programming and community use and limited the development of new and enhanced programming. The facility also did not support the competitive aquatic needs of the Piedmont Unified School District varsity and junior varsity water polo and swimming teams or the club teams in the area, such as the Piedmont Swim Team.

The Existing Pool consisted of three bodies of water:
• Main Pool: 25 yards x 42’ with 6 x 25 yard lanes and entry stairs o 3,250 square feet (“sf”)
o Depth: 4’ to 10’
▪ Depth did not support 1-meter diving board (high school competitive use) ▪ Depth and dimensions did not meet water polo requirements o Did not provide enough lanes to support current high school and club swimming teams training and competition as well as demand for lap swim lanes • Medium (Program) Pool: 50’x 25’
o 1,250 sf
o Depth 2.5’to 3.5’
o No ramp or wheelchair entry (ADA access was provided by chair lift) • Baby Pool: 20’ x 15’
o 302 sf
o Depth: 1.5’
The total water surface square footage of all pools was 4,802 sf. This compares with the total of approximately 10,126 sf combined water surface area in the new Pool design.

The existing bathhouse servicing the Existing Pool also did not provide the features and amenities necessary to support today’s aquatic users and community needs. The current bathhouse did not include adequate family and gender-neutral changing areas, optimum ADA access, nor user support spaces such as a function/Party Room.

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Images of Existing Pool

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Design Drawings of Existing Pool
New Community Pool Design Elements
The new Community Pool design consists of two bodies of water: the Main Pool and the Program/Activity Pool. These two pools have a range of features and great flexibility to support the full range of programming, while supporting concurrent programming to optimize the scheduling of the pools.

Here are the key features of the new Pools:
• Main Pool 6,949 sf
o Main Course
▪ 25 yard x 87’
▪ 12 x 7’ wide 25-yard lanes
▪ Depth ranging from 6’7” (2.0m) to 12.0’
• Depth supports competitive water polo and diving requirements • Toe ledge on side of pool for ease of standing at during pool use Agenda Report Page 17

o Entry Area
▪ Approximately 424 sf of entry space with 12’ wide stairs ▪ Depth 3’6” to 6’6”
o Diving: 2 x 1m diving boards
o Bump-out space at each end for floating water polo goals o Temperature: 79° to 80° F
o Program Capabilities
▪ Water polo, swimming, and diving training and competition • Planned to host high school swimming and diving dual and tri-meets and water polo games, including mid-size water polo tournaments or small high school swim meets as capacity allows
• Could host small club swim meets or water polo tournaments if City decides to make the Pool available to non-PUSD events and competitions
▪ Event Seating
• Spectator seating for approximately 180
• Competitor seating for approximately 150
▪ Electronic timing and scoring system for swimming, diving, and water polo ▪ Electronic scoreboard with video capabilities
▪ Supports availability of lap swim lanes during swim team practices, increasing the number and times of lap lane availability throughout the day ▪ Supporting area for a wide range of multi-generational recreation elements (see Programming Section of this Report)
▪ Aquatic fitness classes: Deep water and high intensity such as water running and cross-training
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Drawing of Main Pool Configuration
Agenda Report Page 19

• Activity Pool/Program: 3,177 sf
o The Activity/Program Pool has a wide range of features amenities to support a full range of aquatic classes, programs, recreation, and leisure activities for all ages o 3 x 25-yard 7’ wide lap lanes
▪ Warm-water lap lanes
▪ Area for wide range of classes and programming
▪ Depth ranges from 3’6” to 5’
▪ Can also serve as warm-up lanes for mid-size swim meets in the Main Pool o Approximately 1,525 sf of free form recreation and program area ▪ Zero/Beach Entry
▪ Depth ranges from 0’ to 3’6”
• Optimizes programmable depth from 3’ to 3’6”
▪ Wide stairs for entry/exit from pool and class staging and lounging ▪ Water play features
o Temperature: 83° to 85°
o Program capabilities
▪ Warm-water lap lanes
▪ Swim lessons
• From parent/tot to adults and special needs
▪ Aquatic fitness classes
▪ Senior programming
▪ Special needs and adaptive sport and PE programs
▪ User friendly access options, including zero entry and stairs ▪ Warm-up lanes to support mid-size swim meets
▪ Pool space for lounging and leisure activities
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Drawing of Program/Activity Pool
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• Support and Common Spaces
o Expanded space and new amenities compared to the Existing Pool o Pool Deck
▪ Two levels
▪ Lounge chairs
▪ Grassy lounging areas
o Bathhouse
▪ Men’s and women’s locker/changing rooms
▪ Family/gender-neutral changing rooms
▪ Expanded concession area
▪ Outdoor showers on pool deck
▪ Lobby space
▪ Office
o Function space
▪ Party Room/function space on pool deck: 376 sf
• Supports birthday and other parties, classrooms for aquatic programs, team meeting room, event support, other functions
• Capacity: Based on 376 sf of usable function space
o Meal = 25–32 people (based on configuration)
o Reception = 40–45 people (standing and seated)
o Classroom = 20 with desks/tables
▪ Pavilion/Terrace on roof of bathhouse: 1,999 sf total • 1,302 sf covered Pavilion
• 697 sf open terrace area around Pavilion
• 1,223 sf of circulation area with restrooms and storage • Open air area for wide range of functions, social events, meetings, etc. • Capacity based on covered Pavilion area
o Meal = 100–115 people
o Reception = 150 people
o Events = 8 x 8’x10’ booths
Overall Facility Layout
• Support and Common Spaces
o Expanded space and new amenities compared to the Existing Pool o Pool deck
▪ Two levels
▪ Lounge chairs
▪ Grassy lounging areas
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Overall Facility Layout
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Bathhouse Layout
Level One
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Bathhouse Layout
Level Two
(Pavilion and Terrace)
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Comparison Summary of Existing and New Pool Designs
Existing Pools New Pools
Feature Main Pool
Medium
Pool Baby Pool Main Pool
Activity/
Program Pool
Dimensions
25y x 42’
with 100 sf
entry area
50’ x 25’ 20’ x 15’
25y x 87’
with 424 sf
entry area
Free Form Area
plus 25y lanes
Water Surface
Area 3,250 sf 1,250 sf 302 sf 6,949 sf 3,177 sf
# of 25y lanes 6 0 0 12 3
Depth 4’ to 10’ 2.5’ to 3.5’ 1.5’

6.7’ x 12.0’
with 3.5’ to

6.6’
entry area
0’ to 5.0’
Access Lift &
Stairs Lift Lift & Stairs
Lift, Zero/Beach
Entry & Stairs
TOTALS
Surface Area 4,802 sf 10,126 sf
# of 25y lanes 6 15
Depth Range 1.5’ x 10’ 0’ to 12.0’
Agenda Report Page 27

OVERALL PROGRAMMING AND USE
Based on the initial aquatic needs, goals, and objectives and through community engagement and meetings with the Pool Advisory Committee, ELS developed the design that supported the overall program goals. ISG refined the aquatic programming model with slight tweaks to the design elements to optimize programming.

OVERALL AQUATIC PROGRAMMING
The design supports optimum aquatic programming that utilizes the two different pool spaces with a range of depths and water temperatures. One of the key advantages of the new Pool is the space and design flexibility to support concurrent programming, limiting the restrictions placed on programming when one program takes over the entire pool. These features and concurrent programming functionality also provide programs at the convenient times to fit family and user schedules. The design also significantly increases the ease of access for all users, including seniors, toddlers, disabled, and those with special needs through a combination of zero/beach entry area, stairs in both pools, and ADA lifts.

Aquatic Programming Elements
Following is a summary of the overall programming elements the new Community Pool can support, creating an optimum aquatic environment for all Piedmont residents. • Recreation and Leisure
o Open access and structured programs
o Fun and family
• Fitness, health, and wellness
• Adaptive sport and PE and special needs programming
• Senior and older adult programs
• Water safety and learn to swim
• Education and safety programming
• Aquatic therapy and rehab
• Piedmont Unified School District (“PUSD”) Programs
o PE/adaptive PE/extracurricular activities
o High school and middle school team programs (middle school programs run by the Recreation Department)
▪ Swimming and diving
▪ Water polo
▪ Training and competition
• Overall sport programs and outside aquatic teams and user groups o Piedmont Swim Team
o Water polo club team
o Diving club team
o Recreation teams
o Masters, triathlon, and adult training programs
o Special Olympics and Parasport programs
o Cross training and sport rehab
• Home school PE programming
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• Inclusivity
o All ages
o Special needs and adaptive PE and adaptive sport
o Veterans' programs
o Underserviced populations
o Multiple programs and uses in the pools at the same time o Support for those who cannot afford classes, programs, and user passes • Optimum scheduling and concurrent programming
• Partnership programming opportunities with outside groups • Annual, seasonal, monthly passes and day pass user models and options To understand the potential in the new Community Pool for growth and enhancement of previous aquatic programs and use and new program opportunities, ISG researched other aquatic facilities in the area as well as bringing new aquatic recreation and program trends to the program model.

Year-Round Programming
Prior to the pandemic the not all of the Existing Pool bodies of water were open year-round. The Main Pool was open year-round, but the Medium Pool and the Baby Pool were closed from the second week of November to early March. The expanded program and leisure flexibility and opportunities of the new Activity/Program Pool and the significantly increased efficiency of heating and mechanical operations make year-round operation of the Pool both viable and a critical element of the enhanced and new aquatic programming and leisure mix. The program model and analysis assume year-round operation for both new pools.

LEARN TO SWIM PROGRAMS
Learn to swim programs are the single biggest program revenue source for most public and private aquatic facilities. More importantly, they are also the most impactful program, saving lives and opening lifetime access to aquatic activities. They are the most direct way to connect community pools to the overall community and lay the groundwork for family-fun, aquatic sports, and lifetime fitness.

Agenda Report Page 29

Historic Piedmont Swim Lesson Programs
Historically, Piedmont has offered a robust seasonal swim lesson program, focused on group lessons with options for private lessons. The bulk of lesson programs were in the summer, but the Pool did offer a fall program running September through October and a spring program running in mid-March through mid-May. The lessons were offered in the existing Medium Pool.

The small programmable space and the demand for other use of the Medium Pool limited the offerings in adult, private, semi-private, and special needs/adaptive PE lessons. The demand for all the programs offered in the Medium Pool also limited scheduling flexibility for swim lessons.

The existing Medium Pool was not very child-friendly for swim lessons, with no ramp or zero entry access, no staging area, and high decks above the water level.

Key Swim Lesson Design Considerations
There are several key design features and program considerations that are critical to the growth and enhancement of learn to swim and water safety programming. These design features have all been incorporated into the design model for the new Community Pool. • Activity/Program Pool separate from the main 25-yard lap pool • Water temperature
o Optimum swim lesson teaching requires warm water
o Activity/Program Pool water temperature is targeted at 83° to 85° • Depths
o Programmable depth ranging from 3’to 4.5’
▪ Programmable depth in the Activity/Program Pool is approximately 2,500 sf, doubling the programmable space in the existing Medium Pool • Ease of access to Pool
o Flush deck roll-out gutters to facilitate sitting on the edge of the pool and easy access in and out of pool
o Zero entry or ramp access to Activity/Program Pool
• Staging areas
o Wide stairs for class staging
• Child-safe and family-friendly changing areas
o Included family changing rooms
• Parent viewing area off the deck for class observation without interference with lessons Key Swim Lesson Program Considerations
The following program considerations have all been factored into the Program Model, Schedule Matrix, and Financial Operating Budget Projections for the new Community Pool.

Agenda Report Page 30

Program Diversity and Scheduling
A key driver of successful learn to swim programs will be the diversity of classes, access, and class times available throughout the day, especially with more times in the weekday evenings after work and daytime hours for pre-schooler classes and day-care program partnerships. The new Activity/Program Pool design allows for more space for lessons as well as the ability to run concurrent programming and leisure in other areas of the Activity/Program Pool, to allow greater flexibility for swim lessons scheduling. The greatest impact of this added space and time will be growth of private, semi-private, adult, and special needs/adaptive swim lesson programs. Private lessons are the fastest growing segment of the market. Dedicated time and space for private lessons is also critical. Adult lessons are also becoming much more popular at best practice community facility when they are offered at convenient times and promoted in the market. An increase in group lessons is also anticipated based on a wider range of family-friendly class times, especially during the school year. The range of lessons and programs can also expand beyond the existing programs, especially in more transition programs to higher level aquatic activities, such as stroke lessons, pre-team/competitive programs, and programs leading to expanded Junior Lifeguard programs. Special needs and adaptive swim lessons are also included in this swim lesson model.

Recommended swim lesson times and spaces for the Community Pool are included in the Community Pool Sample Scheduling Matrices in Attachment #3.

Student/Teacher Ratios
Best practice lessons target student/teacher ratios of 4:1. Private for-profit swim schools in the area typically offer a 4:1 student/teacher ratio. Historically, Piedmont swim lessons averaged a 5:1 ratio.

Public facilities in the area range from 5:1 to 6:1. The area YMCAs are usually average a 6:1 ratio.

The 4:1 ratio provides the value and quality necessary for the Community Pool lesson program and is factored into the Program Revenue and Expenses in the Financial Operating Budget line item detail included in Attachment # 7C and #7E.

Swim, Fitness, and Camp Instructor and Staff Training, Experience, and Recruitment It may seem obvious that instructor training is important, but training is often not effectively supported or experienced instructors compensated appropriately and retained. Many public programs have reduced their learn to swim programs due to lack of instructors. While the tight job market may ease in the future, it is important to develop a robust training program, fair hourly wages, incentives, and potentially a partnership with the Piedmont Unified School District incorporated instructor classes in PE curriculum. Key elements of instructor staffing include the following: Increased Budget support for these elements is included in the swim lesson Program Expenses Line Item Detail shown in Attachment #7E.
• Strong hourly wage above minimum wage and lifeguard wages o Overall, hourly wages (not including payroll taxes) are projected at 28% of total lesson revenue, which supports a 4:1 student/instructor ratio o Budget projects the starting hourly wage (in current dollars) at $20/hour • Retention incentives and merit based wage increases
• Staff training budget has been significantly increased over historic budget actuals Agenda Report Page 31

o See Facility and Program Expenses Line Item Detail shown in Attachments #7D and #7E.
• Development of an instructor assistant or intern program for youth as part of developing an aquatic leadership youth program for future instructors and lifeguards o This can be incorporated into the existing Junior Lifeguard program the City has offered
Swim Lesson Market and Cost Analysis
ISG conducted a study of lesson programs in the area and the region. This market survey included area public facilities, YMCA, and for profit swim schools. The Swim Lesson Market Analysis is attached to this Report as Attachment #1. Since lesson programs are structured differently, this report prorates the costs of lessons to the cost per 30 minutes to facilitate accurate comparisons from program to program.

Analysis of the public and private facility lesson programs in the area included the following facilities and municipalities:
• Emeryville
• Alameda
• Moraga
• City of Oakland
• YMCA of the East Bay (branches in Oakland, Berkeley, and Pleasant Hill) • Swim Schools in area
o Aqua Tech Swim School: Alameda
o Le Petite Baleen: Multiple Locations
o British Swim School: Multiple Locations
While the area for-profit swim schools all have warm-water and indoor facilities, the public pools in the area do not have purpose built or separate warm-water lesson friendly pools. These limitations limit their year-round programming.

The new Piedmont Community Pool will have significant advantages over the surrounding public programs and will likely draw students from outside Piedmont. The swim lesson model provides priority registration for Piedmont residents prior to the open registration dates, ensuring that Piedmont residents will not be impacted or bumped from a swim lesson class by non-residents.

Agenda Report Page 32

Market Swim Lesson Analysis
(All Lesson Costs are per 30 Minutes of Lesson Time)
Facility Group Private Semi-Private Comments
Piedmont PrePandemic
Based on rates in
2019-2020 prior to
closing of pool
Youth Resident $13.12 to
$13.22 $30.00 $18.77 Depending on type of lesson and level Youth Non-Resident $ 14.63 to
$15.44 $34.52 $21.00 Depending on type of lesson and level Emeryville
5:1 Student/Instructor
Ratio and no warm
water
All Lessons $14.25 $30.00 NA
Alameda 6:1 Ratio and no warm
water
Youth Resident $10.00 $30.00
Youth Non-Resident $12.00 $35.00
Moraga
All Lessons $29.32 $49.38
Aqua Tech Swim
School $28.90 $49.38 Monthly Perpetual Billing (1/week) Le Petite Baleen $33.33 Multiple Locations
British Swim School $39.00 Multiple Locations
YMCA of the East
Bay
Member $12.00 Pending on Class of
Membership
Non-Member NA
Not listed on website.

Pre-pandemic
averaged $15-$16
Beede Swim Center 5:1 Ratio average
Member $12/$15 $35 Toddler/Youth
Non-Member $20/$26 $47 Toddler/Youth
NOTE: Additional facilities are included in the Swim Lesson Market Analysis in Attachment #1.

Piedmont Community Pool Recommended Rates
The design features, program diversity, and recommended 4:1 student/teacher ratio at the proposed new Community Pool will provide an excellent environment and selection of classes to well position the Community Pool in the area and regional swim lesson market. The lesson rates should reflect this value proposition in the market, while also offering Piedmont resident discounts. Based on the market analysis and positioning on the mid to higher range of the public facilities but well Agenda Report Page 33

below the private swim schools in the market. These lesson rates also reflect the increase in costs of staff and facility operation compared to the pre-pandemic rates.

These fees are based on a program session which includes 8 x 30-minute lessons.

NOTE: Current Piedmont rates are based on 25-minute lessons. The lesson revenue projection utilizes the same rates, with a 8% to 9% increase in the rates occurring in Year 4.

The City may consider using the perpetual billing model utilized by most of the for-profit swim school. This model is based on a monthly fee for the swim lesson program which would get the student one or two lessons per week. This model as the following advantages:
• Eliminates the hassle and uncertainty of families registering for each session and encountering wait lists or unfavorable schedules based on availability • Improves retention rate
• Typically results in higher revenue
Often public pools that have a large, shorter term summer lesson program develop a hybrid model, with year-round lessons based on the monthly billing model with an option for summer short-term sessions which can fit into family and children’s summer activity schedules.

Resident/Non-Resident Rate Considerations
Non-resident rates for swim lessons (and other program classes) include a 25% premium over the resident and pool pass holder rates. This can also be presented or positioned as the non-resident rate as the standard rate and the resident rate as a 20% discount off the standard rate. Many communities like to focus on resident discounts as opposed to non-resident premiums. The initial swim lesson revenue analysis factored in a 20% premium, but further research suggests that an increase of the premium to 25% will have no impact on the number of lessons students and will result in a slight increase in swim lesson revenue. Increasing the premium to 30% (23% resident discount) will begin to slightly erode the number of non-resident students but the added revenue will have no net effect in the total net revenue.

Piedmont Community Pool Proposed Lesson Rates
(For Budgeting Purposes)
Resident/Pass Holder
(Resident Discount)
*Non-Resident/Non-Pass
Holder (Standard Rate)
Lesson Type Session Fee Cost/30
Minutes Session Fee Cost/30 Minutes Comments
Group Youth $160 $20 $192 $24 8 x 30 min
Private $40 $40 $50 $50 30 min
Semi-Private $32 $32 $40 $40 30 min
Group Adult $180 $20 $216 $24 6 x 45 min
*NOTE: Non-Resident/Non-Pass Holder rates represent a 25% premium. The Non-Resident rate can also be considered the standard rate with a 20% discount for residents NOTE: These are the rates used in the financial projections.

Agenda Report Page 34

Details of the proposed swim lesson fees and program structure are included in the Learn to Swim Program Projections in Attachment #2.

Swim Lesson Revenue Projections
Based on lower student teacher ratios, warmer water, more class selections and times, non-resident premium rate, and investment in instructors, there is potential for significant swim lesson program participation and revenue. The opportunity to run year-round programming, with a winter session is also an important element to expanding the program and generating additional revenue. The market can support the year-round program, even in cooler winter weather. The overall lesson revenue also includes a very small line item for grant funding of $5,000 in Year 1 increasing to $10,000 in Year 2 for scholarships or financial aid for those residents who may not be able to afford lessons. The program expenses include $$5,000 in Year 1 increasing to $10,000 in Years 3-5. The financial aid costs are not included in the chart below but are in the line item detail in Attachment #7C.

Piedmont Community Pool Lesson Projections
Years 1-5
Lesson Category @Historic
Actuals Year 1 Year 2 *Year 3 Year 4 #Year 5
Youth Group
Lessons $204,000 $244,800 $296,453 $320,169 $350,298
Adult Group
Lessons $38,250 $45,900 $55,406 $59,839 $65,440
Private Lessons $34,000 $40,800 $49,123 $53,053 $57,741 Semi-Private
Lessons $13,600 $16,320 $19,992 $21,591 $23,738
Scholarship
Funding $5,000 $7,500 $10,000 $10,000 $10,000
Total Lesson Gross
Revenue @$138,864 $294,850 $355,320 $430,974 $464,652 $507,217 Instructors &
Staffing $51,503 $88,915 $107,151 $129,965 $140,121 $152,957 Other Expenses @NA $7,500 $10,199 $12,844 $10,451 $10,509 Total Lesson
Expenses $51,503 $96,415 $117,350 $142,809 $153,072 $165,966

TOTAL LESSON
NET REVENUE @87,361 $198,435 $237,970 $288,165 $311,580 $341,251 *NOTE: Year 3 includes an 8% to 9% increase in lesson fees to adjust for inflation. #NOTE: Year 5 includes a 5% increase in lesson fees to adjust for inflation.

Agenda Report Page 35

@NOTE: Historic actuals are not broken down in City budget by lesson category and instructor and other lesson expenses are not separately broken out in City aquatic budget.

Detailed Swim Lesson Projections are included in Attachment #2.

Detailed Line Item Swim Lesson Expenses are included in Program Expenses in Attachment #7E.

Swim Lesson Market Penetration/Market Share
The Swim Lesson projections project 75% of enrollment will be Piedmont residents and 25% nonresidents. Based on the participation projections, the market demographic penetration for Youth Group lessons in Year 2 is as follows: See detailed analysis in Attachment #2.

City of Piedmont
• 21% of Piedmont children ages two through ten are projected to take at least one lesson session annually
Other Community Youth Programs
Additional youth programming includes summer and holiday camps. The Sample Schedule Matrix (Attachment # 3) provides expanded times for youth aquatic and overall day camps, expanding on existing programs and adding enhanced activities.

AQUATIC FITNESS PROGRAMMING AND LAP SWIMMING
Aquatic fitness today is a rapidly growing field of exercise, fitness, and wellness. Aquatic fitness has expanded far beyond the stereotypical image of the senior citizens doing “water aerobics”. In addition to cross training in the water used by top sport teams and athletes, aquatic fitness aggressively includes cross training programs, hydro-spinning, vertical and deep water aerobics, water walking and running, Aqua Zumba, floating yoga, and more as new exercise trends take hold and are converted to the water.

The historic pre-pandemic aquatic fitness offerings at the Piedmont Community Pool focused almost entirely on the traditional aquatic fitness participant. The classes in aquatic fitness were offered during the 9am to 11am timeslot on weekdays, which pragmatically limits the involvement of many potential participants in more aggressive or trending aquatic fitness programming. Those hours can limit participation by working individuals while not offering classes in the key earlier morning pre-work hours or evening hours.

Keys to Developing Robust Best Practice Aquatic Fitness Programs in Piedmont The following are the keys to expanding and growing the aquatic fitness programs. These elements have been incorporated into the Community Pool design elements as well as the Program Model, Schedule, and Financial Projections.
• Create more warmer water (84°-85° F)
o The current design provides twice the amount of warm water space than the existing Medium Pool
o The rectangular and the free-form area also provide flexibility to have classes while other activities are going on in the Activity/Program Pool Agenda Report Page 36

• Develop higher intensity programs suitable to the cooler Main Pool in shallow and deep water aquatic fitness and cross training classes
• Make more pool space and time available for additional aquatic fitness programming, especially early morning before work, evening after work, weekends, and more time in the summer
o With more than double the overall pools surface area in the new design this allows for more schedule flexibility and concurrent programming to add these class options • Create a broader class and intensity offering for seniors and older adults o Create partnership with community organizations
▪ May also reach out to nearby senior living facilities outside of Piedmont o Recognize the wide range of interests and fitness levels of active older adults to provide more options for older adults and seniors, breaking aquatic fitness stereotypes
o More older adults are looking for more robust aquatic fitness activities • Create a wider range of programs
o Higher intensity
o More deep water
o Cross training
o Wide range of “trendy” fitness programs; including programs such as hydro spinning, Aqua Zumba, in-water treadmills, floating yoga, and others, with new programs constantly being developed and introduced in the aquatic fitness world. ▪ These newer programs can be phased in, with new classes and programs added each year to keep the aquatic fitness programming current, fresh, and forward looking
o Develop an aquatic personal training program to complement class programs ▪ Personal training programs in the water are a fast-growing market segment, just as dry-land personal training has been growing
• Better training of instructors
o Focus on aquatic specific training, not just doing dry land exercise in the water ▪ Recruit top area dry-land fitness instructors with interest in expanding to aquatic specific fitness
▪ This can take time to evolve as the aquatic fitness programs grow o More consistency among instructors
o Make use of aquatic fitness training and program resources such as the Aquatic Exercise Association, the leading aquatic fitness training and program organization in the US
▪ https://aeawave.org/
• Design sufficient storage to support the equipment needed for a broad based aquatic fitness program
Agenda Report Page 37

Examples of Aquatic Fitness Programming and Cross Training

Traditional Aquatic Fitness Programs

Hydro-Spinning
Agenda Report Page 38

In-water treadmill Aqua Zumba

Floating Aqua Yoga & Balance on Float Boards

Deep Water Running and Cross Training

Resistance Training Sport Team Cross-Training
Agenda Report Page 39

Projected Incremental Aquatic Fitness Revenue
A diverse aquatic fitness program enhances the value of the pool pass and generates revenue for each program. The model used in these projections is based on fees for all aquatic fitness programs.

Some facilities using a membership based model often include basic aquatic fitness programs in membership with premium classes for an additional fee. With the Piedmont Pool pass model, we recommend all classes on a pay per class or session, with a premium rate for non-residents and priority registration for residents. Personal aquatic training is also included in the revenue projections. The new aquatic programming will develop over time and will ramp up more slowly than some of the established aquatic fitness programs. Staff costs can be reduced through the use of sub-contracted outside instructors, which many fitness facilities are using more and more.

Aquatic Fitness Revenue Projections
Years 1-5
Budget @Historic
Actuals Year 1 Year 2 Year 3 *Year 4 Year 5
Aquatic Fitness
Classes $30,000 $51,200 $52,736 $54,318 $55,948
Aquatic Personal
Training $6,912 $11,520 $13,248 $14,308 $15,066
Senior/Older Adult
Specific Programs $2,500 $4,000 $4,120 $4,244 $4,371
Total Aquatic Fitness
Gross Revenue $10,792 $39,412 $66,720 $70,104 $72,870 $75,358 Instructors & Staffing $12,734 $21,557 $22,650 $23,544 $24,356 Other Expenses $2,000 $2,000 $2,000 $2,000 $2,000
Total Aquatic Fitness
Expenses @NA $14,734 $23,557 $24,651 $25,544 $26,357

TOTAL AQUATIC

FITNESS NET

REVENUE
$24,678 $43,163 $45,453 $47,325 $49,028
@NOTE: Historic actuals are not broken down in City budget by lesson category and instructor and other lesson expenses are not separately broken out in City aquatic budget. Historic instructor costs are lumped in with lesson instructors.

Detailed Line Item Expenses are included in Program Expenses in Attachment #7E Dry-land Fitness and Activities in the Pavilion/Terrace Agenda Report Page 40

The covered Pavilion and open Terrace space also can provide the opportunity for some fitness and active programs. These can include aerobics, yoga, and movement classes, including stretching, balance, and dance. These programs can appeal to wide range of users and even senior participants.

The budget includes a conservative estimate of 8 hours/week with ten participants for 48 weeks/year. The Year 2 gross revenue is projected at $24,000.

Lap Swimming Lanes
Open lap lanes for fitness swimming is a sub-category of aquatic fitness, but the growing interest and demand for lap lanes plus the lack of lap lanes available in the area market indicate how important the availability of lap lanes will be to the success of the Community Pool. With only six 25 yard lap lanes in the Main Pool of the Existing Pool, lap lanes and times were at a premium. An important goal of the new Community Pool is to expand the available lap lanes, both in number and available times.

The lap lane schedule and availability for the Existing Pool during the summer season provided a small number of lap lanes most of the day during the summer, although often only 1-2 lanes at times. A full six lanes were often available in the summer during the early morning hours. During the school year, the availability of lap lanes ended in the early evening to open up space for the high school swimming and water polo programs and the club program. Sometimes there were only one or two lap lanes available at any given time, although there were times when there were full six lanes available, mostly in the early morning with up to four available in the later evening.

The lap lane goals for the new Community Pool are as follows:
• Create more lap lanes available during the day
• Provide lap lanes during high school swimming, diving, and water polo team practice in late afternoon and early evening hours
o 12 lanes allow ample lanes for practices with additional lanes available for lap swimming
• Accommodate different levels of lap swimmers by making 25 yard lap lanes available in both the cooler Main Pool and the warmer Activity/Program Pool The Sample Schedule Matrices in Attachment #3 show the lap lane availability throughout the days and seasons of the year, showing lap lanes in both the Main and the Activity Pools.

AQUATIC THERAPY AND REHAB
Aquatic therapy and rehab are fast growing treatment options in the wellness and medical community. While some physical therapy facilities now have their own therapy pools, the demand for warm, easily accessible therapy water space is far
outstripping the supply now and will continue to in the future, especially as the population ages and more doctors and therapists turn to aquatic therapy and rehab in the treatment of injuries, illnesses, and chronic conditions.

There are a large number of physical therapy and rehab
providers in the area, including those that provide a wide range of therapy and rehab services. Ideally, aquatic based physical therapy and rehab is offered in 90° to 92° water Agenda Report Page 41

in purpose built therapy pools. Often these purpose-built pools are built in therapy facilities or in public aquatic centers with support from health care providers. There are minimal purpose-built therapy pools in the Piedmont and area market.

The warm-water Activity/Program Pool in the Piedmont Community Pool design can provide a good venue for a wide range of therapy modalities that do not require the warmer 92° water. A significant portion of routine aquatic therapy and rehab can be conducted in the 83° to 85° water of the Activity/Program Pool. The Activity/Program Pool is also designed with a range of disabled and user-friendly access options, including zero/beach entry for walking-in and wheelchairs as well as wide steps with railings and an ADA lift.

Actual therapy and rehab treatments would be provided by outside therapists and health care providers renting space in the Activity Pool, with the option for some deep-water therapy in the Main Pool. Many of these patients join mainstream aquatic fitness programs following completion of their medical dictated therapy treatments which creates another source of participants for the aquatic fitness programs. Rental use of the Activity/Program Pool by therapy providers can provide an important additional benefit while generating some additional pool revenue during slower times during the day. Time slots for therapy use is included in the Sample Schedule Matrices included in Attachment #3.

Although therapy rentals are not a large revenue generator, they are projected to generate annual revenue by Year Two of $12,000. Average rental of space in the Activity/Program Pool for therapy providers can range from $60/30 minutes to $75/hour for portions of the Activity/Program Pool.

Examples of Aquatic Therapy and Rehab Treatment and Education

Cardiac Rehab Regaining Movement
Agenda Report Page 42

Therapy/Rehabilitation Training Rehab

SPECIAL NEEDS, ADAPTIVE PE, AND INCLUSIVE PROGRAMMING
Special needs and adaptive sport aquatic programming and activities are surprisingly limited in the area pools, with limited programming and access in the existing community pool.

The new Community Pool will be uniquely suitable for aquatic special needs and adaptive PE/sport programming in the Activity/Program and the Main pools. Adaptive PE and special needs programming was also discussed in meetings with key stakeholders at PUSD. The School District currently does not use any aquatic programming in their adaptive PE and special needs programming but has expressed strong interest beginning these programs in the new Pool. See the program section for PUSD programming for more details.

A full program of special needs should provide services addressing swim lessons, water safety, sport training and competition for those users with physical, sensory, or mental disabilities. Aquatic programming for those on the autism spectrum is becoming an important element of treatment, therapy, and activities. Programs in Special Olympics and Paralympics can also host events and competition in the Pool. There is also a growing need for veterans’ programs. Funding for these programs is often available from grants and community organizations. While these programs are not significant revenue generators, they are very important community elements of any robust and inclusive aquatic facility and programming model. Time has been allocated for Special Needs and Adaptive PE programs in the Sample Schedule Matrices in Attachment #3.

Examples of Special Olympics, Para-Sport, & Special Needs Programming

Agenda Report Page 43

EDUCATIONAL PROGRAMMING
Water Safety and Lifeguarding Programs
The demand for lifeguards and trained aquatic instructors and staff makes water safety, CPR, AED, first aid, and lifeguard and instructor training and certification classes ever more important for a new and expanded Community Pool. Lifeguard certification and Junior Lifeguard programs were offered in the Existing Pool. These programs were offered several times a year, usually offered during holiday periods. The expanded space will allow for more classes during the year, including expanded instructor training programs. The holiday classes were offered in a condensed short number of days. Greater scheduling flexibility will allow more for more spread out class sessions at different times of the year providing access to more students.

Ideally, these classes can be coordinated with school PE programs to provide PE credit and create additional job opportunities for area students. PUSD has expressed interest in a partnership.

Agenda Report Page 44

Examples of Lifeguard Training and Certification

Lifeguard and Junior Lifeguard programs can offer competition in lifeguarding activities and components. These programs are very popular in California and can be offered in pools and then translated to surrounding beaches.

Examples of Pool Lifeguard/Lifesaving Competition

Agenda Report Page 45

Aquatic Leadership Programs
There is growing interest in aquatic leadership programs for youth and young adults to develop skills leading to lifeguard and swim instructor certification and jobs, offering combined with student teacher assistant positions in the lesson programs, enhancing the lessons and developing a feeder program for future Community Pool and other aquatic facility and program jobs. The additional time and space for the existing Lifeguard and Junior Lifeguard programs can expand to incorporate aquatic leadership programs and activities, expanding the aquatic culture and employee base for future years.

RECREATIONAL AND AQUATIC LIFESTYLE PROGRAMMING
Increased recreational opportunities and amenities are very important to the overall community programming of a successful community pool or aquatic center. For any aquatic facility to truly achieve optimum aquatic programming and recreational benefits to a community it is critical to balance the organized program elements with open recreational and family fun and activities. For all the dedicated aquatic programming, it is important that pools are still FUN and an important familyfriendly element of the local community.

No recreational activity is as family-friendly and inclusive as aquatic activities. The current stereotype of aquatic recreation is a narrow view, focusing primarily on slides, splash pads, and other aquatic features that tend to appeal to a narrow and young age range and are often costly.

Aquatic recreation is much more than these features. The Community Pool can include a wide range of recreational activities and features that appeal to a much wider age range and are family-friendly activities that can form a bridge between fun recreational elements and fitness enhancing activities.

It is very important that aquatic recreation programs include classes and organized activities balanced by fun open access pool times.

Organized recreational activities and classes can include a wide range of activities, including but not limited to scuba, kayak, and canoe, stand up paddle boarding, etc. These programs are usually provided by outside active sport companies in conjunction with the facility. The additional recreational opportunities in a traditional competitive rectangular pool are often overlooked. There is an entire market segment devoted to what we have named “Rectangular Recreation.” The Community Pool can include many recreational amenities in the pools to provide additional recreational and fun activities for students, camp kids, and community families. These can include poolside climbing wall, water basketball and volleyball, inflatable obstacle course, zip line, slack line, log rolling, and other moveable activities and features. These features not only provide activities for a much wider range of ages and interests, but they also help drive additional participation and user generated pool pass and drop-in pass revenue that can pay for the equipment in a short period of time. These elements are cost effective and are designed to be taken in and out of the pool quickly to enable a wide range of programing and scheduling flexibility. Many new facilities phase the purchase or including of recreational features in order to continue to offer new rec features in ongoing years to keep the pool programming, popularity, and experience fresh and ever evolving.

Organized Programs and Aquatic Lifestyle Classes
Outside companies such as scuba and outdoor adventure shops often provide these classes, renting time in the pool. These raise the profile, excitement, and benefits of the Community Pool while also Agenda Report Page 46

generating some small annual revenue. Budget projections for these organized program rentals are projected to be $5,000 annually.

Scuba Programs

Kayak and Stand Up Paddle Boarding

• Stand up paddling (can be linked with fitness programs) • Inner-tube water polo
• Underwater hockey

Inner tube water polo Underwater Hockey
Rectangular Recreation
Many times, the additional recreational opportunities in a traditional competitive rectangular pool are overlooked. The Community Pool can also include many recreational amenities in the pools to Agenda Report Page 47

provide additional recreational and fun activities for students, camp kids, and community families.

We describe this component of recreation activities and equipment “Rectangular Recreation.” These features are often used during holidays, parties, camps, and open rec times, driving added pool pass and drop-in revenue. Many of these features can actually be rented out for special events to help pay for the components.
• Rock climbing wall in deep water (see photos)
• Water basketball hoop
• Pool volleyball
• Inflatable pool climbing and play features (see photos) • Zip line
• Log rolling
o Interestingly, PUSD actually already owns a pool log and have used it in the past • Slack line
Rectangular Recreation Examples

Water Basketball Aqua-Climbing Wall

Wibits Inflatable Pool Play Features
Obstacle Course
Agenda Report Page 48

Zip Line Log Rolling

Slack Line Ninja Cross

PARTY FUNCTIONS, BIRTHDAY PARTIES, AND SPECIAL EVENTS
The Community Pool provides two event/function spaces, a Party Room on the pool deck and the Pavilion and terrace on the roof level of the bathhouse and adjacent space.

Party Room
Recreational programming should also include special events, especially during holidays and for children’s birthday parties and other social events. These activities are a very important part of the facility community services and the overall revenue model of the facility. Many best practice facilities now offer more structured programs with fees that cover incremental costs of pool staff or any specific recreation items that are incorporated into the party. The wide range of recreational elements that can be set-up in the Pool for specific events and parties also contribute to this revenue stream, helping pay for the purchase of the recreational equipment and overall operating costs.

These recreational features linked to parties and special events have become a larger and larger revenue line item for many best practice facilities as well as a very welcome component of community access and use of aquatic facilities. The Community Pool design includes a Party Room (often called a “wet classroom”) function space off of the pool deck for these type of events. The Agenda Report Page 49

Party Room is approximately 376 square feet and can accommodate 20 people in a classroom setting and up to 25-32people in a meal setting or 40–42 in a reception format.

The Party Room space also can be used to support programming at the Community Pool, including:
• Lifeguard classroom work
• Scuba classroom use
• Team meeting room
• Event hospitality
• Senior programming
• Small fitness/activity space
• And more
Annual projected revenue in Year 2 for the Party Room includes $62,540 for birthday parties and an additional $25,000 for other rental uses. Birthday party package fees are projected at average blended resident/non-resident rate of $265 per 2 hours. Party packages include pool passes for guests, use of the Party Room, use of pools and recreation elements, specific lifeguard, and supervision. An option for 3 hour parties at a higher rate can also be included. The projection is based on 5 parties/week for 40 weeks per year and 3 parties/week during the 12 weeks of cooler weather. Pre-pandemic, the existing Pool birthday party rental rate was $150 for residents and $170 for non-residents. This did not include any specific indoor Party Room. Related specific rental of the recreation features of the pool such as the inflatable obstacle course or climbing wall is projected to generate another $4,000 annually by Year 2. The Party Room rental facility for other events is projected at $50/hour and projects 10 hours/week for 50 weeks/year in Year 2.

The birthday party revenue is very conservative and represents a potential revenue upside. The rate can be higher for non-residents with the 20% (or as high as 25%) premium.

The total revenue for the Party Room in Year 2 is $84,000. The payback period based on the high end estimate of Party Room cost of $800,000 is a 9.5 year payback. With anticipated revenue after Year 2 based on inflation and increased use the payback period should be at least a year faster.

The Pavilion
The open air covered Pavilion is located on the roof level of the bathhouse. The Pavilion consists of 1,302 square feet of covered space with an additional 697 feet of uncovered terrace function space.

The space also includes an additional 1,223 square feet of circulation with restrooms and storage available. This facility can host receptions of up to 150 people and meals for 100–115 people or markets and fairs with eight 10’ square booths. Fees for the Pavilion are conservatively projected at $250/hour. Anticipated annual rental revenue is $75,000 by Year 2 based on 300 hours/year.

Other Social Events
The Community Pool also provides great facilities for other social events such as “Dive-in Movies” and more.

Agenda Report Page 50

Dive-In Movies

COMPETITIVE AQUATICS
Training
Competitive aquatics is a very important part of the overall Piedmont Community Pool.

Competitive aquatic programs at the Pool fall into several categories:
• School programs
o Piedmont High School Girls and Boys Swimming and Diving Teams o Piedmont High School Girls and Boys Varsity and Junior Varsity Water Polo Teams ▪ And potentially a freshman team in the future
o Piedmont Middle School swimming and diving and water polo teams ▪ Run by the Recreation Department
o NOTE: See specific section on School Programming in this report • USA Swimming club teams
o Piedmont Swim Team
• USA Water Polo club team
o Potential for new program or satellite program of existing regional club • Diving club team
o Diving facility provides the potential for use by a small diving club team or development program
• Masters swim team
o Currently the projections include an outside masters team renting space in the pool • Community Pool/Recreation Department in-house teams
o Summer club recreation swim team
o Masters swim team
▪ United States Masters Swimming affiliated
▪ Recreation Department may choose to rent space to an existing regional masters swim team expanding into the area
▪ Masters program can also include triathlete swim training Agenda Report Page 51

• Other aquatic teams
o Potential for an in-house or outside diving club in the Community Pool o Future development of a water polo or artistic swimming (formerly synchronized swimming) club team or use by an existing regional club team Training Rental Rates
The Program Model and Schedule Matrices for the Community Pool allocate lane space and times for rental by the Piedmont Swim Team with space available for club water polo, diving, and masters programs. The Schedule Matrix allocates specific time for the high school teams and the Piedmont Swim Team. Remaining available training lane space and time throughout the year is not specifically allocated to a team or club.

Tentative lane rental rates are based on regional market rates and also reflect the costs of pool operations and lifeguarding during practices. Suggested tentative pool lane rental rates for the Community Pool are as follows:

Full Lane Rental Rate: $18 per 25 yard lane/hour
Discounts may be negotiated based on high volume/long term renters.

Training Rental Revenue Projections
Piedmont Swim Team:

The largest rental revenue will be generated by the Piedmont Swim Team. During this study, ISG worked with the Piedmont Swim Team (“PST”) coach, Stefan Bill, to determine the training needs and projections for the team in Year 1. These were broken down by number of lanes, days of week, hours, and seasonality. The increased availability of space allows the PST to consolidate training at the Community Pool, offer enhanced programming, accommodate future team growth, and eliminate use of additional area pools. Overall, PST has identified future annual projected use of as much as of 9,375 lane/hours as available when combined with community and other outside user group use.

For budgeting purposes, the line item detail includes a lump sum total for outside club/group pool rentals. These club/group rentals include PST, water polo club, diving club, and masters program.

The total annual rental revenue is $203,000 in Year 2. This represents approximately an 85% capacity use of the available training pool space during reasonable and favorable hours. The total revenue also factors in up to a 15% discount in rental rates for high volume and long term user group commitments. For reference, PST paid an average of $10.05 per lane/hour in 2019. The current rate with a 15% discount would be approximately $15.30 per lane/hour, which accurately reflects of costs of operation and staffing in today’s market. The breakdown of the actual hours by user groups, rental rates and potential discounts will be fine-tuned closer to the actual scheduling of the pool approaching opening. Estimated space/time projected use for water polo, diving, and masters are included in the revenue line items in Attachment #7A.

There is another $5,000 in annual revenue for one-off swim camps, clinics, triathlon clinics, and other specialty programs.

Agenda Report Page 52

School Teams:

Piedmont High School teams do not pay rent for use of the Community Pool based on the existing PUSD/City joint use agreement. PUSD may pay supervisory fees as indicated in the School Use section of this report.

Training lanes and times are included in the Sample Schedule Matrices in Attachment #3.

Competition and Events
Design Elements
The Community Pool Design includes the following design elements supporting events:
• Seating
o Seating around the pool for approximately 180 spectators o On deck seating for approximately 150 competitors
o Potential for additional seating around Activity/Program Pool and deck as needed • Lane Configurations
o 12 x 25 yard 7’ wide lanes with minimum depth of 6’7” feet (2 meters) ▪ Support events with 8 competitive lanes and 3 or 4 warm-up lanes o 3 x 25 yard warm-up lanes in Activity/Program Pool
▪ For larger events, the 3 lanes in the Activity/Program Pool can also be used for warm-up lanes
• Water Polo
o Full 25m x 20m game course from goal line to goal line with floating goals o All deep water meeting all competitive requirements of 2m deep water • Diving
o 2 x 1m diving boards
o High school meets can be run with the diving and swimming competition concurrently
• Timing system and state of the art scoreboard
• Pool deck office
• Hospitality room (Party Room)
• Event food concession (supported by small concession space in bathhouse/support building) There is no parking on the actual site. Event parking will be on the neighborhood streets usually reserved for student/staff parking during the school day and parking spaces near the school sites during off business hours.

A very important part of the Community Pool design is that the Activity/Program Pool can still be utilized for regular and scheduled community programming while the competitive events are running based on the discretion of the Pool and event management.

Projected Events
The relatively limited spectator and deck space plus the lack of dedicated parking limit the event capacity of the facility. Competitions will include high school swimming dual and tri meets and water polo games and mid-size tournaments and swim meets as capacity allows. The Pool could host small club swim meets or water polo tournaments if City decides to make the Pool available to Agenda Report Page 53

non PUSD events and competitions, but no outside club competition is currently planned or envisioned in the Pool. If the City chooses to host some small club competitions, there would be some small upside in revenue.

The Community Pool can also host specific aquatic sport clinics, camps, and off-season tryouts or training. These are often part of outreach programming for the existing program and are factored into their regular rental time.

In addition to the benefits to PUSD of hosting events at the Community Pool, these events can generate revenue for the Pool as well as some small event generated economic impact and spending in Piedmont. Virtually all of the events in the Community Pool will be hosted by the schools so there is limited direct pool revenue except for the actual event staging costs and concession revenue.

Event Revenue:

Should outside meets/games be hosted, the following event rental rates fare suggested for the facility:
• Main Pool
o Full Day: $2,000
o Half Day: $1,200
o Hourly: $ 250 (minimum of 4 hours)
• Activity/Program Pool (for events)
o Full Day: $ 500
o Half Day: $ 300
o Hourly: $ 60 (minimum of 4 hours)
Event rentals/fees include use of timing system and scoreboard, with additional pass through costs for operator or additional event set-up, tear-down, and cleaning/maintenance. No rental fees are included in the revenue budget. These event costs would be just a pass through supporting the event specific revenue.

Some small additional revenue is generated for the concession sales during events. This revenue is projected to be $4,000 by Year 2.

Most of the events draw local participants not requiring overnight stays, so there is very limited sport tourism economic impact from these events.

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SCHOOLS PROGRAMMING AND USE
The Piedmont Unified School District will be a major user of the Community Pool. During the study process, ISG and Recreation Department staff met with representatives and stakeholders from PUSD to discuss the potential uses, program, and opportunities the Pool presents for the school district. PUSD use projects to be used for much more than just the high school swimming, diving, and water polo team training and competitive use. Additional programs include the following:
• PE programs (for multiple grades pending logistics and transportation) o Adding relevant and popular aquatic lifestyle activities to the PE program • Adaptive PE and special needs programming
• Extra-curricular clubs and after school activities
• Lifeguard and Instructor courses and certification, potentially including in the PE program in partnership with the Piedmont Recreation Department
The school district anticipates that PE aquatic programs would be run from September through October or early November and again in March through the end of the school year.

Benefits to the PUSD include the following:
• Expand participation in the school aquatic sport teams • Host larger events that cannot be hosted in the existing pools • Expand PE aquatic program offerings
• Add aquatic components to adaptive PE and special needs programming • Create water safety certification programs for students • Generate additional well paid part-time jobs for students • Expanded senior and community programming increase student opportunities for public service and community service hours and experience
School District Financial Considerations
The Joint Use Agreement between the City of Piedmont and PUSD provides for reciprocal use of facilities for no rental fee. The only responsibility of the user is to provide qualified personnel to oversee activities. The extent additional personnel may be needed for PUSD pool related activities is to be determined. No school district costs or reimbursement are included in the projected budget.

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COMMUNITY POOL SAMPLE SCHEDULING MATRIX
To successfully maximize all of the aquatic programming, community access, open swim, school district programs and optimize concurrent programming it is critical to develop a sample scheduling model for the Community Pool for illustrative and programming/financial analysis purposes. While this schedule model may seem to be excessive detail at this point in the project development process, it is critical to understand the space and time needed for every program, match the program use and schedule with the design elements created support the program model, and develop and validate the operating budget expenses and revenue projections.

It is also very important for each stakeholder and user groups to understand how their needs are being met and how the spaces are coordinated and shared. The intent of these Schedule Matrices is not to dictate the schedules of use when the facility opens in the future, but to show how the facility can be programmed to help understand the opportunities the Community Pool creates. The Schedule Matrices are based on input from key Piedmont stakeholders, user groups, individual interviews, plus Pool Advisory Committee and PUSD and City staff. This input is combined with best programming and schedule practices and ISG experience in managing facilities and programs.

The Schedule Matrices include the following areas and venues in the Community Pool:
• Main Pool (25 yard stretch)
o Main 8 x 25 yard lanes
o Additional 4 “flex” lanes
• Activity/Program Pool
o 3 x 25 yard lanes
o Program/Leisure stations or areas in the freeform area of pool • Party Room/Wet Classroom (off of pool deck)
The Schedule Matrices provide color coded programming for key programming groups, including:
• Piedmont Unified School District Programming
• User Groups
• Community Programming
The Schedule Matrices have the following seasonal and weekly breakdown:
• School Year: High school & middle school aquatic sport teams in season o Mid-August to end of May
• School Year: High school & middle school teams not in season o End of May to mid-June
• Summer
o Early-June through mid-August
Key Program and Use Scheduling Considerations
Key program scheduling considerations are referenced in each area of programming earlier in this report. These schedule considerations include the following:
• Lap swim lanes throughout the day, even when swim teams are training Agenda Report Page 56

• Lap lanes in both the Main Pool cooler water and Activity/Program Pool warmer water • Swim lessons at convenient times for parents and families • Aquatic fitness programs during the day and evening to provide class opportunities for working participants
• Regular allocated time for open and family swim and recreational use • Priority after school times for Piedmont swimming, diving, and water polo teams o School may choose to prioritize early evening hours depending on coaches’ availability and schedules
• Early morning hours for lap swimming and team training • Time allocated for special needs, adaptive sport, and aquatic therapy and rehab Following is an example of the Schedule Model Matrix to show the breadth of programming and user groups and the schedule detail for each venue. The complete Sample Schedule Matrices are included in Attachment #3.

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ATTACHMENT #3
Sample Schedule Matrix
MAIN POOL: 87' x 75' (29 yd x 25 yd) ACTIVITY/PROGRAM POOL 3,177 sf 12 Lanes Depth 6'7" to 12.0' 3 x 25 yard lap lanes (3'6" to 5'0" deep) Free Area: Zero Entry to 3'6" NOTE: Based on School Day schedule starting at 9am and ending shortly after 3pm.

Color Codes
HS Swimming Teams Club Swim Teams Lap Lanes/Swimming Open Swim-Community Access HS Water Polo Teams Club Water Polo Teams Swim Lessons Home School PE/Fitness Program PE Classes Masters Team Aquatic Fitness Therapy/Rehab
Adaptive PE/Special Needs Artistic Swimming Team Deep Water Fitness Recreation Elements Available Summer School Programs Pre-Team Program Senior Programs Camps: Summer or Holidays Extracurricular Activities/Clubs Summer Rec Swim Team Special Needs Diving Classes School Program-General Triathlon Training Group Aquatic Rec Classes Lifesaving & Red Cross Classes Middle School WP (run by City) Scouting Programs Lifestyle Aquatic: scuba, kayak, etc. Birthday and Other Parties/Events Classes or Team Room Use Diving Club Community Organizations Splash Ball: Intro to Water Polo Other Schools Jr. Lifeguard Program
PR 1 2 3 4 5 6 7 8 PR 1 2 3 4 PR 1 2 3 A B C
5:00 5:00 5:00
5:30 5:30 5:30
6:00 Swim Club Training Masters 6:00 Open 6:00
6:30 Or High School Teams Swim 6:30 6:30
7:00 May alternate days of week. 7:00 Aquatic Fitness 7:00 7:30 Deep 7:30 7:30
8:00 Water Lap 8:00 8:00
8:30 Fitness Lanes 8:30 8:30
9:00 Home School Pending 9:00 Home School Swim Lessons 9:00 9:30 PE & Fitness Demand 9:30 PE & Fitness Pre-Schoolers 9:30 10:00 School Programming 10:00 School Programs 10:00
10:30 10:30 Shallow Wat. 10:30
11:00 11:00 Senior Therapy 11:00 Seniors
11:30 11:30 Program Rehab 11:30
12:00 Deep Water Potential for 12:00 Fitness 12:00
12:30 Fitness Lunch Hour 12:30 12:30
1:00 Masters 1:00 School Programs 1:00
1:30 1:30 Requiring Warm 1:30
2:00 School Programming 2:00 Water (Adaptive, etc.) 2:00 2:30 PE 2:30 Shallow 2:30
3:00 3:00 After School 3:00
3:30 HS Swimming or WP Teams After School 3:30 Open Use 3:30 Team Use 4:00 WP may go later opening up this space Youth 4:00 Swim Lessons Or 4:00 Functions 4:30 for Club Team Programs 4:30 Spaces Can Programs 4:30 5:00 HS Teams may end at 5:30pm, but time WP May use all lanes 5:00 Switch based on 5:00 5:30 Blocked to 6pm for some practices 5:30 classes 5:30 6:00 Club Swim or WP Teams Masters 6:00 and open use 6:00 Party or 6:30 based on demand WP to use all lanes for 6:30 Therapy 6:30 Function 7:00 Diving Club games 7:00 Rehab 7:00 Use
7:30 If demand 7:30 7:30
8:00 Rec Programs (Scuba, kayak, Open 8:00 Open 8:00
8:30 paddle board, etc. 8:30 8:30
9:00 9:00 9:00
9:30 9:30 9:30
10:00 10:00 10:00
12' to 9' 9' to 6' 7"
Warm Water: Depth: 0.0' to 4.6'
6'7" Deep
Lanes
3'6" to 5'0"
Stations
3' to 3'6"
Piedmont Unified School District
Programming
User Groups
Main Course 25 yard lanes. Adjusted
lengthwise for Water Polo
Community and/or
Team Use
Pool Deck Party &
Function Space
NOTE: Program and Schedule target for Year Two-the majority of the programming and scheduled time will be established in Year One but may not be fully utilized.

Piedmont Community Pool
Sample Schedule Matrix Model
School Year with HS Teams in Season: Mid August through Early May Weekdays
Temperature: 79° to 80°
NOTE: Stations in the warm-water Activity/Program pool can be divided to accommodate different programs. Schedule shows prime program at specific time.

Pool Deck Party Room
and Function Space
August 1, 2022
Community Programming
Temperature: 83-85°
Main Competition Pool 25yd x 87' Activity/Program Pool
3,177 sf with Ramp & Stairs
Agenda Report Page 58

User Load Analysis
The Schedule Matrix also allows for a detailed analysis of hourly user load and overall visitors to the Community Pool. The analysis of user load is an important part of the overall management of staffing and programming. The user load coordinates with the Sample Schedule Matrix. The user load is based on the projected percentage of total facility capacity during the different seasons and time of day.

School Year
During the school year weekdays, the peak user load is from 4:00pm through 8:00pm and then drops off. During this period, the peak estimated user load is 130 users including staff. During the school day, the user load averages between 40 and 75 users/hour. School year weekends average 75 to 115 users in the morning program/team hours and then decreases to 75 to 100 during the afternoon depending on the weather.

Summer
During the summer weekdays, programming user load reaches 115 users by 9:00am, driven by programs, and then averages 100+ during the day through 5:00pm.

Summer weekends have similar weekend numbers of approximately 115 users during the programmed hours before noon and then increasing to max capacities ranging from 122 to 150 pool users during the afternoon. The actual facility users are often higher during this period due to family members entering the facility who do not swim.

User Load Totals
Overall, ISG projects a total of 243,475 daily visitors to the Pool during the course of the year. This breaks down as follows:
• School Year Weekdays: 121,750
• School Year Weekends and Holidays: 57,400
• Summer Weekdays: 42,600
• Summer Weekends: 14,225
• High School Events: 7,500
TOTAL ANNUAL DAILY VISITORS 243,475
Agenda Report Page 59

POOL PASS AND USER MODEL
Pool passes and usage/drop-in fees will be an important part of the business model and community benefits for the new Community Pool. The opening of a new facility is an ideal to take a close analytic look at the historic pool pass and user fee models and update the models based on market and user considerations, best practices and trends at comparable facilities regionally and nationally.

ISG developed the pool pass and drop-in fee revenue projections based on use of the existing model with projected fee increases and user increases. ISG also conducted a market survey of aquatic facility fees in the area. Finally, this report outlines suggestions and updates to consider as the City approaches opening. Updating the pool pass model is something that ISG thinks should be discussed more formally with the Pool Advisory Committee, City and Recreation Department management.

Pool Pass and Drop-in Revenue Projections
Pool pass and drop-in revenue should improve significantly compared to the revenue during the last full pre-pandemic year the Existing Pool was in operation. Key factors driving increased revenue using the new Pool pass model include the following:
• “New Pool” factor
• More than double the water space
• Added aquatic recreation, program, leisure features and amenities • Both pools open year-round
• Opportunity for concurrent programming, optimizing efficient use of the pool • Enhanced and new programming
• Increases in pass fees since the 2019-2020 rates
o Linked to added value plus increased operational costs Assumptions used in the projected budget calculations:
• Increase of 20% in pool pass and drop-in fees from the 2019-20 fee schedule o Reflects added value and operating cost inflation
• Increase of 25% in pool passes purchased
• Increase of 25% of drop-in fees
Note that the drop-in fees are actually higher in Year 1 as many people try out the new Community Pool prior to purchasing a pool pass. Also, note there is $15,000 in pool pass revenue factored into Year Zero, reflecting advance purchases prior to the Pool opening. Advance purchase incentives can be effectively marketed to drive even more Year Zero revenue to cover some of the pre-opening startup expenses. ISG thinks the pool pass and drop-in revenue is actually conservative, and the new Pool may generate even more revenue.

This Study also completed a market analysis of Pool Passes, Memberships, and Drop-In fees at area facilities. This analysis is included in this report at Attachment #5.

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Pool Passes and User Load Revenue Projections
Years 1-5
Teams Historic
Actuals Year 1 Year 2 Year 3 Year 4 Year 5
Daily Drop-in Fees $43,983 $70,000 $55,000 $60,500 $65,340 $67,954 Pool Passes $276,487 $373,257 $414,730 $456,203 $501,823 $521,896 Total Rental Revenue $320,470 $443,257 $469,730 $516,703 $567,163 $589,850 The details of these Pool Pass calculations are included in the Facility Revenue Line Item Detail, Attachment #7A.

Pool Pass Considerations for Discussion
The Piedmont pool pass and drop-in model has been in place for many years, with only small incremental increases over the past ten years, not keeping up with inflation. Analysis of the facilities in the local and regional market and regional and national best practice facility models suggest that there are several pool pass considerations that should be discussed with the Pool Advisory Committee, City management, Recreation Department, and aquatic stakeholders to identify opportunities for updates and enhancement of the past pool pass and drop-in model. Attachment #5 includes a Model Analysis of the current Piedmont Pool Pass model with revenue analysis as well as comments on the model with suggested updates. This analysis includes an analysis of total pool pass share by type of pass as well as revenue generated by each pass. It also includes a breakdown of resident and non-resident ratios by type of pass, average per month cost, and historic actuals.

This Model Analysis can be a good starting point and data for the updating of the pass model for the new Community Pool.

Key considerations for discussion in the Model Analysis include the following:
• Family Pool Passes
o Family pool passes were only a 15% to 20% increase over an adult individual rate.

Normally family pool passes or membership fees are in the 1.6 to 1.75 ratio at a minimum
o The family pool pass is underpriced based on the adult pass • Couples Passes: Adult Couples and Senior Couples
o Most facilities now include a couples pool pass or membership. These are becoming very popular and a significant component of the pool pass model o Most couples pool passes or membership fees are roughly a 1.5 multiplier over the individual adult or senior passes
• Non-Resident Premium
o The non-resident premium in the current pool pass model was lower than most area and national non-resident premiums at public municipal facilities o Annual non-resident pool pass premiums were in the 10% to 13% range o Monthly non-resident premiums were in the 17% to 18% premium o These were lower than the non-resident premiums for programs such as learn to swim
o To be consistent, we would suggest a 25% premium for non-resident users Agenda Report Page 61

▪ For messaging purposes, the non-resident rate can also be branded the “standard” rate the resident rate then can be positioned as a 20% resident discount.
▪ Most comparable facilities are in the 20% to 25% non-resident premium range (16.7% to 20% resident discount)
▪ Initial analysis included a 20% non-resident premium. Market and demographic suggest that an increase to a 25% premium (20% resident discount) would not negatively impact the number of non-resident pool pass purchasers and therefore will generate a small amount or increased revenue of $18,600 in Year 1 increasing to $26,700 in Year 5.
▪ Increasing the non-resident premium to 30% (resident discount of 23%) would likely have some small negative impact, reducing the total number of non-resident pool pass purchasers. The loss of some pass holders would be balanced by the small additional revenue, resulting in no net impact on net pool pass non-resident revenue, but it would slightly decrease overall pool pass users which may have some small indirect negative impact on program and class participation resulting in some small indirect revenue loss. • Child and Youth Passes
o Most facilities have youth pool pass options, not just drop-in rates o With such a small increment for the family pass, there is little incentive for youth passes
o Discuss youth passes if the family rate is adjusted
o Youth passes can vary by age, with youth under age 13 needing an adult accompanying them or participating in a specific supervised program • Senior Pass Holders
o The number of senior pass holders historically was low compared to the senior population in Piedmont
▪ This should be further analyzed to better understand why there weren’t more senior pass holders historically
▪ Was this a program or access issue?
• Seasonal Passes
o Seasonal passes were good from May to October and were pro-rated twice per summer based on purchase date
▪ This is confusing
o The seasonal passes did not correspond to an identifiable season and the six month length
o The seasonal passes made up a very low percentage of all pass categories, in the 1% to 3% of all passes.
o The goals and objectives of the seasonal pass need to be refined so that the seasonal pass is a more targeted option for different groups.
• Structure and methodology for financial aid to Piedmont residents who cannot afford pool passes
Categories of Pool Passes
While the past goal may have been to simplify the model, the following options have proved successful and popular and have helped drive increase pool pass and membership revenue at other facilities. Pool passes can include the following categories:

Agenda Report Page 62

• Adult
• Adult Couple
• Senior
• Senior Couple
• Child/Youth
• Family
• Veterans or active military (option to be considered) • Corporate
Pool Pass Benefits
If updates to the Pool Pass Model are considered, it will be important to better define pool pass benefits. Benefits can include the following:
• Access to all open swim, rec swim, and lap swim times and space • Discount on programs such as aquatic fitness, learn to swim, lifeguard, rec classes, etc. o Usually in the 10% to 15% range
o This may incentivize non-residents to purchase Pool Passes to reduce their class fees, especially learn to swim programs
• Priority registration for programs
• Discount birthday parties and on rental of the Party Room and the Pavilion o Applies to annual and seasonal passes
• Guest Passes
o An annual pool pass holder might get 12 guest passes for the year o A seasonal pool pass holder might get equivalent of 2 guest passes/month o These can be a good marketing tool to both promote pool passes and turn guest pass recipients into future pass holders and regular users. This definitely adds value to the passes
o Applies to annual and season passes
These examples of benefits can serve as another element of the basis to review the Pool Pass Model for the opening of the new Community Pool.

Agenda Report Page 63

FACILITY MANAGEMENT & STAFFING
Facility management and staffing is critical to the success of the overall Community Pool, including safety, operations, programming, and financial viability.

It is more difficult than ever to find good learn to swim instructors and find and retain lifeguards, especially during daytime hours. It is also difficult to find aquatic fitness instructors that are trained and certified in new aquatic fitness trends and a wide range of programming. The financial projection in this study addresses these issues as follows:
• Lifeguard, lesson instructor, front desk hourly wages commensurate with the market and sufficient to attract good staff
• Staff training and development budget
• To ensure a higher level of risk management, the management and budget model includes lifeguarding all outside user groups, with the cost included in the rental rates The budget projections for the Community Pool management and staffing have been robust to ensure that the management and staff are sufficient to support and create enhanced, expanded, and new aquatic programming and generate additional use at the Community Pool.

ISG worked closely with Chelle Putzer, City of Piedmont Recreation Director, and Michael Szczech, City of Piedmont Finance Director, to develop the management and staffing model and the appropriate salaries, wages, payroll taxes/expenses, and benefits. More Details of management and staff positions are included in the Facility Expenses and Program Expenses Line Item detail in Attachments #7C and #7D.

Full-Time Staff
The new Community Pool has created new positions, based on the expanded scope of the pools, increased programming, year-round use of both pools, and added facility management needs. The following full-time staff positions have been created and existing positions updated. • Aquatics Supervisor (top overall position at the Community Pool) o New position
o Starting salary at the high end of the Recreation Department Supervisor range ▪ Projected Year 1 salary = $99,684
▪ May not hire initially at the top step of the salary range o Begin position 8 months prior to opening of the new Pool • Aquatics Coordinator (existing position)
o Starting salary at high end of Aquatics Coordinator range ▪ Projected Year 1 salary = $65,075
▪ May not hire initially at the top step of the salary range o Begin position 4 months prior to opening of the new Pool • Customer Service and Marketing Coordinator (New)
o Projected as a half-time (0.5 FTE) position linked to a related position in the City or combined with other pool responsibilities
o May not need pending skill set and experience of the Aquatics Supervisor in these areas
o Starting part-time salary at $30,000 (Base of $60,000 full-time FTE) Agenda Report Page 64

o Position beginning 3 months prior to opening
o This position is in the budget projections but may represent a position that could be eliminated. Would need to weigh against the importance of marketing and servicing pass holders and program participants.
• Maintenance/Operations Specialist (New)
o It is important to have a single maintenance staff position that has responsibility and accountability for the Community Pool facility.
▪ Work closely with Aquatics Supervisor in maintaining the facility ▪ Level/title to be determined
o This position is envisioned as a 0.5 FTE, perhaps linked to other City maintenance/operations staff
o Starting part-time salary at $30,000 (Base of $60,000 full-time FTE) o Position starts 1 month prior to opening
Part-Time Staff
The part-time staff detail, including lifeguards, head lifeguard, front desk/access control, and program instructors is detailed in the Line Item Detail Attachments #7C and #7D.

Projections are based on best practice and recommended risk management procedures to fully guard programs, including user groups. The budget calculates the lifeguard and front desk hours for summer and school year to reflect the different seasonal schedules and user loads more accurately.

The budget also includes a reduction of lifeguard hours based on lifeguard hour “attrition.” Lifeguard attrition is the reduced lifeguard hours based on closing or reduced load due to inclement weather or other pool down times as well as good staff management linked to the variabilities of user load.

The hourly wages for part-time staff factor in current local market labor conditions including shortages, difficulty to find staff, comparable position hourly wages in other aquatic facilities, and projected trends. The part-time staff wages are developed to attract and retain qualified staff. The staff budget also includes training budgets to provide staff training and certification as well as compensation for outside training and development for Community Pool staff.

Agenda Report Page 65

FINANCIAL OPERATING PROJECTIONS and BUDGETS
The development of the Financial Operating Projections is the critical element of this study. It builds on all of the program, market, management, and design analysis included earlier in this study and report. The City is hoping that the Pool can become self-sustaining in its annual and long-term analysis.

Budget Format
The budget format is broken down into the following 5-year annual projections:
• 5-Year Annual Profit and Loss (P & L) Statement
• Budget Line Item Detail
o Facility Revenue
▪ Pool passes, drop-in fees, rent, sponsorships, outside program providers, etc. ▪ Note that many facility revenue items are discussed in specific program and pool pass sections earlier in this report
o Program Revenue
▪ Revenue generated from specific in-house facility programs ▪ Note that specific program revenue projections are included in specific program sections earlier in this report
o Operational Expenses
▪ Fixed expenses and staffing, including utilities, maintenance, equipment, supplies, office, insurance expenses, etc.
o Program Expenses
▪ Expenses directly related to specific in-house programs o Program Net Revenue Analysis
▪ Tracking program specific revenue and expenses makes it possible to track the net revenue and profit from specific programs, a very helpful analytic tool in managing the facility
Each of these budget components include line item details of all expense and revenue categories with a comments column for backup comments, assumptions, and considerations. Line items are also color coded based on the following considerations:
• Potential to reduce costs
• Risk of increasing costs
• Potential to increase revenue
• Line items requiring further discussion and fine tuning as the project progresses toward opening
The P & L summary and the line item budget detail also include a column for the pre-pandemic operating costs and revenue of the existing pool prior to closing. ISG used the most recent full year budget but used some averages or adjusted numbers when there was a large anomaly from one year to another. These historic line items also include the current City of Piedmont General Ledger (GL) account numbers to better compare projections to the existing City budget cost centers. These cost centers have been updated to reflect changes in cost centers since the existing pool closed.

Agenda Report Page 66

The 5-Year annual projections also include a Year Zero, which projects pre-opening expense not necessarily included in the capital project costs. These costs can include management and staff hiring prior to opening, staff training, pre-opening marketing, program equipment, and other expenses that may not be included in capital project costs.

As part of P & L analysis the Budget Analysis will also include the following analytic metrics:
• Percent Cost Recovery
o The percent of overall expenses covered by facility revenue • 20-Year Long Term Capital Replacement and Maintenance Projections o Identify the Capital Reserve necessary to plan for long term capital costs o Options to accrue and budget for this Capital Reserve • Net Operating Revenue
o The Net Operating Revenue (Deficit) will include two net numbers:
▪ Direct Operating Net Revenue
• Including only the actual program and operating expenses and revenue
• Similar to EBIT (Earnings Before Interest and Taxes) in business P & Ls
▪ Overall Facility Net Revenue
• Adding in the following elements into the Net Revenue o Any annual allocation to Long Term Capital Reserve Fund Financial Analysis Methodology and Assumptions
ISG developed the budget format based on management-based facility budgeting. The budget projections factor in City management and staffing organizational structure, employee benefits, and other relevant City budgeting elements and procedures.

ISG developed the budget projections from the bottom up, not working top down to meet any preconceived net budget targets. Current Piedmont utility rates for water and sewer were used in budget calculations. The energy costs used in the projections were drawn from the all-electric energy use model developed by ELS Architecture and their energy consultant.

Up until 2021, ISG used an annual cost escalation factor of 2.5%. The escalation/inflation percentages used in this projection are higher based on forward looking estimates factoring in current inflation rates and projecting gradual decreases in the future inflation rate coinciding with the projected 2024 opening of the pool. The annual escalation rates used for expenses in this projection are as follows unless otherwise indicated:

Year 2: 5.0%
Year 3: 4.0%
Year 4: 3.0%
Year 5: 2.5%
Revenue projections vary from item to item to reflect projected real growth and also include increases in pool pass rates and class and program fees to keep up with the escalating cost of operating and maintaining the Pool. Program and class fees are not increased in Year 2 but increases are included in Year 3 and Year 5. We encourage keeping fees flat in Year 2 as the Pool use and programs are established and grow.

Agenda Report Page 67

Profit and Loss Summary
Following is the summary of the 5-Year P & L Statement for the Community Pool based on the publicly funded model.

Community Pool Profit & Loss Summary
Budget
Category
*Historic
Actuals Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
Facility
Revenue $362,494 @$70,000 $800,107 $911,048 $1,003,924 $1,082,290 $1,127,573 Program
Revenue $185,639 $0 $469,917 $612,065 $720,435 $769,170 $823,337 Total
Revenue $548,133 $70,000 $1,270,024 $1,523,113 $1,724,358 $1,851,459 $1,950,910 Operational
Expenses $659,808 $185,941 $1,272,993 $1,335,480 $1,385,529 $1,426,667 $1,474,978 Program
Expenses $57,772 $8,731 $171,029 $217,068 $252,572 $267,820 $284,686 Total
Expenses $719,143 $194,672 $1,444,022 $1,552,548 $1,638,101 $1,694,487 $1,759,664 Net Direct
Income
(Loss)
$(171,010) $(124,672) $(173,998) $(29,435) $86,257 $156,972 $191,245 Cost
Recovery 76% 36% 88% 98% 105% 109% 111%
Additional
Expenses
Annual
Reserve
Fund
Allocation
$0 $0 $0 $35,000 $60,000 $75,000
Total Gross
Expenses
with Reserve
Fund
Allocation
$194,672 $1,444,022 $1,552,548 $1,673,101 $1,754,487 $1,834,664 Total Net
Income
(Loss) with
Capital
Reserve
$(124,672) $(173,998) $(29,435) $51,257 $96,972 $116,245 Cost
Recovery 36% 88% 98% 103% 106% 106%
Agenda Report Page 68

*NOTE: Historic Actuals are based on FY 2019 with some adjustments based on FY 2018. These are the last two full years the pool was in operation pre-pandemic. @NOTE: Current Pool Reserve Fund
The full P & L Summary and Line item detail is included in this Report as Attachment #6.

The specific budget components in this Attachment include the following:

Attachment #6 P & L Summary
Attachment #7A Facility Revenue
Attachment #7B Program Revenue
Attachment #7C Operating Expenses
Attachment #7D Program Expenses
Attachment #7E Program Net Revenue Analysis
Long Term Capital Replacement and Maintenance Fund
A very important element of a successful and financially sustainable Community Pool facility is the planning and budgeting for long term capital replacement and maintenance for the facility. The Long Term Capital Replacement and Maintenance Fund is based on projections of anticipated capital costs over the first twenty years of the Community Pool operation. These projections assume best practice annual maintenance and upkeep. The Capital Fund can cover pool and building mechanical and HVAC systems maintenance and updates, sport equipment such as scoreboards, roof repairs, painting, carpeting, and other anticipated needs. This fund also anticipates technology updates during these years.

This Long Term Reserve Fund can be funded by a combination of the following:
• Initial lump sum included in the Capital Project Costs • Annual fund allocation from net operating revenue
• For publicly funded projects some facilities use a portion of a facility user fee assessment, event, hotel, restaurant, or sales tax component to fund long term reserve and any emergency or rainy day operating shortfall contingency funding
• For the purpose of these projections the Reserve Fund is funded by annual line item allocations.

Long Term Capital Replacement and Maintenance Fund Accrual (Based on Budget Projections)
Reserve Funding 5 Years 10 Years 15 Years 20 Years
Accrual Target $170,000 $580,131 $1,055,585 $1,606,766
See the P & L Summary in Attachment #6 for details of annual allocation to the Reserve Fund that funds these accrual targets.

Following is the full Profit and Loss Summary.

Agenda Report Page 69
ATTACHMENT #6
Profit Loss Summary
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39 A B C G H I J K L M
*Year Zero is the 12 months prior to opening of facility. Expenses are those not included in Capital Project Costs Year Zero costs can all be included in project capital costs based on funding model.

Net Operating Revenue (Deficit) Not including Long Term Capital Reserve Total Net Operating Revenue (Deficit) Including Long Term Capital Reserve @Line Items are average of FY 2018 and FY 2019 full years or 2019 if higher.

Pre-Pandemic
REVENUE Actuals
Reference@ Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 FACILITY REVENUE 362,494 70,000 $ 800,107 $ 911,048 $ 1,003,924 $ 1,082,290 $ 1,127,573 Educational, Camps and Clinics 0 0 4,400 5,000 5,400 5,616 5,841 Club and Training Rental 32,748 0 184,200 208,000 228,400 241,876 251,424 Other Pool Rentals 0 0 15,075 25,125 27,660 29,285 30,596 Competitive Events 0 0 2,640 4,000 4,400 4,664 4,897
Special Events & Functions 0 0 120,532 166,540 182,863 190,178 197,785 Concessions & Vending Sales 0 0 0 0 0 0 0
Pool Passes & Daily Use Fees 320,470 15,000 461,920 490,467 540,064 592,849 616,563 Facility Sponsorships/Advertising/Contributions 0 0 7,500 7,500 7,500 7,500 7,500 School District & Partnerships 0 0 0 0 0 0 0
Miscellaneous 9,276 70,000 3,840 4,416 7,637 10,322 12,967 PROGRAM REVENUE 185,639 $ - $ 469,917 $ 612,065 $ 720,435 $ 769,170 $ 823,337 Community and Educational Programs 16,887 0 26,280 35,150 39,368 40,943 42,580 Aquatic Training, Fitness and Therapy 10,792 0 57,412 90,720 101,246 105,255 109,423 Learn to Swim 138,864 0 294,850 355,320 430,974 464,652 507,217 Camps and Clinic Programs 7,379 0 20,425 33,075 42,940 47,645 49,224 Club Team and Training Programs 0 0 33,650 48,900 52,902 55,651 57,767 Concessions and Sales 11,717 0 34,800 46,400 50,504 52,524 54,625 Program Sponsorships/Advertising/Contributions 0 0 2,500 2,500 2,500 2,500 2,500 Miscellaneous 0 0 0 0 0 0 0
TOTAL REVENUE $ 548,133 $ 70,000 $ 1,270,024 $ 1,523,113 $ 1,724,358 $ 1,851,459 $ 1,950,910 Projected Revenue Growth Rate 20% 13% 7% 5%
NOTE: Historic Actuals are blended average over 2018 and 2019 and not the exact total of the line items not including capital outlay or liabilities.

NOTE: Total Historic Revenue is based on FY 2018, the highest revenue in most recent 3 years of operation Projected Operating Budget
Piedmont Community Pool
Profit & Loss Summary
November 18, 2022
Financial Forecast Pre-Opening Year Through Year 5
25 yard x 87 foot Main Pool with Warm-Water Activity/Program Pool 12:45 PM 1 of 3
Agenda Report Page 70
ATTACHMENT #6
Profit Loss Summary
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50 51
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70 A B C G H I J K L M
EXPENSES Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5
OPERATIONAL EXPENSES 659,808 185,941 1,272,993 1,335,480 1,385,529 1,426,667 1,474,978 Utilities 63,049 0 92,968 97,616 101,521 104,567 107,181 Maintenance 104,474 0 53,000 60,050 62,872 64,758 79,377 Equipment and Supplies 54,247 43,000 65,700 69,435 72,212 74,379 76,238 Staff Wages & Salaries 304,252 101,513 775,066 813,819 846,372 871,763 893,557 Staff Benefits & Payroll Taxes 52,116 27,978 168,759 177,159 184,216 189,720 194,444 Staff-Other Costs 20,994 7,250 10,000 9,300 9,052 9,324 9,557 Outside Services 38,876 0 57,000 59,400 61,656 63,416 64,926 General Office (includes insurance) 21,800 6,200 40,500 41,200 42,628 43,742 44,698 Miscellaneous Expense Contingency 0 0 10,000 7,500 5,000 5,000 5,000 PROGRAM EXPENSES 57,772 8,731 171,029 217,068 252,572 267,820 284,686 Community and Educational Programs 0 2,000 10,991 13,857 15,220 15,729 16,258 Aquatic Training, Fitness, and Therapy 0 2,577 20,550 31,312 34,713 36,008 37,355 Learn to Swim 51,503 3,654 96,415 117,350 142,809 153,072 165,966 Camps and Clinics 0 500 7,939 11,768 14,729 16,159 16,670 Team Programs 0 0 7,170 9,904 10,120 10,640 11,040
Aquatic Program Staff-Miscellaneous 0 0 0 0 0 0 0
Concessions & Sales 6,269 0 27,965 32,877 34,983 36,212 37,398 Scholarships & Student Support 0 0 0 0 0 0 0
TOTAL OPERATING EXPENSES $ 719,143 $ 194,672 $ 1,444,022 $ 1,552,548 $ 1,638,101 $ 1,694,487 $ 1,759,664 Projected Operating Expense Growth Rate 8% 6% 3% 4%
NOTE: Historic Line Item Actuals are blended average over 2018 and 2019, not the exact total of the line items not including capital outlay or liabilities.

NON-OPERATING EXPENSES $ - $ - $ - $ - $ 35,000 $ 60,000 $ 75,000 Annual Capital Replacement Reserve
Allocation $ - $ - $ - $ 35,000 $ 60,000 $ 75,000
TOTAL GROSS EXPENSES $ 719,143 $ 194,672 $ 1,444,022 $ 1,552,548 $ 1,673,101 $ 1,754,487 $ 1,834,664 12:45 PM 2 of 3
Agenda Report Page 71
ATTACHMENT #6
Profit Loss Summary
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A B C G H I J K L M
Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5
NET DIRECT INCOME (LOSS) $ (171,010) $ (124,672) $ (173,998) $ (29,435) $ 86,257 $ 156,972 $ 191,245 COST RECOVERY (Direct Revenue & Expenses Only) 76% 36% 88% 98% 105% 109% 111% CUMULATIVE NET OPERATING INCOME (LOSS) $ (171,010) $ (124,672) $ (298,670) $ (328,105) $ (241,847) $ (84,875) $ 106,370 ACTUAL NET LOSS IN FY 2019 (2018-19) $ (223,336) With Insurance included.

NET GRAND TOTAL INCOME (LOSS) $ (124,672) $ (173,998) $ (29,435) $ 51,257 $ 96,972 $ 116,245 COST RECOVERY (with Capital Reserve) 36% 88% 98% 103% 106% 106% CUMULATIVE TOTAL NET INCOME (LOSS) $ (124,672) $ (298,670) $ (328,105) $ (276,847) $ (179,875) $ (63,630)

CAPITAL RESERVE ACCUMULATION
LONG TERM CAPITAL MAINTENANCE RESERVE Year 1 Year 2 Year 3 Year 4 Year 5 Cumulative Annual Reserve Fund Allocation $ - $ - $ 35,000 $ 60,000 $ 75,000 Cumulative Reserve Fund: Years 1-5 $ - $ - $ 35,000 $ 95,000 $ 170,000 $ 170,000 Annual Reserve Fund: Years 6-10 Allocation
(=3% annually) $ 77,250 $ 79,568 $ 81,955 $ 84,413 $ 86,946 $ 580,131 Annual Reserve Fund: Years 11-15 $ 89,554 $ 92,241 $ 95,008 $ 97,858 $ 100,794 $ 1,055,585 Annual Reserve Fund: Years 16-20 $ 103,818 $ 106,932 $ 110,140 $ 113,444 $ 116,848 $ 1,606,766 12:45 PM 3 of 3
Agenda Report Page 72

ECONOMIC IMPACT and JOB CREATION
Event Economic Impact
Sports Tourism/Event Impact
The events projected for the Community Pool will mostly attract local teams, participants, and spectators, with very few overnight visitors to Piedmont. Total economic impact from event is between $50,000 to $75,000 by Year 2. There is some limited meal revenue generated by event attendees, estimated at approximately $4,000 in Year 2.

Job Creation
The new Community Pool will create a significant number of new jobs in the area compared to the existing pool facility.

Piedmont area: These jobs will include full-time professional management level jobs as well as fulltime hourly jobs. A significant number of part-time hourly jobs suitable for students, young adults, and even older adults and seniors will also be created.

Based on the current design, program model, and budget projections the following jobs and overall payroll will be generated by the Piedmont Community Pool. • 1-2 new full-time positions
• 30-50 new part-time positions
o Staffed by 60-100 individual part-time employees
Agenda Report Page 73

ADVERTISING AND SPONSORSHIP OPPORTUNITIES
The new Community Pool provides a potential platform for sponsorship and advertising, including facility, program, and event sponsorships. The high swimming and diving meet and water polo game and small tournament mid-level event capabilities of the Pool add to the value of the facility for business partners and local supporters. Advertising and sponsorship opportunities include a wide range of platforms, including the following:
• Scoreboards sponsorship
o May be minimized by naming rights provided to donor funding the scoreboard • Event promotions and embedded activities
• Sponsorship of team related signage and recognition elements in the facilities • General facility signage
• Website ads
• Program sponsorship
Although the likelihood of some sponsorship and advertising support exists, ISG does not like to include significant “soft dollars” in the revenue projections. The line item revenue projected in the operating budget is less than 1% of total gross revenue. Many comparable facilities generate up to 3% to 5% of gross revenue. We think this can be another revenue upside.

Community Pool Sponsorship and Advertising Revenue Projections Category Year 1 Year 2 Year 3 Year 4 Year 5
Facility Advertising,
Sponsorship, and Grants $7,500 $7,500 $7,500 $7,500 $7,500 Program Advertising,
Sponsorship, and Grants $2,500 $2,500 $2,500 $2,500 $2,500 Total Sponsorship and
Advertising Revenue $10,000 $10,000 $10,000 $10,000 $10,000 Percent of Total Revenue 0.8% 0.7% 0.6% 0.6% 0.5%
Agenda Report Page 74

KEYS TO SUCCESS AND FACTORS IN FAILURE
The common perception of pools is that they always lose money and cannot operate in a reasonable financially sustainable model within public budgets without excessive subsidies from public entities, taxpayers, or outside entities. To understand how the new Piedmont Community Pool can succeed, it is important to understand the best practices of facilities that have succeed and the reasons behind failed or underperforming aquatic and recreation facilities. These factors are brokendown into several key areas:
• Management
• Programming
• Design
• Financial Management
In this discussion, we will refer to the overall facility as the Pool for convenience. These keys to success have been factored into the program, design, management, and financial model for the Pool to optimize the potential for success.

DEFINITION OF SUCCESS AND SUSTAINABILITY
The definition of success and financial sustainability is different for each facility and community, depending on the public and partner goals of the facility. A facility that charges market rates for all programs and pool rental can be quite sustainable. A public or school district facility may not be sustainable because of specific goals of the public entity, owner, or managing partnerships. For a public facility for example, the use of the facility by the school district is not charged as rental or lessons are provided free for all third graders, etc. A public pool may provide significant user discounts for membership, use, and even class programs such as learn to swim or aquatic lessons for city or county residents. A public facility may also offer local youth groups and teams low rent below the actual cost of operating the pool as part of overall support of youth programs, activities, and fitness in the community. It is important to integrate goals and public benefits into any discussion of what constitutes success and sustainability in each program. In the case of the City of Piedmont, it will be important to balance City goals and mission with financial sustainability objectives to understand the ideal balance of higher market rate fees versus financial accessibility and affordability for residents. This is a particularly important element when public and taxpayer funding is a component of project funding.

MANAGEMENT
The management of the facility is the single most important element in the success of the Pool. The management must be proactive in its programming and marketing approach and adopt an entrepreneurial approach to the business of aquatics.

Aquatic Supervisor: Program and Facility Management Positions Keys to Success
Management positions should have the following experience and expertise collectively in key management staff.

Agenda Report Page 75

• Critical to have experience in running facilities that have a full range of programming and events with specific financial and operating goals and metrics o Expertise in developing, marketing, and executing a wide range of programs o Experience in developing and managing pool and aquatic center budgets o Experience in bidding, securing, and managing events, including working with local event hosts and organizations
o Experience with and ideally an existing network of contacts with relevant sport governing bodies (local, state, regional, national) including high school sport organizations
o Network and membership in key sport and aquatic safety, fitness, and management professional organizations and regular attendance at conventions and camps to maintain up to date knowledge of new trends in aquatic facility and program management
▪ There are many such organizations available
▪ Membership in professional organizations is included in the Pool budget o Experience in marketing, sponsorship, advertising as it relates to generating support for the Pool and its programs
o Ability to work closely with the community, civic entities, interest groups, and the philanthropic community to generate maximum support for the operations and programming of the Pool
• The top management position should ideally begin eight months in advance of the opening of the Community Pool. In the case of the Piedmont Community Pool, this may be reduced to six months based on the history of operating the previous community pool. o Develop and launch programs
o Develop, launch, and market pool passes and programs
o Begin to plan in advance for securing and scheduling events o Obtain commitments and contracts from users and program partners o Build staff structure and develop training program for staff prior to opening o Funding for this is part of the Year Zero budget projections Risks for Failure
• Traditional experience in parks and recreation facilities or clubs with subsidized operation where marketing and entrepreneurial initiatives are not encouraged or rewarded • Lack of strong specific sport program and facility experience • Limited business or sport management background
• Lack of clear and measurable pool program, use, and revenue goals, objectives, and metrics • Lack of clear management accountability linked to the goal metrics The Piedmont Community Pool Plan
• This program and financial analysis and model the management level staff and funding for the Pool to support these Keys to Success
• Budget is included to support training and necessary staff development • Travel budget is included to allow key management to attend conferences and for continuing professional development as well as attending sport governing body meetings as relevant for events at the Pool
Agenda Report Page 76

Program Management (Coordinators and Programmers)
Keys to Success
• Very important to have a strong and experienced program management team on board • Also, important to include experience and responsibilities for marketing the programs-it is not just “build it and they will come!” Programs must be effectively marketed and communicated
• Network and membership in key sport safety, fitness, and management professional organizations and regular attendance at conventions and camps to maintain up to date knowledge of new trends in aquatic facility and program development, trends, and management
• If funding allows this position should be filled three to four months prior to opening, but this role is often filled by the overall Aquatic Supervisor initially • For larger programs such as the learn to swim program or aquatic fitness it may be more effective to have a specific program coordinator or head instructor who can provide direct supervision and management of the program supporting the overall aquatic management as part of their instructor role. This responsibility can be added as programs grow and require more direct supervision and management. This can also apply to other programs as they grow.
o May be head instructor with additional pay or compensation for these management or supervisory responsibilities
• It is important to visibly and publicly recognize your staff credentials and professional organizational affiliations to publicly validate the quality and expertise of your programs and staff
Risks for Failure
• Inexperience in starting up programs or growing programs • Lack of involvement in the aquatic professional world and not remaining current in trends and developments in aquatic programming
• Lack of personal hands on experience in actually running and teaching in programs • Lack of commitment, goals, and measurable accountability in building and marketing the programs
Piedmont Community Pool Plan
• This program and financial analysis include program level staff for the Pool and budgeting for appropriate hiring lead times
• Travel budget is included to allow programmers to attend conferences and for continuing professional development
• Staff development and training budget is included in the Pool staffing costs Instructors and Support Staff
Keys to Success
• Instructors, teachers, front desk/reception staff, and other key staff that interface with the public should be well trained and compensated
o Customer facing staff such as front desk staffs, instructors, and lifeguards should be trained in customer service and communication skills, not just the technical elements of membership software and the required certification programs Agenda Report Page 77

• Important to have training and retention programs to attract and keep well trained learn to swim, aquatic fitness, and other instructors
o Don’t expect to pay learn to swim instructors minimum wage! • Understanding of their importance to the overall success of the facility o Understanding and adopting the basics of customer service and communication o In most cases, these individuals are the most important “face” of the facility that will interface and engage with the Pool users and customers
o Part-time staff should understand how important they are and be recognized for their contributions
• Staff certifications and training should be visibly displayed in the facility to validate the experience and education of your instructors and staff
Risks for Failure
• Lack of potential staff pool to draw from
• High turn-over rate/lack of retention
• Inadequate training
• Lack of understanding of staff’s impact on the success of the overall facility Piedmont Community Pool Plan
• This program and financial analysis and budget model include a significant increase in hourly wage for instructors
o Provides flexibility in wages to attract staff for difficult day hours, aid recruitment, and reward retention
• Staff development and training budget is included in the Pool budget • Training programs in conjunction with local school curricula should be explored Overall Management Elements
Keys to Success
• Professional outfitting and branding of all staff (in and out of the water and around the pool) • Clearly defined goals and objectives
o Program participation
o Use
o Revenue
o Expenses
o Accountability
• Clearly developed safety, emergency, operational, and maintenance procedures and manuals o Includes education and rehearsal of all staff in these elements • Regular management and staff meetings
o Program and schedule
• Key user group interaction and input
• Cleanliness and well-maintained common areas
• Continuing education and training
o Management and staff accountability
Risks for Failure
• Failure to execute any of the above
Agenda Report Page 78

Piedmont Community Pool Plan
• Budgeting for staff outfitting and recognition
• Travel and staff development budgeting
• Incremental marketing budget beyond just recreation website and brochures

PROGRAMMING
Keys to Success
• Full range of programs for the entire community
• Introduction of new programs and trends and regular updates of existing program curriculum
o Keep programming and recreational activities FRESH
• Scheduling that allows for all potential program participants and target demographics o Early morning before work
o During the school day
o Lunch hour specific programs
o After school programs
o After work programs
o Evening after family dinner or “kids are settled”
o Weekend program options
• Progressive programs
o Clear and smooth transitions from one program to the next level o Aquatic examples of integrated program transitions and progression ▪ Learn to swim
▪ Pre-team
▪ Swim teams
▪ Masters teams
▪ Aquatic fitness
• Full range of intensities, abilities, and transition programs ▪ Cross training
▪ Etc.
• Development of program partners
• Concurrent programming
o Access to different programs, pool, and lane space at same time ▪ Lap swim lanes throughout the day, even during team practices o Multiple programs in same body of water
o Program access during prime time use by teams and outside groups • Limited interruption of daily and community access during swim meets, water polo games, and special events
• Marketing of programs
Risks for Failure
• Weak or poorly trained instructors
• Lack of program integration and progression
• Inappropriate times for different user groups
• Lack of concurrent program scheduling
Agenda Report Page 79

Piedmont Community Pool Plan
• Study and analysis identifies a wide range of new program and recreational opportunities • Potential schedule matrix allocates programs across all pool facilities to best use the strengths of each facility
• Schedule matrix opens-up significant additional time for use across multiple programs at prime times during the day
o Lap lanes at all times during the day and evening
o Classes before, during and after the work and school day for all o Significantly increase open recreation and family time for pool use • Schedule matrix maximizes opportunity for concurrent programming DESIGN
Keys to Success
• Aquatics
o Warm and cool water available
o Varying depths
o Best possible water quality
• State of the art technology for energy, chemical, and water conservation and green operation • All electric operation with no carbon emissions
• Layout and building configuration to promote integrated programs while also providing separation of programs, access, and efficient building traffic and circulation during special events
• Proper and enhance barrier free access beyond just minimum ADA code requirements o Senior friendly
o Young child friendly
o Staging areas in water
o Sufficient deck space
• Appropriate locker room and changing areas
o Meeting latest concerns and new regulations concerning gender requirements o Meeting latest best practices in child protection and safety o Family and ADA accessible changing spaces
• Support spaces
o Wet classroom/function spaces
▪ “Party Room”
o Adequate storage accessible to different pools and function spaces o Office space
• Events
o Balance spectator and competitor seating needs based on key event goals o Key support amenities
o Design eliminates or limits impact of events on regular daily programming and community access.

Risks for Failure
• Risks of Failure are really just lack of execution of the keys to success Agenda Report Page 80

Piedmont Community Pool Plan
• All design keys are incorporated into the design model • Energy saving state of the art technology incorporated in the design and project cost projections
• Pool configurations and design allows for separation and independence of event and community programming during most competitive events
• Expanded and diversified locker rooms and changing rooms based on the latest trends and anticipated future trends in locker and changing rooms
• Adequate storage space to support specific areas, programs, and user groups

FINANCIAL MANAGEMENT
Keys to Success
• Business oriented management practices and financial management • Budget development based on facility management and best practices o Budget tracking to enable analysis of all costs of the Pool and of specific programs o Visibility of program costs and revenue for better program development and accountability
• Develop program fees, usage fees, and rental rates to best address goals of the City:
o Accessible and affordable to all residents and users
o Help support local youth, adult, and disabled sport programs o Provide revenue to help offset the Pool and program operating costs and deficit • Identifying, developing, and optimizing program and facility funding options and potential o Grants
o Corporate support
o Advertising and sponsorship
▪ Cash and financial support
▪ Product and services Value-in-Kind (VIK) donations
o Community support
o Private philanthropy as needed
• Develop a budgeting plan or reserve fund for long term capital replacement and maintenance for future repairs, component replacement, and other unexpected financial costs.

Risks for Failure
• Failure to build sufficient cash reserve or long term replacement fund or plan for future equipment replacement or capital facility repair
• Failure to develop fee structure appropriate for market and meeting overall facility financial and program objectives
o Market rates
o Appropriate discounts for residents, pass holders, etc. o Lack of analysis of revenue needs to support operations • Failure to invest sufficiently in key success factors o Marketing
o Key management positions
o Staff training and development
Agenda Report Page 81

o Air handling, water handling, and energy saving technology and systems Agenda Report Page 82

PIEDMONT COMMUNITY POOL
Programming, Management, and Financial Analysis

FINAL REPORT
November 18, 2022
Attachment Packet

ATTACHMENTS
# 1 Learn to Swim Market Analysis and Comparisons
# 2 Learn to Swim Participation and Revenue Projections # 3 Sample Schedule Matrix
# 4 Pool Pass/Membership Market Analysis
# 5 Pool Pass and User Model Analysis
` # 6 Profit & Loss Projection Statement Summary
# 7 Budget Projection Line Item Detail
#7A Facility Revenue
#7B Program Revenue
#7C Operational Expenses
#7D Program Expenses
#7E Program Net Revenue Analysis
Agenda Report Page 83
ATTACHMENT #1
Swim Lesson Market Analysis
July 1, 2022
CLASS COST per YEAR SCHEDULE WATER
PROGRAM PROVIDER LOCATION SESSION COST 30 min. RATIO SESSIONS FACILITY TEMP COMMENTS Area Public/Community Pools
Piedmont Pools: Pre-Pandemic
Rates: 2019
Piedmont Community
Pool
Summer: 2 weeks with 8
x 25 minute lessons
Levels 1-3
Res: $88 NonRes: $103 Res: $13.19/30
min Non-Res:
$15.44/30 min
5:1 Summer Shallow warmwater teaching
pool
Resident rates are a 17% premium
8 x 40 minute lessons
Levels 4-5
Res: $140
Non-Res: $160
Res: $13.12/30
min Non-Res:
$14.99/30 min
Resident rates are a 14% premium
8 x 55 minute lessons
Levels 6
Res: $194
Non-Res: $219
Res: $13.22/30
min Non-Res:
$14.63/30 min
Resident rates are a 13% premium
Private Lessons: 4 x 25
minute lessons
Res: $100
Non-Res: $115
Res: $30.00/30
min Non-Res:
$34.52/30 min
Resident rates are a 15% premium
Semi-Private Lessons: 4
x 25 minute lessons
Res: $125
Non-Res: $140
Res: $18.77/30
min NonRes: $21.02/30
min
Calculated based on $25 per
additional swimmer on top of
private lesson fee.

Emeryville Aquatic Center
Center of Life
Community Pool
Group Lessons:
8 x 25 min
Resident: $95 $14.24 per 30
minutes
4:1 and
5:1
No specific warmwater pool
Private Lessons 4 x 25 minutes $30/30 minutes
Alameda Public Pools/HS Pools Goup Lessons: 4
x 30 minutes lessons
Res: $40 Non-Res:
$48
Res: $10.00/30
min Non-Res:
$12.00/ 30 min
No specific warmwater pool
Piedmont Community Pools

MARKET COMPARISON OF SWIM LESSON PROGRAMS
1 of 3 9/13/2022
Agenda Report Page 84
ATTACHMENT #1
Swim Lesson Market Analysis
CLASS COST per YEAR SCHEDULE WATER
PROGRAM PROVIDER LOCATION SESSION COST 30 min. RATIO SESSIONS FACILITY TEMP COMMENTS Private Lessons 4
x 30 minute lessons
Res: $120 NonRes: $140 Res: $30.00/30
min Non-Res:
$35.00/ 30 min
Moraga Public Pool Group Lessons: 8 x 25
minute classes
$195 $29.32 No specific warmwater pool
Private Lessons: 8 x 25
minutes
$395 $49.38/ 30 min
YMCAs
YMCA of the East Bay Oakland
Gourp Lessons:
8 x 30 minute classes
Members: $96 $12.00
Berkely
Pleasant Hill

AREA PRIVATE SWIM SCHOOLS
Aqua Tech Swim School Alameda
Group Lessons:
1 x 30 min lesson per
week
$130/month $28.90 average
per 30 minute
4:1
Warm-Water purpose
built lesson pool
Drop in Group Lessons:
30 Minutes
$35 $35/30 minutes
Le Petite Baleen Mulitiple Locatoins
Group Lessons: 1 x 30
minutes per week
$150/month $33.33/ 30
minutes
6:1
Warm-Water purpose
built lesson pool
British Swim School Multiple Locations
Group Lessons: 1 x 30
minutes per week
$200/month Average =
$39/30 minute
lesson
4:1
2 of 3 9/13/2022
Agenda Report Page 85
ATTACHMENT #1
Swim Lesson Market Analysis
CLASS COST per YEAR SCHEDULE WATER
PROGRAM PROVIDER LOCATION SESSION COST 30 min. RATIO SESSIONS FACILITY TEMP COMMENTS Sonoma Aquatic Club Sonoma Aquatic Club 4 weeks with 1 x 30 minute class/week
Member: $80 $ 20.00 4:1 Jane Hansen
Non-Member: $95 $ 23.75
Plus $25 annual
registration fee for
non-members
Private: 4 x 30 min Member: $130 $ 32.50 1:1
Non-Member: $160 $ 40.00
Semi-Private: 4 x 30 min Member: $110 $ 27.50 2:1
Non-Member: $130 $ 32.50
Sonoma Swim School 8 x 30 minute sessions $175 ($160 for two swimmers enrolled
from family
$ 21.88 2015 Rates. Currently not offering
lessons.

Owned by Jana Fiorito who is also
the instructor and "aquatic
professional" at Park Point Sonoma
Private and semi-private
available upon request
3 of 3 9/13/2022
Agenda Report Page 86
Attachment #2
Swim Lesson Projections
1 2
3 4
5 6
7 8
9 10
11 12
14 15
16 18
19 20
22 23
24 25
26 28
29 30

A B C D E F G
November 1, 2022 NOTE: Pass Holder refers to any User Pass category at the Piedmont Community Pool Lesson Category Revenue Totals Percent Market Penetration Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Percent Student Growth Rate Used in
Calculations 20% 12% 8% 4%
Year 3 includes 8% to 9% increase in
class fees to keep up with inflation.

Rates increased by 5% in Year 5 to
cover Year 4 & 5 inflation.

Annual Group Lessons-Youth
Session: 8 x 30 minute classes/session Increasing time to 30 minutes/lessons.

May consider monthly perpetual
billing
Resident/Pass Holder 900 1,080 1,210 1,306 1,359 Assume 75% of lessons are residents Non-Resident/Non Pass Holder 300 360 403 435 453 Estimate at 25% of total lessons Fee per Lesson
Resident/Pass Holder $ 160 $ 160 $ 173 $ 173 $ 182
Non-Resident/Non Pass Holder $ 200 $ 200 $ 216 $ 216 $ 228 Non-resident rates average a 25% premium over resident rates.

Average cost per 30 minutes
Resident/Pass Holder $ 20.00 $ 20.00 $ 21.63 $ 21.63 $ 22.75 Non-Resident/Non Pass Holder $ 25.00 $ 25.00 $ 27.03 $ 27.03 $ 28.44 Youth Group Lesson Subtotal $ 204,000 $ 244,800 $ 296,453 $ 320,169 $ 350,298 Annual Group Lessons-Adult 6 x 45 minute classes per session Resident/Pass Holder 150 180 202 218 226 Assume 75% of lessons are residents Non-Resident/Non Pass Holder 50 60 67 73 75 Estimate at 25% of total lessons Fee per Lesson
Resident/Pass Holder $ 180 $ 180 $ 194 $ 194 $ 204
Non-Resident/Non Pass Holder $ 225 $ 225 $ 243 $ 243 $ 255 Non-resident rates average a 25% premium over resident rates.

Piedmont Community Pool

SWIM LESSON ANNUAL PROJECTIONS
1 of 3
Agenda Report Page 87
Attachment #2
Swim Lesson Projections
7 8

A B C D E F G
Year 1 Year 2 Year 3 Year 4 Year 5 Comments
32 33
34 36
37 38
39 40
42 43
44 46
47 48
49 50
52 53
54 56
57 58
Average cost per 30 minutes
Resident/Pass Holder $ 20.00 $ 20.00 $ 21.56 $ 21.56 $ 22.67 Non-Resident/Non Pass Holder $ 25.00 $ 25.00 $ 26.94 $ 26.94 $ 28.33 Adult Group Lesson Subtotal $ 38,250 $ 45,900 $ 55,406 $ 59,839 $ 65,440 Annual Private Lessons Youth and Adult
Resident/Pass Holder 600 720 806 871 906 Single 30 minute lessons.

Approximately 120 students taking 4
private lessons/year in Year 1.

Non-Resident/Non Pass Holder 200 240 269 290 302 Single 30 minute lessons.

Approximately 80 students taking 4
private lessons/year in Year 1.

Fee per Lesson Calculated on 30 minute lessons. Also
offer 60 minute sessions depending
on age and skill level
Resident/Pass Holder $ 40 $ 40 $ 43 $ 43 $ 45 $160/4 lessons: Using single lesson fee for calculations
Non-Resident/Non Pass Holder $ 50 $ 50 $ 54 $ 54 $ 56
Private Lesson Subtotals $ 34,000 $ 40,800 $ 49,123 $ 53,053 $ 57,741 Annual Semi-Private Lessons Youth and Adult
Resident/Pass Holder 300 360 403 435 453
Non-Resident/Non Pass Holder 100 120 134 145 151
Fee per Lesson Calculated on 30 minute lessons. Also
offer 60 minute sessions depending
on age and skill level
Resident/Pass Holder $ 32 $ 32 $ 35 $ 35 $ 37 $104/4 lessons: Using single lesson fee for calculations
Non-Resident/Non Pass Holder $ 40 $ 40 $ 44 $ 44 $ 46
Private Semi-Lesson Subtotals $ 13,600 $ 16,320 $ 19,992 $ 21,591 $ 23,738 TOTAL SWIM LESSONS TOTAL-Revenue $ 289,850 $ 347,820 $ 420,974 $ 454,652 $ 497,218 Youth and Adult: Private, SemiPrivate, and Group Lessons 2 of 3
Agenda Report Page 88
Attachment #2
Swim Lesson Projections
7 8

A B C D E F G
Year 1 Year 2 Year 3 Year 4 Year 5 Comments
59 61
62 63
64 65
66 67
68 69
70 71
72 73
74 75
TOTAL GROUP SWIM LESSONS TOTAL 1,400 1,500 1,680 1,814 1,887 TOTAL YOUTH GROUP LESSONS 1,200 1,440 1,613 1,742 1,811

TOTAL ESTIMATE OF UNIQUE STUDENTS IN

YOUTH GROUP LESSONS
480 576 645 697 725 Each student averages 2.5 sessions
per year
TOTAL YOUTH GROUP LESSONS-Residents 900 1,080 1,210 1,306 1,359

TOTAL ESTIMATE OF UNIQUE RESIDENT

STUDENTS IN YOUTH GROUP LESSONS
360 432 484 523 543 Each student averages 2.5 sessions
per year
TOTAL YOUTH GROUP LESSONS-NonResidents 300 360 403 435 453

TOTAL ESTIMATE OF UNIQUE NON-RESIDENT

STUDENTS IN YOUTH GROUP LESSONS
120 144 161 174 181 Each student averages 2.5 sessions
per year
Market Population Penetration Analysis Conservative population growth of 1% annually factored in to
projections.

PIEDMONT POPULATION LESSON

PENETRATION
Total Population of Piedmont Ages 2-10 1,700 1,717 1,734 1,752 1,769 16.8% of total population is 2-10 years old. (31.8% of population is
under 18 years old)
Percent of population ages 2-10 in group
lessons

21.18% 25.16% 27.90% 29.83% 30.72%
3 of 3
Agenda Report Page 89
ATTACHMENT #3
Sample Schedule Matrix
MAIN POOL: 87' x 75' (29 yd x 25 yd) ACTIVITY/PROGRAM POOL 3,177 sf 12 Lanes Depth 6'7" to 12.0' 3 x 25 yard lap lanes (3'6" to 5'0" deep) Free Area: Zero Entry to 3'6" NOTE: Based on School Day schedule starting at 9am and ending shortly after 3pm.

Color Codes
HS Swimming Teams Club Swim Teams Lap Lanes/Swimming Open Swim-Community Access HS Water Polo Teams Club Water Polo Teams Swim Lessons Home School PE/Fitness Program PE Classes Masters Team Aquatic Fitness Therapy/Rehab
Adaptive PE/Special Needs Artistic Swimming Team Deep Water Fitness Recreation Elements Available Summer School Programs Pre-Team Program Senior Programs Camps: Summer or Holidays Extracurricular Activities/Clubs Summer Rec Swim Team Special Needs Diving Classes School Program-General Triathlon Training Group Aquatic Rec Classes Lifesaving & Red Cross Classes Middle School WP (run by City) Scouting Programs Lifestyle Aquatic: scuba, kayak, etc. Birthday and Other Parties/Events Classes or Team Room Use Diving Club Community Organizations Splash Ball: Intro to Water Polo Other Schools Jr. Lifeguard Program
PR 1 2 3 4 5 6 7 8 PR 1 2 3 4 PR 1 2 3 A B C
5:00 5:00 5:00
5:30 5:30 5:30
6:00 Swim Club Training Masters 6:00 Open 6:00
6:30 Or High School Teams Swim 6:30 6:30
7:00 May alternate days of week. 7:00 Aquatic Fitness 7:00 7:30 Deep 7:30 7:30
8:00 Water Lap 8:00 8:00
8:30 Fitness Lanes 8:30 8:30
9:00 Home School Pending 9:00 Home School Swim Lessons 9:00 9:30 PE & Fitness Demand 9:30 PE & Fitness Pre-Schoolers 9:30 10:00 School Programming 10:00 School Programs 10:00
10:30 10:30 Shallow Wat. 10:30
11:00 11:00 Senior Therapy 11:00 Seniors
11:30 11:30 Program Rehab 11:30
12:00 Deep Water Potential for 12:00 Fitness 12:00
12:30 Fitness Lunch Hour 12:30 12:30
1:00 Masters 1:00 School Programs 1:00
1:30 1:30 Requiring Warm 1:30
2:00 School Programming 2:00 Water (Adaptive, etc.) 2:00 2:30 PE 2:30 Shallow 2:30
3:00 3:00 After School 3:00
3:30 HS Swimming or WP Teams After School 3:30 Open Use 3:30 Team Use 4:00 WP may go later opening up this space Youth 4:00 Swim Lessons Or 4:00 Functions 4:30 for Club Team Programs 4:30 Spaces Can Programs 4:30 5:00 HS Teams may end at 5:30pm, but time WP May use all lanes 5:00 Switch based on 5:00 5:30 Blocked to 6pm for some practices 5:30 classes 5:30 6:00 Club Swim or WP Teams Masters 6:00 and open use 6:00 Party or 6:30 based on demand WP to use all lanes for 6:30 Therapy 6:30 Function 7:00 Diving Club games 7:00 Rehab 7:00 Use
7:30 If demand 7:30 7:30
8:00 Rec Programs (Scuba, kayak, Open 8:00 Open 8:00
8:30 paddle board, etc. 8:30 8:30
9:00 9:00 9:00
9:30 9:30 9:30
10:00 10:00 10:00
12' to 9' 9' to 6' 7"
Warm Water: Depth: 0.0' to 4.6'
6'7" Deep
Lanes
3'6" to 5'0"
Stations
3' to 3'6"
Piedmont Unified School District
Programming
User Groups
Main Course 25 yard lanes. Adjusted
lengthwise for Water Polo
Community and/or
Team Use
Pool Deck Party &
Function Space
NOTE: Program and Schedule target for Year Two-the majority of the programming and scheduled time will be established in Year One but may not be fully utilized.

Piedmont Community Pool
Sample Schedule Matrix Model
School Year with HS Teams in Season: Mid August through Early May Weekdays
Temperature: 79° to 80°
NOTE: Stations in the warm-water Activity/Program pool can be divided to accommodate different programs. Schedule shows prime program at specific time.

Pool Deck Party Room
and Function Space
August 1, 2022
Community Programming
Temperature: 83-85°
Main Competition Pool 25yd x 87' Activity/Program Pool
3,177 sf with Ramp & Stairs
Agenda Report Page 90
ATTACHMENT #3
Sample Schedule Matrix
MAIN POOL: 87' x 75' (29 yd x 25 yd) ACTIVITY/PROGRAM POOL 3,177 sf 12 Lanes Depth 6'7" to 12.0' 3 x 25 yard lap lanes (3'6" to 5'0" deep) Free Area: Zero Entry to 3'6" NOTE: Based on School Day schedule starting at 9am and ending shortly after 3pm.

Color Codes
HS Swimming Teams Club Swim Teams Lap Lanes/Swimming Open Swim-Community Access HS Water Polo Teams Club Water Polo Teams Swim Lessons Home School PE/Fitness Program PE Classes Masters Team Aquatic Fitness Therapy/Rehab
Adaptive PE/Special Needs Artistic Swimming Team Deep Water Fitness Recreation Elements Available Summer School Programs Pre-Team Program Senior Programs Camps: Summer or Holidays Extracurricular Activities/Clubs Summer Rec Swim Team Special Needs Diving Classes School Program-General Triathlon Training Group Aquatic Rec Classes Lifesaving & Red Cross Classes Middle School WP (run by City) Scouting Programs Lifestyle Aquatic: scuba, kayak, etc. Birthday and Other Parties/Events Classes or Team Room Use Diving Club Community Organizations Splash Ball: Intro to Water Polo Other Schools Jr. Lifeguard Program
PR 1 2 3 4 5 6 7 8 PR 1 2 3 4 PR 1 2 3 A B C
5:00 5:00 5:00
5:30 5:30 5:30
6:00 6:00 6:00
6:30 Club Swim or WP Teams 6:30 6:30
7:00 May start earlier if demand exists Lap Lanes 7:00 7:00 7:30 7:30 7:30
8:00 HS Swimming and WP Teams 8:00 Aquatic 8:00
8:30 8:30 Fitness Open: Pre Class 8:30
9:00 9:00 Swim 9:00
9:30 9:30 Lessons 9:30
10:00 10:00 10:00
10:30 10:30 10:30
11:00 Diving Classes Lifesaving Programs 11:00 Fit 11:00 11:30 or Club 11:30 11:30
12:00 Open Swim/Recreation 12:00 Open Swim 12:00
12:30 With Recreation Features/Equipment 12:30 12:30
1:00 In Pool 1:00 1:00
1:30 1:30 1:30
2:00 2:00 2:00
2:30 2:30 2:30
3:00 3:00 Can be parties 3:00
3:30 3:30 3:30
4:00 Can be parties 4:00 4:00
4:30 4:30 4:30
5:00 Aquatic Rec Classes Aquatic Rec Classes 5:00 Aquatic Swim 5:00 5:30 Lifestyle Aquatic: scuba, kayak, etc. Lifestyle Aquatic: scuba, kayak, etc. 5:30 Fitness Lessons 5:30 6:00 Can be parties 6:00 6:00
6:30 6:30 6:30
7:00 Club Swimming or WP Teams 7:00 7:00
7:30 as demand indicates 7:30 7:30
8:00 8:00 8:00
8:30 8:30 8:30
9:00 9:00 9:00
9:30 9:30 9:30
Piedmont Community Pool
Sample Schedule Matrix Model
School Year with HS Teams in Season: Mid August through Early May Saturday
August 1, 2022
NOTE: Program and Schedule target for Year Two-the majority of the programming and scheduled time will be established in Year One but may not be fully utilized.

NOTE: Stations in the warm-water pool can be divided to accommodate different programs. Schedule shows prime program at specific time.

Main Competition Pool 25yd x 87' Activity/Program Pool
3,177 sf with Ramp & Stairs
Temperature: 79° to 80° Temperature: 83-85°
Piedmont Unified School District
Programming
Pool Deck Party Room
and Function Space
User Groups Community Programming
12' to 9' 9' to 6' 7"
Main Course 25 yard lanes. Adjusted
lengthwise for Water Polo
Community and/or
Team Use
Pool Deck Party &
Function Space
Warm Water: Depth: 0.0' to 4.6'
6'7" Deep
Lanes
3'6" to 5'0"
Stations
3' to 3'6"
Agenda Report Page 91
ATTACHMENT #3
Sample Schedule Matrix
MAIN POOL: 87' x 75' (29 yd x 25 yd) ACTIVITY/PROGRAM POOL 3,177 sf 12 Lanes Depth 6'7" to 12.0' 3 x 25 yard lap lanes (3'6" to 5'0" deep) Free Area: Zero Entry to 3'6" NOTE: Based on School Day schedule starting at 9am and ending shortly after 3pm.

Color Codes
HS Swimming Teams Club Swim Teams Lap Lanes/Swimming Open Swim-Community Access HS Water Polo Teams Club Water Polo Teams Swim Lessons Home School PE/Fitness Program PE Classes Masters Team Aquatic Fitness Therapy/Rehab
Adaptive PE/Special Needs Artistic Swimming Team Deep Water Fitness Recreation Elements Available Summer School Programs Pre-Team Program Senior Programs Camps: Summer or Holidays Extracurricular Activities/Clubs Summer Rec Swim Team Special Needs Diving Classes School Program-General Triathlon Training Group Aquatic Rec Classes Lifesaving & Red Cross Classes Middle School WP (run by City) Scouting Programs Lifestyle Aquatic: scuba, kayak, etc. Birthday and Other Parties/Events Classes or Team Room Use Diving Club Community Organizations Splash Ball: Intro to Water Polo Other Schools Jr. Lifeguard Program
PR 1 2 3 4 5 6 7 8 PR 1 2 3 4 PR 1 2 3 A B C
5:00 5:00 5:00
5:30 5:30 5:30
6:00 6:00 6:00
6:30 Club Swim or WP Teams 6:30 6:30
7:00 May start earlier if demand exists Lap Lanes 7:00 7:00 7:30 7:30 7:30
8:00 Can be outside club use or large masters 8:00 Aquatic 8:00 8:30 and Triathlon/open water training group. 8:30 Fitness Open: Pre Class 8:30 9:00 9:00 Swim 9:00
9:30 9:30 Lessons 9:30
10:00 10:00 10:00
10:30 10:30 10:30
11:00 Diving Classes Lifesaving Programs 11:00 Fit 11:00 Lifesaving 11:30 or Club 11:30 11:30 Class
12:00 Open Swim/Recreation 12:00 Open Swim 12:00
12:30 With Recreation Features/Equipment 12:30 12:30
1:00 In Pool 1:00 1:00
1:30 1:30 1:30
2:00 2:00 2:00
2:30 2:30 2:30
3:00 3:00 Can be parties 3:00 Party or
3:30 3:30 3:30 Function
4:00 Can be parties 4:00 4:00 Use
4:30 4:30 4:30
5:00 Aquatic Rec Classes Aquatic Rec Classes 5:00 Aquatic Swim 5:00 Aquatic 5:30 Lifestyle Aquatic: scuba, kayak, etc. Lifestyle Aquatic: scuba, kayak, etc. 5:30 Fitness Lessons 5:30 Classes 6:00 Can be parties 6:00 6:00 And
6:30 6:30 6:30 Activities
7:00 Club Swimming or WP Teams 7:00 7:00 Party or
7:30 as demand indicates 7:30 7:30 Function
8:00 8:00 8:00
8:30 8:30 8:30
9:00 9:00 9:00
Piedmont Community Pool
Sample Schedule Matrix Model
School Year with HS Teams in Season: Mid August through Early May Sunday
August 1, 2022
NOTE: Program and Schedule target for Year Two-the majority of the programming and scheduled time will be established in Year One but may not be fully utilized.

NOTE: Stations in the warm-water pool can be divided to accommodate different programs. Schedule shows prime program at specific time.

Piedmont Unified School District
Programming
User Groups Community Programming
Main Competition Pool 25yd x 87' Activity/Program Pool
3,177 sf with Ramp & Stairs
Pool Deck Party Room
and Function Space
Temperature: 79° to 80° Temperature: 83-85°
Pool Deck Party &
Function Space
Main Course 25 yard lanes. Adjusted
lengthwise for Water Polo
Community and/or
Team Use
Warm Water: Depth: 0.0' to 4.6'
6'7" Deep
Lanes
3'6" to 5'0"
Stations
12' to 9' 9' to 6' 7" 3' to 3'6"
Agenda Report Page 92
ATTACHMENT #3
Sample Schedule Matrix
MAIN POOL: 87' x 75' (29 yd x 25 yd) ACTIVITY/PROGRAM POOL 3,177 sf 12 Lanes Depth 6'7" to 12.0' 3 x 25 yard lap lanes (3'6" to 5'0" deep) Free Area: Zero Entry to 3'6" NOTE: Based on School Day schedule starting at 9am and ending shortly after 3pm.

Color Codes
HS Swimming Teams Club Swim Teams Lap Lanes/Swimming Open Swim-Community Access HS Water Polo Teams Club Water Polo Teams Swim Lessons Home School PE/Fitness Program PE Classes Masters Team Aquatic Fitness Therapy/Rehab
Adaptive PE/Special Needs Artistic Swimming Team Deep Water Fitness Recreation Elements Available Summer School Programs Pre-Team Program Senior Programs Camps: Summer or Holidays Extracurricular Activities/Clubs Summer Rec Swim Team Special Needs Diving Classes School Program-General Triathlon Training Group Aquatic Rec Classes Lifesaving & Red Cross Classes Middle School WP (run by City) Scouting Programs Lifestyle Aquatic: scuba, kayak, etc. Birthday and Other Parties/Events Classes or Team Room Use Diving Club Community Organizations Splash Ball: Intro to Water Polo Other Schools Jr. Lifeguard Program
PR 1 2 3 4 5 6 7 8 PR 1 2 3 4 PR 1 2 3 A B C
5:00 5:00 5:00
5:30 Masters 5:30 5:30
6:00 Potential for Swim Club Morning 6:00 Open Access 6:00 6:30 Training 6:30 6:30
7:00 Deep Water 7:00 Aquatic Fitness 7:00
7:30 Fitness 7:30 7:30
8:00 8:00 8:00
8:30 Transition to School Day 8:30 8:30
9:00 General School Programming 9:00 Swim 9:00
9:30 9:30 Lessons 9:30
10:00 As specific programs are developed and 10:00 10:00 10:30 scheduled these will show in time slots 10:30 10:30 11:00 (see program options in Color Codes) 11:00 Senior Therapy 11:00 11:30 11:30 Program Rehab 11:30
12:00 Open if not Masters 12:00 Fitness 12:00
12:30 used by 12:30 12:30
1:00 PUSD 1:00 School Programs 1:00
1:30 1:30 Requiring Warm 1:30
2:00 2:00 Water (Adaptive, etc.) 2:00
2:30 2:30 2:30
3:00 3:00 3:00
3:30 After School 3:30 3:30
4:00 Club Swim or WP Teams Youth Programs 4:00 Open Swim 4:00 4:30 based on demand Scouting 4:30 Lessons 4:30
5:00 5:00 5:00
5:30 5:30 5:30
6:00 Masters 6:00 6:00
6:30 6:30 Therapy 6:30
7:00 Diving Club 7:00 Rehab 7:00
7:30 If demand 7:30 Fitness 7:30
8:00 exists Rec Programs (Scuba, Open 8:00 Open 8:00
8:30 Paddle board, kayak, etc. 8:30 8:30
9:00 9:00 9:00
Piedmont Community Pool
Sample Schedule Matrix Model
School Year HS Teams not in Season: Early May to Mid June Weekdays
August 1, 2022
NOTE: Program and Schedule target for Year Two-the majority of the programming and scheduled time will be established in Year One but may not be fully utilized.

NOTE: Stations in the warm-water pool can be divided to accommodate different programs. Schedule shows prime program at specific time.

Piedmont Unified School District
Programming
User Groups Community Programming
Main Competition Pool 25yd x 87' Activity/Program Pool
3,177 sf with Ramp & Stairs
Pool Deck Party Room
and Function Space
Temperature: 79° to 80° Temperature: 83-85°
Pool Deck Party &
Function Space
Main Course 25 yard lanes. Adjusted
lengthwise for Water Polo
Community and/or
Team Use
Warm Water: Depth: 0.0' to 4.6'
6'7" Deep
Lanes
3'6" to 5'0"
Stations
12' to 9' 9' to 6' 7" 3' to 3'6"
Agenda Report Page 93
ATTACHMENT #3
Sample Schedule Matrix
MAIN POOL: 87' x 75' (29 yd x 25 yd) ACTIVITY/PROGRAM POOL 3,177 sf 12 Lanes Depth 6'7" to 12.0' 3 x 25 yard lap lanes (3'6" to 5'0" deep) Free Area: Zero Entry to 3'6" NOTE: Based on School Day schedule starting at 9am and ending shortly after 3pm.

Color Codes
HS Swimming Teams Club Swim Teams Lap Lanes/Swimming Open Swim-Community Access HS Water Polo Teams Club Water Polo Teams Swim Lessons Home School PE/Fitness Program PE Classes Masters Team Aquatic Fitness Therapy/Rehab
Adaptive PE/Special Needs Artistic Swimming Team Deep Water Fitness Recreation Elements Available Summer School Programs Pre-Team Program Senior Programs Camps: Summer or Holidays Extracurricular Activities/Clubs Summer Rec Swim Team Special Needs Diving Classes School Program-General Triathlon Training Group Aquatic Rec Classes Lifesaving & Red Cross Classes Middle School WP (run by City) Scouting Programs Lifestyle Aquatic: scuba, kayak, etc Birthday and Other Parties/Events Classes or Team Room Use Diving Club Community Organizations Splash Ball: Intro to Water Polo Other Schools Jr. Lifeguard Program
PR 1 2 3 4 5 6 7 8 PR 1 2 3 4 PR 1 2 3 A B C
5:00 5:00 5:00
5:30 5:30 5:30
6:00 6:00 6:00
6:30 Club Swim or WP Teams 6:30 6:30
7:00 May start earlier if demand exists Lap Lanes 7:00 7:00 7:30 7:30 7:30
8:00 8:00 Aquatic 8:00
8:30 8:30 Fitness Open: Pre Class 8:30
9:00 9:00 Swim 9:00
9:30 9:30 Lessons 9:30
10:00 10:00 10:00
10:30 10:30 10:30
11:00 Diving Classes Lifesaving Programs 11:00 Fit 11:00 Lifesaving 11:30 or Club 11:30 11:30 Class
12:00 Open Swim/Recreation 12:00 Open Swim 12:00
12:30 With Recreation Features/Equipment 12:30 12:30
1:00 In Pool 1:00 1:00
1:30 1:30 1:30
2:00 2:00 2:00
2:30 2:30 2:30
3:00 3:00 3:00 Party or
3:30 3:30 3:30 Function
4:00 Can be parties 4:00 Can be parties 4:00 Use
4:30 4:30 4:30
5:00 Aquatic Rec Classes Aquatic Rec Classes 5:00 Aquatic Swim 5:00 Aquatic 5:30 Lifestyle Aquatic: scuba, kayak, etc Lifestyle Aquatic: scuba, kayak, etc 5:30 Fitness Lessons 5:30 Classes 6:00 Can be parties 6:00 6:00 And
6:30 6:30 6:30 Activities
7:00 Club Swimming or WP Teams 7:00 7:00 Party or
7:30 as demand indicates 7:30 7:30 Function
8:00 8:00 8:00
8:30 8:30 8:30
9:00 9:00 9:00
Piedmont Community Pool
Sample Schedule Matrix Model
School Year HS Teams not in Season: Early May to Mid June Saturday
August 1, 2022
NOTE: Program and Schedule target for Year Two-the majority of the programming and scheduled time will be established in Year One but may not be fully utilized.

NOTE: Stations in the warm-water pool can be divided to accommodate different programs. Schedule shows prime program at specific time.

Piedmont Unified School District
Programming
User Groups Community Programming
Main Competition Pool 25yd x 87' Activity/Program Pool
3,177 sf with Ramp & Stairs
Pool Deck Party Room
and Function Space
Temperature: 79° to 80° Temperature: 83-85°
Pool Deck Party &
Function Space
Main Course 25 yard lanes. Adjusted
lengthwise for Water Polo
Community and/or
Team Use
Warm Water: Depth: 0.0' to 4.6'
6'7" Deep
Lanes
3'6" to 5'0"
Stations
12' to 9' 9' to 6' 7" 3' to 3'6"
Agenda Report Page 94
ATTACHMENT #3
Sample Schedule Matrix
MAIN POOL: 87' x 75' (29 yd x 25 yd) ACTIVITY/PROGRAM POOL 3,177 sf 12 Lanes Depth 6'7" to 12.0' 3 x 25 yard lap lanes (3'6" to 5'0" deep) Free Area: Zero Entry to 3'6" NOTE: Based on School Day schedule starting at 9am and ending shortly after 3pm.

Color Codes
HS Swimming Teams Club Swim Teams Lap Lanes/Swimming Open Swim-Community Access HS Water Polo Teams Club Water Polo Teams Swim Lessons Home School PE/Fitness Program PE Classes Masters Team Aquatic Fitness Therapy/Rehab
Adaptive PE/Special Needs Artistic Swimming Team Deep Water Fitness Recreation Elements Available Summer School Programs Pre-Team Program Senior Programs Camps: Summer or Holidays Extracurricular Activities/Clubs Summer Rec Swim Team Special Needs Diving Classes School Program-General Triathlon Training Group Aquatic Rec Classes Lifesaving & Red Cross Classes Middle School WP (run by City) Scouting Programs Lifestyle Aquatic: scuba, kayak, etc. Birthday and Other Parties/Events Classes or Team Room Use Diving Club Community Organizations Splash Ball: Intro to Water Polo Other Schools Jr. Lifeguard Program
PR 1 2 3 4 5 6 7 8 PR 1 2 3 4 PR 1 2 3 A B C
5:00 5:00 5:00
5:30 5:30 5:30
6:00 6:00 6:00
6:30 Club Swim or WP Teams 6:30 6:30
7:00 May start earlier if demand exists Lap Lanes 7:00 7:00 7:30 7:30 7:30
8:00 Can be outside club use or large masters 8:00 Aquatic 8:00 8:30 and Triathlon/open water training group. 8:30 Fitness Open: Pre Class 8:30 9:00 9:00 Swim 9:00
9:30 9:30 Lessons 9:30
10:00 10:00 10:00
10:30 10:30 10:30
11:00 Diving Classes Lifesaving Programs 11:00 Fit 11:00 Lifesaving 11:30 or Club 11:30 11:30 Class
12:00 Open Swim/Recreation 12:00 Open Swim 12:00
12:30 With Recreation Features/Equipment 12:30 12:30
1:00 In Pool 1:00 1:00
1:30 1:30 1:30
2:00 2:00 Can be parties 2:00
2:30 2:30 2:30
3:00 3:00 3:00 Party or
3:30 3:30 3:30 Function
4:00 Can be parties 4:00 4:00 Use
4:30 4:30 4:30
5:00 Aquatic Rec Classes Aquatic Rec Classes 5:00 Aquatic Swim 5:00 Aquatic 5:30 Lifestyle Aquatic: scuba, kayak, etc. Lifestyle Aquatic: scuba, kayak, etc. 5:30 Fitness Lessons 5:30 Classes 6:00 Can be parties 6:00 6:00 And
6:30 6:30 6:30 Activities
7:00 Club Swimming or WP Teams 7:00 7:00 Party or
7:30 as demand indicates 7:30 7:30 Function
8:00 8:00 8:00
8:30 8:30 8:30
9:00 9:00 9:00
Piedmont Community Pool
Sample Schedule Matrix Model
School Year HS Teams not in Season: Early May to Mid June Sunday
August 1, 2022
NOTE: Program and Schedule target for Year Two-the majority of the programming and scheduled time will be established in Year One but may not be fully utilized.

NOTE: Stations in the warm-water pool can be divided to accommodate different programs. Schedule shows prime program at specific time.

Piedmont Unified School District
Programming
User Groups Community Programming
Main Competition Pool 25yd x 87' Activity/Program Pool
3,177 sf with Ramp & Stairs
Pool Deck Party Room
and Function Space
Temperature: 79° to 80° Temperature: 83-85°
Pool Deck Party &
Function Space
Main Course 25 yard lanes. Adjusted
lengthwise for Water Polo
Community and/or
Team Use
Warm Water: Depth: 0.0' to 4.6'
6'7" Deep
Lanes
3'6" to 5'0"
Stations
12' to 9' 9' to 6' 7" 3' to 3'6"
Agenda Report Page 95
ATTACHMENT #3
Sample Schedule Matrix
MAIN POOL: 87' x 75' (29 yd x 25 yd) ACTIVITY/PROGRAM POOL 3,177 sf 12 Lanes Depth 6'7" to 12.0' 3 x 25 yard lap lanes (3'6" to 5'0" deep) Free Area: Zero Entry to 3'6" NOTE: Based on School Day schedule starting at 9am and ending shortly after 3pm.

Color Codes
HS Swimming Teams Club Swim Teams Lap Lanes/Swimming Open Swim-Community Access HS Water Polo Teams Club Water Polo Teams Swim Lessons Home School PE/Fitness Program PE Classes Masters Team Aquatic Fitness Therapy/Rehab
Adaptive PE/Special Needs Artistic Swimming Team Deep Water Fitness Recreation Elements Available Summer School Programs Pre-Team Program Senior Programs Camps: Summer or Holidays Extracurricular Activities/Clubs Summer Rec Swim Team Special Needs Diving Classes School Program-General Triathlon Training Group Aquatic Rec Classes Lifesaving & Red Cross Classes Middle School WP (run by City) Scouting Programs Lifestyle Aquatic: scuba, kayak, etc Birthday and Other Parties/Events Classes or Team Room Use Diving Club Community Organizations Splash Ball: Intro to Water Polo Other Schools Summer Rec Swim Team Jr. Lifeguard Program PR 1 2 3 4 5 6 7 8 PR 1 2 3 4 PR 1 2 3 A B C
5:00 5:00 5:00
5:30 5:30 5:30
6:00 Masters 6:00 6:00
6:30 Club Swim or WP Teams 6:30 6:30
7:00 May start earlier if demand exists 7:00 7:00
7:30 7:30 7:30
8:00 Lap Lanes 8:00 Aquatic 8:00
8:30 8:30 Fitness Open: Pre Class 8:30
9:00 Summer Rec Swim & Diving Team 9:00 Swim Swim 9:00
9:30 9:30 Lessons Lessons 9:30
10:00 10:00 10:00
10:30 10:30 10:30
11:00 Diving Classes Lifesaving Programs 11:00 11:00 Lifesaving 11:30 or Club 11:30 11:30 Class
12:00 Open Swim/Recreation 12:00 Aquatic 12:00
12:30 With Recreation Features/Equipment 12:30 Fitness 12:30 1:00 In Pool 1:00 Open Swim 1:00
1:30 1:30 1:30
2:00 2:00 2:00
2:30 2:30 2:30
3:00 3:00 3:00 Party or
3:30 3:30 3:30 Function
4:00 4:00 4:00 Use
4:30 4:30 4:30
5:00 Aquatic Rec Classes Aquatic Rec Classes 5:00 Aquatic Swim 5:00 Aquatic 5:30 Lifestyle Aquatic: scuba, kayak, etc Lifestyle Aquatic: scuba, kayak, etc 5:30 Fitness Lessons 5:30 Classes 6:00 6:00 6:00 And
6:30 6:30 6:30 Activities
7:00 Club Swimming or WP Teams 7:00 7:00 Party or
7:30 as demand indicats 7:30 7:30 Function
8:00 8:00 8:00
8:30 8:30 8:30
9:00 9:00 9:00
Piedmont Community Pool
Sample Schedule Matrix Model
Summer: Mid-June to Mid-August
Weekday
August 1, 2022
NOTE: Program and Schedule target for Year Two-the majority of the programming and scheduled time will be established in Year One but may not be fully utilized.

NOTE: Stations in the warm-water pool can be divided to accommodate different programs. Schedule shows prime program at specific time.

Piedmont Unified School District
Programming
User Groups Community Programming
Main Competition Pool 25yd x 87' Activity/Program Pool
3,177 sf with Ramp & Stairs
Pool Deck Party Room
and Function Space
Temperature: 79° to 80° Temperature: 83-85°
Pool Deck Party &
Function Space
Main Course 25 yard lanes. Adjusted
lengthwise for Water Polo
Community and/or
Team Use
Warm Water: Depth: 0.0' to 4.6'
6'7" Deep
Lanes
3'6" to 5'0"
Stations
12' to 9' 9' to 6' 7" 3' to 3'6"
Agenda Report Page 96
ATTACHMENT #3
Sample Schedule Matrix
MAIN POOL: 87' x 75' (29 yd x 25 yd) ACTIVITY/PROGRAM POOL 3,177 sf 12 Lanes Depth 6'7" to 12.0' 3 x 25 yard lap lanes (3'6" to 5'0" deep) Free Area: Zero Entry to 3'6" NOTE: Based on School Day schedule starting at 9am and ending shortly after 3pm.

Color Codes
HS Swimming Teams Club Swim Teams Lap Lanes/Swimming Open Swim-Community Access HS Water Polo Teams Club Water Polo Teams Swim Lessons Home School PE/Fitness Program PE Classes Masters Team Aquatic Fitness Therapy/Rehab
Adaptive PE/Special Needs Artistic Swimming Team Deep Water Fitness Recreation Elements Available Summer School Programs Pre-Team Program Senior Programs Camps: Summer or Holidays Extracurricular Activities/Clubs Summer Rec Swim Team Special Needs Diving Classes School Program-General Triathlon Training Group Aquatic Rec Classes Lifesaving & Red Cross Classes Middle School WP (run by City) Scouting Programs Lifestyle Aquatic: scuba, kayak, etc. Birthday and Other Parties/Events Classes or Team Room Use Diving Club Community Organizations Splash Ball: Intro to Water Polo Other Schools Jr. Lifeguard Program
PR 1 2 3 4 5 6 7 8 PR 1 2 3 4 PR 1 2 3 A B C
5:00 5:00 5:00
5:30 5:30 5:30
6:00 6:00 6:00
6:30 Club Swim or WP Teams 6:30 6:30
7:00 May start earlier if demand exists Lap Lanes 7:00 7:00 7:30 7:30 7:30
8:00 8:00 Aquatic 8:00
8:30 8:30 Fitness Open: Pre Class 8:30
9:00 9:00 Swim 9:00
9:30 9:30 Lessons 9:30
10:00 10:00 10:00
10:30 10:30 10:30
11:00 Diving Classes Lifesaving Programs 11:00 Fit 11:00 Lifesaving 11:30 or Club 11:30 11:30 Class
12:00 Open Swim/Recreation 12:00 Open Swim 12:00
12:30 With Recreation Features/Equipment 12:30 12:30
1:00 In Pool 1:00 1:00
1:30 1:30 1:30
2:00 2:00 2:00
2:30 2:30 2:30
3:00 3:00 3:00 Party or
3:30 3:30 3:30 Function
4:00 4:00 4:00 Use
4:30 4:30 4:30
5:00 Aquatic Rec Classes Aquatic Rec Classes 5:00 Aquatic Swim 5:00 Aquatic 5:30 Lifestyle Aquatic: scuba, kayak, etc. Lifestyle Aquatic: scuba, kayak, etc. 5:30 Fitness Lessons 5:30 Classes 6:00 6:00 6:00 And
6:30 6:30 6:30 Activities
7:00 Club Swimming or WP Teams 7:00 7:00 Party or
7:30 as demand indicates 7:30 7:30 Function
8:00 8:00 8:00
8:30 8:30 8:30
9:00 9:00 9:00
Piedmont Community Pool
Sample Schedule Matrix Model
Summer: Mid-June to Mid-August
Saturday
August 1, 2022
NOTE: Program and Schedule target for Year Two-the majority of the programming and scheduled time will be established in Year One but may not be fully utilized.

NOTE: Stations in the warm-water pool can be divided to accommodate different programs. Schedule shows prime program at specific time.

Piedmont Unified School District
Programming
User Groups Community Programming
Main Competition Pool 25yd x 87' Activity/Program Pool
3,177 sf with Ramp & Stairs
Pool Deck Party Room
and Function Space
Temperature: 79° to 80° Temperature: 83-85°
Pool Deck Party &
Function Space
Main Course 25 yard lanes. Adjusted
lengthwise for Water Polo
Community and/or
Team Use
Warm Water: Depth: 0.0' to 4.6'
6'7" Deep
Lanes
3'6" to 5'0"
Stations
12' to 9' 9' to 6' 7" 3' to 3'6"
Agenda Report Page 97
ATTACHMENT #3
Sample Schedule Matrix
MAIN POOL: 87' x 75' (29 yd x 25 yd) ACTIVITY/PROGRAM POOL 3,177 sf 12 Lanes Depth 6'7" to 12.0' 3 x 25 yard lap lanes (3'6" to 5'0" deep) Free Area: Zero Entry to 3'6" NOTE: Based on School Day schedule starting at 9am and ending shortly after 3pm.

Color Codes
HS Swimming Teams Club Swim Teams Lap Lanes/Swimming Open Swim-Community Access HS Water Polo Teams Club Water Polo Teams Swim Lessons Home School PE/Fitness Program PE Classes Masters Team Aquatic Fitness Therapy/Rehab
Adaptive PE/Special Needs Artistic Swimming Team Deep Water Fitness Recreation Elements Available Summer School Programs Pre-Team Program Senior Programs Camps: Summer or Holidays Extracurricular Activities/Clubs Summer Rec Swim Team Special Needs Diving Classes School Program-General Triathlon Training Group Aquatic Rec Classes Lifesaving & Red Cross Classes Middle School WP (run by City) Scouting Programs Lifestyle Aquatic: scuba, kayak, etc. Birthday and Other Parties/Events Classes or Team Room Use Diving Club Community Organizations Splash Ball: Intro to Water Polo Other Schools Jr. Lifeguard Program
PR 1 2 3 4 5 6 7 8 PR 1 2 3 4 PR 1 2 3 A B C
5:00 5:00 5:00
5:30 5:30 5:30
6:00 6:00 6:00
6:30 Club Swim or WP Teams 6:30 6:30
7:00 May start earlier if demand exists Lap Lanes 7:00 7:00 7:30 7:30 7:30
8:00 Can be outside club use or large masters 8:00 Aquatic 8:00 8:30 and Triathlon/open water training group. 8:30 Fitness Open: Pre Class 8:30 9:00 9:00 Swim 9:00
9:30 9:30 Lessons 9:30
10:00 10:00 10:00
10:30 10:30 10:30
11:00 Diving Classes Lifesaving Programs 11:00 Fit 11:00 Lifesaving 11:30 or Club 11:30 11:30 Class
12:00 Open Swim/Recreation 12:00 Open Swim 12:00
12:30 With Recreation Features/Equipment 12:30 12:30
1:00 In Pool 1:00 1:00
1:30 1:30 1:30
2:00 2:00 2:00
2:30 2:30 2:30
3:00 3:00 3:00 Party or
3:30 3:30 3:30 Function
4:00 Can be parties 4:00 4:00 Use
4:30 4:30 4:30
5:00 Aquatic Rec Classes Aquatic Rec Classes 5:00 Aquatic Swim 5:00 Aquatic 5:30 Lifestyle Aquatic: scuba, kayak, etc. Lifestyle Aquatic: scuba, kayak, etc. 5:30 Fitness Lessons 5:30 Classes 6:00 Can be parties 6:00 6:00 And
6:30 6:30 6:30 Activities
7:00 Club Swimming or WP Teams 7:00 7:00 Party or
7:30 as demand indicates 7:30 7:30 Function
8:00 8:00 8:00
8:30 8:30 8:30
Piedmont Community Pool
Sample Schedule Matrix Model
Summer: Mid-June to Mid-August
Sunday
August 1, 2022
Piedmont Unified School District
Programming
NOTE: Program and Schedule target for Year Two-the majority of the programming and scheduled time will be established in Year One but may not be fully utilized.

NOTE: Stations in the warm-water pool can be divided to accommodate different programs. Schedule shows prime program at specific time.

User Groups Community Programming
Main Competition Pool 25yd x 87' Activity/Program Pool
3,177 sf with Ramp & Stairs
Pool Deck Party Room
and Function Space
Temperature: 79° to 80° Temperature: 83-85°
Pool Deck Party &
Function Space
Main Course 25 yard lanes. Adjusted
lengthwise for Water Polo
Community and/or
Team Use
Warm Water: Depth: 0.0' to 4.6'
6'7" Deep
Lanes
3'6" to 5'0"
Stations
12' to 9' 9' to 6' 7" 3' to 3'6"
Agenda Report Page 98
ATTACHMENT #4
Membership and Pass Market Analysis
1 2
3 4
5 6
7 8
9 10
11 12
13 16
17 18
19 22

A B C D E F G H I J K L M R S T U V
Calculations for Year Two
Membership
or Pool Pass
Type Term
Resident or
Non-Res. If
applicable
PrePandemic
Pool Pass
Rates
Suggested
Rates at New
Community
Pool Comments
Emeryville
Aquatic
Center
Alameda
Aquatic
Center
Oakland
Parks & Rec
Pools
Moraga
Soda
Aquatic
Center (at
High
School)
Albany
Aquatic
Center
San
Leandro
Family
Aquatic
Center (and
other
pools)
YMCA of
the East
Bay
Sonoma
Aquatic
Club
(Current) ParkPoint
Sonoma
County
YMCA
Calistoga
Community
Pool
Sebastopol
Ives Pool
One time Enrollment Fee
Fitness
Passport
$0 (was fee
pre
pandemic) $150-$500 $295-395 $49-$129
Comments
Entry by
program
such as lap
swim or
Open Rec
Swim and
includes
Gym
Entry by
program
such as lap
or open rec
swim
Also have
Veteran's &
Disabled
Rate
Adult Monthly* Resident $ 70 NA $ 90 NA $ 69.00 $ 82.00 $ 53.00 Monthly* Non-Resid $ 82 NA NA $ 64
3-Month or
Seasonal
Resident $460 May -
October
$81 for
Summer
NA *$189 *$246 *$159
3-Month or
Seasonal
Non-Resid $540 May -
October
$98 for
Summer
NA
Annual Resident $ 750 NA 30 visits for
$135
$ 1,008 *$756 *$984 *$636 $ 600.00
Annual Non-Resid $ 850 NA $ 1,160
10-Visit Resident NA $ 45 NA $ 50 12 visits for
$60
15 passes
for $86
$ 36.00 $ 40.00
10-Visit Non-Resid NA $ 51 NA 15 passes
for $99
$ 54.00
Daily Drop-in Resident $10 M-F $ 6 $ 5 $ 6 $ 7 $ 7 $ 4.00 $ 4.50 Piedmont Community Pool

POOL PASS AND USE MARKET ANALYSIS
August 18, 2022

PIEDMONT COMMUNITY POOL AREA FACILITIES COMPARISON FACILITIES FOR REFERENCE 4:59 PM 1 of 4 9/26/2022
Agenda Report Page 99
ATTACHMENT #4
Membership and Pass Market Analysis
6 7
8 A B C D E F G H I J K L M R S T U V
Membership
or Pool Pass
Type Term
Resident or
Non-Res. If
applicable
PrePandemic
Pool Pass
Rates
Suggested
Rates at New
Community
Pool Comments
Emeryville
Aquatic
Center
Alameda
Aquatic
Center
Oakland
Parks & Rec
Pools
Moraga
Soda
Aquatic
Center (at
High
School)
Albany
Aquatic
Center
San
Leandro
Family
Aquatic
Center (and
other
pools)
YMCA of
the East
Bay
Sonoma
Aquatic
Club
(Current) ParkPoint
Sonoma
County
YMCA
Calistoga
Community
Pool
Sebastopol
Ives Pool

PIEDMONT COMMUNITY POOL AREA FACILITIES COMPARISON FACILITIES FOR REFERENCE 23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
41 42
43 44
$15 SAT
No Drop-In
Passes
Sunday.

Members
with Guests
OK
Daily Drop-in Non-Resid $ 20 $ 7 $ 6 $ 7 $ 6.00
Observer Res & Non $ 7
Couples NA NA
Monthly Resident NA $ 100.00 $ 136.00 $ 71.00
Monthly Non-Resid NA $ 115
3-Month or
Seasonal
Resident NA *$270 *$408 *$213
3-Month or
Seasonal
Non-Resid NA
Annual Resident NA *$1080 *$1632 *$852
Annual Non-Resid NA
NA
Senior Monthly Resident $ 55 $ 70 $ 75.00 $ 48.00
Monthly Non-Resid $ 65 $ 59.00
3-Month or
Seasonal
Resident $380 May -
October
$48 for
Summer
*$225 *$144
3-Month or
Seasonal
Non-Resid $460 May -
October
$65 for
Summer
Annual Resident $ 575 30 visits ro
$75
$ 720 *$900 *$576 $ 500.00
Annual Non-Resid $ 650 $ 828
10-Visit Resident NA $ 22 $ 31 12 visits for
$55
15 passes
for $68
$ 27.00 $ 30.00
10-Visit Non-Resid NA $ 27 15 passes
for $78
$ 40.00
4:59 PM 2 of 4 9/26/2022
Agenda Report Page 100
ATTACHMENT #4
Membership and Pass Market Analysis
6 7
8 A B C D E F G H I J K L M R S T U V
Membership
or Pool Pass
Type Term
Resident or
Non-Res. If
applicable
PrePandemic
Pool Pass
Rates
Suggested
Rates at New
Community
Pool Comments
Emeryville
Aquatic
Center
Alameda
Aquatic
Center
Oakland
Parks & Rec
Pools
Moraga
Soda
Aquatic
Center (at
High
School)
Albany
Aquatic
Center
San
Leandro
Family
Aquatic
Center (and
other
pools)
YMCA of
the East
Bay
Sonoma
Aquatic
Club
(Current) ParkPoint
Sonoma
County
YMCA
Calistoga
Community
Pool
Sebastopol
Ives Pool

PIEDMONT COMMUNITY POOL AREA FACILITIES COMPARISON FACILITIES FOR REFERENCE 45 46
47 48
49 50
51 52
53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 70
Daily Drop-in Resident Adult Rate $ 3 $ 3 $ 4 $ 6 $ 5.20 $ 3.00 $ 3.50 Daily Drop-in Non-Resid Adult Rate $ 4 $ 4 $ 5.25 $ 5.00 Senior Couples NA
Monthly Resident NA $ 80.00 $ 120.00
Monthly Non-Resid NA
3-Month or
Seasonal
Resident NA *$240 *$360
3-Month or
Seasonal
Non-Resid NA
Annual Resident NA *$960 *$1440
Annual Non-Resid NA
Youth/Child Monthly Resident ?? NA $ 70 $ 40.00 $ 75.00 $ 17.00 Monthly Non-Resid NA $ 34
3-Month or
Seasonal
Resident $48 for
Summer
*$105 *$225 *$51
3-Month or
Seasonal
Non-Resid $65 for
Summer
Annual Resident NA $ 672 *$420 *$900 *$204 $ 400.00
Annual Non-Resid NA $ 672
10-Visit Resident $ 22 NA 12 Visits
for $45
15 passes
for $53
$ 25.00
10-Visit Non-Resid $ 27 NA 15 passes
for $53
Daily Drop-in Resident $ 3 $ 3 $ 5 $4.25
(toddler =
$3)
Free $ 3.00
Daily Drop-in Non-Resid $ 4 $ 4 $ 4.25 $ 3.00
Family
Ave 4
members
Monthly Resident $ 85 NA $ 190.00 $ 81.00
4:59 PM 3 of 4 9/26/2022
Agenda Report Page 101
ATTACHMENT #4
Membership and Pass Market Analysis
6 7
8 A B C D E F G H I J K L M R S T U V
Membership
or Pool Pass
Type Term
Resident or
Non-Res. If
applicable
PrePandemic
Pool Pass
Rates
Suggested
Rates at New
Community
Pool Comments
Emeryville
Aquatic
Center
Alameda
Aquatic
Center
Oakland
Parks & Rec
Pools
Moraga
Soda
Aquatic
Center (at
High
School)
Albany
Aquatic
Center
San
Leandro
Family
Aquatic
Center (and
other
pools)
YMCA of
the East
Bay
Sonoma
Aquatic
Club
(Current) ParkPoint
Sonoma
County
YMCA
Calistoga
Community
Pool
Sebastopol
Ives Pool

PIEDMONT COMMUNITY POOL AREA FACILITIES COMPARISON FACILITIES FOR REFERENCE 71 72
73 74
75 76
77 78
Monthly Non-Resid $ 97 $ 115 $ 120.00
3-Month or
Seasonal
Resident $565 May -
October
*$330 *$570 *$243
3-Month or
Seasonal
Non-Resid $640 May -
October
Annual Resident *$1320 *$2280 *$972
Annual Non-Resid $ 990
TOTALS
4:59 PM 4 of 4 9/26/2022
Agenda Report Page 102
ATTACHMENT #5
Piedmont Pool Pass Model Analysis
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22

A B C D E F G H I J K L M

PIEDMONT POOL
User Pass Model Analysis
Category/Type
2019-20
Rate
% Non-Res
Premium
Ratio to
Adult Rate
Average per
Month
# of Month
Equivalent
Passes in
2018-19
Percent
Resident
2018-2019
Revenue
% Passes of
All
Categories COMMENTS
Annual
Adult 38 $ 29,700 7% Rates Look good.

Resident $ 775 $ 64.58 11.07 26 68% $ 19,500 5%
Good annual to monthly ratio, with incentive for
annual roughly equivalent to 10.5 to 11 months.

Norm is usually in the 11 month equivalent range.

Non-Resident
(Base Rate) $ 875 13% $ 72.92 10.67 12 32% $ 10,200 2%
Non resident premium is low in market and norm
average. Usually premium is in the 20% range.

Current lesson programs are in that 18% to 20%
range. May want to consider raising the N-R
Premium.

Adult Couple
Couple Pass options are becoming very popular.

Ratio is usually 1.5 times the adult individual rate.

Couple must 2 individuals in same household.

Resident NA
Non-Resident
(Base Rate) NA
Senior 30 $ 17,475 6% Senior discount is good and in the norm range of 20% to 25%.

Resident $ 599 -23% $ 49.92 10.89 27 90% $ 15,525 5%
Non-Resident
(Base Rate) $ 660 10% -25% $ 55.00 10.15 3 10% $ 1,950 1% Low Premium Senior Couple
Couple Pass options are becoming very popular.

Ratio is usually 1.5 times the adult individual rate.

Couple must 2 individuals in same household.

Resident NA
Non-Resident
(Base Rate) NA
Youth
Most facilities are offering a Youth Pass, with the
requirement that youth under 13 years old must
be accompanied by adult or participating in a
supervised program.

Resident NA

LAST FULL YEAR
August 18, 2022
5:00 PM 1 of 4 9/26/2022
Agenda Report Page 103
ATTACHMENT #5
Piedmont Pool Pass Model Analysis
7 8

A B C D E F G H I J K L M
Category/Type
2019-20
Rate
% Non-Res
Premium
Ratio to
Adult Rate
Average per
Month
# of Month
Equivalent
Passes in
2018-19
Percent
Resident
2018-2019
Revenue
% Passes of
All
Categories COMMENTS
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
41 42
43 44
45 Non-Resident
(Base Rate) NA
Family 84 $ 76,860 16%
The family rates are only a 15% increase over an
adult individual rate. This is very low compared to
other facilities and norms. Usually a family pass
or membership is a multiple of 1.6 to 1.75 of the
equivalent adult rate. Should discuss the
reasoning. With a couples pass may be time or
rethink the family membership ratio.

Family Annual Pass include up to 10 people. This is
very high based on norms and comp facilities.

Should review.

Resident $ 890 1.15 $ 74.17 10.47 63 75% $ 56,070 12%
Non-Resident
(Base Rate) $ 990 11% 1.13 $ 82.50 10.21 21 25% $ 20,790 4% Low Premium ANNUAL SUBTOTALS 152 $ 124,035
Monthly
Adult 24 $ 1,800 5%
Resident $ 70 14 58% $ 980 3%
Non-Resident
(Base Rate) $ 82 17% 10 42% $ 820 2% Premium closer to norms Adult Couple
Resident NA
Non-Resident
(Base Rate) NA
Senior 3 $ 185 1%
Resident $ 55 -21% 1 33% $ 55 0%
Non-Resident
(Base Rate) $ 65 18% -21% 2 67% $ 130 0% Premium closer to norms Senior Couple
Resident NA
Non-Resident
(Base Rate)
NA
Youth
Most facilities are offering a Youth Pass, with the
requirement that youth under 13 years old must
be accompanied by adult or participating in a
supervised program.

Resident NA
Non-Resident
(Base Rate) NA
5:00 PM 2 of 4 9/26/2022
Agenda Report Page 104
ATTACHMENT #5
Piedmont Pool Pass Model Analysis
7 8

A B C D E F G H I J K L M
Category/Type
2019-20
Rate
% Non-Res
Premium
Ratio to
Adult Rate
Average per
Month
# of Month
Equivalent
Passes in
2018-19
Percent
Resident
2018-2019
Revenue
% Passes of
All
Categories COMMENTS
46 47
48 49
50 51
52 53
54 55
56 57
58 59
60 61
62 63
64 65
66 67
Family 18 $ 1,578 3%
The family rates are only a 21% increase over an
adult individual rate. This is very low compared to
other facilities and norms. Usually a family pass
or membership is a multiple of 1.6 to 1.75 of the
equivalent adult rate. Should discuss the
reasoning. With a couples pass may be time or
rethink the family membership ratio.

Resident $ 85 1.21 14 78% $ 1,190 3%
Non-Resident
(Base Rate) $ 97 14% 1.18 4 22% $ 388 1%
MONTHLY SUBTOTALS 45 $ 3,563
Seasonal
Seasonal Pass is good from May-October (6
months) but is pro-rated. Need to review this
process and look at more effective or targeted
season rate such as a summer pass and half year
(4 month and 6 month) PAC Pass Model
Adult 16 3%
Resident $ 470 12 75% 2%
Non-Resident
(Base Rate) $ 550 17% 4 25% 1%
Adult Couple
Resident NA
Non-Resident
(Base Rate) NA
Senior 7 1%
Resident $ 390 -17% 6 86% 1%
Non-Resident
(Base Rate) $ 470 21% -15% 1 14% 0%
Senior Couple
Resident
Non-Resident
(Base Rate)
Youth
Most facilities are offering a Youth Pass, with the
requirement that youth under 13 years old must
be accompanied by adult or participating in a
supervised program.

Resident
Non-Resident
(Base Rate)
Family 308 58% Family Seasonal Pass covers 6 individuals. That is a reasonable coverage.
5:00 PM 3 of 4 9/26/2022
Agenda Report Page 105
ATTACHMENT #5
Piedmont Pool Pass Model Analysis
7 8

A B C D E F G H I J K L M
Category/Type
2019-20
Rate
% Non-Res
Premium
Ratio to
Adult Rate
Average per
Month
# of Month
Equivalent
Passes in
2018-19
Percent
Resident
2018-2019
Revenue
% Passes of
All
Categories COMMENTS
68 69
70 71
72 Resident $ 585 1.24 157 51% 30%
Non-Resident
(Base Rate) $ 660 13% 1.20 151 49% 29%
SEASONAL SUBTOTALS 331 $ 138,822
GRAND TOTALS 528 $ 266,420
5:00 PM 4 of 4 9/26/2022
Agenda Report Page 106
ATTACHMENT #6
Profit Loss Summary
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 A B C G H I J K L M
*Year Zero is the 12 months prior to opening of facility. Expenses are those not included in Capital Project Costs Year Zero costs can all be included in project capital costs based on funding model.

Net Operating Revenue (Deficit) Not including Long Term Capital Reserve Total Net Operating Revenue (Deficit) Including Long Term Capital Reserve @Line Items are average of FY 2018 and FY 2019 full years or 2019 if higher.

Pre-Pandemic
REVENUE Actuals
Reference@ Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 FACILITY REVENUE 362,494 70,000 $ 800,107 $ 911,048 $ 1,003,924 $ 1,082,290 $ 1,127,573 Educational, Camps and Clinics 0 0 4,400 5,000 5,400 5,616 5,841 Club and Training Rental 32,748 0 184,200 208,000 228,400 241,876 251,424 Other Pool Rentals 0 0 15,075 25,125 27,660 29,285 30,596 Competitive Events 0 0 2,640 4,000 4,400 4,664 4,897
Special Events & Functions 0 0 120,532 166,540 182,863 190,178 197,785 Concessions & Vending Sales 0 0 0 0 0 0 0
Pool Passes & Daily Use Fees 320,470 15,000 461,920 490,467 540,064 592,849 616,563 Facility Sponsorships/Advertising/Contributions 0 0 7,500 7,500 7,500 7,500 7,500 School District & Partnerships 0 0 0 0 0 0 0
Miscellaneous 9,276 70,000 3,840 4,416 7,637 10,322 12,967 PROGRAM REVENUE 185,639 $ - $ 469,917 $ 612,065 $ 720,435 $ 769,170 $ 823,337 Community and Educational Programs 16,887 0 26,280 35,150 39,368 40,943 42,580 Aquatic Training, Fitness and Therapy 10,792 0 57,412 90,720 101,246 105,255 109,423 Learn to Swim 138,864 0 294,850 355,320 430,974 464,652 507,217 Camps and Clinic Programs 7,379 0 20,425 33,075 42,940 47,645 49,224 Club Team and Training Programs 0 0 33,650 48,900 52,902 55,651 57,767 Concessions and Sales 11,717 0 34,800 46,400 50,504 52,524 54,625 Program Sponsorships/Advertising/Contributions 0 0 2,500 2,500 2,500 2,500 2,500 Miscellaneous 0 0 0 0 0 0 0
TOTAL REVENUE $ 548,133 $ 70,000 $ 1,270,024 $ 1,523,113 $ 1,724,358 $ 1,851,459 $ 1,950,910 Projected Revenue Growth Rate 20% 13% 7% 5%
NOTE: Historic Actuals are blended average over 2018 and 2019 and not the exact total of the line items not including capital outlay or liabilities.

NOTE: Total Historic Revenue is based on FY 2018, the highest revenue in most recent 3 years of operation Projected Operating Budget
Piedmont Community Pool
Profit & Loss Summary
November 18, 2022
Financial Forecast Pre-Opening Year Through Year 5
25 yard x 87 foot Main Pool with Warm-Water Activity/Program Pool 12:45 PM 1 of 3
Agenda Report Page 107
ATTACHMENT #6
Profit Loss Summary
40 41
42 43
44 45
46 47
48 49
50 51
52 53
54 55
56 57
58 59
60 61
62 63
64 65
66 67
68 69
70 A B C G H I J K L M
EXPENSES Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5
OPERATIONAL EXPENSES 659,808 185,941 1,272,993 1,335,480 1,385,529 1,426,667 1,474,978 Utilities 63,049 0 92,968 97,616 101,521 104,567 107,181 Maintenance 104,474 0 53,000 60,050 62,872 64,758 79,377 Equipment and Supplies 54,247 43,000 65,700 69,435 72,212 74,379 76,238 Staff Wages & Salaries 304,252 101,513 775,066 813,819 846,372 871,763 893,557 Staff Benefits & Payroll Taxes 52,116 27,978 168,759 177,159 184,216 189,720 194,444 Staff-Other Costs 20,994 7,250 10,000 9,300 9,052 9,324 9,557 Outside Services 38,876 0 57,000 59,400 61,656 63,416 64,926 General Office (includes insurance) 21,800 6,200 40,500 41,200 42,628 43,742 44,698 Miscellaneous Expense Contingency 0 0 10,000 7,500 5,000 5,000 5,000 PROGRAM EXPENSES 57,772 8,731 171,029 217,068 252,572 267,820 284,686 Community and Educational Programs 0 2,000 10,991 13,857 15,220 15,729 16,258 Aquatic Training, Fitness, and Therapy 0 2,577 20,550 31,312 34,713 36,008 37,355 Learn to Swim 51,503 3,654 96,415 117,350 142,809 153,072 165,966 Camps and Clinics 0 500 7,939 11,768 14,729 16,159 16,670 Team Programs 0 0 7,170 9,904 10,120 10,640 11,040
Aquatic Program Staff-Miscellaneous 0 0 0 0 0 0 0
Concessions & Sales 6,269 0 27,965 32,877 34,983 36,212 37,398 Scholarships & Student Support 0 0 0 0 0 0 0
TOTAL OPERATING EXPENSES $ 719,143 $ 194,672 $ 1,444,022 $ 1,552,548 $ 1,638,101 $ 1,694,487 $ 1,759,664 Projected Operating Expense Growth Rate 8% 6% 3% 4%
NOTE: Historic Line Item Actuals are blended average over 2018 and 2019, not the exact total of the line items not including capital outlay or liabilities.

NON-OPERATING EXPENSES $ - $ - $ - $ - $ 35,000 $ 60,000 $ 75,000 Annual Capital Replacement Reserve
Allocation $ - $ - $ - $ 35,000 $ 60,000 $ 75,000
TOTAL GROSS EXPENSES $ 719,143 $ 194,672 $ 1,444,022 $ 1,552,548 $ 1,673,101 $ 1,754,487 $ 1,834,664 12:45 PM 2 of 3
Agenda Report Page 108
ATTACHMENT #6
Profit Loss Summary
71 72
73 74
75 76
77 80
81 82
83 84
85 86
87 88
89 90
91 92

A B C G H I J K L M
Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5
NET DIRECT INCOME (LOSS) $ (171,010) $ (124,672) $ (173,998) $ (29,435) $ 86,257 $ 156,972 $ 191,245 COST RECOVERY (Direct Revenue & Expenses Only) 76% 36% 88% 98% 105% 109% 111% CUMULATIVE NET OPERATING INCOME (LOSS) $ (171,010) $ (124,672) $ (298,670) $ (328,105) $ (241,847) $ (84,875) $ 106,370 ACTUAL NET LOSS IN FY 2019 (2018-19) $ (223,336) With Insurance included.

NET GRAND TOTAL INCOME (LOSS) $ (124,672) $ (173,998) $ (29,435) $ 51,257 $ 96,972 $ 116,245 COST RECOVERY (with Capital Reserve) 36% 88% 98% 103% 106% 106% CUMULATIVE TOTAL NET INCOME (LOSS) $ (124,672) $ (298,670) $ (328,105) $ (276,847) $ (179,875) $ (63,630)

CAPITAL RESERVE ACCUMULATION
LONG TERM CAPITAL MAINTENANCE RESERVE Year 1 Year 2 Year 3 Year 4 Year 5 Cumulative Annual Reserve Fund Allocation $ - $ - $ 35,000 $ 60,000 $ 75,000 Cumulative Reserve Fund: Years 1-5 $ - $ - $ 35,000 $ 95,000 $ 170,000 $ 170,000 Annual Reserve Fund: Years 6-10 Allocation
(=3% annually) $ 77,250 $ 79,568 $ 81,955 $ 84,413 $ 86,946 $ 580,131 Annual Reserve Fund: Years 11-15 $ 89,554 $ 92,241 $ 95,008 $ 97,858 $ 100,794 $ 1,055,585 Annual Reserve Fund: Years 16-20 $ 103,818 $ 106,932 $ 110,140 $ 113,444 $ 116,848 $ 1,606,766 12:45 PM 3 of 3
Agenda Report Page 109
ATTACHMENT #7A
Facility Revenue
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 A B G H I J K L M N O
DESIGN: 25 yard x 87 foot Main Pool with Warm-Water Activity/Program Pool Facility Revenue
Revenue generated from pool passes, daily use, rentals, and programs run by non-city organizations *Year Zero is the 12 months prior to opening of facility. Expenses are those not included in Capital Project Costs Issues to Review and Remaining Variables Year Zero costs can all be included in project capital costs based on funding model. Potential for Increased Revenue *Average of FY 2018 and FY 2019 full years or higher of the two as appropriate Potential for Loss of Revenue Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Educational, Camp and Clinic Programs
Piedmont Unified School District
Programs
No rental charge based on School District/City Reciprocal Use JUA. With expansion of school programing some supervisory or lifeguarding expenses may be incurred,. To be determined by School District and City.

School District PE Program 0 0 0 0 0 School District plans significant increase in aquatic PE offerings based on additional time and space available and the enhanced programming potential of new pools. Programs concentrated in the Fall and Spring, with some limited PE during the winter.

School District Adaptive PE/Sport 0 0 0 0 0 District has indicated expanded and new programming based on improved accessibility and design features suitable for Adaptive PE and inclusive programs and increased pool time/space available.

Swim Camps 0 0 0 0 0 Any outside groups renting space for programs-In house camps/clinics are in program revenue. Potential for camps by outside swim team user groups, but not anticipating anything except as part of their normal pool rental.

Kids summer or holiday camps/all sport
activities
Any outside groups renting space for programs-In house
camps/clinics are in program revenue. Planning to be in-house Use of Facility Linked to other sport
camps
Outside group camp rentals during year-not facility controlled camps. Likely to have some pool rental camp use linked to teams utilizing Skillings Field.

Scuba 2,200 2,500 2,700 2,808 2,920 Rental space by scuba business for teaching/training and activities Recreational Programming 2,200 2,500 2,700 2,808 2,920 Kayak, Canoe, Stand-Up Paddleboarding for example-Outsourced programming-could bring in house as developed. Potential upside Piedmont Community Pool
Financial Forecast Pre-Opening Year Through Year 5
Category
November 18, 2022
Budget Projections
12:46 PM 1 of 9 11/18/2022
Agenda Report Page 110
ATTACHMENT #7A
Facility Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
24 25
26 27
28 29
30 31
32 33
34 35
36 Other Community/Youth organizations
that may utilize facility with
programming in excess of just rental use.

Nothing Projected at this point. Can be scouting, Boys & Girls Clubs, Special Olympics, or other community youth based organizations.

Likely just rental but could partner with City programs. Likely to evolve in first several years of operation.

CAMP, REC, SUBTOTALS 0 0 4,400 5,000 5,400 5,616 5,841
Club and Training Use See Sample Schedule Matrices for available training time and space.

Tentative 25 yard Lane Rental Retail Rate: $18/lane/hour which includes lifeguard/supervision. Large volume and long term users can receive negotiated discounts as applicable.

Lane Rental worksheet calculations are used for Year 2 revenue.

Year 1 is calculated at 90% of Year 2.

Prime User Groups (see specific
categories in lines 32-36)
182,700 203,000 223,300 236,698 246,166 Estimated overall outside team rental rates of the following groups.

This total represents 80% of the total available space in Year 1, increasing to 85% in Year 2 and 90% of Year 3. Initial indications of demand by outside clubs and new opportunities support these calculations. Rental rates to increase with inflation and anticipated growth of program participation.

Piedmont Swim Team (PST) PST Coach has indicated demand to rent significantly more space at the Community Pool, reducing use of other area pools and supporting club growth. Hours and rental to be determined in negotiations between the City and PST.

Other USA Swimming or Club Teams There will be some open time on weekends available, but we are not factoring any rental use by other USA Swimming Club teams.

Outside Masters Group Rental There is significant potential for an organized US Masters Swim Club to develop a program at the pool and rent space. This could also be an in-house program offered by the City and building on the historic popularity of lap swimming at the old Pool. A potential masters program could utilize 40 lane/hours per week throughout the year.

Water Polo Club Team Anticipate a club water polo team renting pool time. This could be a new club as a feeder program for the high school teams or a satellite program for one of the established water polo teams in the region. Lower priority hours than PST or High School, utilizing more later evening and weekend hours. Use likely to be in the range of 10 hours/week for 40 weeks/year.
12:46 PM 2 of 9 11/18/2022
Agenda Report Page 111
ATTACHMENT #7A
Facility Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
37 38
39 40
41 42
43 44
45 46
47 48
49 50
51 52
53 Piedmont High School Swim Team No Rent. Part of School District/City Joint Use Reciprocal agreement. As program grows and more space is utilized some additional lifeguarding/supervisory costs may be incurred. Any supervisory costs to be determined in discussions between the City and School District. Estimated use of 12 hours/week using 8 lanes for 14 weeks. Total of 168 hours per school year.

Piedmont Middle School Swim/Dive
Team
Historically run by City recreation. Anticipate this continuing to be City run.

Piedmont High School Water Polo Teams No Rent. Part of School District/City Joint Use Reciprocal agreement. School and City to determine if any additional guarding or supervision may be needed. Estimated use of 15 hours/week using full Main Pool for 14 weeks. Total of 210 hours per school year.

PHS Off-Season School Year Training and
Conditioning for teams
No Rent. Off-season training for Swimming, Diving, WP as needed.

Lane/space needs and schedule to be determined by School District and City.

Other High School Team Rentals Do not project any other public or private schools using the pool unless some early morning time before the school day is available.

Diving Club Team With the availability of diving boards a club diving team may utilize the pool. Can be feeder program for high school and/or an extension of diving lessons offered by the City. Diving Club team would take up 3 lanes during practice. Rough estimate of use would be 8 hours/week for 36 weeks/year at $50/hour by Year 3.

Limited growth potential with only 1 meter boards.

Aquatic Sport Training Camps/Clinics 1,500 2,500 2,600 2,678 2,758 Potential for outside clubs to host something such as tryouts, stroke clinics, etc..

Triathlon Camps/Clinics 0 2,500 2,500 2,500 2,500 May be outside group hosting a training camp. Likely to be some small revenue.

Existing Facility Rentals 0307-006 32,748 Existing historic rental budget line item lumps all rentals together, not broken out by type of rental or user group.

Miscellaneous 0 0 0 0
CLUB AND TRAINING SUBTOTAL 32,748 0 184,200 208,000 228,400 241,876 251,424 Other Pool Rentals These are pool rentals only, not package rental programs including both the Party Room and pool access. Party Rentals are included in the special function rentals beginning on line # 77.

Main Pool Rentals (non-competitive) 4,500 7,500 8,400 8,736 9,085 Mostly recreation functions utilizing recreation features & equipment or special events. Based on 75 hours/year of renting half the pool @ $100/hour by Year 2
12:46 PM 3 of 9 11/18/2022
Agenda Report Page 112
ATTACHMENT #7A
Facility Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
54 55
56 57
58 59
60 61
62 63
64 65
66 Activity/Program Pool Rentals 3,375 5,625 6,300 6,552 6,814 Mostly recreation functions utilizing recreation features & equipment or special events. May rent portions of pool pending use. Based on 75 hours/year rental @75/hour.

Program Pool Therapy/Rehab Rentals 7,200 12,000 12,960 13,997 14,697 Outside therapy/rehab provider: Estimate 5 hours/week @ $60/hour for 40 weeks. Project renting a small space in Program/Activity Pool depending on therapy activity. Should reach out to area PT, Rehab, and related health care providers to explore interest. Most of these hours would be during school day and would not be offered during peak use times.

Recreational Equipment Rental See Special Events and Function Rentals Existing Facility Rentals 0 Lumped together in Training Rental line item.

OTHER POOL RENTALS SUBTOTAL 0 0 15,075 25,125 27,660 29,285 30,596 Competitive Event Rentals Competitive events are limited by parking, spectator seating, and deck space in facility. Spectator seating capacity of 180 and competitor seating of 150 supports School District targeted high school targeted swimming dual and tri meets and water polo games and small invitational WP tournaments. This capacity could also support small club swim meets, water polo club tournaments/games, and recreation meets should there be interest in hosting non-high school events.

High School Event Rentals Part of School District & City JUA so no rent is projected. Some event related expenses may be charged based on event set up, use and operation of timing system and scoreboard, or other direct incurred event expenses. These costs to be determined jointly by the School District and the City. No cost reimbursement is included in this budget.

Swimming & Diving Events 0 0 0 0 0 Anticipate 8 events/year including invitational and championships @ average supervisory/systems cost of $200/event pending type of meet.

Water Polo Events 0 0 0 0 0 Anticipate 16 events/year including games and tournaments @ average supervisory/systems cost of $150/day pending type of competition.

Event/Competition Rentals (Non-High
School)
- Should outside clubs be able to host occasional meets the following are suggested pool event rental rates: Event-full day @ $2,000/day for full pool. Half Day @ $1,200 Hour @ $250
Rental includes timing system & scoreboard plus some set up support and supervision. Use of Warm-up Lanes in
Activity/Program pool would be $500/day; 300/half day, $60/hour.

No outside event revenue is factored in to budget projections. 12:46 PM 4 of 9 11/18/2022
Agenda Report Page 113
ATTACHMENT #7A
Facility Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
67 68
69 70
71 72
73 74
75 76
77 78
79 80
Swimming Meets (Club hosted) 0 0 0 0 0 Potential exists to host events, but none factored into budget.

Would be up to City if any outside events would be hosted.

Water Polo tournaments (Club hosted) 0 0 0 0 0 Potential exists to host events, but none factored into budget.

Would be up to City if any outside events would be hosted.

Facility direct event revenue 0 0 0 0 0 Includes revenue from events hosted by facility where facility controls event tickets, programs, event advertising, event licensed merchandise, etc. In rentals for events hosted by outside groups these rights are retained by the host organization. Not currently projecting any direct facility event revenue.

Meet/Event Sales commissions Host team may bring in a swim dealer or vendor for outside sales, but not anticipating any revenue initially.

Food Concessions-Events 2,640 4,000 4,400 4,664 4,897 Net Revenue calculated as 20% of gross food revenue. The gross sales are based on $2/event attendee. Event concessions run through Pool concession stand with the potential for additional food sales or food truck set up at site for bigger events.

Parking Revenue No Parking Revenue in Business Model (or spaces controlled by facility)
Event Lifeguard Reimbursement by event
hosts
Lifeguard costs are included in event rental fees
Hotel Room Rebates-Events, camps, etc. Not applicable in this event model.

COMPETITIVE EVENTS REVENUE

SUBTOTAL
0 0 2,640 4,000 4,400 4,664 4,897
Special Rentals and Functions Existing historic budget rentals lumped together in training rentals.

Birthday Parties and other parties 50,032 62,540 67,543 70,245 73,055 Party Fee includes the Party Room plus the pool time/space.

Average blended Resident/Non-resident Fee of $265 for 2-hour party with supporting pool time. Projection in Year 2 is for 5 parties/week for 40 weeks of year and 3 parties/week for the colder 12 weeks of year. 2019 birthday party rates were $150/Res and $170 for Non-Res for 2 hour session in specific time block.

Potential exists for quite a few more with flexible scheduling and added recreation amenities, features, and space. The pools have enough space that you can expand the hours and flexibility that parties can be hosted which will have a significant positive impact on revenue. The new added rec/leisure amenities and space appeal to a wider age range for birthday parties as well as justify a higher fee.
12:46 PM 5 of 9 11/18/2022
Agenda Report Page 114
ATTACHMENT #7A
Facility Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
81 82
83 84
85 86
87 94
95 96
97 98
99 100
101
102
Party/Function Room on Pool Deck:

Rentals
15,000 25,000 27,000 28,080 29,203 Potential for rentals of meeting space on pool deck. Rental opportunities include aquatic related program classes such as scuba, lifeguarding, and first aid plus senior programs, organizational programs, team/meet/game support use, and more.

Could even use for some small fitness classes. Project retail rental rate of $50/hour. In Year 2 projecting 10 hours/week for 50 weeks/year @ $50/hour. Does not include birthday party rentals.

They are in separate line item # 80. Capacity: Meal/reception with round tabs = 25-32; Classroom = 20; reception = 40-45.Total square footage = 376.

Summer Pool Parties No specific fee associated. Revenue is lumped in with pool passes and drop in. Program can expand with greater space and recreation amenities.

Recreational Equipment Rental 3,000 4,000 4,320 4,493 4,673 Rental of specialty recreational equipment (climbing wall Wibits inflatables, etc.) for specific events or private functions.

The Pavilion and Terrace 52,500 75,000 84,000 87,360 90,854 Potential for rentals on upper level of bathhouse. Total of 1,999 square feet of function space (1,302 sf covered plus 697 of open Terrace plus 1,223 sf of circulation area, restrooms, and storage.

Capacity for receptions of 150+ people, banquet seating for 100 to 115, meeting space for 50-75, Market or trade show events with eight 8' x 10' booths. Rental rate budgeted at $250/hour.

Projection for Year 2 = 300 hours/year (approximately 4 hours/week) @ $250/hour.

Other rentals Opportunity also exists to run fitness/activity classes in the Pavilion/Terrace. Revenue showing in Program Revenue section of budget.

SPECIAL EVENTS, FUNCTIONS, RENTALS 0 0 120,532 166,540 182,863 190,178 197,785 Retail, Concession, and Vending Sales All of these numbers represent net profits from these operations.

These items are more of a service to pool members and users, but some small revenue can be generated.

Vending 0 0 0 0 0 Not currently in design or business model. Can add later if demand exists.

Front Desk kiosk sales 0 0 0 In Program Revenue unless City decides to outsource.

Food Concessions 0 0 0 The food concession stand at the Pool is projected to be run inhouse by the City. Historically it has been run in-house. Revenue is showing in Program Revenue Spreadsheet.

CONCESSION & VENDING SUBTOTAL 0 0 0 0 0 0 0
12:46 PM 6 of 9 11/18/2022
Agenda Report Page 115
ATTACHMENT #7A
Facility Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
103
104
105
106
107
108
111
115
116
120
121
122
123
124
125
126
Pool Passes and Daily Drop-Ins See Pool Pass Market Analysis in Attachment #4 for market user rate comparisons and historic Piedmont actuals.

Plan on advance Pool Pass drive in Year Zero to help offset Year Zero costs and generate cash flow prior to opening.

Pool Pass Rates reflect a 25% non-resident premium. Potential for increased revenue. Do not anticipate this added 5% to the premium will have any significant impact on total pool pass purchasers/users.

Annual Registration Fee 0 0 0 0 0 Covers administration, payment processing, etc. No annual or one time annual registration fee historically. Not included in this business model either.

Daily Admissions (Shows as Gate Fees in
existing Budget)
0307-001 43,983 70,000 55,000 61,050 65,934 68,571 Top Down Placeholder pending fine tuning of Daily Pool Pass fee and model.

All users 0 0 0 Higher in Year 1 as people are trying out the new facility and considering annual, seasonal, or monthly Pool Passes.
10-Punch Pass 0 0 0 0 0 Historically there have not been multi-visit passes. Not projecting multi-use pass in business model
Pool Passes 0307-002 276,487 15,000 391,920 435,467 479,014 526,915 547,992 ISG used the current Piedmont Pool Pass and user fees as a base for these top down projections, The projections are based on a 20% increase in fees and a 25% increase in Pool Passes over 2019 historic Pool Passes revenue by Year 2. ISG recommends a total review and potentially restructuring of the User Pass model, updating the current structure which has been in place for many years. An increase to a 25% premium for non-Piedmont residents is also factored into the projections.

Opportunity to launch pre-opening Pool Pass incentives to generate Year Zero revenue to defray pre-opening costs. Some small advance pass revenue is included in Year Zero, projected at 4% of overall annual revenue.

Growth Projections: Year 1 is 15% down from Year 2 (which still represents a 35% increase over last full pre-pandemic year at the old Community Pool. Year 3 =
+10%; Year 4 = +5%; Year 5 = +4% growth. Revenue
growth factors in both fee increases linked to inflation and actual growth in numbers.

Corporate Pool Pass Programs Explore Opportunities. Potential for some small corporate Pool Pass opportunities. Not included in initial budget.

Combined Group/Organizational Pass
Program partnerships
Nothing Factored in at this point. Potential includes possibilities such as Scouts, Boys & Girls Club, etc.?
Hotel Guest Pool Pass Program No significant hotel market. No revenue projected.

POOL PASS /DAILY USAGE SUBTOTAL 320,470 15,000 461,920 490,467 540,064 592,849 616,563 12:46 PM 7 of 9 11/18/2022
Agenda Report Page 116
ATTACHMENT #7A
Facility Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
Facility Sponsorships and Contributions
Includes cost relieving in-kind donations (VIK)
Sponsorships 5,000 5,000 5,000 5,000 5,000 Very Conservative estimate. Based on City regulations Advertising 2,500 2,500 2,500 2,500 2,500 Very Conservative estimate.

Annual Fundraising Some capital fundraising is included in the funding model for specific pool features. No ongoing annual donor or development campaign is included in the financial projections.

Partnerships Opportunity for corporate health programs/program funding and other partnerships
Grant Support Potential program for Pool Pass scholarships or user fees for those residents unable to afford use of facility. Nothing factored in but potential and need exists.

SPONSORSHIP/CONTRIBUTIONS

SUBTOTAL
0 0 7,500 7,500 7,500 7,500 7,500
School District and Other Partnerships Potential for opportunities.

School District Annual Payments School District pays no pool rent based on School District/City Joint Use Reciprocal Agreement.

Supervisory Fees Supervisory/Lifeguard/Monitor Fee is projected at $25/hour for single lifeguard/monitor on duty for programs offered by outside groups. This hourly rate includes payroll taxes and other employee expenses in addition to the hourly wage. No fees are initially included in the budget projections.

School District Supervisory Fees Potential exists for some supervisory or additional lifeguarding hours in support of School District programs. Nothing factored into budget. Any fees to be determined jointly by City and PUSD.

Swimming and Diving Team 0 0 0 0 0
Water Polo Teams 0 0 0 0 0
Off Season Training 0 0 0 0 0
PE Programs 0 0 0 0 0
Adaptive PE & Special Needs 0 0 0 0 0
Health Care Provider Partner A health care provider partner may become involved in future health and wellness programs at the Pools, expanding program beyond just renting pool time for therapy and rehab.

Other Partnership
SCHOOL DISTRICT & OTHER PARNTNERSHIPS 0 0 0 0 0 0 0 No partnership or rental use included in this business model 12:46 PM 8 of 9 11/18/2022
Agenda Report Page 117
ATTACHMENT #7A
Facility Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
154
155
156
157
158
159
160
161
162
163
164
Miscellaneous Income
Locker Rental Fees 0307-013 2,560 3,840 4,416 4,637 4,822 4,967 Anticipate 50% increase with added locker space, pool space, and program expansion.

Interest 0305-001 6,716 0 0 3,000 5,500 8,000 Earned Interest only occurs when facility is showing a positive net revenue. Based on current projections positive revenue begins to earn interest beginning in Year 3.

Existing Aquatic Funds Balance 70,000 Current Aquatic Funds Account Balance included in Year Zero revenue to support purchase of FF & E and other Year Zero start up Expenses.

Other
MISCELLANEOUS INCOME 9,276 70,000 3,840 4,416 7,637 10,322 12,967 GRAND TOTAL-FACILITY REVENUE 362,494 70,000 800,107 911,048 1,003,924 1,082,290 1,127,573 12:46 PM 9 of 9 11/18/2022
Agenda Report Page 118
ATTACHMENT # 7B
Program Revenue
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26

A B G H I J K L M N O
DESIGN: 25 yard x 87 foot Main Pool with Warm-Water Activity/Program Pool Program Revenue
Revenue generated by programs run by City of Piedmont
*Year Zero is the 12 months prior to opening of facility. Expenses are those not included in Capital Project Costs Issues to Review and Remaining Variables Year Zero costs can all be included in project capital costs based on funding model. Potential for Increased Revenue *Average of FY 2018 and FY 2019 full years or higher of the two as appropriate Potential for Loss of Revenue Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments NOTE: Program fees are blended average of resident/nonresident fees assuming 75% resident unless otherwise indicated.

With new pool we think there will be more non-resident
program participants based on the program friendly pools' features. Non-resident fees are based on a 20% premium, but this could be increased to a 25% premium with only a projected 5% to 8% drop off in non-resident program participants as space allows. Residents receive priority registration in advance of nonresidents.

Community & Education Programming
Lifesaving/Water Safety/Instructor
Courses and Certification.
12,500 15,625 17,500 18,200 18,928 50 students/year @ $250/class in Year 1 (after licensing & certification fees). Very important to help supply the lifeguards and instructors needed. Explore working with School District to potentially offer School credit for class/certification. 2019 rates were $250 Res/$270 Non-Res but these included the certification fee.

First Aid/CPR/AED 4,500 5,625 6,300 6,552 6,814 Provide classes for outside groups also. Can also utilize Pavilion for these programs.

Jr. Guard Program 7,280 10,400 11,648 12,114 12,598 Year round or pre-summer program coordinated with beach program. Average 40 kids/year @ $260 average fee.

Home School Aquatics and Fitness 2,000 3,500 3,920 4,077 4,240 Opportunity during the school day.

Scuba 0 0 0 0 0 Outsourced and showing in facility revenue Classes and other programs linked to
Health care providers
0 0 0 0 0 Pursue Health Care program partners or providers as project progresses.

Existing Health and Safety Programs 0307-010 16,887 Lumped together in existing line item budget. Peak in FY 2018

COMMUNITY & EDUCATIONAL

PROGRAMMING SUBTOTAL
16,887 0 26,280 35,150 39,368 40,943 42,580
Aquatics Training, Fitness and Therapy Programs Significant new programs compared to existing City aquatic fitness programs. Anticipate slower uptake in Year 1 and then faster growth in Years 2 and 3.

Piedmont Community Pool
Financial Forecast Pre-Opening Year Through Year 5
Category
November 18, 2022
Budget Projections
12:46 PM 1 of 5 11/18/2022
Agenda Report Page 119
ATTACHMENT # 7B
Program Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
27 28
29 30
31 32
33 34
35 36
46 47
48 49
50 51
52 53
54 55
Aquatic Fitness Classes 0307-008 10,792 30,000 51,200 57,344 59,638 62,023 Year 2 projection: 20 classes/week with 8 students/class @ $8/class for 30 weeks/year and 50% of this during 20 winter months. The fee is a blend of drop-in fee of $9 ($8 in 2019) and multi-class packages.

Personal Training-Aquatics 6,912 11,520 12,902 13,418 13,955 Personal training and cross training are rapidly increasing in aquatics. This is upside potential. Year 2 calculation is based on 4 sessions/week @ $60/hour for 48 weeks.

Fitness and Activity Classes in Pavilion 18,000 24,000 26,880 27,955 29,073 Opportunity for fitness/activity classes in the Pavilion/Terrace.

Project 8 hours/week with 10 participants per class @ 6/class for 50 weeks/year in Year 2.

Senior Programs-independent of pool
passes
2,500 4,000 4,120 4,244 4,371 Opportunities with nearby senior living centers in neighboring towns and supported by pool deck meeting space. May want to engage organizations in next step in the development process.

Therapy/Rehab Outsources-showing in facility revenue as rental income AQUATIC FITNESS SUBTOTAL 10,792 0 57,412 90,720 101,246 105,255 109,423 Learn to Swim Program Includes all group lessons, kids and adults, private and semiprivate lessons, swim lessons for triathletes, or private stroke lessons through City, etc. Lesson model currently based on traditional model of seasonal sessions with a set number of classes and # of weeks.

Registration Fees-Swim Lesson Program 0307-003 138,864 See Swim Lesson Market Analysis and Projections Worksheet Attachment #2.

Group Lessons: Youth 204,000 244,800 296,453 320,169 350,298 Group Lessons: Adult 38,250 45,900 55,406 59,839 65,440 Adult lessons include a wide range of skills and formats.

Private Lessons 34,000 40,800 49,123 53,053 57,741 Private Lessons are trending up and are very popular in market.

Significant upside anticipated with the added space and time available.

Semi-Private Lessons 13,600 16,320 19,992 21,591 23,738 Potential Incremental Revenue with
Perpetual Billing Hybrid Lesson Model
Perpetual billing model with monthly pool passes covering 1 or 2 lessons per week may add another 10% to 20% to lesson revenue through better retention and creating year round swim lesson model. Suggest potential for a hybrid, with year round lessons on the perpetual billing model with session based classes also offered during the summer for those wanting a short intensive 2 week program.

Historic Swim Lesson Revenue 0307-003 138,864 Peak in FY 2018 12:46 PM 2 of 5 11/18/2022
Agenda Report Page 120
ATTACHMENT # 7B
Program Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
56 57
58 59
60 61
62 63
64 65
66 67
68 69
70 71
72 73
74 75
76 77
78 Other Revenue (Grants, Sponsorships) 5,000 7,500 10,000 10,000 10,000 Grant programs supporting community and disadvantaged learn to swim programs, scholarships and community programs. No grant program revenue included initially.

Youth Organization Partner Program Nothing included but worth exploring School Partnership Program Nothing included but worth exploring. Potential partnership with schools for swim lessons for all 3rd graders for example. Potential for Grant Funding for program and transportation.

LEARN TO SWIM PROGRAM SUBTOTAL 138,864 0 294,850 355,320 430,974 464,652 507,217 Camp and Clinic Programs Do not have historic breakdown of participation/revenue by specific camp programs
Kids summer day camps/all sport
activities
2,500 3,200 3,584 3,727 3,839 Use of pool by other City camp participants.

Camp Splash 13,800 23,000 26,450 28,037 28,878 Average of 100 kids per summer @ $230 average. 2019 rates = $200/week/Res and $225/week/Non-res for 2 weeks. Year 2 Projection = 3 weeks with total of 100 kids per summer @ $230 average fee.

Spring Break Aqua Camp 4,125 6,875 7,906 8,381 8,632 Average of 25 kids @ $275. 2019 Fees = $240/Res and $270/Non Res.

Youth Polo Camps
Diving Camps
New aquatic Camps/Clinics 0 0 5,000 7,500 7,875 Potential for future swim or aquatic specific camps as program grows. Line item is projected revenue beginning in Year 2 and 3 for new camp programs.

Triathlon Camps 0 0 0 0 Potential for future triathlon swim specific camps as program grows. Currently showing as outsourced rental to triathlon group.

Existing City Camp Programs 0307-007 7,379
CAMP/CLINIC PROGRAMS SUBTOTAL 7,379 0 20,425 33,075 42,940 47,645 49,224 Club and Training Programs
Summer Rec Swim Team 12,000 18,000 18,180 19,089 19,853 NEW PROGRAM: Year 2 = 60 kids @$300/summer. Plan to run inhouse. Also could be run by outside club and then would be in Facility Revenue.

Pre-Swim Boot Camp 5,400 9,000 10,350 10,971 11,300 Potential for future swim specific camps as program grows. Fee in 2019 = $200/week Res and $225/week Non-Res. Project 20 kids per week for 2 weeks per summer (up from 1 week in 2019) @ $225/week.

Masters Masters currently showing in outside user group rental. Can evolve into an in-house program.
12:46 PM 3 of 5 11/18/2022
Agenda Report Page 121
ATTACHMENT # 7B
Program Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
79 80
81 82
83 84
85 86
87 88
89 97
98 99
100
101
Diving 2,250 3,900 4,212 4,423 4,600 Diving class offered by City. 15 participants annually at $260 Water Polo Team Outside Club
Middle School Swim & Dive Team City runs these teams. Assume a break even program. Does the City generate any net revenue from these programs?
Middle School Water Polo Team City runs these teams. Assume a break even program. Does the City generate any net revenue from these programs?
Youth Water Polo or Splash Ball 10,000 13,000 14,560 15,288 15,900 Youth WP and Splash ball provided by City as intro program.

Projection: 50 participants @ $260 total over year in several sessions (not just unique participants). 2019 fees =
$225/Week/Resident and $255/Week/Non-resident. Anticipate significant increases in Water Polo programs and interest with WP friendly pool and potential of local club.

Water Polo Drop-In 4,000 5,000 5,600 5,880 6,115 Potential for growth with expanded pool and time available and coordination with an outside WP club team.

Artistic (Synchro) Swimming Potential for future program or outside club rental. Nothing initially included.

Other Teams In Facility Revenue
Miscellaneous
CLUB AND TRAINING SUBTOTAL 0 0 33,650 48,900 52,902 55,651 57,767 Concessions and Sales Historically pool concessions have been run in-house based on low volume of sales. With updated concession space with a separate service window and higher user load concessions sales should increase. Projections assume that the City will continue to run the concession program.

Food Concessions: Gross Revenue 0307-009 10,444 29,400 39,200 42,728 44,437 46,215 Initial projections assumed continued operation by the City. These projections are based on daily revenue. Event specific concession revenue is specifically tracked in the Event revenue center.

Anticipate staffing concession window during peak user times as demand dictates.

Year 2 Projection: 80 summer days $400 gross revenue; 40 spring/fall weekend days @ $150 gross revenues. The concession as designed presents a potential revenue upside.
12:46 PM 4 of 5 11/18/2022
Agenda Report Page 122
ATTACHMENT # 7B
Program Revenue
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemic
G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
Concessions-Other: Historic Budget 0307-012 1,273
Front Desk Kiosk Sales 5,400 7,200 7,776 8,087 8,411 Sales at front desk: goggles, caps, bottle water, energy drinks and bars, etc. Fills in sales gap when concessions is not open. Year 2 Projection = 3 summer months @ $1,200 per month and 9 school year months @ $400/month. These sales an be serviced at the front desk or through concession window but not requiring any dedicated staff.

CONCESSION & SALES SUBTOTAL 11,717 0 34,800 46,400 50,504 52,524 54,625 Includes cost relieving in-kind donations (VIK)
Program Specific Sponsorships and Contributions
Sponsorships 2,500 2,500 2,500 2,500 2,500 In support of Specific Programs Advertising In support of Specific Programs
Annual Fundraising Annual Fundraising in support of specific programs.

Partnerships Opportunity for corporate health programs/program funding and other partnerships
Grant Support Scholarship Programs and other grant support for programs

SPONSORSHIP/CONTRIBUTIONS

SUBTOTAL
0 0 2,500 2,500 2,500 2,500 2,500
Miscellaneous Income
Other
MISCELLANEOUS INCOME 0 0 0 0 0 0 0
GRAND TOTAL-PROGRAM REVENUE 185,639 0 469,917 612,065 720,435 769,170 823,337 12:46 PM 5 of 5 11/18/2022
Agenda Report Page 123
ATTACHMENT #7C
Operational Expenses
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 A B G H I J K L M N O
DESIGN: 25 yard x 26.5 meter Main Pool with Warm-Water Activity Pool Operational Expenses
*Year Zero is the 12 months prior to opening of facility. Expenses are those not included in Capital Project Costs Issues to Review and Remaining Variables Year Zero costs can all be included in project capital costs based on funding model. Potential for Increased Expenses Potential to Reduce Expenses
Aquatics
117.0417
PrePandemic
Expenses projected to increase average of 3.5% in
Year 2 and then 2.5%/year beginning in Year 3
unless otherwise specified.

G/L Account
#s
*Actuals
Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Utilities
Utility costs are based on carbon net zero all electric program approved by City for project. These electrical
costs are based on the energy analysis provided by
ELS and Guttmann & Blaevort Consulting Engineers.

This analysis is based on the All Electric Pool and
Electric Bathhouse Building with Photo Voltaic
system. The cost analysis lumps the pools and
building together.

Main Pool: 25
yards x 87' (75' x 87') 6,949
square feet Includes Bump
Out and entry area
Based on 412,132,000 Gallons
6 hour turnover rate. Flow Rate = 1,145 GPM.

VFD unit on pumps
Electric 0 0 0 0 0 See overall electricity bill below
Water/Sewer 10,000 10,350 10,609 10,874 11,146 Water/Sewer does not show in aquatics budget actuals for current pool. How do you want to include
in the budget. Assumes high rate sand filters.

Estimate is $8,000 Year 1.

Gas (Heat/Cool) 0 0 0 0 0 All electric system. No gas consumption.

Activity/Program Pool
3,177 sf
Based on 55,454 gallons. Depth 0.0' to 4.5'
3 hour turnover rate. 308 GPM
Electric 0 0 0 0 See overall electricity bill below
Water/Sewer 4,000 4,140 4,244 4,350 4,458 Does not include initial pool fill-included in construction cost general conditions. Assumes high
rate sand filters. Estimate is $2,200 Year 1.

Gas (Heat/Cool) 0 0 0 0 0 All electric system
Piedmont Community Pool
Financial Forecast Pre-Opening Year Through Year 5
Category
September 24, 2022
Budget Projections
*Average of FY 2018 and FY 2019 full years or higher of the two as appropriate. Some historic line items have moved based on some restructuring of City budgeting/bookkeeping expense items.
5:06 PM 1 of 10 9/26/2022
Agenda Report Page 124
ATTACHMENT #7C
Operational Expenses
13 14
15 A B G H I J K L M N O
Aquatics
117.0417
PrePandemic
Expenses projected to increase average of 3.5% in
Year 2 and then 2.5%/year beginning in Year 3
unless otherwise specified.

G/L Account
#s
*Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
26 27
28 29
30 31
32 33
34 35
36 37
38 39
40 41
42 43
44 45
47 48
Bathhouse and Support Spaces 5,934sf
Electric 0 0 0 0 See overall electricity bill below
Water/Sewer 10,000 10,350 10,609 10,874 11,146 No water costs are included in past aquatic budgets.

How would you like to include water/sewer costs?
Estimate = $10,000.

Gas (Heat/Cool) 0 0 0 0 0 All electric system
Overall Facility Utility Subtotals Totals of overall facility Utilities by type.

Electric 68,968 71,382 73,166 74,996 76,870 Based on energy study Water/Sewer 24,000 24,840 25,461 26,098 26,750 Total of Water/Sewer Use projections for each facility element.

Gas (Heat/Cool)
Existing Facility For overall Community Pool complex
PG & E gas and electric 052-001 48,496
Water/Sewer 052-002 14,553
Utilities: Do Not Use 052-003 -14,553 This credit (-$14,553) is actually the water/sewer cost that have since been moved into pool budget as City
restructured utility accounts. We have not included
this credit in the historic actuals in order to present a more accurate comparison to historic actuals.

UTILITIES SUBTOTAL 63,049 0 92,968 96,222 98,627 101,093 103,620 Maintenance Some of these services can be outside contracted services
S&E Pool Mechanical Systems 1,000 1,035 1,500 1,538 1,576 Building Repairs & Facility Maintenance 055-003 46,965 18,000 18,630 19,096 19,573 20,062 In actuals this included facility repairs ($28,965) as well as outsourced routine landscaping and grounds
maintenance ($18,000). Although historically these
are outsourced vendors, they show in maintenance in
City Budget. We included these charges in
maintenance for comparison purposes. Maintenance
projection reflects new facilities, warranties, and best practice routine care and maintenance of the
facilities.

Building Grounds & Maint 054-006 18,000 22,000 22,770 23,339 23,923 24,521 Grounds and Landscaping. Provided by outsourced vendor but included in maintenance in City budgets.

Includes the landscaping and care of grassy areas
within pool decks.
5:06 PM 2 of 10 9/26/2022
Agenda Report Page 125
ATTACHMENT #7C
Operational Expenses
13 14
15 A B G H I J K L M N O
Aquatics
117.0417
PrePandemic
Expenses projected to increase average of 3.5% in
Year 2 and then 2.5%/year beginning in Year 3
unless otherwise specified.

G/L Account
#s
*Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
49 50
51 52
53 54
55 56
57 58
59 60
61 62
65 66
67 68
69 70
71 Pool Specific Maintenance 054-003 38,009 10,000 15,000 15,375 15,759 16,153 Pool Maintenance services moved from Outside Services to this Maintenance Cost section, lines # 44-

55. Historic actuals are average of FY 2018 and FY
2019, to reflect the capital repairs. Limited repairs
compared to the ongoing repairs required in old Pool.

General Maintenance 055-004 1,500
Equipment Repairs 2,000 2,000 2,500 2,563 2,627 Includes pool recreation, training, timing, and other pool related equipment repairs as needed.

Mechanical systems are listed in separate line item.

Pool Refill-Water and chemicals 13,000 Both Pools-On a 5-year drain and fill cycle but will eventually be staggered by year or time of year.

MAINTENANCE SUBTOTAL 104,474 0 53,000 59,435 61,810 63,355 77,939 Equipment & Supplies Includes start up supplies and any equipment not included in Capital Costs and FF&E (Furniture,
Fixtures, & Equipment). Specific program
equipment showing in Program Expenses.

Office Supplies 051-004 1,811 500 2,200 2,277 2,334 2,392 2,452 First Aid/Safety 500 2,000 2,070 2,122 2,175 2,229 Start Up First Aid kits are included in Capital project costs.

Custodial/Janitorial Supplies 051-009 4,682 1,500 8,000 8,280 8,487 8,699 8,917 Assumes supplies for additional post Covid disinfectant and cleaning.

Pool Chemicals 051-001 26,785 0 Assumes High Rate Sand Filters.

Main Pool 32,000 33,120 33,948 34,797 35,667
Activity/Program Pool 6,000 6,210 6,365 6,524 6,687
Repair & Maintenance Supplies 051-003 2,099 2,500 2,588 2,652 2,718 2,786 Uniforms 051-014 6,046 2,500 2,588 2,652 2,718 2,786 Historic actuals seem quite high. What all is included in this line item? May be offset by
equipment/apparel sponsorships.

Facility Printing & Graphics 051-005 262 500 1,000 1,035 1,061 1,087 1,115 For Facility Signage and Updates. Initial signage included in project capital costs.

Pool Equipment 4,949 1,000 1,500 1,538 1,576 1,615 General equipment for pool recreation and other equipment. Program specific equipment is in the
appropriate Program Expense line item. Budget
breaks this line item into specific categories.

Recreational Supplies & Equipment 2,000 2,070 2,122 2,175 2,229 Rec and aquatic equipment, toys, training equipment. etc.

Sport and Training Equipment 2,000 2,070 2,122 2,175 2,229 Most included in Program specific expenses.

Rental Equipment 0 0 0 0 0 No rental equipment anticipated. 5:06 PM 3 of 10 9/26/2022
Agenda Report Page 126
ATTACHMENT #7C
Operational Expenses
13 14
15 A B G H I J K L M N O
Aquatics
117.0417
PrePandemic
Expenses projected to increase average of 3.5% in
Year 2 and then 2.5%/year beginning in Year 3
unless otherwise specified.

G/L Account
#s
*Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
72 73
74 75
76 77
78 79
80 81
82 83
84 85
86 87
Concessions Supplies & Product 051-008 0 Food Concessions showing in Program Expenses General Supplies and Equipment 1,784 1,000 1,035 1,061 1,087 1,115 Miscellaneous facility supplies and equipment.

Special Events: Supplies & Equip. 051-015 2,479 3,500 3,623 3,713 3,806 3,901 Parties, Special Events, etc.

Site Furnishings 051-016 1,250 0 0 0 0 0 Does not include start up FF & E items in capital expenditures
FF & E 40,000 Cost of some FF & E removed from project Capital Budget. Final analysis following final bids and
construction detail.

Other Supplies 051-007 2,100 0 0 0 0 Not sure what is included in these actuals EQUIPMENT & SUPPLIES SUBTOTAL 54,247 43,000 65,700 68,465 70,176 71,931 73,729 Staff Costs: Salaries & Wages Year Zero includes staffing needed prior to opening of facility and not included in project capital costs
and training of part-time staff. Using 4% annual
escalation to account for COLA, retention, and merit
increases.

Full-Time Staff
Aquatics Supervisor (top position at
facility)
66,788 99,684 102,924 106,269 109,722 112,466 NEW POSITION . Start minimum of 8 months prior to opening. Would also have CPO Certification. Check
range of Supervisor level. $99,684 is top range for
this level.

Aquatics Coordinator 21,475 65,075 67,190 69,374 71,628 73,419 REPLACES ASSISTANT MANAGER POSITION . Start minimum of 4 months prior to opening. Would also
have CPO certification. $65,075. Budgeted at top of
Coordinator Salary Range.

Assistant Manager 010-009 46,364 0 0 0 0 0 0 Position upgraded to Program Manager. This position has disappeared in new management model.

Regular Salaries 010-001 49,253 Not sure what is included in "Regular Salaries" historic actuals line item. Is this Recreation
Coordinator. Will become Aquatics Coordinator.
5:06 PM 4 of 10 9/26/2022
Agenda Report Page 127
ATTACHMENT #7C
Operational Expenses
13 14
15 A B G H I J K L M N O
Aquatics
117.0417
PrePandemic
Expenses projected to increase average of 3.5% in
Year 2 and then 2.5%/year beginning in Year 3
unless otherwise specified.

G/L Account
#s
*Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
88 89
90 91
92 93
94 95
96 Customer Service, Marketing
Manager/Supervisor
7,500 30,000 31,200 32,448 33,746 35,096 POTENTIAL NEW POSITION: May not need initially depending on skill set and responsibilities of Facility Director and Program Manager. Responsibilities can
be divided. Also serves as front desk supervisor and
supports marketing and management of Pool Pass
program. For purposes of budgeting project this as a
.5 FTE (with a $60K equivalent FTE) that could be
combined with another roughly comparable City
position or coordinated with other pool facility
responsibilities. Start 3 months prior to opening.

Should review and discuss. Initial expectation is that
this is handled by full-time staff or by a part-time
position. SHALL WE ZERO OUT THIS JOB LINE ITEM
INITIALLY?
Maintenance/Operations
Manager/Supervisor
2,500 30,000 31,200 32,448 33,746 35,096 POTENTIAL NEW POSITION: Project .5 FTE. Integrate with existing position or staff. Base full FTE =
$60,000Start 1 months prior to opening to participate
in commissioning and training. CPO Certification.

Where might this fall? May contract out, but don't
recommend. Can this position be handled within the
full time aquatic management staff? Intent is to have
one Maintenance/operations supervisor responsible
and accountable for the pools.

FULL-TIME STAFF SUBTOTAL 95,617 98,263 224,759 232,514 240,538 248,843 256,076 Part-Time Staff Assumes moving to $15/hour minimum wage.

Hourly wages begin at $18/hour based on current
market and demand. Using 4% increases annually
to encourage retention.

Clerical/Administrative/Office Staff 010-007 23,887 0 0 0 0 0 0 Historically this position covered front desk staffing and incorporated admin work. These responsibilities
are incorporated into the front desk positions.

Front Desk/Access Control Lifeguards and facility management staff can cover front desk when needed. No line item for front
desk/access control in existing pool actuals. Is this
lumped into lifeguard part-time costs in current
actuals? Also can cover sales kiosk. In current actuals this shows in office staff.
5:06 PM 5 of 10 9/26/2022
Agenda Report Page 128
ATTACHMENT #7C
Operational Expenses
13 14
15 A B G H I J K L M N O
Aquatics
117.0417
PrePandemic
Expenses projected to increase average of 3.5% in
Year 2 and then 2.5%/year beginning in Year 3
unless otherwise specified.

G/L Account
#s
*Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
97 98
99 100
101
102
103
104
105
106
107
108
Summer 25,200 26,208 27,256 28,347 29,480 1 person, 14 hours/day, $18/hour, 100 days.

School Year 1,000 46,800 48,672 50,619 52,644 54,749 1 [person 10 hours/day, $18/hour, 260 days. Front desk can be covered by lifeguard rotation during
slower hours during the school day.

Budgeting assumes that all programs, user groups,
rentals are guarded, although only one guard needed
if coaches or instructors are certified.

Head Lifeguard 0 0 0 0 Head Lifeguards have CPO Certification. They can open and close and help coordinate guards, but still
guard.

Summer 0 16,000 16,640 17,306 17,998 18,718 1 person, 8 hours/day, $20/hour, 100 days. 800 Total Hours annually.

School Year 750 41,600 43,264 44,995 46,794 48,666 1 person, 8 hours/day, $20/hour, 260 days, Training Prior to opening. 2,080 Total Hours annually.

Lifeguards 010-004 184,748 0 0 0 0 0 May decrease pending Risk Management analysis of guarding team training and monitored programming.

Assuming team training provides own certified
guards (coaches can cover if certified) with one
supervisory guard on duty for practices.

Lifeguards are maxed out for total coverage. Likely to
actually be less based on management of time and
schedule based on user demand, program scheduling,
and weather conditions. See Hourly Attrition
projection in Line # 108.

Summer 198,900 206,856 215,130 223,735 232,685 Average of 6.5 guards, 17 hours/day, $18/hour, 100 days . 11,050 total hours/year
School Year 1,500 258,390 268,726 279,475 290,654 302,280 Average of 4.0 guards, 15 hours/day, $18/hour, 260 days Number and hours of lifeguards is likely
affected by State Codes regarding lifeguards.

Instructors cover specific programs. 15,600 Total
Hours/year minus school district programming
covered by School District staff (1,245 hours) for total of 14,355.

Lifeguard Hour "Attrition" -36,583 -38,047 -39,568 -41,151 -42,797 Realistic reduction in lifeguard staffing due to variables, including inclement weather, low load,
management efficiency, etc. likely to lower actual
lifeguard costs per year. Estimate hour attrition at a
conservative 8%
5:06 PM 6 of 10 9/26/2022
Agenda Report Page 129
ATTACHMENT #7C
Operational Expenses
13 14
15 A B G H I J K L M N O
Aquatics
117.0417
PrePandemic
Expenses projected to increase average of 3.5% in
Year 2 and then 2.5%/year beginning in Year 3
unless otherwise specified.

G/L Account
#s
*Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
Lifeguards/Supervision for School
District Programs
No School District reimbursement for any required
City supervision or lifeguarding of PUSD programs.

Any costs to be agreed upon by School District and
City as needed.

Overtime 010-003 0 0 0 0 0
Aquatic Fitness Instructors 0 0 0 0 0 In program Expenses Swim Instructors 0 0 0 0 0 In program Expenses
Group Fitness Instructors 0 0 0 0 0 In program Expenses 0 0 0 0 0
Camp Staff 0 0 0 0 0 In program Expenses
0 0 0 0 0
Event Staff costs All extraordinary event staff costs are paid separately by event renter/host or included in event expenses as
a pass through.

PART-TIME STAFF SUBTOTAL 208,635 3,250 550,307 572,319 595,212 619,020 643,781 STAFF SALARIES & WAGES SUBTOTAL 304,252 101,513 775,066 804,833 835,750 867,863 899,857 Staff Benefits
Historic Actuals Organized as shown in budget actuals
Health Insurance 011-(001,
002, 003)
16,115
Retirement Benefits
Other Benefits
Life Insurance 013-001 255
Disability Insurance 013-002 193
Medicare 013-005 5,624 Withholding
Other
Projections
Personnel: CalPERS Pension Cost
Salaried Employees
012-001 5,626 8,844 20,228 20,926 21,648 22,396 23,047 Shows as Personnel Normal Cost in historic budget.

Calculated based on 9.0% (average of Tier 2 & 3) of
salary for full-time salaried employees.

Personnel: CalPERS Pension Cost for
hourly workers.

Potential for hourly wage employees that end up
working full time hours.
5:06 PM 7 of 10 9/26/2022
Agenda Report Page 130
ATTACHMENT #7C
Operational Expenses
13 14
15 A B G H I J K L M N O
Aquatics
117.0417
PrePandemic
Expenses projected to increase average of 3.5% in
Year 2 and then 2.5%/year beginning in Year 3
unless otherwise specified.

G/L Account
#s
*Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
Full-time staff benefits: Salaried Fulltime Employees
10,619 88,488 92,912 97,558 102,436 107,558 Calculated at $29,496/full time benefitted employee (assuming employee selects family coverage).

Assuming 3 full-time employees with the two 0.5 FTE
factored in as a full time employee. Factor in 5%
increase per year. May only end up with 2 full-time
benefitted employees. Year Zero is calculated based
on pro-rated partial year.

Part-time staff benefits: Hourly & Parttime Employees receiving benefitsCalculated at $1,716 per year increasing by 5% annually. No projected part-time benefitted
employees initially.

Concern EAP Program 013-006 253 750 750 750 750 750 750 Calculated at $250 per full time employee. Based on projected 3 full-time employees
Payroll Taxes Withholding: Full Time and Part-Time
FICA 012-002 24,050
Social Security 6,294 48,054 49,900 51,817 53,807 55,791 Calculated at 6.20% of salary/wages Medicare 1,472 11,238 11,670 12,118 12,584 13,048 Calculated at 1.45% of salary/wages STAFF COSTS-BENEFITS 52,116 27,978 168,759 176,158 183,891 191,973 200,194 Staff Costs: Other NOTE: Outside services linked to funding, fundraising, design, etc. included in capital costs,
not operating budget.

Part Time Staff Development and
Training
010-015 17,989 3,000 4,000 3,000 2,500 2,563 2,627 Training includes certification of lifeguards and instructors paid by facility to help recruit staff.

Historic actual seems high. What all does this
include?
Full Time Staff Development 0 0
pool passes, Conferences, Training 031-0014 3,005 1,500 2,000 2,070 2,122 2,175 2,229 Staff Certifications & Licenses 750 1,000 1,035 1,061 1,087 1,115 Includes CPO Training Staff Travel 1,500 2,000 2,070 2,122 2,175 2,229
Dues/Subscriptions 500 1,000 1,035 1,061 1,087 1,115
STAFF COSTS-OTHER 20,994 7,250 10,000 9,210 8,865 9,087 9,314 Outside (contract) Services Some outside maintenance services show in Maintenance Costs as they do in the City Budget.

PR/Media In-house to begin. May need support as Facility and Programs grow
5:06 PM 8 of 10 9/26/2022
Agenda Report Page 131
ATTACHMENT #7C
Operational Expenses
13 14
15 A B G H I J K L M N O
Aquatics
117.0417
PrePandemic
Expenses projected to increase average of 3.5% in
Year 2 and then 2.5%/year beginning in Year 3
unless otherwise specified.

G/L Account
#s
*Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
Marketing & Promotions 054-011 0 0 0 0 0 0 In-house to begin. May need support as Facility and Programs grow
IT/Computer/SF/Website Support 3,000 3,000 3,000 3,000 3,000 In addition to in-house office expenses. This cost has not been allocated to the pool in the past.

Human Resources Can be managed by management staff & Admin Testing Services
Custodial Outsourcing 054-007 30,021 40,000 41,400 42,435 43,496 44,583 Overall General Building Maintenance 0 0 0 0 0 Maintenance services now showing in Maintenance Cost section, lines # 44-55.

Pool Maintenance 054-003 0 0 0 0 0 Maintenance services now showing in Maintenance Cost section, lines # 44-55.

Pool/Water Testing 1,500 1,553 1,591 1,631 1,672
Plumbing 054-004 3,796 3,000 3,105 3,183 3,262 3,344
Electrical 054-005 0 1,000 1,035 1,061 1,087 1,115
Gardening, Grounds, & Landscape
Maintenance
054-006 1,500 0 0 0 0 0 Averaged $18,000/year historically. Moved to Maintenance Cost Section.

Inspections 054-012 2,600 1,500 1,553 1,591 1,631 1,672 Historic actuals included pool testing. Now separate line item in these projections.

Alarm Monitoring 054-014 959 1,000 1,035 1,061 1,087 1,115 Operations/Mgmt. Consultant 0 0 0 0
Other Catchall place holder at this point
Contract Services (miscellaneous
contingency)
6,000 6,000 6,150 6,304 6,461 May have other outside contract services, which may reduce some in-house staff costs.

OUTSIDE SERVICES SUBTOTAL 38,876 0 57,000 58,680 60,072 61,499 62,961 General Office Costs
Phone/Media Service 200 1,000 1,035 1,061 1,087 1,115
Information/IT Services 060-(001,
002, 003)
0 2,000 2,050 2,101 2,154 2,208 Allocation of City IT Services related to pools.

Currently does not show in Pool Historic actuals.

Postage 1,800 1,000 1,025 1,051 1,077 1,104 Was $3,600 in FY 2018 and $0 in FY 2019.

Fees-Registration/CC/On-Line Credit Card and registration processing is added to user charges and is a pass through with no budget
impact.

Marketing and Promo Materials and
Support
3,500 4,000 3,000 3,000 3,000 3,000 Marketing support for overall facility. Additional marketing funds are also included in specific
programs under program expenses. Important to
incorporate into advance marketing.

Advertising 2,500 2,500 2,500 2,500 2,500 2,500
5:06 PM 9 of 10 9/26/2022
Agenda Report Page 132
ATTACHMENT #7C
Operational Expenses
13 14
15 A B G H I J K L M N O
Aquatics
117.0417
PrePandemic
Expenses projected to increase average of 3.5% in
Year 2 and then 2.5%/year beginning in Year 3
unless otherwise specified.

G/L Account
#s
*Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
Insurance (Property & Liability) Not included
in Pool
Budget
Historically
20,000 30,000 30,750 31,519 32,307 33,114 Insurance line item does not appear in existing aquatic historic actuals. Included in this budget for
the new Pool. Rough historic estimate is added into
the historic actuals for comparison purposes.

GENERAL OFFICE SUBTOTAL 21,800 6,200 40,500 40,360 41,232 42,125 43,040 Miscellaneous
Expense Contingency 10,000 7,500 5,000 5,000 5,000 Expense Contingency. Decreases as budgets become more accurate with actual histories and less variances
over time.

MISCELLANEOUS SUBTOTAL 0 0 10,000 7,500 5,000 5,000 5,000 TOTAL-DIRECT OPERATING EXPENSES 659,808 185,941 1,272,993 1,320,862 1,365,424 1,413,925 1,475,655 Annual Increase in Operating Expenses 4% 3% 4% 4%
GROSS OPERATING EXPENSES-Additional Support long term capital replacement, maintenance, and growth. Target is $1,500,000 by
Year Ten
Facility Reserve
Initial Funding of Reserve Any initial funding of reserve from capital funding or endowment.

Annual Capital Replacement Reserve
Funding Allocation
$ - $ - $ - $ 35,000 $ 60,000 $ 75,000 Capital Replacement and Maintenance Reserve Fund.

See cumulative calculations in P & L Summary. Target
is $1.5M by Year 20. Projected escalation of 3%/year
after Year 1. May want to explore setting up as a
percentage allocation of net revenue after Year 5
and attempt to increase overall accrual. You may
also want to consider not starting reserve accrual
until Year 6 when cumulative operating deficit in
Years 0 to 5 is covered.

Additional Gross Operating Expenses 0 0 0 35,000 60,000 75,000 TOTAL GROSS EXPENSES 659,808 185,941 1,272,993 1,320,862 1,400,424 1,473,925 1,550,655 5:06 PM 10 of 10 9/26/2022
Agenda Report Page 133
ATTACHMENT #7D
Program Expenses
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24

A B G H I J K L M N O
DESIGN: 25 yard x 87 foot Main Pool with Warm-Water Activity/Program Pool Program Expenses Program related expenses not included in annual operating pool staff and expenses *Year Zero is the 12 months prior to opening of facility. Expenses are those not included in Capital Project Costs Issues to Review and Remaining Variables Year Zero costs can all be included in project capital costs based on funding model. Potential for Increased Expenses *Average of FY 2018 and FY 2019 full years or higher of the two as appropriate Potential to Reduce Expenses Aquatics
117
PrePandemicExpenses and Increases are linked to
program participation and revenue.

G/L Account
#s
Actuals
Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Community Educational Programming
Program Director 0 0 0 0 0 Program management and supervision in fulltime staff in Operational Expenses.

Instructors 7,884 10,545 11,810 12,283 12,774 Hourly-Instructor fees increase at rate equal to increase in program gross revenueInstructor wages average 30% of gross program fees.

Payroll Expenses/benefits/taxes 0 607 812 909 946 984 Assume part-time instructors. Calculated at

7.77% for FICA. No benefits or Pension
contributions included initially. Assume parttime hourly.

Contract Instructors Piedmont already uses some Contract Instructors (1099 payments). Opportunity
exists to expand use of Contract Instructors,
especially in new or niche programs.

Currently all instructors included as staff so
Contract Instructors provides a potential cost
savings.

Travel, Staff Development, Training 1,000 1,000 1,000 1,000 1,000 1,000 Staff development and Training in Operational Expenses.

Marketing and Promo Materials 500 500 500 500 500 500
Other Program Expenses 051-010 500 1,000 1,000 1,000 1,000 1,000 Postage
Fees-Registration/CC/On-Line Charged to customer
Piedmont Community Pool
Category
Financial Forecast Pre-Opening Year Through Year 5
November 18, 2022
Budget Projections
12:47 PM 1 of 6 11/18/2022
Agenda Report Page 134
ATTACHMENT #7D
Program Expenses
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemicExpenses and Increases are linked to
program participation and revenue.

G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
25 26
27 28
29 30
31 32
33 34
35 36
37 38
52 53
54 55

COMMUNITY EDUCATIONAL

SUBTOTAL
0 2,000 10,991 13,857 15,220 15,729 16,258
Aquatic Training, Fitness and Therapy Programs
Fitness Program Director 0 0 0 0 Program management and supervision in fulltime staff in Operational Expenses.

Instructors-Facility Employees 010-013 1,000 17,224 27,216 30,374 31,577 32,827 Hourly Wages calculated as 30% of class fee revenue. Are aquatic fitness instructors
lumped together with lesson instructors in
pool historic actuals?
Instructors-Outside Contractors 0 0 0 0 0 Many facilities are increasingly turning to subcontracted 1099 instructors. Is that a
possibility for Piedmont? May result in lower
expenses and more class and training options
and expertise.

Payroll Expenses/benefits/taxes 77 1,326 2,096 2,339 2,431 2,528 Assume part-time instructors. Calculated at

7.77% for FICA. No benefits or Pension
contributions included initially. Assume parttime hourly.

Travel, Staff Development, Training 1,000 1,000 1,000 1,000 1,000 1,000 Staff development and Training Marketing and Promo Materials
Other Program Expenses 051-013 500 1,000 1,000 1,000 1,000 1,000 Postage
Fees-Registration/CC/On-Line Charged to customer
AQUATIC FITNESS SUBTOTAL 0 2,577 20,550 31,312 34,713 36,008 37,355 Learn to Swim Program Costs
Learn to Swim Program Director 0 0 0 0 0 Program management and supervision in fulltime staff in Operational Expenses. 12:47 PM 2 of 6 11/18/2022
Agenda Report Page 135
ATTACHMENT #7D
Program Expenses
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemicExpenses and Increases are linked to
program participation and revenue.

G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
56 57
58 59
60 61
62 63
64 65
66 67
68 69
70 71
72 Learn to Swim Instructors 010-005 51,503 2,000 82,558 99,490 120,673 130,103 142,021 Hourly, $20/hr.-Year 0 is training. Wages represent approximately 28% of gross
revenue. Are other instructors lumped in
with historic actuals line item for swim
lesson instructors? Historically ratio of
wages to revenue is 37%, but this reflected
more instructors than just swim lessons.

Payroll Expenses/benefits/taxes 154 6,357 7,661 9,292 10,018 10,936 Assume part-time instructors. Calculated at

7.77% for FICA. No benefits or Pension
contributions included initially. Assume parttime hourly.

Instructors-Outside Contractors 0 0 0 0 0 Potential opportunity Travel, Staff Development, Training 500 1,000 1,000 1,000 1,000 1,000 Staff development and Training Marketing and Promo Materials 500 500 500 500 500 500
Other Program Expenses 051-011 500 1,000 1,200 1,344 1,452 1,510 Postage
Fees-Registration/CC/On-Line Charged to customer
Scholarships 5,000 7,500 10,000 10,000 10,000 Factoring expenses to support scholarships for residents unable to afford lesson
programs. Grant revenue to support this
program showing in Swim Lesson Program
Revenue.

LEARN TO SWIM PROGRAM SUBTOTAL 51,503 3,654 96,415 117,350 142,809 153,072 165,966 Camp and Clinic Programs
Camp Director 0 0 0 0 0 Program management and supervision in fulltime staff in Operational Expenses.

All Camp Staff 010-012 5,515 8,930 11,594 12,864 13,291 Wages calculated at 27% of gross revenue
Instructors-Outside Contractors 0 0 0 0 0 Potential opportunity Travel, Staff Development, Training 500 1,000 1,000 1,000 1,000 1,000 Staff development and Training 12:47 PM 3 of 6 11/18/2022
Agenda Report Page 136
ATTACHMENT #7D
Program Expenses
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemicExpenses and Increases are linked to
program participation and revenue.

G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
73 74
75 76
77 78
79 80
81 82
83 84
104
105
106
107
108
109
110
111
112
113
114
115
116
133
Payroll Expenses/benefits/taxes 0 425 688 893 991 1,023 Assume part-time instructors. Calculated at

7.77% for FICA. No benefits or Pension
contributions included initially. Assume parttime hourly.

Marketing and Promo Materials May include some advertising and direct mail campaign
Other Program Expenses 051-012
Postage
Fees-Registration/CC/On-Line Charged to customer
Other Camp Expenses 1,000 1,150 1,242 1,304 1,356 Outfitting/Specific Equipment/Audio visual, etc.

CAMP and CLINIC SUBTOTAL 0 500 7,939 11,768 14,729 16,159 16,670 Team Programs
US Masters Swimming Team Outside group-in Facility Revenue. May choose to bring Masters in-house as a City
program.

Summer Recreation Swim Team Potential for summer rec team as program grows-nothing factored in at this point.

Coaches Payroll: Employee 4,800 7,200 7,272 7,636 7,941 Part time coaches-wage based on 40% of total team revenue.

Coach subcontractor-1099
Coach Travel and Entertainment 500 500 500 500 500
Other Swim Team Expenses 1,000 1,150 1,288 1,417 1,488
Fees-Registration/CC/On-Line Charged to customer
Marketing and Promo Materials 500 500 500 500 500
Payroll Expenses/benefits/taxes 0 370 554 560 588 611 Assume part-time instructors. Calculated at

7.77% for FICA. No benefits or Pension
contributions included initially. Assume parttime hourly.

Summer Rec Team Subtotal 0 7,170 9,904 10,120 10,640 11,040 TEAMS SUBTOTAL 0 0 7,170 9,904 10,120 10,640 11,040
Food Concession & Sales Program
12:47 PM 4 of 6 11/18/2022
Agenda Report Page 137
ATTACHMENT #7D
Program Expenses
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemicExpenses and Increases are linked to
program participation and revenue.

G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
161
162
Concession Staff Historically concession area was just serviced by front desk staff or existing rotating staff
like lifeguards and management. If the new
concession space is more of a significant
revenue source some staff may need to be
dedicated to concessions in the summer.

Summer Weekdays 7,242 7,604 7,908 8,146 8,349 Weekdays: 6 hours/day with 1.0 staff @ $17/hour for 71 days/summer
Summer Weekend days 2,958 3,106 3,230 3,327 3,410 Weekends & Holidays: 6 hours/day with 1.0 staff @ $17/hour for 29 days/summer
School Year Weekends only 4,250 4,463 4,641 4,780 4,900 5 hours/day with 1.0 staff @ $17/hour for 50 spring/fall days maximum.

Payroll Expenses/benefits/taxes 0 1,113 1,168 1,215 1,251 1,283 Assume part-time instructors. Calculated at

7.77% for FICA. No benefits or Pension
contributions included initially. Assume parttime hourly.

Concessions Supplies & Food Product 051-008 6,269 9,702 12,936 14,100 14,664 15,251 Historic gross profit margin on product is 67%
Inventory for non-food vending 2,700 3,600 3,888 4,044 4,205 Inventory for front desk equipment.

Estimated profit margin is 50%
Concessions Expenses
Fees-Registration/CC/On-Line Charged to customer
FOOD CONCESSION & SALES SUBTOTAL 6,269 0 27,965 32,877 34,983 36,212 37,398 Scholarship and Student Support Support for programs other than swim lessons. Lessons have specific scholarship
line item in swim lesson section.
12:47 PM 5 of 6 11/18/2022
Agenda Report Page 138
ATTACHMENT #7D
Program Expenses
12 13
14 A B G H I J K L M N O
Aquatics
117
PrePandemicExpenses and Increases are linked to
program participation and revenue.

G/L Account
#s
Actuals
Category Reference Year Zero* Year 1 Year 2 Year 3 Year 4 Year 5 Comments Budget Projections
163
164
165
166
167
168
169
170
171
172
173
174
175
Expenses related to all programs No scholarship or financial aid direct expenses included in this budget except for
swim lessons. No grant or other revenue
supporting financial aid program is included
either.

SCHOLARSHIP & SUPPORT SUBTOTAL 0 0 0 0 0 0 0
TOTAL-PROGRAM EXPENSES 57,772 8,731 171,029 217,068 252,572 267,820 284,686 Summary of Program Staff Costs Totals of all program staff.

Part-Time Direct Employees 3,000 132,430 168,553 197,502 210,714 225,512 Payroll Taxes/Benefits 231 9,828 12,424 14,648 15,637 16,753 Subcontracted 1099 Employees 0 0 0 0 0 0
TOTAL PROGRAM STAFF COSTS 3,231 142,258 180,978 212,150 226,351 242,265 12:47 PM 6 of 6 11/18/2022
Agenda Report Page 139
ATTACHMENT #7E
Program Net Revenue
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 35
36 37
38 A B D E F G H I
DESIGN: 25 yard x 87 foot Main Pool with Warm-Water Activity/Program Pool Net Program Revenue
Issues to Review
Year Zero costs can all be included in project capital costs based on funding model. Potential for Increased Revenue Potential for Loss of Revenue
Year 1 Year 2 Year 3 Year 4 Year 5 Comments
PROGRAM EXPENSES 171,029 217,068 252,572 267,820 284,686 PROGRAM INCOME 469,917 612,065 720,435 769,170 823,337
NET PROGRAM REVENUE (DEFICIT) 298,888 394,997 467,862 501,350 538,650

PROGRAM BREAKDOWN
Community Education Programming
Expenses 10,991 13,857 15,220 15,729 16,258
Revenue 26,280 35,150 39,368 40,943 42,580
Net Revenue (Deficit) 15,289 21,293 24,148 25,214 26,323 Profit Margin 58% 61% 61% 62% 62%
Aquatic Fitness and Training Programs
Expenses 20,550 31,312 34,713 36,008 37,355
Revenue 57,412 90,720 101,246 105,255 109,423
Net Revenue (Deficit) 36,862 59,408 66,534 69,247 72,068 Profit Margin 64% 65% 66% 66% 66%
Learn to Swim Programs
Expenses 96,415 117,350 142,809 153,072 165,966
Revenue 294,850 355,320 430,974 464,652 507,217
Net Revenue (Deficit) 198,435 237,970 288,165 311,580 341,251 Piedmont Community Pool
Financial Forecast Pre-Opening Year Through Year 5
Category
November 18, 2022
Budget Projections
*Year Zero is the 12 months prior to opening of facility. Expenses are those not included in Capital Project Costs
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ATTACHMENT #7E
Program Net Revenue
11 12
13 A B D E F G H I
Category Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Budget Projections
39 40
41 42
43 44
50 51
52 53
54 Profit Margin 67% 67% 67% 67% 67%
Camp and Clinic Programs
Expenses 7,939 11,768 14,729 16,159 16,670
Revenue 20,425 33,075 42,940 47,645 49,224
Net Revenue (Deficit) 12,486 21,307 28,212 31,486 32,554 Profit Margin 61% 64% 66% 66% 66%
Summer Rec Swim Team
Expenses 7,170 9,904 10,120 10,640 11,040
Revenue 12,000 18,000 18,180 19,089 19,853
Net Revenue (Deficit) 4,830 8,096 8,060 8,449 8,812
Profit Margin 40% 45% 44% 44% 44%
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