Vista City Council
August 12, 2025

ACTION:
____________________________

Clerk/Secretary
Department: Recreation and Community Services Item No: D1 Prepared by:

Mike Pacheco, Recreation and Community
Services Director Meeting Date: August 12, 2025
Approved by: John Conley, City Manager Agenda Location: Discussion S
UBJECT: WAVE WATERPARK
RE
COMMENDATION:

1. Adopt City Council Resolution No. 2025- , amending the Capital Project Budget for Fiscal Years 2024/25 and 2025/26.

2. Discuss a recommendation from the Senior Citizens Affairs Commission to reinstate lap swimming for the benefit of seniors and provide direction to staff.

CO
RRELATION TO CITY COUNCIL GOALS: Parks and Recreation.

P
RIOR ACTIONS: On February 11, 2025, City Council directed staff to purchase two (2) new chlorinators for pool systems and requested more information on future maintenance costs of the facility, and further information on staff recommended options: Option 1: Improve/Restore the Wave Waterpark with a Phase Approach; Option 2: Repurpose the Wave Waterpark; Option 3: Lease Property to a Private Owner (No Vote:

Consensus).

O
n March 12, 2024, adopted City Council Resolution No. 2024 -34, awarding a contract to Aquatic Design Group for a needs assessment study for the Wave Waterpark (Vote: 4-0, O’Donnell absent).

O
n December 13, 2005, approved first amendment to the agreement with Aquatic Design Group, Inc. for the design and engineering services of the Wave Waterpark play structure, and authorizing the Mayor to execute the Agreement on behalf of the city (Vote: 5-0).

O
n December 8, 1992, approved the agreement with Aquatic Design Group in the amount of $225,000, and authorized the Mayor to sign (Vote: 5-0).

O
n September 8, 1992, accepted the “Aquatic Facility Economy Feasibility Study” as complete, and approved the Aquatic Facility Site Plan in concept (Vote: 3-0, Rappaport and McClellan absent).

O
n February 11, 1992, awarded bid to provide “Aquatic Facility Economic Feasibility Study” to Aquatic Design Group, Inc. in the amount of $15,000 and reject the other bid (Vote: 4-0, McClellan absent).

P
RIOR SENIOR CITIZENS AFFAIRS COMMISSION ACTION: On July 16, 2025, recommended to City Council that the lap swim program be reinstated at the Wave Waterpark for the benefit of seniors (Vote: 5-0- 1, Bramwell abstained).

AGENDA
REPORT

CITY COUNCIL

COMMUNITY DEVELOPMENT COMMISSION

SUCCESSOR AGENCY

BUENA SANITATION DISTRICT

JOINT POWERS FINANCING AUTHORITY
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MEETING DATE: August 12, 2025 PAGE 2
SUBJECT: WAVE WATERPARK
STATEMENT ON THE SUBJECT:

Reinstating Lap Swimming
On July 16, 2025, the Senior Citizens Affairs Commission recommended to City Council that the lap swim program be reinstated at the Wave Waterpark for the benefit of seniors. However, staff recommends deferring a decision on immediate reinstatement until the Parks & Recreation Master Plan (Master Plan) is completed by the end of this year. This approach will allow for the program to be considered within the established programs/activities prioritization process outlined in the Master Plan.

His
torically, the Wave Waterpark offered lap swimming on Mondays, Wednesdays, and Fridays from 6:00 AM to 8:00 AM, necessitating staff presence from 5:30 AM to 8:30 AM. However, the program was canceled after COVID-19 due to significant part -time staffing shortages, a challenge exacerbated by a pre -pandemic lifeguard shortage. Securing staff for these early morning hours remains a hurdle.

O
n June 24, 2025, the City Council received an update on the Master Plan. The update included a presentation on the survey findings which included the Priority Investment Ratings (PIR).

W
ater fitness programs/lap swimming ranked third in the following PIR for the top priorities for investment for programs/activities:
• Adult fitness & wellness programs - 200
• Outdoor environmental/nature camps & programs - 175
• Water fitness programs/lap swimming - 146
• Cultural enrichment programs - 139
• Senior programs - 133
• Adult visual arts/crafts programs - 120
• Special events - 117
• Swim lessons - 112
N
ew Chemical Controllers
On February 11, 2025, the City Council directed staff to purchase two new chlorinators. New chemical controllers were installed, at a cost of about $48 ,500, in May 2025 to replace the original 1994 system. The controllers automatically monitor and regulate pool chemistry to maintain optimal and safe water levels. Staff receive alerts and can access the system remotely, offering greater awareness and control. The system includes a five-year comprehensive maintenance and servicing package.

W
ave Waterpark Operation Options
Option 1: Improve/Restore the Wave Waterpark with a Phased Approach On February 11, 2025, the City Council requested further information on Option 1: Improve/Restore the Wave Waterpark with a Phased Approach.

P
hased Improvements – Staff recommend implementing Phase 1 improvements that were recommended in the Wave Waterpark Needs Assessment (Exhibit 2) to provide a safe, consistent, and code -compliant experience for all visitors. The comprehensive assessment included an evaluation of swimming pools, pool decks, deck amenities, waterslides, the FlowRider, splash pad, and all mechanical and chemical systems.

The total estimated cost for these initial improvements is $3.5M. The resolution attached as Exhibit 1 would establish a new capital improvement project for this pur pose and allocate the necessary funding for these improvements.

P
rojected Future Maintenance and Operational Expenses – Staff recommend implementing an annual budget of $360,000 for ongoing maintenance through 2035. This funding specifically covers the wet environment and does not include building improvements, which would fall under the Citywide Facilities Master Program if 08/12/2025
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MEETING DATE: August 12, 2025 PAGE 3
SUBJECT: WAVE WATERPARK
authorized and funded in the future. These ongoing main tenance costs are not included in the funding recommendations herein but will be addressed as part of the forthcoming year end fund balance and operating budget discussions.

S
taff does not recommend budgeting for maintenance past 2035 due to the significant projected costs shown below. The table below details the anticipated total maintenance/replacement costs for both periods:

Projected Maintenance Costs Through 2035 Past 2035
Equipment and Rail Goods $1,300,000 $2,100,000
Pools & Amenities $2,300,000 $12,000,000
Total $3,600,000 $14,100,000
O
ption 2: Repurpose the Wave Waterpark.

To provide more information on option 2 of repurposing the Wave Waterpark, staff held a workshop on June 5, 2025 with approximately thirty attendees providing valuable feedback on potential programs and general ideas for the waterpark during a hands-on workshop in the Morris B. Vance Community Room. Staff presented the cost analysis for proposed improvements, and proposals from five companies interested in private operation of the waterpark. Feedback was gathered using display boards.

The table below displays the tally of points for desired amenities from the dot exercise. Attendees allocated points using four green dots (1 point each) and one orange dot (4 points).

Dry Amenities 1 point 4 points Total Points
New Locker / Restrooms / Family
Changing Rooms
18 11 62
Shade 16 0 16
Updated Concessions 12 1 16
Climate Controlled Wet-Dry Classroom 7 0 7
Multi-Function Programmable Turf
Sports Court
2 1 6
Modern Arrival Experience 1 0 1
Wet Amenities 1 point 4 points Total Points
Lazy River 17 7 45
Waterslides 9 5 29
Activity Pool with Interactive Structure 7 1 11
Deepwater Surfable Wave 8 0 8
Splash Pad 4 0 4
Feedback on new programming ideas Votes
Band / Live Music for Night Events 6
Luau at the Pool - Polynesian Dances and Tropic Fun 6
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SUBJECT: WAVE WATERPARK
Spring Break Camp for One Week 5
Discount Guest Tickets for Season Pass Holders 5
Thanksgiving Break Camp (Mon-Wed) 4
Winter Camp for One Week 4
Different Pricing for Cabanas (Weekday vs. Weekend) 3
Donate School Supplies for a Discount Ticket 3
Mermaid Classes - 2-Hour Experience 3
Ideas from Attendees Votes
Aquatic Fitness 6
Lap Swim 5
Movie Nights 4
Tournaments 3
Better Web Presence 1
Bar 1
Client and Corporate Sponsors 1
Special Events (Themed) 1
Community Fun Day - Family Event with Games 1
Dunkin for Pumpkin 1
Chilli Cookoff 1
Boomers Partnership 1
Warm and Cold Pool 1
DJ Event 1
A
dditionally, Exhibit 3 illustrates the city -owned property, including the right -of-way, surrounding the waterpark. The City Council may consider utilizing this area for expanding the facility, as the existing roadway south of the park is not needed for emergency access.

At this time, staff is not recommending repurposing of the waterpark without a future source of secured funding to account for necessary redevelopment, capital replacement and maintenance costs.

Option 3: Lease Property to a Private Owner.

To provide more information on option 3 of leasing the property to a private owner, staff released a Request for Information (RFI) to solicit ideas and proposals for the private operation of the Wave Waterpark. In the Q&A section, staff provided extensive information, including staffing breakdowns and schedules, existing budgets, operating profit and loss statements, and historical pricing structures. The RFI gave interested companies the chance to conduct site visits and provided the park's history, highlighting its function as Vista's municipal pool, its year-round community programs, and its crucial role for local high school and private club swim and water polo teams.
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SUBJECT: WAVE WATERPARK
Additionally, the RFI covered background information on the February 11th City Council meeting and the Needs Assessment study. The RFI received four responses (Exhibit 4). Staff has not pursued any further lease options pending City Council direction.

F
ISCAL IMPACT: Staff recommend allocating $3.5 million from the Proposition L Reserve Account (No. 0010000.310744) to fund Phase I improvements to the Wave Waterpark, as described herein. Approval of this item will amend the CIP budget and program the funds into the Wave Waterpark Phase I Capital Improvement Project (CIP Account No. 5076625.578999.8398).

Fut
ure operational impacts, including the recommended $360,000 annual maintenance budget through Fiscal Year (FY) 2035, will be evaluated and proposed as part of future operating budget processes.

The
table below outlines revenue, expenditures, and subsidies for the Wave Waterpark from FY 2021/22 through FY 2025/26:

FY 2021-22 FY 2022-23 FY 2023-24
FY 2024-25
Revised
Budget
FY 2025-26
Budget
Revenue $751,019 $906,813 $1,512,556 $1,908,158 $1,970,110 Expenditures $1,619,454 $2,117,953 $2,807,222 $3,602,780 $2,928,273 General Fund Operating
Subsidy $938,390 $961,355 $680,000 $919,146 $958,163
General Fund Capital
Improvement Subsidy $0 $0 $654,914 $775,476 $0
ARPA Subsidy $0 $819,944 $0 $0 $0
E
XHIBITS:

1. City Council Resolution 2025- , amending the Capital Project Budget for Fiscal Years 2024/25 and 2025/
26 2. Wave Waterpark Needs Assessment Study

3. Wave Waterpark Aerial Map

4. Request for Information (RFI) Responses
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00029213 7
RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF

VISTA, CALIFORNIA, AMENDING THE CAPITAL PROJECT BUDGET FOR FISCAL YEARS 2024/25 AND 2025/26
The City Council of the City of Vista does resolve as follows:

1. Findings. The City Council hereby finds and declares the following:

A. On June 11, 2024, the City Council adopted Resolution 2024-86 approving the Six-Year Capital Improvement Program, the Capital Project Budget for Fiscal Years 2024/25 and 2025/26, and authorizing appropriations for Fiscal Years 2024/25 and 2025/26 capital projects.

B. The City Council desires to amend the Capital Project Budget at this time to reflect changed circumstances.

2. Action.

A. The Capital Project Budget for Fiscal Years 2024/25 and 2025/26 is amended as set forth in Exhibit A.

3. Adoption. PASSED AND ADOPTED at a meeting of the City Council of the City of Vista held on August 12, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY
By:

JOHN FRANKLIN, MAYOR
ATTEST:

KATHY VALDEZ, CITY CLERK
By:

APPROVED
Walter C. Chung
20240917152617
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EXHIBIT 1
RESOLUTION NO. 2025-

CITY COUNCIL FOR THE CHARTERED CITY OF VISTA
PAGE 1

EXHIBIT A

1. Account Number Account Description Increase Decrease 5076625.578999.8398 Wave Waterpark Phase I Capital Improvement Project 3,500,000$ 5070090.482001 Transfer In from General Fund 3,500,000$ 0010090.590507 Transfer Out to Wave Fund 3,500,000$
0010000.310744 Proposition L Reserve 3,500,000$
Appropriations are hereby made to fund the Wave Waterpark Phase I Capital Improvement Project. 08/12/2025
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Wave Waterpark Aerial

WAVE WATERPARK NEEDS

ASSESSMENT STUDY
August 2024
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EXHIBIT 2
2 Wave Waterpark Needs Assessment

Table of Contents

SECTION
A. INTRODUCTION

PAGE
3 B. CODES 4
C. FACILITY DATA 5
D. PROGRAMMING 18
E. SAFETY, MAINTENANCE, AND CODE ISSUES 19
F. RECOMMENDED PHASE 1 RENOVATION 28
G. SUMMARY 29

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A. INTRODUCTION
Wave Waterpark Needs Assessment 3

Aquatic Design Group (ADG) visited the Wave Waterpark in Vista, California on May 9th, 2024 as the first step of providing a needs assessment of the swimming pools, as well as their systems and equipment. Some of the pool systems were in operation but the pools were closed for use during ADG’s site visit. During the site visit a construction crew was resurfacing the FlowRider. The facility has the following outdoor bodies of water:

• A 25-yard x 25-meter competition pool with one
(1) one-meter and one (1) three-meter springboard diving board
• A spray ground
• An activity pool with lazy river and Flow-Rider
• A slide-receiving pool with four (4) waterslides

Staff representing the City met with ADG and were available during the site visit. ADG had previously walked the site with staff members and additional information was provided during that visit. It is also worth nothing that ADG was the original architect of record for this project and have been contracted to perform several renovations since it initially opened.

The following report includes a summary of the existing conditions, code violations, deficiencies and proposed
improvements for rehabilitation of the Wave Waterpark pools and related equipment. The scope of this report includes the swimming pools, deck area, and mechanical equipment. It excludes the structural integrity of the swimming pool shells, slide tower, pool appurtenances, and accessibility in the path of travel to the swimming pool area and within the adjacent buildings.

Note:

This report also excludes evaluation of the building, building systems and building structural. It is possible that a facility of this age could have underlying issues that have gone unnoticed by staff and are not apparent to a visual
inspection. This report attempts to provide an
accurate and realistic assessment of existing conditions. Our observations are based upon the conditions we could observe and information provided by staff. This report should be read in full without excerpts to be an accurate representative of the findings and has been prepared exclusively for the City of Vista.

No liability is accepted for any use of or reliance on the report by third parties.

This report identifies any violations of codes that were found. Some of these violations may currently be operating on a grandfathered exemption, meaning they complied
with code when they were built but code changes since
make them not compliant with current code. It is important to note that though some grandfatherable exemptions by the County Environmental Health Services Department may allow the swimming pools to legally operate in non-compliance of current standards, liability of any health and safety risks to the public may still remain. We therefore recommend that these issues be reviewed on an individual basis to
determine the disposition and possible remedies for each violation.

Some violations may be due to modifications to the code over the years. Providing that a violation is not deemed an immediate health or safety risk the County Environmental Health Services Department may allow the violation to exist as a "grandfatherable condition". These grandfathered conditions are normally allowed to exist until such time as when the facility is having work done in which the scope of the work will allow for the violation to be remedied. If such work were going to take place, then the County Environmental Health Services department would demand that the violations be brought into compliance.

In addition to the code violations being of concern to the County Environmental Health Services Department, they may be of concern to the City's Risk Manager as well. If a facility is in violation of the current code, the liability exposure alone may warrant the remedy of the violation. Given the subjective nature of the interpretation of the code, violations that may be deemed a grandfatherable violation at one point may not be allowed at another time or by a different inspector.

Not included in this report, but an important area to be reviewed, is the requirement for the entire facility to meet the American Disabilities Act (ADA). This includes access to the facility and restrooms, in addition to the swimming pools and deck. To comply, every swimming pool must have a primary means of access into the water. This can include a wheelchair ramp or an accessible lift. The scope of this report is for the swimming pools and deck. Therefore, access from the street or parking areas to the aquatic center and the adjacent buildings are not covered herein.

The estimated opinions of probable costs identified in the itemized sections of “E” thru “F” of this report include materials and labor for the repair, but do not include
architectural or engineering design costs or complete
project soft costs that may occur. Structural
analysis of the pool structures, pool mechanical spaces, or other spaces will require destructive testing which is not included in the scope of this report.
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B. CODES
4 Wave Waterpark Needs Assessment

Image 1: Original Dedication Plaque

For the purpose of this report the facility’s compliance with current codes and standards will be examined. The current codes and standards that may apply are:

• Americans with Disabilities Act Accessibility Guidelines for Buildings and Facilities (ADAAG) • Americans with Disabilities Act (ADA)
• California Building Code (CBC), Chapter 31B, 2022 Edition • California Conference of Directors of Environmental Health Recreational Health Technical Advisory Committee : Guidelines for the Installation and Operation of Waterslides at Public Swimming Pools • California Conference of Directors of Environmental Health Recreational Health Technical Advisory Committee : Recreational Water Parks Guidelines
• California Fire Code (CFC), 2022 Edition
• California Mechanical Code (CMC), 2022 Edition
• California Plumbing Code (CPC), 2022 Edition
• International Swimming Pool and Spa Code (ISPSC) Standards, 2021 Edition • Model Aquatic Health Code (MAHC), 2023 Edition
• Pool and Hot Tub Alliance Standards (PHTA)
• Federal Virginia Graeme Baker Pool and Spa Safety Act (VGBA) • California AB1020 (AB1020)
• Occupational Safety and Health Administration (OSHA)
• USA Swimming
• USA Water Polo
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5 Wave Waterpark Needs Assessment

The Wave Waterpark opened in 1994. Upon opening there was a children’s play pool in the same location as the existing spray ground. That pool was replaced in 2006 with a wet-dry
playground. That feature was later replaced with the current spray ground in 2022. All three versions were designed by ADG.

The other bodies of water are largely unchanged from original construction other than routine maintenance and replacement components as needed over the years. The data compiled in this section of the report is based upon information from ADG’s original drawings and interviews with staff as well as images taken by ADG and observations made during the site visit.

3.1 Parking Lot and Entrance:

Patrons arriving at the Wave Waterpark can park in the
dedicated lot immediately in front of the entrance to the facility.

This lot has 126 parking spots plus three (3) ADA parking places.

After parking, to the right of the facility is a door that enters into a control desk where patrons can speak to staff. This entrance also provides access to a series of offices and a hallway that exits out into the waterpark. The main entrance for patrons is a gated entrance along with turnstile exit that is located at the center of the facility that allows patrons to enter directly onto the pool deck where the entries to both male and female locker rooms are located.

3.2 Locker Rooms:

Dedicated male and female locker rooms are centered at the non- office entrance to the waterpark. The locker rooms are not conditioned spaces and feature ventilation grating along the pool and parking lot side upper walls that can be closed off.

Exhibit 2: Wave Waterpark Parking Lot and Main Entrance 08/12/2025
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6 Wave Waterpark Needs Assessment

The male locker room includes five (5) showers (one of which is ADA compliant), eight (8) toilets (one of which is ADA
compliant), eight (8) urinals, and eight (8) sinks. The locker room also includes five (5) separate wood benches, five (5) head height hand-dryers, one (1) baby changing station, and hooks on the wall for bags. The wall finishes are a mixture of tile in wet areas and painted drywall. The floor finish is smaller format tiles in the showers, and concrete in the remainder of the space.

Lighting is provided by a mixture of natural light through the operable windows on the pool and parking lot sides of building walls, and overhead incandescent features. There is a single water fountain on the deck at the entrance of the locker room.

There are no lockers within the locker rooms. All lockers are located in a common area on the pool deck. Drainage is
accomplished with a series of area drains. As with most heavily used buildings of this age, the locker room does show signs of disrepair, but is in fairly good condition overall. Several fixtures were out-of-order at the time of the site inspection, but the facility was not open yet for the season. Some cove tiles at the intersection of the floor and walls were missing. The wooden benches in the locker room are showing signs of age and should be repainted or replaced.

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7 Wave Waterpark Needs Assessment

The female locker room includes five (5) showers (one of which is ADA compliant), ten (10) toilets (two (2) of which are ADA compliant), and eight (8) sinks (one of which is ADA compliant).

The locker room also includes five (5) separate wood benches, five (5) head height hair-dryers, two (2) hand-dryers, one (1) baby changing station, one (1) hygiene dispenser, and hooks on the wall for bags. The wall finishes are a mixture of tile in wet areas and painted drywall. The floor finish is smaller format tiles in the showers, and concrete in the remainder of the space.

Lighting is provided by a mixture of natural light through the operable windows on the pool and parking lot sides of building walls, and overhead incandescent features. There is a single water fountain on the deck at the entrance of the locker room.

There are no lockers within the locker rooms. All lockers are located in a common area on the pool deck. Drainage is
accomplished with a series of area drains. As with most h eavily used buildings of this age, the locker room does show signs of disrepair, but is in fairly good condition overall. Several fixtures were out-of-order at the time of the site inspection, but the facility was not open yet for the season. Some cove tiles at the intersection of the floor and walls were missing but the locker room was in slightly better condition overall then its male counterpart.

3.3 Pool Area:

Upon entering the facility, the waterpark is laid out in a linear fashion with the lap pool in the foreground. The lazy river and FlowRider follow at the center of the complex. Towering above the other amenities, the waterslides draw eyes towards the rear Exhibit 3: Male Locker Room Images
Exhibit 4: Female Locker Room Images
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of the facility. To the left lies the spray ground, and off to the right are the lockers, kitchen, picnic tables, and offices.

A metal perimeter fence and solid wall serve to provide the code required enclosure around non-building sections of the
waterpark.

There are several options for patrons to escape the sun at the waterpark. These include: A pergola shade structure on the raised section of the pool deck adjacent to the grill with four (4) at the picnic tables; a pergola style shade structure adjacent to the sprayground with two (2) picnic tables; a pergola style shade structure at the back of the waterpark; a series of umbrellas located throughout the waterpark; and natural shade provided by the lush tropical landscape including palm trees around the perimeter of most of the waterpark.

Perimeter and deck lighting is achieved by utilizing a variety of raised lights throughout the entire waterpark. The pool deck also features a permanent lifeguard station for the lap pool. To the left of the lap pool lies an enclosure that serves as a check out area for inner tubes and as a central command area for
lifeguards. To the right, in addition to the kitchen are sheds for storage and the main mechanical room for pool equipment and systems.

Totaling over 100,000 square feet the Wave Waterpark is a sweeping complex with gracious amounts of hard and softscape.

There are over 44,000 square feet of concrete deck and 18,000 square feet of natural and artificial turf. The concrete deck was originally had a uniform medium broom finish. Over the years Exhibit 5: Overall Views, Seating, Shade, Fencing, and
Lights.
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9 Wave Waterpark Needs Assessment

through the necessity of quick repairs the deck’s appearance is now a patchwork collection of finishes, colors, and elevations.

Deck drainage is accomplished by a combination of perimeter slot drains with stainless steel cleanouts and area drains. The deck shows many signs of aging including major cracks and discoloration. The portion of the decks closest to the pool, in varying dimensions, have been covered with a topcoat which is past its useful life and is delaminating, discolored, and cracked.

Staff reports the deck is too slick in some areas which has contributed to some slips and falls. One of the largest concerns is the fact that the perimeter slot drain cleanouts are out of level with the deck around them and uneven in many places. This creates sharp raised ledges where patrons have a higher likelihood to stub their toes, cut, or slice open their feet. Of additional concern is that the metal is rusting which poses are greater risk of infection including the potential need for a tetanus shot.

3.4 Pools:

Lap Pool:

The lap pool is rectilinear with a shallow water section to the left (looking towards the facility from the main entrance) and deeper water lap lanes to the right. The main swimming area is 75 feet (25-yards) in length and is 90 feet in width. It has eight (8) 8’-0” wide 25-yard lanes with starting blocks installed in the deck at the north end of each lane. Depths range from 6’-6” in the deep end to 3’-0” by the walk-out entry stairs. The pool features two (2) walk-out staircases and two (2) sets of removable grabrails with recessed steps.

An ADA compliant accessible lift serves as the primary means of ADA accessibility. ADA requires any pool with over 300 linear feet to have two means of ADA compliance, one must be a primary means (ramp or lift that meet the requirements), and a second either primary or secondary (transfer tier, transfer system, stairs with a double handrail that meet the requirements). As both stair cases have single handrails, a second handrail is required for this pool to comply with ADA.

The lap pool features eighteen (18) underwater lights, thirty-four (34) floor inlets, and two (2) 18” x 36” Virginia Graeme Baker act / Assembly Bill 1020 compliant unblockable main drains.

Exhibit 6: Pool Deck Cracking and Drainage
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The perimeter gutter system is a cantilever or deep gutter system with 12” between the pool deck and water level of the pool. The pool features a white plaster finish with blue trim tile on the stairs, waterline tiles, lane line tiles, and wall targets.

• Dimensions: 92’-0” long x 75’-1" wide (per original drawings) • Perimeter: 350 linear feet (per original drawings)
• Surface Area: 6,975 square feet (per original drawings) • Volume: 299,675 gallons (per original drawings)
• 25-Yard Lanes: Eight (8), 8’-0” in width (per original drawings) • Depths: 3’-0” to 6'-6 " (per original drawings)
• Finish: Plaster and tile (observed during site visit) • In-Pool Lights: Eighteen (18) (per original drawings) • Pool Main Drains: Two 18” x 18” (per original drawings, unable to observe during site visit)
• Gutter: Deep gutter system (observed during site visit) • Ingress and Egress: Two (2) walk-in stairs with single handrails and two (2) sets of recessed steps (observed during site visit)
• Floor Inlets: Thirty-Four (34) (per original drawings) • Racing Platforms: Eight (8) (per original drawings)
• Code Minimum Flow Rate: 832 GPM (6-hours) (per
original drawings)
• Code Minimum Turnover Rate: 832 GPM (6-hours) (per original drawings)
• Actual Flow Rate: ? GPM (per observed control monitor) • Actual Turnover Rate: ?-hours
• Design Flow Rate: 832 GPM (6-hours) (per original drawings) • Design Turnover Rate: 832 GPM (6-hours) (per original drawings)

Mechanical and Chemical Systems: (Observed During Site Visit)

• High-Rate Sand (H.R.S.) Filter Tanks (x5)
• Make: EPD
• Model: EPD-501
• Total Filter Surface Area: 67.5 FT2
• Recirculation Pump
• Make: Paco
• Model: Unknown
• Horsepower: 20
• Recirculation Motor
• Make: US Motors
• Model: Unknown
• Horsepower: 15
• Heating System
• Make: Raypak
• Model: P-2100
• BTU Maximum Output: 2,100,000
• Variable Frequency Drive
• Make: H20 Technologies
• Model: SPCS
• Chemical Control Monitor
• Make: Stantrol
• Model: System 4 Controller
• Sanitation (All Bodies of Water)
• Liquid Chlorine (Sodium Hypochlorite) tank
• 500 gallon capacity
• LMI chlorine pump
• pH Control (All Bodies of Water)
• Liquid Carbon Dioxide with 6 Ton Storage Container
• The Solution X-2 venturri chemical feed system: 197
gallons per day feed rate capacity
• Muriatic Acid (one gallon jugs, hand fed)

Exhibit 7: Lap Pool
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11 Wave Waterpark Needs Assessment

Spray Ground:

The spray ground is rectilinear with no-standing water. It features a perimeter trench drain and linear trench drain at the center of the spray ground. This is the third amenity to be located in this location and opened in 2018 and features twenty (20) different wet play products.

The spray ground is mostly enclosed as a safety fence with only one opening is provided to help keep young children from wandering into the rest of the facility. Seating and shade is provided to allow for comfortable viewing by those watching their children and to allow for safe, dry storage of diaper bags and other items needed for this younger demographic.

• Dimensions: 51’-6” x 47’-9”
• Perimeter: 198 square feet (per original drawings)
• Surface Area: 2,267 square feet (per original drawings) • Volume: 4,732 gallons (per original drawings)
• Depths: 0’-0” (per original drawings)
• Finish: Broom finish concrete (observed during site visit) • Drains: Continuous perimeter trench drain and linear trench drain in center of spray ground
• Code Minimum Flow Rate: 157 GPM (30-minute turnover)
• Code Minimum Turnover Rate: 30 minutes
• Actual Flow Rate: ? GPM (per observed control monitor) • Actual Turnover Rate: thirty minutes
• Design Flow Rate: 157 GPM (per original drawings)
• Design Turnover Rate: 30 minutes (per original drawings) • Spray Features
• Carronade 2.0 (3 total)
• Butter Cup (3 total)
• Confetti Spray (3 total)
• Doughnut Spray (2 total)
• Spray Tunnel 4 (1 total)
• Spray Tunnel 8 (1 total)
• Puddle 1 (1 total)
• Puddle 2 (1 total)
• Puddle 3 (1 total)
• Aqua-Drop (1 total)
• Boingo with Ground Spray (3 total)
• Roue Cyr (1 total)
• Encore (1 total)
• Big Top Soaker (1 total)
• Misty Mountain (6 total)
• Baton (1 total)
• Parasol (1 total)
• Aqua-Knot (1 total)
• Djembe (1 total)
• Palm Tree (2 total)

Mechanical and Chemical Systems: (Per Original Drawings) • High Rate Sand (H.R.S.) Filter Tank
• Make: EPD
• Model: 150
• Total Filter Surface Area: 13.5 FT2
• Filter Media Rate: 15 GPM / FT2 at 202.5 GPM
• Recirculation Pump
• Make: Paco
• Model: 1012A Type LC
• Horsepower: 5
• Booster Pump
• Make: Paco
• Model: 4012A Type LC
• Horsepower: 10
• Hair and Lint Strainer
• Make: Pro-Flo PSV Series PSV1005SC-C
• Size: 10” x 5”
• UV System
• Make: ETS Ecoflo II
• Model: ECF-210-4VTHY
• Strainer: ETS EZ Strainer 4” EZCLN-4
• Chemical Control Monitor
• Make: BecSys
• Model: System 3 Controller
• Chemicals (See Lap Pool)

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Waterslides and Slide Receiving Pool:

The waterslides and slide receiving pool are located at the rear (southwest) of the facility. The primary function of the slide receiving pool is to serve as the catch basin for the four (4) waterslides that all launch from a single landing roughly thirty-five (35) feet above.

The waterslides are original from when the park opened but have been refinished several times throughout the years. Structural and leak repairs have also been undertaken to keep the slides in working order.

The slide tower was recently repainted and its metal handrails and structure appear to be in good condition. The concrete steps and landings show some signs of age, but also appear to be in good condition.

Despite the best efforts of city staff the slides do appear dated and could use another refinishing in the near future. Staff report that some leaks still exist as well. The life of waterslides varies depending on environmental conditions and service and maintenance. It is not unreasonable to think that the slide could last another 5-10 years but eventually they will need to be replaced.

The slide receiving pool is rectilinear and features depths of 3’ -6” where the slides end to 2’-6” at the opposite side where a staircase extends across the entire length of the pool. The finish of the pool is white plaster with blue tile along the waterline and trim tile at each step, and an all tile top step with a field of white and blue for trim tile.

Two (2) 3’ x 4’ VGBA / AB1020 compliant unblockable main drains are located in the deepest section of the pool. Ten (10) floor inlets and five (5) wall inlets serve to return water to the pool from its mechanical and chemical systems. There are four (4) underwater lights located along the width of the pool.

The staircase has five (5) handrails to assist riders with exiting the pool. Slide receiving pools, by definition are special purpose pools and do not need to be compliant with ADA if the sole purpose of the pool is to serve the waterslides. If other programming is offered in the pool, an ADA compliant accessible lift would have to be provided.

• Dimensions: 44 '-0" long x 40'-0 " wide (per original drawings) • Perimeter: 168 linear feet (per original drawings)
• Surface Area: 1,753 square feet (per original drawings) • Volume: 29,217 gallons (per original drawings)
• Depths: 2’-6” to 3’-6” (per original drawings)
• Finish: Plaster and tile (observed during site visit) • In-Pool Lights: Four (4) (observed during site visit) • Pool Main Drains: Two (2) 36" x 48" (per original drawings) • Gutter: Rim-flow gutter system (observed during site visit) • Ingress and Egress: One (1) lengthwise set of walk-in stairs Exhibit 8: Spray Ground
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with five (5) single handrails (observed during site visit) • Floor Inlets: Ten (10) (per original drawings)
• Wall Inlets: Four (4) (per original drawings)
• Code Minimum Flow Rate: 487 GPM (using 1-hour
turnover)
• Code Minimum Turnover Rate: 487 GPM (using 1-hour
turnover)
• Actual Flow Rate: ? GPM (per observed control monitor) • Actual Turnover Rate: ?-hours
• Design Flow Rate: 487 GPM (per original drawings)
• Design Turnover Rate: 1-hour (per original drawings)

Mechanical and Chemical Systems: (Observed During
Site Visit)
• High Rate Sand (H.R.S.) Filter Tank (X3)
• Make: EPD
• Model: EPD-300
• Total Filter Surface Area: 40.5 FT2
• Recirculation Pump
• Make: Paco
• Model: Unknown
• Horsepower: 15
• Recirculation Motor
• Make: US Motors
• Model: Unknown
• Horsepower: 15
• River Booster Pump
• Make: Baldor Reliance
• Model: Unknown
• Horsepower: 7.5
• Hair and Lint Strainer
• Make: Mermade
• Size: 6-inch
• Chemical Control Monitor
• Make: Stantrol
• Model: System 4 Controller
• Chemicals (See Competition Pool)

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Exhibit 9: Waterslides and Slide Receiving Pool
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Activity Pool (Lazy River and FlowRider):

When the Wave Waterpark was originally constructed much of the buzz around the park was the inclusion of the first FlowRider in the world. The body boarding experience offered with the FlowRider provides users a thrilling, fun, and challenging experience. The unique design of the FlowRider in the center of a lazy river can only be found in a handful of waterparks in the entire world and to the best knowledge of ADG the Wave Waterpark is the only such in which FlowRider users “wash out” directly into the lazy river.

This element provides three (3) distinct experiences for those who use the FlowRider: the boarding board experience of the FlowRider; a waterslide experience from exiting the Flowrider into the lazy river; and the lazy river itself.

The FlowRider was recently refinished and is expected to reopen in July of 2025. According to staff several renovation of the FlowRider have been required over the years.

The lazy river has a width of 15’ for the majority of its expanse with a section of almost 24’ where riders exit the FlowRider and enter the river.

The surface of the lazy river is white plaster, with blue trim tile and waterline tile. There are two (2) expansion joints in the river which feature white tile on each side of the caulking covering the expansion joint. Three sumps are located along one curve of the river which the FlowRider draws water from for its operation.

There are two (2) surface skimmers and two (2) VGBA / AB1020 compliant unblockable main drains. Sixteen (16) floor inlets return water to the lazy river after it has been treated by its mechanical and chemical systems. Fifteen (15) underwater lights are located throughout the lazy river.

There are two (2) entry stairs, each with a handrail on either side and one (1) ADA compliant accessible lift that serve as means of ingress and egress for users of the lazy river. When in operation, users can collect a blue tubes from the Wave Shack along the south of the facility near the stairs to the lap pool.

The activity pool is lightly themed with wooden posts and netting, and artificial rock around portions of the perimeter including the ramp and bridge FlowRider users use to cross the river. These were resurfaced and repairs were made over the winter of 2024.

When operational the FlowRider and lazy river are extremely popular amenities. Both require a significant amount of resources to keep running, and to safely operate due to the skill and diligence required by staff to lifeguard and supervise. Due to needed repairs and being short staffed, the Activity has been closed to users at various times since the waterpark reopened after Covid.

• Dimensions: Curvilinear
• Perimeter: 768 linear feet (per original drawings)
• Surface Area: 8,444 square feet (per original drawings) • Volume: 142,235 gallons (per original drawings)
• Depths: 3’-0” (per original drawings)
• Finish: Plaster and tile (observed during site visit) • In-Pool Lights: Seventeen (17) (per original drawings) • Pool Main Drains: Two (2) 18" x 18" (observed during site visit) • Gutter: Surface skimmer gutter system (observed during site visit)
• Ingress and Egress: Two (2) sets of grabrails with recessed steps and one (1) lengthwise set of walk-in stairs with multiple handrails (observed during site visit)
• Floor Inlets: Thirteen (13) (per original drawings)
• Code Minimum Flow Rate: 592 GPM (using 4-hour turnover) • Code Minumum Turnover Rate: 4-hours
• Actual Flow Rate: ? GPM (per observed control monitor) • Actual Turnover Rate: Four (4)-hours
• Design Flow Rate: 592 GPM (per original drawings)
• Design Turnover Rate: 4-hours (per original drawings)

Mechanical and Chemical Systems: (Observed During Site Visit) • High Rate Sand (H.R.S.) Filter Tank (X3)
• Make: EPD
• Model: EPD-300
• Total Filter Surface Area: 40.5 FT2
• River Recirculation Pump
• Make: Paco (Motor: US Motors)
• Model: Unknown
• Horsepower: 15
• River Booster Pump
• Hair and Lint Strainer
• Make: Mermade
• Size: 6-inch
• Slide Booster Pump #1
• Make: Paco
• Model: Unknown
• Horsepower: 50
• Slide Booster Pump #2
• Make: Paco
• Model: Unknown
• Horsepower: 30
• Hair and Lint Strainer
• Make: Mermade
• Size: 6-inch
• Chemical Control Monitor
• Make: Strantrol
• Model: System 4 Controller
• Chemicals (See Competition Pool)
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Exhibit 10: Activity Pool: FlowRider and
Lazy River
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D. POOL PROGRAMMING

The Wave Waterpark supports the City of Vista and users from surrounding areas. With its diverse mix of pool, slides, and attractions it offers a wide range of programs that cannot be found in any other public sector aquatic center in San Diego County. Programs include, but are not limited to:

• Swim team rentals
• Swim meets
• Open lap swim
• Open rec swim
• Aquatic exercise programs
• Swim lessons
• Splash camps
• Jr. Lifeguards
• Flow rider classes
• Birthday party rentals
• Field trips

The City reports some struggles in recent years to fully staff the waterpark. This is an industry wide issue stemming from a wide variety of causes including lifeguarding no longer being as highly desired of an occupation for teenagers and young adults, s tate- mandated extremely competitive wages at entry level jobs, losing two years of lifeguards due to Covid closures, barriers of entry such as required training and certification(s), and the ease at which staff can be sent home and even fired for failure to comply with job specific protocols such as quickly detecting dummies floating in or sitting on the bottom of the pool during their shifts . On the positive side of things, staff reported that finding adequate an adequate workforce for the 2024 summer season does not appear to be an issue. If a consistent labor force can be provided the facility has the capacity to offer more varied programs to user groups.

A more detailed analysis of programs is being completed by Next Practice Partners.

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E. CODE VIOLATIONS, SAFETY AND OPERATIONS CONCERNS

ADG has determined that the following three items do not comply with current code standards. For each item within the report a description of the condition is given along with a reference to the code that applies. An opinion of probable cost is given f or most items.

The items are listed in order of suggested priority with categories. The itemized estimates do not include general conditions and other costs that are typically added to any project for a complete construction project cost. In the proforma secti on of this report the itemized costs are totaled to give an example of a complete project cost.

ITEM DESCRIPTION CATEGORY

5.1 Pool Deck Patron Safety

5.2 Lap Pool and Activity Pool Plaster Patron Safety

5.3 Water Depth Markers Patron Safety and Maintenance

5.4 Fixtures Code Compliance

5.5 Waterslides, Columns, Pumps Patron Safety and Maintenance

5.6 Turf Patron Safety and Maintenance

5.7 Security Patron Safety and Maintenance

5.8 Buildings and Infrastructure Staff and Patron Safety and Maintenance Some assumptions in this section are made based on visual observations and staff comments. One example is that staff reports upgrades have been made and main drains appear to be in compliance with AB 1020 / the Virginia Graeme Baker Act. During a renovation this would need to be verified to ensure that the main drains are hydraulically balanced and in compliance and the grates have not exceeded their rated lifespan. The main drains were recently certified by Patrell Engineering but should be analyzed again prior to a replaster project.

The following items are noted as not complying with the various codes and regulations that apply to public swimming pools in the state of California. A description of the condition is given along with a reference to the code that applies.

5.1 Pool Deck: The existing pool deck has worn over time and in many sections the finish has deteriorated to the point that it is no longer uniform and non-abrasive. Past renovations and top coats have created a patchwork appearance there are many sections of the deck which have significant cracks, heaving, and delamination of past attempts to fix the deck. Some sections of the deck do not appear to have proper slip coefficients.

CODE: Title 24, Chapter 31B3114B.1 Pool Decks General:

“ A minimum continuous and unobstructed 4’ foot wide slip resistant, cleanable, nonabrasive deck area of concrete or like mat erial shall be provided flush with the top of the pool coping extending completely around the pool…”

Additionally, many of the drain covers and vault lids have become rusted, the deck around them cracked and unlevel and now serves as a very real hazard for bare feet.

Based on these facts and the age of the deck, it is recommended that , with the exception of the sprayground, the entire lower section of the deck and its drainage system be replaced with a new concrete deck, slot drain, drain cleanouts, and lids for vaults. As part of this renovation all anchors and all code required signage and warning such as depth markers and no diving signs should be replaced.

The estimate below includes removing and replacing the existing deck and drainage system with a similar sized deck and draina ge system and does not consider any expansion of the existing deck area. It includes all new deck anchors.

(Remove and Replace Lower Deck and Drainage Estimated Cost- $1,250,000.00)

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5.2 All Pool Finishes:

The finishes at both the lap pool and activity pool are older and in poor condition. All pools feature a plaster finish with waterline and trim tile. The lap pool features tile lane lines and targets. The activity pool features tile around its expansion joints. Of the three pools, the lap pool finish is in the worst condition and should be replaced in the near future. There are multiple rust spots where the rebar underneath the plaster has oxidized, expanded, and is rusting through the plaster. There are other locations in the lap pool where the plaster has erupted and delaminated from the shotcrete shell. The lap pool also has cracked steps in the deep end, and cracks in the tile edging in the shallow end stair. The activity pool surface is rough in many areas and also shows signs of delamination. Multi ple areas around the lazy river have had consistent issues with tiles popping off resulting in a checkerboard appearance with newer til es being different colors than adjacent older tiles. Many patrons have reported hurting, scraping, and getting raw feet on the rough surface of the lazy river floor and have also reported injuring their hands, arms, and torso on the walls along the last river. The slide receiving pool surface is newer, having been resurfaced during the covid closure, but will likely need to be resurfaced again in the next si x (6) to eight (8) years.

The failing finish on the swimming pools is in violation of Chapter 31b of the California Building Code:

3108B.1 Pool Shell
The pool shall be built of reinforced concrete or material equivalent in strength, watertight and able to withstand anticipated stresses under both full and empty conditions taking into consideration factors such as climatic effects, geological conditions and in tegration of the pool with other structures.

3108B.2 Finish
The finished pool shell shall be lined with a smooth waterproof interior finish that will withstand repeated brushing, scrubb ing and cleaning procedures. The interior pool finish shall completely line the pool to the tile lines, coping, or cantilevered dec k.

3108B.3 Finish Color
The finish color shall be white except for the following which shall be of contrasting color:

Lane and other required pool markings described in Section 3110B; and The top surface edges of benches in spa pools; and
The edge of pool steps; and
Exhibit 10: Wave Waterpark Pool Decks
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Tiles installed at the waterline; and
Tiles installed at the 41/2-foot (1372 mm) depth line.

(Lap Pool Estimated Cost- $400,000.00)
(Activity Pool Estimated Cost- $500,000.00)

5.3 Deck Safety Markings:

Many of the depth markings and safety markings around the facility are discolored and hard to read. The locations, size, and information provided in the deck markings appears to be consistent with current code, but all are aging and will need to be replaced as p art of a deck replacement project.

3110B.4 Water Depth Markers

3110B.4.1 Location
The water depth shall be clearly marked at the following locations:

Maximum depth; and
Minimum depth; and
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Each end; and
Both sides at the shallowest and deepest part of the pool; and At the break in the bottom slope between the shallow and deep portions of the pool (see also Section 3109B.3); and Along the perimeter of the pool at distances not to exceed 25 feet (7620 mm).

Note: For an illustration diagram pertaining to this section see Figure 31B -8. 3110B.4.2 Position
Where required by Section 3110B.4.1, depth markers shall be located in the following positions:

On the coping or on the deck, the depth markers shall be placed as close as possible but no more than 3 feet (914 mm) from the pool water; and For pools with skimmer systems the depth markers shall be high at the waterline which typically will result in the depth markers being submerged approximately 50 percent; or
For pools with perimeter overflow systems where coping cantilevers over the gutter depth markers may be positioned at the fac e of the cantilevered coping, the back wall above the gutter or immediately below the waterline which will result in the depth mark ers being completely submerged; or
For pools with rim flow gutters, depth markers shall be positioned immediately below the waterline which will result in the d epth markers being completely submerged.

3110B.4.3 Tolerance
Depth markers shall be positioned to indicate the water depth accurate to the nearest 6 inches (152 mm) as measured at the wa terline.

3110B.4.4 Size of Markers
Depth markers shall:

Have numerals a minimum of 4 inches (102 mm) in height and of a color contrasting with the background and be marked in units of feet and inches. Abbreviations of FT and IN may be used in lieu of feet and inches; and Be made of a durable material that is resistant to weathering; and Be slip resistant when they are located on the pool deck.

3110B.5 No Diving Markers
For pool water depths 6 feet (1830 mm) or less no diving markers with the universal symbol of no diving, which is a red circle with a slash through it superimposed over the image of a diver, shall be installed on the deck directly adjacent to the depth marker s required by Section 3110B.4.1. No diving markers shall comply with Section 3110B.4.4(2-3).

(Remove and Replace In-Deck Signage Estimated Cost- $20,000.00)

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5.4 Fixture Counts:

The fixture count requirements have not changed since the facility was originally designed. As such the number of fixtures in both locker rooms is compliant with California code. However, the shower trees and drinking fountains located on the pool deck are no lon ger functional and need to be replaced with functional fixtures to stay in compliance. Additionally, the drinking fountains are all original and do not feature bottle filling stations, which is standard for modern park and aquatic spaces .

Based on the total square footage of the bodies of water, the chart below shows the required number of fixtures per gender:

Total
Square
Footage
Bathers Females Males Total
Showers
Male
Toilet
Male
Urinal
Female
Toilet
Total
Drinking
F.
17370 1158.0 579.0 579.0 23.2 7.7 7.7 9.7 5.8

It is recommended to replace the shower tree and all drinking fountains around the site with new, updated, and functional one s.

Currently the facility has sixteen (16) working showers (five (5) in each locker room and one (1) six-head (6) shower tree). An additional shower tree with at least seven (7) heads would be required to be code compliant. The facility is also short four (4) working drinking fountains as only the two (2) at the entrance to each locker room function. Staff reports both of those are in poo r working condition with low pressure and known leaks. Modern aquatic centers also typically feature gender neutral / family changing rooms. Thes e rooms provide safety and security for families with younger children, family with children of multiple genders or opposite genders who are not comfortable changing alone but are too old to use the opposite gender locker room with their parent / guardian, those who nee d companion care, the transgender population, and those with modesty concerns. It would be recommended to provide a minimum of two (2) such changing / rest rooms as part of a major renovation / remodel of the facility.

(Remove and Replace Shower Trees Estimated Cost- $8,000.00) (Remove and Replace Drinking Fountains and add Bottle Filling Component - $8,000.00) (Create Two (2) New Family / Gender Neutral / Family Restrooms - $100,000)

5.5 Waterslides, Columns, and Pumps:

The waterslide platform and tower underwent a major renovation including replacement of many areas in 2023. The waterslides themselves have not been repainted or had a gel-coat resurfacing in the last 15 years. It is standard to gel-coat waterslides once every 10 years. As such the slides appear aged and inconsistent and the surface of the slides, in many places, is rough. Many of th e slides leak.

Additionally, in a study commissioned by the City in 2023, Waterfun Products and Bruce Dalen found that the slides have exceeded their lives and should be replaced. Staff report that on column J the supports and all brackets need immediate replacement. Other recommendations included replacing all valves in the waterslide columns. A second report recently commissioned and completed by Doug Ferrell of Patrell Engineering found that all slides were capable of being safely operated but with specific repairs. Th at report is attached to this report as an appendix and is considered to be the more accurate of the two.

The waterslide booster pumps, located in an open air concrete enclosure adjacent to the waterslide tower need improvements.

Specifically the motor on pump 2 is over 15 years old (the motor on pump 1 was replaced over the last year). When pump 2 is r ebuilt or replaced it is recommended to place a housekeeping pad under it to prevent degradation and rust of its base. The pump cur rently sits directly on the concrete floor which has no slope or drainage. It is also recommended to install a remote shunt trip res et so staff does 08/12/2025
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not have to enter the enclosure and manually restart the pumps. An area drain should also be placed in the center of the enclosure to allow water to drain properly and not sit on the floor of the pump enclosure.

The slide receiving pool circulation pump is reported to not have sufficient power to properly disrupt the filter media durin g backwash events. This could result in biofilms forming in the media bed which chlorine has a very difficult time of breaking down . The result of this could be more chlorine use, and subpar water quality. It is recommended to replace the existing waterslide receiving pool cir culation pump with a stronger pump and potentially rerouting pipes and replacing its isolation valves to reduc e head loss and provide a higher GPM of flow sufficient to properly disrupt the filter media and maintain proper water quality.

(Repaint Slide Supports and Piping Estimated Cost- $40,000.00) (Miscellaneous Repairs Allowance- $20,000)
(Remove and Replace Booster Pump, Housekeeping Pad, and add Drain- $30,000) (Apply Gelcoat to All Four Waterslides Estimated Cost- $ TBD)

5.6 Turf Area:

Behind the waterslide tower at the back of the facility lies a large turf area which is heavily shaded from the surrounding t rees. This area serves many purposes and allow for larger groups to spread out in addition to staging and assembly of camps and oth er in-park functions. Staff reports the turf to be nearing the end of its life. The City will need to decide if they are going to replac e the turf or potentially repurpose this area with a new amenity or attraction. As previously mentioned the drinking fou ntain under the pergola in this area no longer functions and should be replaced if the area is going to continue to be used by patrons.

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5.7 Security:

Staff reports that the waterpark has a history of people jumping the fencing and entering the park after hours. While staff r eports that vandalism hasn’t been a huge concern in recent years, after hours breakins can be a large liability for the City as wel l as endangering staff. Damage to equipment and theft are also concerns with breakins. Staff reports two areas are more common than others for the breakins to occur: the fence at the front of the facility on the sprayground, and the rolling gate at the rea r of the facility. Installing more high profile cameras specific to areas where breakins occur may help discourage people from attempting to scale a fence. Increasing the height of the fences may also prove an effective means of reducing the number of breakins.

5.8 Electrical:

Staff reports various electrical issues and concerns. Approximately ten (10) years ago an analysis of bonding of rail goods was conducted. According to staff in many locations the analysis found that proper bonding was not provided. While this is not un common 08/12/2025
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in aging waterparks- as things age and are replaced often they no longer become properly bonded, it is a safety and code concern. It is recommended to either conduct another such analysis, or at a minimum to address and mitigate the findings in that analys is.

The underwater lights in all bodies of water are incadescent. While staff reports the majority of the lights work, the City h as already purchased new LED bulbs for all underwater lights. After the busy summer season, all the new LED bulbs should be install ed. Doing so will save the City money by reducing the amount of electricity used, and should result in less maintenance due to higher perf ormance and longer lasting fixtures.

5.9 Buildings and Infrastructure:

While not specifically included in the scope of this report, when the City considers either a large scale reimagining of the park or a series of renovations, it is pertinent to consider the buildings themselves. Commercial buildings in demanding environments such as water parks have a finite life. All the buildings and structures at the facility are original and just turned 30 years old and are showing signs of age and need specific attention in the near future. Specifically:

• The roof of the front office area leaks to the point that mushrooms are commonly found growing on the office side of the ceiling.
• The heat pumps in the front office no longer work creating difficult working conditions for staff. • Mold has been reported in both the front office area and locker room ceilings. • The appearance of the buildings and structures looks tired and shows signs of deterioration that all patrons can see. • The shower heads in both locker room leak inside the walls. • The urinals are reported to not flush properly.
• Toilets and showers in both locker rooms frequently stop working. • There are signs of wood rot throughout various structures at the facility. • The speakers located throughout the park no longer work and portable speakers are used. • Paint is peeling on many structures and areas throughout the park and does not appear to be paint specifically designed for waterpark enviornments.

If the City chooses to renovate or replace any or all of the structures, the City could greatly increase the utility of the s paces and provide updated and more comfortable amentities for its staff and patrons. Additional revenue streams and community spaces could be created during such a project as well.

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F. RECOMMENDED PHASE 1

F. RECCOMENDED PHASE 1

The scope of work listed below needs to be addressed in the near future to provide a safe, consistent, and code compliant experience for users. This scope of work is recommended to take place during the winter down months of 2024-2025. While it would be possible to split the scope of work over multiple projects, doing the complete recommended work at one time would cost less and result in less downtown for the facility.

ITEM DESCRIPTION QTY UNIT UNIT PRICE EXTENSIONS

1.0 RECOMMENDED PHASE 1 CONSTRUCTION COSTS

1.1 Site Preparation/Mobilization/Demolition 1 Allowance 250,000.00$ 250,000.00$

1.2 Competition Pool Remove & Replace Plaster & Tile 6,975 Sq. Ft. 52.00$ 362,700.00$

1.4 Competition Pool Inlet, Rail Goods, Fittings, Main Drains 1 LS 37,300.00$ 37,300.00$

1.5 Activity Pool Remove & Replace Plaster & Tile 8,444 Sq. Ft. 52.00$ 439,088.00$

1.7 Activity Pool Inlet Replacement, Rail Goods, Fittings, etc. 1 LS 61,912.00$ 61,912.00$

1.8 Remove and Replace Lower Deck / Drainage 25,000 Sq. Ft. 50.00 $ 1,250,000.00$

1.9 New Gutter Access Covers 1 LS 12,000.00$ 12,000.00$

1.10 New Racing Platform Anchors & Blocks 8 Each 5,500.00 $ 44,000.00$

1.11 New Stancion Sockets 1 LS 12,000.00$ 12,000.00$

1.12 New Anchor Sockets for Grab Rails 1 LS 15,000.00$ 15,000.00$

1.13 New Disabled Lift Anchors 2 Each 260.00 $ 520.00$

1.14 New Lane Line Anchors 24 Each 75.00$ 1,800.00$

1.15 New In-Deck Signage 1 LS 20,000.00$ 20,000.00$

1.16 TOTAL CONSTRUCTION COSTS 2,506,320.00$

2.0 SOFT COSTS

2.1 Design Contingency 8% 200,505.60$

2.2 General Contractor Mark-up/Overhead 12% 300,758.40$

2.3 Construction Contingency Costs 10% 250,632.00$

2.4 Escalation (Annual rate) 5% 125,316.00$

2.5 TOTAL SOFT COSTS 877,212.00$

3.0 TOTAL ESTIMATED PROJECT COST 3,383,532.00$

4.0 SLIDE RELATED ITEMS

4.1 Repaint Slide Supports and Piping 1 Allowance 40,000.00$ 40,000.00$

4.2 Misellaneous Structural Repairs 1 Allowance 20,000.00$ 20,000.00$

4.3 Remove and Replace Booster Pump, Pad, add Drains 1 Allowance 30,000.00 $ 30,000.00$

4.4 Gelcoat All Four Slides 1 Allowance 200,000.00$ 200,000.00$ 08/12/2025
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29 Wave Waterpark Needs Assessment
G. SUMMARY

G. SUMMARY

The Wave Waterpark has served the needs of Vista well for the last 30 years. Like all public waterparks will eventually face, it has reached a point where a significant capital investment will be required to continue operations in coming years. In June of 2024 a public workshop was held related to this report and the future of the Wave. During this workshop initial findings were reported as well as providing more insight into the lack of water space in North County and providing an overview into the types of amenities and layouts at modern aquatic centers. The initial feedback from the public was supportive of the Wave and there appears to be a strong desire to revitalize this crucial resource.

Once more analysis of needs, demand, and market conditions is complete, options to remove and replace components will be undertaken. Until then, this report can help serve the City as it enters the offseason so that the Wave can reopen and have a nother successful 2025 summer season.

Sincerely,

AQUATIC DESIGN GROUP, INC.

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EXHIBIT 3
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“Your Road Map To Success!”
EST. 2004
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EXHIBIT 4
Introduction
Attention City of Vista,
Global Management Amusement Professionals (GMAP) is proud to express our interest in operating The Wave Waterpark. Our team is comprised of seasoned industry experts with over three decades of combined experience in waterpark and amusement park operations nationwide.

What truly sets GMAP apart is our local connection and proven success at The Wave. Our owner, a long-time resident of Oceanside, led the Wave Waterpark for over nine years—creating a financial reserve, earning a City Council proclamation, World Waterpark Association Awards, and achieving multiple operational milestones during that time.

GMAP has a strong track record of delivering exceptional guest experiences to millions across the country. We are passionate about our industry and excited for the opportunity to bring our expertise back to The Wave—revitalizing it as North County San Diego’s premier waterpark destination.

We look forward to the possibility of partnering with the City of Vista to create lasting memories and community pride.
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Current Challenges at
The Wave Waterpark
Aging infrastructure impacting guest experience and
maintenance costs
Ongoing financial struggles limiting reinvestment and
growth
Operational challenges reducing overall efficiency and
performance
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Solution
Leverage industry expertise
to assess, prioritize, and
restore aging facilities with
cost-effective upgrades
Implement proven revenue
strategies including dynamic
pricing, group sales, events,
and sponsorship programs
Infrastructure
Revitalization
Financial
Turnaround:

Deploy efficient staffing
models, enhanced training
programs, and streamlined
maintenance procedures
Operational
Excellence:

Launch targeted campaigns
and build partnerships with
local schools, businesses,
and tourism channels
Marketing & Community
Engagement:

Establish long-term planning
focused on reinvestment,
guest satisfaction, and
increased attendance
Sustainable Growth
Strategy:
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Target Market

1. Local Families with Children
The Wave Waterpark is a popular destination for families in North San Diego County. Its variety of attractions, including water slides, a lazy river, and a children's play area, appeal to parents seeking engaging activities for their children. The park's manageable size and affordability make it an attractive option for family outings.

2. Youth and Teens
Teenagers and young adults are drawn to the park's more adventurous features, such as the FlowRider surf simulator. The Wave also serves as a social hub during the summer months, offering a safe and enjoyable environment for this demographic.

3. Local Schools and Student Athletes
The Wave Waterpark functions as a vital aquatic venue for local high schools, providing facilities for swim teams and water-based physical education programs. This integration strengthens community ties and ensures consistent usage by student athletes.

4. Seasonal Visitors and Tourists
During the summer season, the park attracts tourists visiting the Vista area. Its family-friendly atmosphere and range of attractions make it a convenient choice for visitors seeking recreational activities.

To effectively engage its target market, The Wave Waterpark should consider the following strategies:

Community Engagement: Partnering with local schools and organizations to host events and programs can strengthen community ties and increase visibility.

Seasonal Promotions: Offering discounts or special packages during peak tourist seasons can attract visitors and boost attendance.

Social Media Outreach: Utilizing platforms like Instagram and Facebook to showcase attractions and share user-generated content can enhance online presence and appeal to younger demographics.

Feedback Mechanisms: Implementing surveys and feedback tools can provide insights into visitor preferences, aiding in the continuous improvement of services and facilities.

San Diego County Tourism Overview
Total Visitors (FY 2024): Approximately 32 million,
marking a 2 million increase from FY 2023.

Visitor Spending: $14.6 billion in direct spending,
contributing to a total economic impact of $22
billion.

Hotel Occupancy: Average occupancy rate of 76%,
surpassing other major California destinations like
Los Angeles and San Francisco.
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San Diego County North County San Diego Traditional Waterparks Residents
2025 2030 2035 2040 2050
0 1000000
2000000
3000000
4000000
211,841192,146
Traction
Traditional waterparks typically capture
approximately 5% of the population within a
50-mile radius as their core attendance base.
*Data provided by SANDAG’s; 2.1% growth forecast
A powerful marketing and promotions
campaign can be the key to transforming
attendance and driving success.
211,841174,679171,739
Wave Waterpark current
attendance 75,000
Industry Average
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Marketing
Strategy
“When you have vision you have direction”
By Jesse Cole, Banana Ball
Amplify Social Media & Digital Engagement
Invest in building a strong social media presence with
creative, shareable campaigns designed to capture
attention and encourage organic reach through friends
and family networks.

Revitalize and Expand Strategic Partnerships
Reignite successful partnerships with iconic brands such as Mass Media, Wild Rivers, Legoland, Padres, and the
San Diego Zoo Safari Park. Pursue new collaborations
with corporate sponsors to boost visibility, credibility, and revenue.

Solution 1
Solution 2
Maximize Off-Season Potential
Transform The Wave into a year-round destination by
hosting seasonal festivals, local markets, and community events during the off-season, increasing utilization and generating additional income streams.

Solution 3
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Market
Competition
By expanding strategically, we position ourselves to
dominate Southern Riverside, lead in North County,
and capture a significant share of San Diego County—
outpacing the competition.

Municipal &
Non Profits
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Our Team
Decades of Proven Experience
With over three decades of hands-on experience, our team has successfully operated and revitalized waterparks across the country—including industry leaders like Six Flags Hurricane Harbor, Wild Rivers, Universal Studios, Raging Waters (San Dimas and San Jose), Raging Rivers Waterpark, and Birch Bay Waterslides.

In addition, we have mentored and consulted with hundreds of waterparks and amusement facilities across the United States and internationally, providing strategic guidance in operations, staffing, marketing, and guest experience. This extensive track record positions us as a trusted leader in the industry, committed to delivering measurable results and long-term success.

Ken Handler Kevin Kopeny
President Operations & Project
Specialist
Melody Dossett
Administrative
Jeremy Hayes
GM Raging Rivers
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Our Team
Our team’s reach spans from California, Florida to Washington, bringing coast-to-coast experience and insights to every project. This nationwide presence allows us to adapt best practices from diverse markets while delivering tailored solutions that meet the unique needs of each park and
community.

Megan Hall Maddie Caito
GM Birch Bay Waterslides Group Sales & Events
West Hubbard
Waterpark Manager
Malia Esquivel
Food and Beverage
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Investment
and Funding
As the City of Vista evaluates millions of dollars reinvestment in The Wave Waterpark, funding should be guided by long- term priorities—focusing on safety, outstanding guest service, and a strategic master plan for the next 5 to 10 years.

Here is a graph showing the investment priorities at The Wave Waterpark, organized by critical need. Priority 1 (in red) focuses on safety-related infrastructure, Priority 2 (orange) targets development and guest experience, and Priority 3 (blue) supports administrative and technology upgrades. Let me know if you would like to include estimated costs or timelines.
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Enhancing Guest
Experience and
Operational
Efficiency
To elevate the overall guest experience and support efficient park operations, The Wave Waterpark must invest in key amenities that extend guest stay and improve staff functionality. Recommended enhancements include:

1. Food & Beverage Expansion: Upgrade the existing kitchen to include a walk-in cooler and commercial hood system, allowing for a broader menu and faster service.

2. Guest Comfort Areas: Add extensive seating capacity for thousands and create a beach-style lounging area around the future wave pool to encourage longer visits.

3. Front Gate Improvements: Expand the entrance to include a dedicated retail store and additional admission cashier stations to reduce wait times and improve the arrival experience.

4. Administrative Facility Expansion: Construct a second floor for administrative offices to support staff training, educational programs, and provide space for meetings and conferences.

5. New Locker Systems: Install modern, secure lockers in high-traffic areas to provide guests with safe, convenient storage—encouraging longer stays and reducing staff involvement with lost items.

6. Entertainment Stage: Build a dedicated stage for live entertainment, promotional events, DJs, and family-friendly competitions to enhance energy in the park and support community programming.

7. Park Footprint Expansion: Utilize the undeveloped land south of the waterpark for future growth, new attractions, or support infrastructure.

These strategic additions will significantly improve the park’s operational flow and guest satisfaction, positioning The Wave for long-term success. 08/12/2025
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Attraction Gaps and
Opportunities at The
Wave Waterpark
The Wave Waterpark currently lacks several key attractions that encourage social engagement and shared family experiences. To enhance guest satisfaction, extend length of stay, and boost repeat visitation, the following additions are recommended:

Head-First Mat Racer: A competitive, multi-lane slide that lets friends race side- by-side, creating a thrilling and shareable experience.

Multi-Level Play Structure: A dynamic water playground with interactive elements, ideal for families with young children.

Tree Top Adventure Course: A dry activity that blends physical challenge with fun, appealing to older children, teens, and groups.

Wave Pool: A staple of waterpark entertainment, offering an inclusive, family- friendly space for relaxation and excitement.

Adding these attractions would significantly improve the park’s appeal to groups, increase per-capita spending, and position The Wave as a regional destination for family fun.
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Global Management Amusement Professionals (GMAP) presents three tailored pathways to elevate The Wave Waterpark’s success:

Mentorship Model: GMAP partners with your existing team, providing hands-on guidance, operational expertise, and strategies to optimize performance and profitability.

Full Operational Management: GMAP assumes complete operational oversight of The Wave Waterpark, bringing in our experienced leadership to drive excellence across all departments.

Hybrid Approach: A strategic combination of management and mentorship— GMAP runs day-to-day operations while simultaneously training and developing your internal team, with the goal of transitioning full control once financial stability and operational excellence are achieved.
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Contact Us :
"Success doesn’t happen by
chance—it happens by design,
collaboration, and the courage to
reimagine what’s possible."
760-583-0058
[email protected]
www.amusementprofessionals.com
1317 Darwin Drive, Oceanside CA
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Thank You
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Request for Information Submission
Operation of The Wave Waterpark
Submitted by: Dan Berzansky, CEO Premier Aquatic Services, LLC.

Date: May 15, 2025

About Premier Aquatics
Premier Aquatics is a leading provider of comprehensive aquatic facility management, lifeguard services, and pool maintenance, proudly serving communities across California, Arizona, and Utah since 2011. Our mission is to passionately create a safer experience in and around the water, and we deliver on this promise by upholding the highest standards of safety, professionalism, and customer service at every facility we operate.

Our team specializes in managing a wide variety of aquatic environments, including waterparks, city facilities, hotel and resort pools, learn to swim facilities, and private community facilities. We currently provide services to over 45 contracts and staR nearly 110 locations throughout the region.

All Premier Aquatics lifeguards are certified through StarGuard Elite, an internationally recognized leader in aquatic risk prevention and lifeguard training. In addition to state- required certifications, our staR participates in rigorous in-house training and daily in- service drills, ensuring they are fully prepared to respond to any emergency-whether it involves water-related injuries, sudden illnesses, or basic first aid. This commitment to ongoing education and readiness allows us to consistently exceed industry standards and deliver peace of mind to our clients and their patrons.

We pride ourselves on our ability to tailor services to the unique needs of each facility, from staRing and safety programming to equipment maintenance and member management solutions. Our operational approach is proactive and data-driven, focusing on preventive maintenance, detailed record-keeping, and continuous improvement. 08/12/2025
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At Premier Aquatics, we view our staR as our greatest asset. We invest heavily in recruitment, training, and retention to maintain a team of top-tier aquatic professionals.

This dedication to excellence enables us to provide seamless, year-round service and to build lasting partnerships with the communities we serve.

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The Wave Water Park Plan
Part 1: Lifeguard and Patron Safety
At Premier Aquatics, the safety of every guest and staR member is our highest priority. Our operational philosophy is rooted in proactive risk management, rigorous training standards, and an unwavering commitment to the well-being of the communities we serve. The Wave Waterpark’s diverse attractions-including a dynamic water park, stationary wave, and lap pool-require specialized safety protocols and a highly trained team. We are fully prepared to deliver on all fronts.

StarGuard Elite Certification
Premier Aquatics is a StarGuard Elite (SGE) certified company, a distinction reserved for aquatic operators who meet and exceed the industry’s most stringent safety and operational standards. Our SGE certification covers all facility types, including water parks, wave attractions, and lap pools, ensuring comprehensive safety oversight for every area of The Wave Waterpark.

Specialized StaRing for Diverse Attractions
The unique mix of attractions at The Wave Waterpark demands a staR that is not only certified, but also cross-trained for each aquatic environment:
- Water Park: Our lifeguards are trained in rapid rescue and crowd management, ensuring vigilant supervision of slides, play structures, and splash zones. - Lap Pool: Guards assigned to the lap pool are proficient in both active surveillance and emergency response for competitive and fitness swimming environments, as well as free swim and camp groups.

With over 1200 lifeguards on staR, our regional staRing network allows us to draw from a large pool of SGE-certified guards, ensuring every shift is fully staRed-even during peak times or unexpected absences.

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Exceeding Training Requirements
Starguard Elite sets the benchmark for lifeguard training, but Premier Aquatics goes further.

We conduct daily in-service training for all staR, including scenario-based drills specific to each attraction. These sessions far exceed SGE’s recommended requirements, ensuring our team is always prepared, vigilant, and equipped to handle any situation.

Culture of Safety
Safety is not just a protocol at Premier Aquatics-it is our culture. Every team member is empowered to identify hazards and take immediate action. We maintain open communication with local emergency services and continually update our procedures based on the latest industry research and incident data. Our proactive approach ensures the highest level of safety for every guest, every day.

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Part 2: Capability and Experience in Waterpark Operations Premier Aquatics has a proven record of managing complex aquatic facilities, including water parks, surf attractions, and lap pools. Our operational expertise ensures that every aspect of The Wave Waterpark will be managed with professionalism, eRiciency, and a focus on community engagement.

Experience with Multi-Attraction Facilities
- Palm Springs Surf Club Water Park:

Premier Aquatics was selected to operate the Palm Springs Surf Club, a premier destination featuring various large water slides, a guest pool, and lazy river. Our team managed all aspects of safety operations. Under our management, the park achieved record attendance and outstanding safety ratings.

- Anaheim Hotel Waterparks:

We currently operate two hotel-based waterparks in Anaheim, each with a combination of slides and pools. Our experience in these multi-attraction environments has honed our ability to deliver seamless, safe, and enjoyable experiences for guests of all ages and skill levels.

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Part 3: Programming and Community Impact
We believe that The Wave Waterpark can be much more than a recreational destination.

Through innovative programming across the park, and specifically in the lap pool, we can create a hub for community health, safety, and lifelong learning.

Robust Swim Lesson and Aquatics Program
Our proprietary swim lesson curriculum serves children and adults at every stage of their aquatic journey-from water safety and drowning prevention to advanced stroke technique and competitive swim training. We utilize the lap pool facility to maximize learning and engagement year round:
- Lap Pool:

Home to our learn-to-swim, fitness, and competitive swim programs. We oRer lessons for all ages and skill levels, as well as masters swimming, lap swim hours, and swim team training. These programs will drive the largest amount of revenue for the city.

As a note, in the City of Aliso Viejo, a smaller facility with a landlocked population, we will generate over $700,000 in FY24-25 in learn to swim programming alone. We believe with the population of Vista, we can far exceed that number.

- Addition of Learn-to-Swim Pool
While we are confident that would be able to build a robust learn to swim program in the lap pool, we do believe that the best course of action to triple the revenue in programs and to properly support the growning financial needs of the city and facility is to add a small (40x50ft) dedicated and covered learn-to-swim pool. This purpose build facility would allow us to operate swim lessons year-round, and oRer world class swim lessons to the residents of Vista, as well as the surrounding areas. Premier owns and operates to purpose build facilities (Rancho Cucamonga and Diamond Bar), both of which generate over $2.3+Million in revenue annually.

- Water Park:

Used for water safety outreach, family swim events, and adaptive aquatics programs. We partner with local organizations to provide scholarships and inclusive opportunities for underserved populations.
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- Stationary Wave:

Unique programming for this attraction includes introductory surf lessons, advanced wave riding clinics, and special events such as surf competitions and adaptive surf sessions.

These programs attract new users and create memorable experiences for all ages.

Community Engagement and Partnerships
Premier Aquatics is committed to being an active partner in every community we serve. We collaborate with city oRicials, local schools, and community organizations to ensure our programming and operations align with local needs and priorities. Our experience with diverse aquatic attractions allows us to tailor our approach for maximum community benefit.

Drowning Prevention and Lifelong Skills
We are passionate advocates for drowning prevention. Our beginner classes focus on essential survival skills, while our advanced programs provide a pathway to competitive swimming, water polo, and surf sports. By integrating programming across all attractions, we oRer children and families a safe, healthy, and fun way to stay active in the community.

Decade and a Half of Programming Experience
With over 15 years of experience in aquatic programming, Premier Aquatics understands how to maximize facility utilization while delivering meaningful services to the community.

Our data-driven approach allows us to tailor oRerings to meet the unique needs of Vista’s residents, increasing participation and satisfaction.

Community Wellness and Engagement
Our programming philosophy is rooted in inclusivity and accessibility. We strive to create an environment where families can learn, play, and grow together. By expanding program oRerings and optimizing scheduling across the water park, stationary wave, and lap pool, we will increase participation and ensure The Wave Waterpark becomes a cherished community asset.

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Conclusion
Premier Aquatics is uniquely qualified to operate The Wave Waterpark, oRering unmatched expertise in safety, operations, and programming for water parks, stationary waves, and lap pools. Our Starguard Elite certification, regional staRing capabilities, and history of excellence set us apart. We are excited about the opportunity to partner with the City of Vista to make The Wave Waterpark a model of safety, innovation, and community impact.

Thank you for considering our submission. We look forward to the opportunity to discuss our vision and capabilities in greater detail.

Sincerely,
Dan Berzansky
CEO, Premier Aquatic Services, LLC.
www.swimoc.com

References available upon request.

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Request for Information (RFI)
Submission of Ideas to Operate the Wave Waterpark in Vista, California Date Issued: April 18, 2025
Submission Deadline: May 16, 2025, at 2:00 p.m. Pacific Time.

Respondent’s Information
Respondent Name:
__________________________________________________________________ Address:
____________________________________________________________________________ Telephone No.:
______________________________________________________________________ E-Mail Address:
_____________________________________________________________________ Authorized Representative’s Name and Title:
___________________________________________
Signature of Authorized Representative:
_______________________________________________
Date Signed:
________________________________________________________________________ TO BE CONSIDERED, RESPONDENT MUST:

1. Provide all requested information identified in this Cover Sheet.

2. Submit all requested information described in this RFI.

3. Submit all requested information on or before the Submission Deadline.

For further information concerning this RFI, please contact:

Mike Pacheco, Recreation & Community Services Director
Phone: 760-643-5261 E- mail: [email protected]
Sports Facilities Management, LLC
17755 US Hwy 19 N. Suite 300 Clearwater, FL 33764
(727) 474-3845
[email protected]
Billy Hilliard
May 8, 2025
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CITY OF VISTA, CALIFORNIA // REQUEST FOR INFORMATION
Submission of Ideas to Operate the
Wave Waterpark in Vista, California

THE SPORTS FACILITIES COMPANIES / / SPORTS FACILITIES MANAGEMENT, LLC MAY 16, 2025
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SPORTS FACILITIES COMPANIES
3 Table of Contents
Qualifications4
Project Approach9
Financial approach21
Project team23
Past Project Examples29
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SPORTS FACILITIES COMPANIES
4 qualifications
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SPORTS FACILITIES COMPANIES
5 On behalf of The Sports Facilities Companies (SFC), thank you for the opportunity to respond to the City of Vista’s Request for Information regarding the future operation of the Wave Waterpark. As the nation’s leading resource for the development and management of sports, recreation, and aquatic facilities, SFC is uniquely qualified to support the City in maintaining and enhancing this valued community asset.

Since our founding in 2003, SFC has grown to operate the largest network of community-based sports and recreation venues in the country, serving more than 25 million visitors annually. Our managed facilities range from world-class aquatics complexes and waterparks to municipal recreation centers and youth sports hubs—each designed and operated to meet the unique needs of their community. In California and across the Western U.S., our portfolio includes successful partnerships with municipalities and school districts that, like Vista, prioritize access, affordability, and operational sustainability.

We recognize the Wave Waterpark’s critical role as Vista’s municipal pool and a home for year-round programming, including high school swim and water polo, community swim lessons, summer camps, and youth development initiatives. Our response reflects a deep understanding of the community impact this facility delivers—and our commitment to preserving and enhancing that impact under a public-private model. SFC is prepared to bring operational efficiency, investment strategy, and community-focused programming that reduce costs to the City while maintaining affordability for residents and sustaining essential capital improvements identified in the 2024 Needs Assessment.

We also understand the importance of protecting existing staffing resources and maintaining continuity for Vista families and partner organizations. SFC’s operating model emphasizes local hiring, staff retention, and collaborative transitions that honor the history and identity of the facilities we manage.

Enclosed, you will find our qualifications, relevant project experience, and an outline of how we propose to ensure the Wave Waterpark continues to thrive as a safe, welcoming, and fiscally sustainable community destination. We are excited about the opportunity to work with the City of Vista to deliver a new chapter of success for the Wave Waterpark.

Dear Mr. Pacheco
903.517.7868
[email protected]
Billy Hilliard
Regional VP, Business Development
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Pre-Development
Firm Overview
DevelopmentManagement
development
pre-development
Ma n a g e m e nt
Market Research
Financial Forecasts
(Pro Forma)
Economic Impact
Feasibility Reports
Community Engagement &
Partnership Development
Strategic Planning &
Finance Strategy
Start-Up Operational
Development
Facility Operations
Operational Timelines
Revenue Generation
Facility Optimization
Owner’s Representation
Venue Planning
Procurement
(FF&E & OS&E)
Operational Budget
Impacts (Design Decisions)
Technology Requirements,
Sport Equipment
& Specifications
Facility Branding,
Wayfinding, Signage
Our mission is to improve the health and economic vitality of the communities we serve. Since 2003, the Sports Facilities Companies, comprised of Sports Facilities Advisory, Sports Facilities Management, and Sports Facilities Development, have become the trusted resource for commu- nities who want to plan, develop, or operate sports, recreation, entertainment and fitness centers. 08/12/2025
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SPORTS FACILITIES COMPANIES
7 2003

YEAR FOUNDED
3000

COMMUNITIES SERVED
$15B+

IN PLANNED & OPERATIONAL

SPORTS, RECREATION, & EVENT
VENUES
70+

MANAGED FACILITIES
Operational Excellence.

Lifesaving Impact. Trusted
Aquatics Leadership .

SFC brings deep expertise in the
operations and programming of community
aquatics facilities, with a track record
of maximizing impact through efficient
management, inclusive programming,
and strategic partnerships. With our
experience in delivering sustainable, high-
performing aquatics venues nationwide,
SFC is uniquely positioned to help the City
of Vista elevate its aquatics assets and
serve the community more effectively.
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SPORTS FACILITIES COMPANIES
8 EXECUTIVE SUMMARY
As the nation’s foremost firm in the planning, development, and management of community-based sports, recreation,
and aquatic venues, SFC is uniquely positioned to help the City preserve the Wave’s identity as a vital public asset while addressing the operational, financial, and infrastructure challenges currently facing the facility.

Since our founding in 2003, SFC has developed and managed over 50 public-serving facilities across the United States, including several large-scale waterparks, municipal aquatics centers, and community recreation hubs. We serve more
than 25 million guests annually through our managed venues, working in close partnership with cities, school districts, and public agencies to deliver safe, affordable, and vibrant recreation experiences. Our operating model centers on mission alignment, long-term sustainability, and local community impact.

Our response proposes a turnkey operations and management agreement that would allow the City to retain ownership and oversight of the Wave Waterpark while leveraging SFC’s full- service capabilities. Through this model, we would assume responsibility for all day-to-day operations, programming, staffing, marketing, guest services, maintenance, and financial performance. Our intent is to serve as an extension of the City’s commitment to the community, not a replacement.

SFC’s approach is intentionally designed to align with the City of Vista’s stated goals:
• Maintain Community Programming: We will preserve
and expand the existing mix of youth development
programs, swim instruction, FlowRider® classes, summer
camps, high school swim and water polo team access, and recreational swim options—ensuring year-round value for residents of all ages.
• Ensure Affordability: We are committed to maintaining a pricing structure that supports resident access, including discounted rates, need-based scholarships, and free
or reduced-cost community events. We also implement
pricing strategies that improve earned revenue without
shifting the financial burden to families.
• Reduce Costs to the City: SFC’s management model
minimizes the City’s financial exposure by transferring operational responsibility and risk to our team. We provide a fixed management fee structure with clear deliverables, detailed financial reporting, and national cost savings through centralized systems and vendor relationships.
• Support Capital Improvements: In collaboration with
City staff, we will support the strategic implementation of over $3.3 million in necessary improvements identified
in the Wave’s 2024 Needs Assessment. Our in-house
development team will assist in capital planning, cost
control, and identifying potential funding sources including grants, sponsorships, and partnerships.

The Wave Waterpark is more than a seasonal amenity—it is a legacy asset that supports youth, health, and community identity in Vista. Our mission is to ensure that it remains safe, sustainable, and accessible for generations to come.

Through this proposal, SFC offers a balanced and thoughtful approach: one that protects community access, relieves
operational pressure on City staff, and invests in the long- term health of the facility. We look forward to the opportunity to partner with the City of Vista to deliver continued success and greater impact at the Wave Waterpark.
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SPORTS FACILITIES COMPANIES
9 PROJECT APPROACH
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SPORTS FACILITIES COMPANIES
10 PROJECT APPROACH
The Wave Waterpark plays a critical role in the quality of life for Vista residents, serving as both a regional attraction and a year-round resource for youth development, community
health, and school athletics. The Sports Facilities Companies (SFC) proposes a proven, public-private operating model that addresses Vista’s most pressing needs: sustaining the Wave’s legacy, improving operations and maintenance, completing essential capital upgrades, and reducing the City’s long-term financial burden. By optimizing revenue generating opportunities and reducing operating expenses, we will ease Vista’s burden on subsidization while formulating a path to fund needed capital improvements.

Maintain and Expand Community Programming
SFC will preserve and enhance the current range of
programming offered at the Wave Waterpark, including:
• High school swim and water polo rentals
• Swim lessons, lap swim, and FlowRider® classes
• Summer camps and Junior Lifeguards
• Birthday parties, private rentals, and field trips
Our national network of facilities has developed robust curriculum and program calendars tailored to community needs.

For Vista, we will conduct a local market analysis to optimize scheduling, increase capacity, and expand participation across demographics.

Preserve Affordability for Residents
We understand the City’s commitment to keeping the Wave accessible to Vista families. Our operating model includes:
• Tiered pricing with resident discounts
• Scholarship or fee assistance programs
• Family season pass options
• Revenue-generating enhancements that avoid increasing admission costs
These strategies allow us to increase revenue while protecting affordability, especially for youth and underserved communities.

Capital Improvements & Facility Preservation
Based on the 2024 Needs Assessment, the Wave requires over $3.3 million in capital upgrades. SFC has guided more than $1 billion in public-private development and can partner with the City on:
• Prioritized capital planning
• Grant sourcing and alternative funding strategies
• Phased improvements to minimize disruption
Our in-house facility planning and design team will support long-term asset preservation and modernization, aligned with code compliance and safety needs.

Operational Efficiency & Staffing
SFC brings a turnkey operations platform that includes:
• Hiring and training of seasonal and full-time staff
• Customer service and safety protocol implementation
• Inventory management, maintenance scheduling, and
vendor oversight
• Comprehensive data reporting and performance metrics
We will prioritize local hiring and work with existing City staff to ensure a respectful and collaborative transition. Where possible, we integrate City staff into ongoing operations under our management structure.

Financial Model to Reduce City Burden
We propose an operating agreement that:
• Minimizes the City’s annual subsidy
• Shares net operating revenue with the City once
performance benchmarks are met
• Transfers day-to-day operational risk to SFC
• Includes flexibility for capital planning contributions Our operating model typically results in lower taxpayer burden while improving guest satisfaction and usage levels.

Commitment to Community & Transparency
Finally, our team is committed to maintaining a transparent partnership with the City of Vista, its elected leaders, and residents. We will establish a local Advisory Committee and deliver quarterly public reports on usage, satisfaction, and financial performance.
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11 WE ARE PURPOSE BUILT FOR EXACTLY THESE NEEDS. SFC IS UNIQUELY CAPABLE TO SERVE AND SO MUCH MORE.

SFC offers public operational management on a full-service basis. We are not just a lifeguard staffing company or program manager - we are your complete solution to the operation and management of the Wave Waterpark.

LIFEGUARD STAFFING AND TRAINING
As an Authorized National Training Provider with the American Red Cross, we will offer the City of Vista the highest level of experience and training to our staff members. We have our own in-house instructor trainers that allow us to provide a level of training to potential and existing staff members that competitors typically cannot offer. Because we train and certify our own staff and not rely on outside instructors, we can insure a level of safety training that meets the highest standards and creates the most professional environment.

SPONSORSHIPS
The Wave Waterpark's General Manager will works closely with our corporate marketing team to offer sponsorship programs to bring more visibility to the venue and additional revenue to the bottom line. We partner with local businesses and organizations to advertise their services in exchange for a sponsorship fee.

CONCESSIONS
We manage the concessions/food & beverage operations in almost all our venues. Having the experience and understanding of what product offering works in an aquatics environment, how staffing and scheduling best works, allows us to enhance and grow the concessions operations and revenue to another level.

MARKETING & COMMUNITY ENGAGEMENT
Our SFC corporate marketing team works with the Wave Waterpark's General Manager and the City of Vista to build a plan that works to increase admissions to the Wave Waterpark. With increased participation in offered programs and events, it provides higher visibility for the venue in the local and surrounding communities.

CAPITAL IMPROVEMENT PLANNING
SFC has the experience and expertise to help the City of Vista to plan and budget for capital improvements. Unfortunately, it is only after these facilities are built and aged for a few years, where the City truly understands the cost associated with maintaining an aging facility. We provide best-practices guidelines so the City of Vista can plan in advance the costs associated keeping the Wave Waterpark operating efficiently and compliant with safety and regulatory requirements.

REPORTING
We operate with absolute operational and financial transparency. Each month we provide our clients a General Manager Report and Financial Reports. On a yearly basis we provide a Operational Business Plan and Budget for each facility. This level of communication and transparency fosters a strong and trusting relationship.

Why SFC is the Right Partner
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12 Physical & digital security; all locks, passwords, alarms, cameras, access, POS
Interview & hire from the existing team
All hiring and onboarding processes: mission, vision, values, roles, expectations
Ensure current activities have staff scheduled to execute Access to bank (operating) account
Take inventory, & order product as needed for near-term use Set up insurance (GL, etc.)
An easy online registration platform
An annual or semi-annual review structure
A staff development plan
Identification of training requirements and ongoing education An incentive program
A trend report
A new program concept
A standard survey and customer feedback process
A bid requirement for major expenses
A maintenance plan and work order system
A capital improvement
Financial (planning, programs, etc.)
Technology (programs, platforms, etc.)
Operations (programs, staffing, etc.)
Marketing and sales
Concessions: retail, food & beverage
Customer service training
Food quality
Point of sale & execution
Business operation
Develop an organizational chart
Develop an accountability chart
Develop a dedicated budget for the Waterpark
Develop a monthly report that tracks expenses
Develop a weekly GM report on KPI
Develop an operating software that integrates with financial reporting software
Develop a financial performance tracking system
Develop a structure in which all directors have access to and accountability for
Develop a robust cost of goods sold structure
Develop a schedule for financial tracking and re-forecasting Develop management systems training
Develop building systems training
A hierarchy of users for software
A dedicated marketing plan and budget
An annual marketing plan
A marketing action
A marketing effectiveness tracking system
A standard analysis and forecast tool
A dedicated budget for each program
A performance dashboard
A set of specific growth goals
FIRST 10 DAYS: FIRST 90 DAYS:

FIRST 30 DAYS:

FIRST 60 DAYS:

TRANSITION TIMELINE
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13 TRANSITIONING Employee Retention
From day one, SFC offers every employee:
• Trust and mutual respect
• Competitive wages and benefits
• Recognition and rewards for hard work
• Continuous training and professional growth
• A supportive team environment where coaching
leadership replaces micromanagement
As part of our transition plan, we will work closely with the City of Vista to retain and support current Wave Waterpark staff. We recognize the value of institutional knowledge and community connection that existing employees bring. Our approach includes evaluating roles, providing professional development opportunities, and ensuring that every team member feels valued, empowered, and equipped to succeed within our culture.

Our managers act as coaches, helping team members grow
with autonomy and purpose. It’s a system that works—our seasonal staff returns year after year, often referring friends and family. And for three consecutive years, SFC has been named a Top Workplace in the USA, thanks to a culture our team genuinely loves.

At SFC, we don’t just manage facilities—we build teams
that thrive, and at Wave Waterpark, we’ll bring that same commitment to culture, performance, and long-term employee success.

SFC + WAVE WATERPARK: OPERATIONAL

EXCELLENCE WITH A PEOPLE-FIRST APPROACH
For over 20 years, SFC has successfully managed a wide range of recreation facilities—both new developments and existing operations. With 35% of our managed venues inherited from previous operators, we understand that transitions like the one at Wave Waterpark, while unique, are not uncommon.

Our tried-and-true process starts with aligning your goals to a strategic roadmap—because your vision is our vision.

At the heart of our approach is listening before acting. Rather than rushing in with pre-packaged solutions, we engage
stakeholders—from city officials and staff to guests—to deeply understand each facility’s landscape. This Inquiry Over Advocacy approach builds trust and ensures our strategies are tailored and effective.

We focus on prioritizing high-impact goals. Instead of
attempting to fix every issue at once, we identify the most critical tasks and address them with precision, while still tracking and managing lower-priority items. This strategy ensures progress is focused, measured, and sustainable.

Many operational challenges stem from a lack of dedicated resources, not poor staff performance. SFC brings a strong infrastructure and a fully invested support system to every venue we manage, ensuring our teams are equipped,
focused, and empowered to succeed.

EMPLOYEE RETENTION: CORNERSTONE OF SUCCESS
What truly sets SFC apart is our commitment to employee retention, which begins with creating a culture people want to be a part of. Our culture is rooted in respect, excellence, collaboration, and fun—balancing hard work with genuine connection through activities like Friday yoga, chili cook-offs, and team-building events.

Our team lives and breathes sport. Whether former athletes, coaches, or passionate fans, we believe in the life-changing power of recreation—and we bring that passion to the
communities we serve.
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14 Once the Wave Waterpark is complete, SFC can provide Full- Time Management (FTM) for the proposed facility involving the day-to-day oversight of all aspects of the venue including:
• Sales
• Staffing
• Scheduling
• Program Development and Management
• Events Booking and Events Management
• Event Economic Impact and Financial Tracking
• Monthly Financial Reporting
• Human Resources Oversight
• Legal and Risk Management Advisory Services
• Bookkeeping
• National Marketing utilizing SFC’s national Marketing Network to drive overnight stays for the portion of the Venue that SFC will be managing

A COMPREHENSIVE SOLUTION
SFC Full-Time Management Services includes the selection, placement, and ongoing development of a full-time SFC
-employed General Manager and leadership staff at your
facility. As an SFC -managed facility, your facility will be led by an individual who is fully accountable to SFC and who views their role in optimizing your facility as a true career path. SFC culture attracts and develops ambitious, outcome-oriented managers. SFC managers are professionals who have
previously managed operations for Disney’s Wide World of Sports, Gaylord Entertainment, the House of Blues, Lifetime Fitness, the YMCA, SMG, NBC Comcast Global Spectrum,
Westin Resorts, The United States Army, The United States Marine Corps, and a wide range of sport and recreation
centers.

SFC NATIONAL NETWORK
Additionally, only SFC General Managers and leadership
teams are part of the SFC network of GM’s. This means that your facility will be led by a GM and leadership team that participates in the SFC weekly teleconference and video- conference meetings with other SFC-employed GM’s and
the team of SFC operations advisors. This call requires each facility manager to report in on the progress they are making against established goals, and it provides opportunity for each of our GM’s to seek perspective from other managers who are dealing with or have already overcome similar
challenges. All of these centers deal with the same challenges and opportunities inherent to the sports/fitness/ recreation/ entertainment facility industry. These managers are also benchmarked against one another and against the highest revenue producing and highest EBITDA-producing facilities in the country.

The result is that your facility will be managed to utilize the culture of accountability, best practices, proven strategies, and profit-focused tactics that are constantly honed within the SFC network.

MONTHLY VARIANCE REPORTING
With SFC your facility will undergo a rigorous monthly “Bud- get Versus Actual” (variance) review. Led by a full-time SFC Management Advisor, your GM, leadership team, and staff will be part of a monthly top-to-bottom review of the operation including a line item review of “Budget vs. Actual” results. The process includes a review of the prior month performance, a forward-looking discussion of critical action items, marketing initiatives, and a pace-to-goal session. This “variance” pro - cess drives performance and accountability while providing your team with the expertise and resources of SFC advisors.

ACCOUNTABILITY
With Full-Time Management, your GM/leadership team
reports directly to the Vice President of SFC and the CEO of SFC. The GM is fully accountable to employing SFC
best practices and executing on every action item identified in your annual business plan and monthly action plan. This accountability allows for no excuses and no gap between the plan, the goal, and the on-the-ground execution.

Full Time Management Services
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15 FINAL SAY
Approval of SFC’s GM is entirely at the City of Vista's discretion.

SFC will present the selected candidate and rationale for your approval or rejection. Additionally, with the FTM program, you are guaranteed temporary management and replacement in the event of an unexpected GM or leadership team departure. The FTM program offers:
• Full-time SFC General Manager and leadership team
• Ongoing learning and accountability through the SFC
national network
• Replacement of the GM and placement of a temporary,
experienced GM in case of departure
• A career-focused industry professional
• A culture of accountability
• Annual Business Plan created for your facility by SFC • Monthly “budget vs. actual” meetings and action planning sessions
• Weekly participation in the FTM network
• Transparent financial and bank reconciliation reporting • Unlimited access to the SFC library of Customer Service, Group Events Sales, and Revenue Optimization resources
• Monthly owner’s report and board/owners meetings with the GM and an SFC Vice President
• Direct GM reporting to SFC ownership

MANAGEMENT SERVICES
SFC’s Full-Time Management services involve acting as your group’s representative to drive optimized performance and accountability across the organization. These services include:
• Creation and annual review of business plan, marketing action plan, and budgets
• Seasonal budget and marketing action plans
• Marketing and advertising plans and campaigns
» Website optimization and social media campaigns
» PR campaigns
» Trade show and conference schedule (as applicable)
» Direct sales to event and tournament organizers
» Familiarization visits
» Integration and collaboration with local Aquatics and CVB
» Site-specific tournament and event development
» Direct mail, article writing and print advertising
• Detailed timeline and action items for facility/operation updates
• Annual review of the prior business year and identification of new programming
• Capital improvement suggestions and reviews
• Identification of new investment opportunities
• Monthly “Budget vs. Actual” (Variance) review
• Routine review and recommendations for programming,
marketing, reporting, and organization updates
• Action plan for local/regional alliances with sports and recreation organizations to maintain utilization through leagues, programs, and events
• Weekly management calls with SFC management and
GM network for business development and operations
• Recurring coaching and collaboration sessions with SFC management and GM network
As it is SFC’s experience that more corporate support is needed during the first few years of facility operations, SFC will employ a tiered structure whereby the services and support offerings provided above taper to a degree over time.

ADDITIONAL SERVICES
As part of SFC’s Full-Time Management option, the following services are included to support the recruitment, training, and development of team members:
• Recruiting: Job analysis, candidate screening,
interviewing, selection, and finalizing job offers
• Employee Onboarding : Induction, training, and
integration of new hires
• IT Support: Computer and IT services
• Payroll Administration: Processing and support for
payroll
• Health Insurance: Provision and administration of health insurance programs
• Worker’s Compensation: Provision of worker’s
compensation insurance
• Best Practices: Sharing policies, procedures, forms, and instructions for operational excellence
• Vendor Recommendations: Identifying and
recommending qualified vendors, software, programs,
and hardware solutions
• Business Plan: Annual updates to the Business Plan
• Employment Plan: Development and updates of the
Employment Plan
• Food & Beverage Plan: Creation and updating of the
Food & Beverage Plan
• Financial Tracking: Monitoring and management of
financials, including collections, books, records, insurance, taxes, legal compliance, and related fees/costs.
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16 OPENING PROCEDURES

FACILITY MAINTENANCE

STAFF BRIEFING AND PREPARATION

DAILY PROGRAMMING

SAFETY & EMERGENCY,PREPAREDNESS

CUSTOMER SERVICE

CLOSING PROCEDURES

SPECIAL EVENTS AND RENTALS

ADMINISTRATIVE TASKS

ONGOING IMPROVEMENT & TRAINING
• Unlock the Wave Waterpark and conduct initial inspections. • Check pool water quality and temperature.
• Ensure all safety equipment is in place and functional. • Routine maintenance (cleaning, skimming debris, and trash, etc). • Test and adjust water chemistry levels.
• Inspect/maintain filtration systems, pumps, and other equipment. • Pre-shift meeting to review schedules, protocols, and special requirements.
• Ensure all staff are properly equipped with necessary equipment. • Open the Wave Waterpark to the public for general swimming sessions. • Conduct programs (i.e. lessons, aerobics classes, or therapy sessions). • Facilitate recreational activities like lap swimming, diving, or water polo. • Lifeguards monitor swimmers for safety and enforce facility rules. • Conduct regular patrols and remain vigilant for potential hazards. • Maintain readiness to respond to medical emergencies. • Greet patrons, provide information, and assist with inquiries. • Manage membership registrations, check-ins, and payments. • Ensure a welcoming and inclusive atmosphere for all patrons. • Secure the Wave Waterpark at the end of operating hours. • Perform final checks of pool area, equipment, and amenities. • Prepare any day's end reports or documentation.
• Coordinate and host private events, competitions, or parties. • Ensure event setups, staffing needs, and safety are adequately addressed.
• Maintain daily records (i.e. incident reports, maintenance). • Coordinate scheduling for upcoming programs and events. • Manage inventory of supplies, equipment, and materials. • Conduct regular staff training sessions on safety protocols, emergency procedures, and customer service standards.
• Seek feedback from patrons to improve services and programs.

The daily operations of an aquatics facility can vary depending on its size, scope, and specific offerings. However, here is a general outline of what typical daily operations might involve:

Dail y Operations
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17 Marketing & Advertising
04 03
01 01 GOALS 02 GOALS 03 GOALS 04 GOALS
02 STEP
STEP
STEP
STEP
Custom designs for your
facility that align with
messaging and campaign
guidelines, showcasing
excellence in execution.

We will work tirelessly to
ensure the plan is executed
with excellence and we
produce the results you are
counting on.

This initial work will help
determine drive time analy-
sis, population and density,
growth trends income and
spending, etc.

This initial work will help
determine drive time analy-
sis, population and density,
growth trends income and
spending, etc.

Our brand development and marketing strategy is built on thorough research and analysis, starting with stakeholder engagement, data review, and a market tour, followed by an in-depth review of existing data, on-site stakeholder meetings, and comprehensive market research to align goals and refine strategic plans. This process will leverage SFC's experience in over 3,000 communities across the country, including an analysis of many other comparable cities across the region.

TOOLS/ASSETSDELIVERY

RESEARCH STRATEGY
Research-Driven Strategy
Stakeholder Engagement
Data Analysis Foundation
Event Metrics Review
Marketing Performance Analysis
Strategic Planning Session
Brand Alignment Goals
Demographics Research
Local Competition Analysis
Brand Strategy & Calendar
Year 1 Marketing Objectives Tar-
get Market Personas
Annual Campaign Calendar
Social Media Strategy
SEO Strategy
Reporting Standards & Recom-
mendations
2-3 Annual Plan Overview
Events Destination Strategy
Unique Design Assets
Branding Alignment
Social Media Assets
Marketing Tools
Event Marketing Tracker
Budget Planner
Press Release Template
Annual Plan Document
Plan Execution
Market Visits
Bi-Weekly Meetings
Progress Reports
Key Performance Indicators
Digital Engagement
Event Bookings
Conversion Tracking
Economic Impact
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18 MARKETING & EVENT PROMOTION / PRODUCTION

EVENT PROMOTION & PRODUCTION
SFC's strategy for building a successful event calendar focuses on analyzing the competitive landscape,
identifying key stakeholders, and planning sports
events around existing Athletics schedules to avoid
conflicts. We will work with campus organizations to
incorporate their events and create new partnerships
to fill market gaps.

Additionally, SFC will build relationships with
local and regional influencers to ensure informed
decision-making. By leveraging trusted national
event organizations within the SF Network, we'll
create partnership structures tailored to each group,
ensuring optimal outcomes for the venue, destination,
and event partners.

B2B

MARKETING

APPROACH
B2C

MARKETING

APPROACH
To attract new events, we'll use a Regional/
National B2B approach with industry
conferences, sales development, market
tours, targeted campaigns, and platforms like
SFNetwork and PlayEasy.

Locally, we'll expand opportunities by working
with event organizers to increase reach and
drive hotel stays.

To attract families and athletes, we'll use a B2C
approach with social media, video campaigns,
branding, and media.

For partners and sponsors, we'll leverage
B2B strategies with business development,
marketing materials, pitch decks, and data sets.

WE WERE IMPRESSED BY THE PROFESSIONALISM, CAN-DO SPIRIT, AND CONSTANT COMMUNICATION FROM SFC. TO SAY WE COULDN’T HAVE DONE IT WITHOUT THEM AS A PART OF OUR TEAM WOULD BE AN UNDERSTATEMENT.

KAREN PARISH MANAGING DIRECTOR OF COMPETITION, USA PICKLEBALL 08/12/2025
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19 PROGRAMMING
SFC is a National Training Provider and
follows the curriculum of the American
Red Cross®. All of our lesson instructors
are ARC certified and have experience in
teaching children of all ages and abilities.

If a facility has another program in place,
we work towards making the transition over
appropriate time.

If there is a current USA Swimming® club
team in place, we look to continue this rela -
tionship and help build the program through
our feeder program. These team members
also become our lifeguards and swim lesson
instructors, offering local HS and College
students well-paying summer and year-
round jobs.

We help to create a registered United States
Masters Swimming Club® (USMS) offered
to all adults over the age of 18. Whether
you're a competitive swimmer, triathlete or
just looking to exercise, we offer structured
training at convenient hours. Our Masters
Coaches are required to be certified by
USMS.

Infant Swimming Resource (ISR) is the
nation’s industry leader in providing water
adjustment swim lessons to infants of 6
months up to 2 years. We have our own
certified instructor on staff and look to grow
with 1-2 more instructors. This is also de -
signed to be a feeder program into our ARC
Learn-To-Swim Program.

The Starfish Aquatics Institute (SAI) offers
specialized training to pools and instructors
who want to offer adaptive swim lessons.

These lessons are for children and adults
with both physical and emotional disabilities.

These lessons are in big demand as there
are very few facilities that offer this type of
program.

We reach out and work with area directors
in developing and promoting AAC as the
swim training and event destination for the
Special Olympics. Our facilities can also
be used for other activities, programs and
meeting the Special Olympics offers.

Junior Lifeguard Camp is a great way to
teach teens ages 10-15 responsibility and
skills. Students will be introduced to ba -
sic lifeguard skills, including water safety,
rescue, CPR/AED and First Aid. At age 16,
these teens can attend an ARC Lifeguard
Certification course and be able to work at
our facilities.

Tiger Sharks Summer Swim Team is a sum -
mer-only swim team can be available for all
children ages 5 - 15. This is a fun, low-key
team introducing children to the world of
competitive swimming. This is also designed
to be a feeder program to the USA Swim -
ming and local HS teams.

We will be offering classes for CPR/AED
and First Aid training and certification. The
goal is to have our facilities be the go-to
Red Cross provider in that area and sur -
rounding communities. We also look to offer
Red Cross Babysitting training and certifi -
cation.

These are theme-based, ½ day and full day
weekly camps focused around water based
activities. There will also be other activities
such as arts and crafts and fun games, like
water balloon war, etc. Each camp is led by
camp counselors who are certified Life -
guards.
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20 SPORTS FACILITIES COMPANIES 20

INCREASING LOCAL-USE OPPORTUNITIES & COMMUNITY ENGAGEMENT

PRIVATE PARTIES
Private parties are typically made available after the Wave Waterpark closes. Reservations, secured with payment, must be made at least one month in advance (subject to availability). There is a limit of one party per day per area. Lifeguards are provided with each reservation.

POOL PROGRAMS
Generally, contemporary aquatic design and programming serve five defined user groups: competition, recreational and leisure, lessons and instructional, fitness and wellness, and therapeutic users. If managed appropriately, an aquatic facility can accommodate all user groups by creating a flexible and functional facility to maximize efficient use.

SWIM LESSONS
Both group and private lessons will be made available at the Wave Waterpark. All program fees will be approved by the County, but the following is an example of pricing structure.
• Swim Lessons (8) 30 min:
» Early Bird Registration $55
» Late Registration $65
• Semi-Private Lessons (4) 30 min: $50
• Private Lessons (1) 30 min: $30

BIRTHDAY PARTIES
Spaces are available to rent for groups to hold birthday parties. The fee will include the rental of the space and a charge for each person joining the party (group rates will apply).
• Small group table: $40 (2 hours)
• Large Group: $100 - $200 (2-4 hours)
• Multi-Purpose Room: $50-$100 per hour, minimum 2-hour rental

ADA - AQUATIC PROGRAMMING
Aquatic therapy is rehabilitation performed in water and involves physical activity, exercise and motion in the presence of an aquatic therapist, sometimes referred to as an aquatic therapy provider. Participation in an aquatics program is to improve overall health and fitness, to increase stretching capacity, range of motion, movement capabilities, coordination, physical stamina and endurance; to partake in cardiovascular exercise at the participants target heart rate; to understand the concepts of a fitness program; and to improve swimming safety, skills and abilities.

There are several events an aquatics facility
can host to increase admissions, participation,
and revenue. These can be annual events as
well as those centered around holidays. A few
we host in our facilities include:
• Training videos
• Work scheduling
• Scanning
• CPR
• Active rescues/ Passive rescues
• Spinals
• First aid
• Slide dispatch
• Rotations
• Critical thinking Lifeguard scenarios
• Team building exercises
• Discussions of personnel issues
• Report Writing
• Document Training
• Pre-Opening/ Closing Procedures
• Customer Service

CLASSROOM SESSIONS
• Dive In Movie Nights
• Family Twilight Swim
• Doggie Days
• Easter Egg Hunt
• Summer Splash With Santa
• Back to School Splash
• Water Safety Wednesday
• Senior Water Walkers
• Mothers Day Luau
• Fathers Day Luau
• Food Truck Fridays
Events
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21 FINANCIAL APPROACH
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22 FINANCIAL APPROACH
The Sports Facilities Companies (SFC) proposes a
management services agreement (MSA) model that aligns
financial performance with the City of Vista’s goals: maintaining the Wave Waterpark as a community-serving asset while
reducing the City’s operational and financial burden.

Under this model, the City retains ownership and long-term control of the Wave Waterpark, while SFC assumes responsibility for all day-to-day operations, staffing, programming, maintenance, marketing, and financial performance. This model has been successfully implemented at dozens of public recreation and aquatic venues nationwide and is particularly well suited for Vista’s needs.

KEY COMPONENTS OF THE FINANCIAL APPROACH

1. Fixed Management Fee Structure
SFC will charge an annual management fee in exchange for operating the facility and executing a scope of services tailored to the Wave’s needs. This fee is determined based on facility size, scope of operations, seasonal staffing complexity, and capital needs.
• The management fee includes:
» Executive oversight and on-site general management
» Access to SFC’s national operating systems and team
of subject-matter experts (marketing, finance, HR,
programming, maintenance)
» All required reporting, forecasting, and compliance
deliverables
• The fee can be structured as flat, tiered, or incentivized based on performance benchmarks mutually agreed upon
with the City.

2. City-Funded Operating Budget with Collaborative
Oversight
The City funds the annual operating budget, with SFC
responsible for the execution, management, and stewardship of those funds.
• Budgets are developed collaboratively and approved by the City
• SFC provides monthly financial statements, quarterly
performance reports, and year-end summaries
• Cost efficiencies and earned revenue growth are tracked against benchmarks

3. Revenue Retention & Surplus Sharing
All earned revenues (admissions, concessions, programs, rentals) flow through the facility’s operating account. Should the operation produce a surplus after covering expenses and management fees, that net revenue can be retained by the City or shared based on a pre-agreed formula.

4. Capital Planning Support
SFC will assist the City in identifying capital reinvestment strategies and funding sources. While the City maintains capital ownership responsibilities, we support:
• Long-range capital planning
• Cost estimating and prioritization of the 2024 Needs
Assessment items
• Grant writing, fundraising, or strategic partner alignment (e.g., sponsorships or naming rights)

5. Risk Reduction for the City
By transferring day-to-day operational responsibility to SFC, the City significantly reduces:
• Exposure to operating losses
• Seasonal hiring burdens and compliance risks
• Cost overruns due to inefficiencies in operations or
maintenance
This financial structure is designed to protect public interests, deliver consistent service quality, and increase facility sustainability over time.
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23 PROJECT TEAM
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SPORTS FACILITIES COMPANIES
24 The SFC team is uniquely suited to serve our community aquatics team. Our background, experience, and culture allow us to find solutions and generate results where others may not.

At SFC we recognize that the management of the Wave Waterpark is a large investment of time and resources of the City. We don't take the responsibility to operate and optimize this tremendous community asset lightly.

SFC has a purpose-built solution to help achieve your desired outcomes for the aquatic center. SFC attracts talent that would not otherwise work in the venues we oversee. This is the result of our mission, national reach, reputation, culture, network of relationships, and the unique development and career opportunities we offer.

We recruit from the recreation, sports, aquatic, hospitality, and events markets and will place the most qualified Aquatics Director. Our dedication to collaboration ensures our team, the City and the Wave Waterpark visitors all benefit from this collective expertise. The local SFC account leadership is supported by departments of subject- matter experts to provide the City with the resources needed for success.

SFC Aquatics director & Account leadership
THE SFC - THE CITY OF VISTA AQUATIC CENTER DIRECTOR WILL:
• Be responsible for all seasonal employee interviews, hiring, orientations as well as terminations, worker’s compensation claims, and unemployment claims.
• Coach and counsel team members on park procedures and protocol to ensure the best possible customer service for guests.
• Assist and advise park ownership/management in the creation and implementation of operating policies and standards that affect all departments.
• Develop and sustain a safe, efficient, professional, respectful, and courteous culture within the park.
• Oversee the implementation and execution of department training programs to achieve and exceed compliance with industry standards. • Directly supervise facility employees including: scheduling, training, and performance goals.
• Conduct investigations to respond to reports of harassment, complaints, and violations of company policy/legal regulations.
• Responsible for departmental forecasting, budgeting, purchasing, invoicing, and inventory processing.
• Oversee and run all forms of social media and marketing with the assistance of the SFC Marketing Team.
• Plan, organize, and control all extra-curricular activities for the park, including employee events, fundraisers, and employee incentive programs.
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SPECIALTIES
marketing, sales, strategies
education
Bachelor of Business
Administration in Sports
Management/Marketing
Dallas Baptist University
experience
Years in Industry: 17
Billy Hilliard brings over 15 years of leadership in sales and marketing to his role at The Sports Facilities Companies. With a strong background, including roles as Managing Director at AIM Sports Group and Sports Marketing Manager at Life Time, Inc., Billy excels at facilitating business growth and delivers outstanding customer service, making him a key player on our team as the Regional VP of Business Development.

In his role, Billy leads the planning and execution of business strategies, expertly finding and using opportunities in new markets. He uses his deep knowledge of the industry to help cities build top- notch venues for sports, recreation, events, and fitness, support the health and economic vitality of communities throughout the country.

Billy’s roots in sports run deep. From playing baseball in college to helping brands activate in stadiums and arenas around the globe, he has developed relationships at all levels of sports. In some of his most notable work, Billy helped launch the sports and athletic events divisions of Life Time, Inc. That included over 50 new indoor/outdoor venue developments, multiple programming additions, and event acquisitions across the US and Canada. Having a deep understanding of the sports landscape has allowed Billy to spearhead efforts and consult with national organizing bodies in supporting the growth of youth sports. His experience, from youth to professional sports, is crucial in helping clients achieve their vision and goals.

Ontario Regional Sports Park – Ontario, CA
*Life Time Athletic Expansion (50+ Developments)
*AIM Sports Group Venue Expansion
*SoCal Cup Volleyball Founding Partner

NOTABLE PROJECTS

REGIONAL VP , STRATEGIC DEVELOPMENT
Bill y Hilliard
*Please note: Projects completed prior to joining the firm. 08/12/2025
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Marina has over thirteen years of experience in aquatics and programming, including experience with the YMCA and the Oklahoma City Parks and Recreation Department. Marina brings her enduring passion for aquatics and enhancing the local community to her role as the General Manager at Pelican Bay Aquatic Center in Edmond, OK.

In this position, Marina leads all components of daily operations for the seasonal water park. She ensures that best practices are implemented in the areas of safety, customer service, business development, staff development, risk mitigation, programming, and marketing and branding.

Additionally, Marina attended Texas Tech University and is a certified aquatics facility operator and lifeguard instructor for the American Red Cross.

Edmond’s Pelican Bay Aquatic Center is 17+ acre park that includes two 150 ft water slides, diving boards, a current channel, a climbing wall and a slide splash pool. Programming at Pelican Bay includes swim lessons, lifeguard certification, and aqua fitness as well as numerous special events throughout the season. The Center also has bathhouses and a concession area at the Pelican Bay Cafe Snack Bar and offers private rental for parties and events.

Pelican Bay Aquatic Center - Edmond, OK
*City of Oklahoma City Parks & Recreation Department
*YMCA

NOTABLE PROJECTS

AQUATICS SPECIALIST
Marina Wells

SPECIALTIES
staff development &
training, programming,
aquatic operations
education
Texas Tech University
experience
Years in Industry: 14

MEMBERSHIPS,

ACCREDITATIONS, &

ACHIEVEMENTS
Certified Pool Operator
(CPO)
Aquatic Facilities Operator
(AFO)
Lifeguard Instructor (LGI)
Lifeguard Management
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CRISTINA JENSEN
Operations Manager
MIKE
KELL Y

DEPARTMENT HEAD

VENUE OPERATIONS
Our aquatics operations team will provide a service model that includes reporting to the City of Vista with full transparency and control. We provide guidance on all things involving the day-to-day oversight of all aspects of the venue. We will be a extension of your team to serve the City, community, and guests.
key capabilities
• Staff Management / Team Development
• Venue Leadership
• Technology Integration & Expansion
Our team executes tasks and processes so that facilities open on-time, on-budget, and on-brand. We will report weekly, monthly, and annually on progress in each area as needed. SFC representatives will meet with the team and other key stakeholder representatives through an agreed upon schedule of weekly and monthly meetings.

JOHN SPARKS
Vice President, Account
Management

COLE LACEY
Vice President,Venue
Management

TODD YANCEY
Vice President, Venue
Management
PATRICK O’BRIEN
Vice President, Venue
Management

DAVID BOUNDS
Vice President, Venue
Management OP

DAN SMITH
Food and Beverage
Supervisor

JESS KUHL
Vice President, Venue
Management

KELLY KRUKOV
Vice President, Ice
Operations

KEN COBB
Vice President, Aquatics
Operations

MARINA WELLS
Aquatics Specialist

JACK ADAMS
Vice President, Account
Management

WES HALL
Vice President, Venue
Management
AQUATICS operations team
PROJECT ROLE: OPERATIONAL DEVELOPMENT, EXECUTIVE

STRATEGY IMPLEMENTATION
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BRUCE
RECTOR

ADVISOR AND GENERAL

COUNSEL
Our experienced legal team will partner with the City of Vista to evaluate the project’s vision, financial forecasts, and business plan through a lens of legal risk management and compliance. In addition to reviewing programming and space requirements, we will assess insurance needs and liability exposures, and offer strategic legal counsel to support future development phases.
key capabilities
• Risk Management
• Insurance Guidance
• Legal Services
Leveraging real-world operational expertise and our partnership with the nation’s leading sports facility planning firm, our team applies a comprehensive approach to design and project management. In addition to ensuring facilities are operationally efficient and aligned with the project’s and community’s unique goals, we incorporate legal risk management, insurance strategy, and proactive legal counsel into every phase. This integrated approach helps safeguard the project’s vision while addressing regulatory compliance, contractual obligations, and potential liabilities from the outset.

LEGAL team
PROJECT ROLE: RISK MANAGEMENT & INSURANCE

GUIDANCE, LEGAL COUNSEL

BRANDON GALVAO
Assistant General Counsel
As the Assistant General Counsel, Brandon’s responsibilities span a broad spectrum of critical tasks. He is adept at drafting and review- ing documents and contracts, a skill that safeguards our company’s interests while ensuring we adhere to the highest legal standards.

Brandon’s proficiency in managing risk in complex legal scenarios is invaluable for navigating the intricate landscape of our industry. 08/12/2025
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SPORTS FACILITIES COMPANIES
29 Past Project Examples
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SPORTS FACILITIES COMPANIES
30 5
2 14
18 6
13 87
9 1110
13 7 12
15 6
319
4 16
18 22
17 17
22 9
20 10
2 1
11 8
13 5
10 8
20 3
9 14
1 4
56 2
7 10
11 12 1
16 17
19 4
12 3
14 15
INDOOR FACILITies
1 Rocky Mount, NC Rocky Mount Event Center
2 Myrtle Beach, SC Myrtle Beach Sports Center
3 MACON, GA RHYTHM & RALLY SPORTS & EVENTS
4 Wheeling, WV Highlands Sports Complex
5 Sandusky , OH Cedar Point Sports Center
6 Bedford Pa rk, IL WINTRUST SPORTS COMPLEX
7 Morristown, TN Morristown Landing
8 Bryan, tx legends event center
9 WEST MONROE, LA WEST MONROE SPORTS & Events
10 FORT BEND, TX FORT BEND EPICENTER
11 CASPER, WY WYO SPORTS RANCH
12 LEETSDALE, PA RIZE SPORTS
13 Huntsville, al alabama a&M university
14 hillard, oh bo jackson’s elite sports
15 CHAMBLEE, GA CORE4 At hletic Complex
16 FITCHBURG, MA GAME ON SPORTS & PERFORMANCE CENTER 17 HOLLAND, MI HOLLAND CIVIC CENTER
18 Little F alls, NJ Montclair St ate University Ice Arena 19 FORT WAYNE, IN SPORTONE PARKVIEW ICE HOUSE
20 Los Angeles, CA The Skat ing Edge Ice Arena
outDOOR FACILITies
1 Xenia, OH At hletes in Action
2 Elizabethtown, KY Elizabethtown Sports Park
3 Panama City Beach, FL PUBLIX SPORTS PARK
4 Oldsmar, FL Empower Adventures
5 Branson, MO Ballparks of America
6 Edmond, OK Pelican Bay Aquatics
7 pecos, tx C yclone Ballparks
8 starkville, ms cornerstone sports complex
9 NAPLES, FL P ARADISE COAST SPORTS COMPLEX
10 PADUCAH, KY P ADUCAH SPORTS PARK
11 REEDS SPRING, MO SHO-ME BASEBALL CAMP
12 ODESSA, TX THE BASIN SPORTS COMPLEX
13 BRANDON, MS BRANDON PARKS & RECRE ATION
14 GARDENDALE, AL BILL NOBLE PARK
15 ABILENE, TX ADVENTURE COVE AQUATICS PARK
16 tamarac, fl caporella aquatic center
17 chesterfield, mo chesterfield va lley athletic complex 18 MELBOURNE, FL USSSA SPACE COAST COMPLEX
19 GULFPORT, MS GULFPORT SPORTSPLEX
20 CAPE CORAL, FL LAKE KENNEDY RACQUET CENTER
21 New Lenox, IL crossroads sports complex
22 Scramento, cA California Pa rk & Recreation Society INDOOR/outdoor FACILITies
1 Hillsborough, NJ Iron Peak Sports & Events
2 Harrisonburg, VA Horizons Edge Sports Campus
3 Gatlinburg, TN RockyTop Sports World
4 Hoover, AL Hoover Met Complex
5 Albertville, AL Sand Mountain Park & Amphitheat er 6 Overland P ark, KS Advent Healt h Sports Park
7 SPRINGFIELD, IL SCHEELS SPORTS PARK AT LEGACY POINTE 8 matToon, il emerald acres sports connection
9 artesia, nm artesia aquatic center
10 Springfield, mo Betty & Bobby Allison Sports Town 11 Muscle shoals, al muscle shoals sports center
12 BRIDGEPORT, WV THE BRIDGE SPORTS CENTER
13 VICKSBURG, MS VICKSBURG SPORTS CENTER
14 VIRGINIA BEACH, VA VIRGINIA BEACH SPORTS CENTER

DISCOVERT HE FACILITIES OF

PROUDLY OPERATED BY THE SPORTS FACILITIES COMPANIES

AQUATICS OUTDOOR

INDOOR/OUTDOOR MIXED USE

INDOOR ICE
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PROJECT STATISTICS &

PERFORMANCE HIGHLIGHTS
130 acres, 100,000 ft2
4 Basketball / 8 Volleyball Courts
4 Baseball & 5 Softball Fields
5 Multi-Purpose Fields
Membership-Based Wellness Center
16-Court Tennis Center
Indoor / Outdoor Pool & Aquatic Center
Advisory
Financial Forecasting
Program Planning
Development
Venue Planning
FF&E Procurement
Management
Pre-Opening Management
Full-Time Management
SIZE

FEATURES

FIRM ROLES & SERVICES
SPORTS TOURISM • COMMUNITY RECREATION • INDOOR/OUTDOOR
Sand Mountain Park is an exceptional project in Albertville, Alabama, with 130 acres of sports, recreation, and entertainment areas. This facility offers a wide variety of both local use and sports tourism use for all guests to enjoy just over an hour north of Birmingham.

SFC’s role in pre-opening development includes business development, event booking, brand development and marketing, strategic planning, hiring and organizational structure definition. SFC was also contracted for FF&E and Venue Planning services including, fixture and equipment procurement and design consultation. SFC is engaged as the outsourced management solution for the entire 130 acre complex inclusive of sports tourism and local park and recreation programming.

SAND MOUNTAIN

PARK & AMPHITHEATER

ALBERTVILLE, AL
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PROJECT STATISTICS &

PERFORMANCE HIGHLIGHTS
17 acres
25-Yard Leisure Pool
Cabanas
Zero Entry Areas
Water Slide & Splash Pad
On-Site Kitchen
Climbing Wall
Management
Full-Time Management
CH Role
Financial Forecasting
Safety Training
SIZE

FEATURES

FIRM ROLES & SERVICES
Earning the designation as a 2021 Top 3 Amusement Park in Oklahoma City by Three Best Rated®, Pelican Bay Aquatic Center offers all things fun-in-the-sun, including open swim, lessons, party rentals, and more.

In 2015, and again in 2021, the City retained the team of SF Companies and Counsilman-Hunsaker to provide full-time management services for the first five years of operation. Through aggressive social media and email campaigning and facility rebranding, SFC increased pool attendance numbers and profitability year over year. Counsilman-Hunsaker was engaged to provide maintenance and safety training, staff operations, programming, and swim lesson oversight.

PELICAN BAY AQUATIC CENTER

EDMOND, OK
SPORTS TOURISM • COMMUNITY RECREATION • OUTDOOR
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PROJECT STATISTICS &

PERFORMANCE HIGHLIGHTS
Swimming Pool
Stingray Bay Zero Depth Pool Entry
Pete’s Party Pavilion
Lazy River
Three Water Slides
Castaway Cafe
Six Splash Pads throughout
Abilene
Management
Full-Time Management

FEATURES

FIRM ROLES & SERVICES
Adventure Cove is an aquatic facility in Abilene, TX with three water slides (Red Racer, Green Monster, and Big Blue), a lazy river, Stingray Bay zero-depth beach entry pool, Pete’s Party Pavilion, and the Castaway Cafe. It’s a great place for the citizens of Abilene to soak up the sun and cool off during the summer months.

Sports Facilities Companies was selected to manage the aquatic center and six splash pad locations throughout Abilene, TX.

ADVENTURE COVE AQUATIC

CENTER ABILENE, TX
COMMUNITY RECREATION • AQUATICS • OUTDOOR
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FOUNDED IN 2003

OUR MISSION

IMPROVE THE

HEAL TH & ECONOMIC

VITALITY OF THE

COMMUNITIES

WE SERVE
3,000

COMMUNITIES
SERVED
$15 BILLION

IN PLANNED & FUNDED FACILITIES
30 MILLION

ANNUAL VISITS TO SFC FACILITIES

THE VOICE OF THE INDUSTRY

THE SINGLE LARGEST & FASTEST GROWING SPORTS TOURISM NETWORK WWW.THESFNETWORK.COM

PLANNING

OPTIMIZATION

DEVELOPMENT

MANAGEMENT
3,500+

TEAM MEMBERS

AND GROWING
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IDEA SUBMISSION TO OPERATE

WAVE WATERPARK VISTA, CALIFORNIA

1. Operating the Wave Waterpark on behalf of the City of Vista requires developing a new attraction and amenities that generate additional revenue to offset costs associated with City’s recreational goals.
a. To this end, we propose developing and operating a member-based surfing attraction on adjacent City land, see attached layout options 1, 2a, 2b, 2c, and 3, showing the different expansion positioning on the City’s development parcel. b. As a financial comparative, member-based business models are found in analogous sporting endeavors, e.g., skiing and golf.

2. Our Wave House proposal to operate the Wave Waterpark would meet all City goals:
a. Maintain community programming, including high school swim team rentals of the pool, swim meets, open lap swim, open rec swim, aquatic exercise programs, swim lessons, splash camps, Junior Lifeguards, Flow Rider classes, birthday party rentals, private rentals and field trips.
b. Ensure that the Wave Waterpark remains affordable to members of the community.
c. Reducing the overall costs to the City.
d. Complete the necessary capital improvements to ensure continued safety, consistency, and code compliance of the Wave Waterpark.

3. Our proposal envisions retaining current Wave Waterpark employees, pending discussion on labor requirements, e.g., paying prevailing wages could be economically prohibitive without some form of rent offset.

4. Our proposed financial structure is a long-term lease with payments under an operating agreement. City would incur no cost, however, the expenses associated with discounts to community members, capital improvement costs, and the costs associated with subsidized high school swim team use, swim meets, open lap swim, open rec swim, aquatic exercise programs, swim lessons, splash camps, Junior Lifeguards, Flow Rider classes, birthday party rentals, private rentals and field trips, would be offset against any rent payment due to the City under the long-term lease.

5. Introducing a new surf attraction to the Wave waterpark will spark renewed market awareness of the venue, drive increases in regional attendance, and increase revenue to 08/12/2025
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fund the City’s goals and objectives of enhancing the visitor experience, improving operational efficiency, and preserving community access.

6. For 25+ years the ‘Wave’ brand that has successfully propelled the waterpark venue.

The proposed surf attraction is in perfect alignment with this brand and will carry the venue for the next 25+ years.

7. See concept pool layouts attached. Ancillary member clubhouse with associated restaurants, bars, changing rooms, and event spaces would be added when a preferred layout is selected.
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