Emmetsburg Clubhouse/Community Center Public Input and Feasibility Study Prepared for Emmetsburg Community Development Corporation December 15, 2009 2 Table of Contents CONTENTS PAGE Executive Summary ……………………………………………… Page 3 Recommendations ..………………………..……………………..… Page 5 Report of Preliminary Architectural Design Program and Associated Cost (Prepared by RDG Planning & Design, Des Moines, Iowa) Report of Operational Financial Feasibility (Prepared by TPG Companies, West Des Moines, Iowa) APPENDIX Report of Public Input (This report of all public input was delivered by Hanser & Associates to ECDC on Nov. 6, 2009; it is included herein for reference.) About Hanser & Associates 3 Executive Summary This document transmits all public input, as well as a preliminary architectural design program and financial feasibility reports, for the Emmetsburg Clubhouse/Community Center Public Input and Feasibility Study. Three major findings… 1. Emmetsburg community would support a new facility The public input process provided an actionable foundation of understanding regarding what the community wants. Among the findings: The community wants a new facility. There are a range of unmet needs for indoor and outdoor facilities. A new facility should, at minimum, include a multipurpose space for meetings and social events, and public restaurant for lakeside meals. Other features desired by most of the community include a teen center, watercraft rentals, youth day camps, lounge (serving alcohol), live concerts, convenience store accessible from the lake, senior activity center, children’s theatre or other family programs, and bowling. If it contained the features they desire, most residents would visit at least monthly. Food and beverages would increase frequency, as would indoor and outdoor recreation programs. About half of residents are willing to increase property taxes for construction; a supermajority say they are not willing to fund operation with property taxes. Residents are willing to pay fees to use the facility, especially on a per visit basis. Two out of three residents say it’s OK for Emmetsburg to hire private concessionaires to provide services at the community center. (Public input is presented in detail in the Appendix.) 2. New facility amenities and cost would fit the current site Preliminary architectural design program would include a new facility on the current site. The approximately 14,100-square-foot facility would focus on the lakeshore and the lake view. Dining facilities and activity areas need to be open to elevated decks or terraces and have direct pedestrian access to the shoreline. Preliminary pre-design cost is projected at $4,129,290 for a modest facility and $5,157,500 for an enhanced facility. Projections include… o $200,000 - $250,000 for demolition of the current clubhouse and site work. o $3,294,500 - $4,125,000 for new construction. o $768,900 - $1,032,500 for miscellaneous costs such as design and constructions fees, furniture, kitchen equipment, audio visual/sound/technology and signage. (The Report of Preliminary Architectural Design Program and Associated Cost is presented in detail on the following pages of this document.) 4 3. Operation of facility would be financially viable New Facility: The report of operational financial feasibility envisions that a new facility (“Five Island Lake Recreation Headquarters and Emmetsburg Community, Conference, Entertainment and Social Center”). Positive Revenue Generator: The site and building amenities, as identified by the public as priority, overall lend themselves to sustainable financial operations per the key site and facility components (14,100 sq. ft.) as related to core financial factors. Annual operating revenue projection would be $469,000 and annual operating expense projection would be $266,848, resulting in $202,152 net revenue. Management will be key: Leadership and management decisions will be key factors in the success of operational finances. Economic and community development asset: This project has the potential to be a significant regional economic and community development asset, keeping people in the region and community as well as attracting others. (The report of operational financial feasibility is presented in detail on the following pages of this document. The report includes a decision-making model (components and numbers spreadsheet) – key components and calculations can be adjusted based on priorities, decisions, and projections as they are adopted by project leaders.) Project Methodology The project commenced in September 2009, and was conducted in three phases: 1. Public Input Issues Identification (Sept. 30-Oct. 12) Identified major issues/questions to understand ECDC/Emmetsburg’s needs and precise goals via interviews with Emmetsburg leaders. Quantitative Input (Oct. 13-23) Got answers via scientific (quantitative) phone survey of your citizens to determine what they want and will support with their dollars; and received background documents and data. Qualitative Analysis (Oct. 26- Nov. 6) Conducted qualitative analysis of residents’ input via a focus group on Nov. 3 with Emmetsburg leaders to analyze/interpret the findings. 2. Design Feasibility (Nov. 9-13) Conducted preliminary design/cost to fulfill what your residents say they want. 3. Financial Feasibility (Nov. 15-Dec. 15) Demonstrate the financial viability of operating a facility that your residents say they want. 5 Recommendations Based upon the public input, preliminary architectural design program and costs, and report of financial feasibility, Hanser & Associates recommends the following next steps for Emmetsburg Community Development Corporation: 1. Convene a joint meeting of ECDC and City of Emmetsburg’s leaders to: Review and discuss the report prepared by Hanser & Associates. Address the recommended key next steps listed in the Report of Operational Financial Feasibility. Solidify/confirm the vision and desired strategic scale and direction of the project. Ronald Hanser and other members of our team would be pleased to travel to Emmetsburg again to present and discuss the findings, and answer any questions — if ECDC wishes for us to attend in person. 2. ECDC and City of Emmetsburg would convene a Public Meeting at the current clubhouse facility at which ECDC and City representatives would: Present the report, and answer any questions from the public. Conduct tour of the current facility to increase public understanding. Again — if ECDC wishes for us to attend in person — Ronald Hanser and other members of our team would travel to Emmetsburg to participate in a Public Meeting, and answer any questions. Emmetsburg Community Center feasibility study December 10, 2009 To: Mr. Ronald Hanser, APR, President Hanser and Associates 4401 Westown Parkway, Suite 212 West Des Moines, IA 50266 Re: Emmetsburg Community Feasibility Study The following Pre-Design Program and Project Budget are based upon the public input summary and conditional recommendations as prepared by Hanser & Associates, Delivered Nov. 6, 2009 to the Emmetsburg Community Development Corporation. The data presented is not based upon a specific building design at this time, but assumes the demolition of the existing country club building and the construction of a lake-side multi-use public facility of approximately 14,100 gross square feet on the same site. Pre-design observations: • The facility will focus on the lakeshore and the lake view. Dining facilities and activity areas need to open to elevated decks or terraces and have direct pedestrian access to the shoreline where lighted promenades, picnic decks, seating, and other amenities might be developed. • The program includes 2000 net sq. ft. of flexible, dividable, unassigned area to accommodate other functions such as youth or senior programs, seminars, crafts, retreats, etc. This area may be larger or smaller as the budget permits. • It is recommended that the existing golf cart sheds located northeast of the facility be relocated to enhance the view to the lake and strengthen the connection to the shoreline. A landscape screen in this area would provide privacy and functional separation between the new facility and the shoreline camping in that area. • As a public facility, the building must be universally accessible and a multi-story structure will require an elevator. Preliminary observation of the property does not indicate enough site slope to support a multi-story facility without excessive site development. It is recommended that this issue be studied further to determine the feasibility of a single-level structure. • It is recommended that on-site parking be maximized as reasonably permitted by the site, without compromising the aesthetic qualities of the property. For planning purposes, typical zoning standards would recommend 100 to 150 parking spaces for a facility of this type. Adjacent areas might be used for overflow parking if necessary. • Because Five Island Golf Course will not have a club house, a very modest “pro-shop” was included in the program to accommodate tee times and administration with direct access from the golf course. Close association with the lounge is desirable. • A lounge, with limited seating capacity and bar service, is included in the program and needs to be situated to efficiently service the banquet area, pre-banquet reception area and the pro-shop. RDG Planning & Design 2712 Stange Road Tel 515.268.5155 Ames, Iowa 50010 Fax 515.268.5158 www.rdgusa.com RDG IA Inc page 2 • The banquet dining space needs to be a flexible area capable of sub-dividing to groups of 25 to 300 persons for dining or other functions. Acoustically effective moveable partitions will be required. Access to exterior decks or terraces and a view to the lake are necessary. • The proposed commercial kitchen is intended to warm and serve food prepared off-site for banquets, with food preparation equipment for a short-order menu. It needs to be in close proximity to the dining area and lounge to efficiently service banquets and public dining. On the following pages we present: • Pre-Design Program Summary • Pre-Design Project Budget • Diagram of Functional Relationships • Site Plan Sketch Respectfully Submitted; William H. Dreyer, AIA Senior Architect RDG Planning & Design RDG Planning & Design 301 Grand Avenue Tel 515.288.3141 Des Moines, Iowa 50309 Fax 515.288.8631 www.rdgusa.com RDG IA Inc pre-design program / budget Emmetsburg Community Center Feasibility Study Pre Design Program Summary Net Square Feet (NSF) Banquet / Dining: Banquet Area 300 Persons @ 20 sf Per Person 6,000 Flexible Dining @ 25 300 persons, server stations, banquet storage Kitchen: 800 Food warming and service, short order food preparation, receiving, storage Toilets and Coats: 700 Sized to banquet capacity, men, women , coats Entry and Reception: 500 Vestibule, lobby, pre banquet reception Total Banquet Net Sq. Ft. 8,000 NSF Grossing Factor @ 20% 1,600 HVAC, Elec, IT, Jan., Internal Circulation, Walls, etc. Total Banquet Gross Sq. Ft 9,600 GSF Ancillary Spaces: Lounge/"Pro Shop" 550 Mini Pro Shop/Tee Times, bar seating (16), storage, service to banquet area Toilets / Entry: 180 Men, women, support toilets, secondary entrance vestibule Offices and Conference Room: 550 Offices (2), small group meeting @ 10 15 persons Activity Area: 2,000 Flexible open space, sub divided Support Storage: 350 Miscellaneous general support storage Total Ancillary Net Sq. Ft. 3,630 NSF Grossing Factor @ 20% 726 HVAC, Elec., IT, Jan., Internal Circulation, Walls, etc. Total Ancillary Gross Sq. Ft. 4,356 GSF Round To 4,500 GSF Building Total Area 14,100 GSF Creatively influencing life for the better through purpose driven design. Street Address 1 Street Address 2 Tel 000.000.0000 City, State Zip Code Fax 000.000.0000 www.address pre-design program / budget Pre Design Project Budget *Modest *(Enhanced) Demolition and Site Preparation Allowance 75,000 75,000 Hazardous Materials Abatement Allowance 50,000 50,000 Site Amenitites Allowance 75,000 75,000 Utility upgrade, grease interceptor Site Work Allowance 200,000 250,000 Parking and drives, landscaping, lighting, terraces, decks and canopy New Construction Banquet Facilities 9600 GSF @ AVE 200$/sf (250$/sf) 1,920,000 2,400,000 Ancillary Spaces 4500 GSF @ AVE 150$/sf (200$/sf) 675,000 900,000 Pre Design Contingency @ 10% 299,500 375,000 Construction Cost (CC) Summary 3,294,500 4,125,000 Miscellaneous Owner Cost @ 2% of CC 65,890 82,500 Design and Const. Fees, Expenses, Testing, @ 12% of CC 395,340 495,000 Kitchen Equipment Allowance 75,000 75,000 Catering kit., food prep., lounge Furniture, Signage, Furnishings, Assessories @ 8% of CC 263,560 330,000 AV/Sound, Technology Allowance 35,000 50,000 Pre Design Project Total 4,129,290 5,157,500 * A Modest Budget implies standard construction with mid range materials such as painted gypsum dry wall, carpet/vinyl flooring, suspended ceilings, standard windows and doors, and pre fabricated fireplace. * An Enhanced Budget implies more spatial development and higher quality materials such as, wood finishes and paneling, carpet/wood/stone flooring, custom glazing, doors, and stone fireplace. Creatively influencing life for the better through purpose driven design. Street Address 1 Street Address 2 Tel 000.000.0000 City, State Zip Code Fax 000.000.0000 www.address diagram of functional relationships This diagram of functional relationships is not intended to be a floor plan for the facility. It is a diagram illustrating the basic functional proximity between programmed spaces and preferred placement relative to the site. Creatively influencing life for the better through purpose driven design. Street Address 1 Street Address 2 Tel 000.000.0000 City, State Zip Code Fax 000.000.0000 www.address site plan sketch Creatively influencing life for the better through purpose driven design. Street Address 1 Street Address 2 Tel 000.000.0000 City, State Zip Code Fax 000.000.0000 www.address TPG Management Consulting, Inc. and TPG Philanthropy Group, Inc. December 12, 2009 FEASIBILITY EXECUTIVE BRIEF Provided to the Emmetsburg Community Development Corporation via Hanser & Associates I. OBJECTIVE: Operational financial projections and feasibility review relative to the community center project’s strategic positioning and key amenities, as part of the feasibility study to demonstrate the viability of a facility that your residents say they want. II. PROJECT’S POTENTIAL STRATEGIC POSITIONING considered during this Feasibility Study phase. . . “Five Island Lake Recreation Headquarters and Emmetsburg Community, Conference, Entertainment, and Social Center So Close to You. So Much to Do. The Recreation and Community Center is part of the Emmetsburg experience, offering unmatched value in personal enrichment, community connection, indoor events and activities, as well as outdoor recreation. There’s something for you here every season of the year −Things to learn, experience, create, connect, be well, and have fun!” III. FINDINGS, CONCLUSIONS AND RECOMMENDATIONS SUMMARY: The site and building amenities, as identified by the public as priority, overall lend themselves to sustainable financial operations per the key site and facility components (14,100 sq ft) as related to the core financial factors outlined below. The “view of and proximity to the lake” are the key assets complemented by the close proximity of the site to additional complementary amenities such as the golf course, campground, boat ramp, etc. This project has the potential to be a significant regional economic and community development asset: keeping people in the region and community as well as attracting others. Leadership and management decisions will be key factors in the success of operational finances – vision, marketing, management, customer service, citizen engagement, and strategic partnerships are examples of factors that play critical roles in a community center’s success beyond the core market feasibility potential. A Decision Making Model (components and numbers spreadsheet) is provided in addition to the support information below – key components and calculations can be adjusted based on priorities, decisions, and projections as they are adopted by project leaders. Recommended key next steps include: o Solidify / confirm the vision and desired strategic scale and direction of the project o Prioritize the “outcomes desired by the site and facility” and how they meet the community and/or regional objectives for economic development and/or community services. o Select the core uses / programming that “give people what they want and will pay for” and “collectively provide adequate net revenues for the initiative.” 621 S. 26th Street • West Des Moines, Iowa 50265-6459 Phone: 515.270.2453 • Toll free: 800.538.4483 • E-mail: firstname.lastname@example.org Website: www.whatmattersmost.com TPG Management Consulting, Inc. and TPG Philanthropy Group, Inc. o Decide on key physical components and scale of each component relative to the priority outcomes and selected core services. o Develop an appropriately detailed Business Plan for adoption by project leaders and endorsed by project stakeholders and partners. The Business Plan should integrate financial pro-formas of project components and services, taking into consideration and modeling which components/services are provided via strategic partner concessionaires and which are provided directly by in-house personnel (paid or volunteer). IV. METHODS: TPG’S ROLE, SCOPE AND PLAN OF WORK As part of the Emmetsburg Project Team, TPG conducted the third phase of the Feasibility Study titled “Project Implementation Financial Feasibility”. This phase focused on the strategic financial feasibility of the project’s financial implementation (operations and programming) and does not include a capital construction financial feasibility test. A full Business Plan is recommended if agreed to and based on strategic component decisions by project leaders − as we understand such capital is available contingent upon positive outcomes of this Feasibility Study and planning process lead by Hanser & Associates and supported by RDG Planning & Design and by TPG Companies. The scope of TPG’s role in this phase of the project was as follows: Review said input information and data, Benchmark said data with TPG resources / external sources, Conduct our analysis and form our opinions, Provide a two to four page summary of our findings, conclusions and next steps and/or alternatives recommendations (if any). TPG was not expected to compile client data nor reformat input documents. While TPG has researched and written strategic business plans and/or consulted regarding such plan development (for other community centers, businesses, and public benefit projects) such services were not expected for this phase of the engagement. Financial feasibility “inputs pick list” provided by TPG to conduct the feasibility review: a. Emmetsburg Community Center Strategic Business Plan with emphasis on the financial pro- formas and on the items listed below. b. Findings and conclusions for the Research, Survey and Community Engagement / Prioritization phase of this project (lead by Hanser & Associates) c. Physical site and surrounding local schematics and architects operational benchmarking data (provided by RDG during Center and site planning for desired uses). d. Expected markets and demographic / economic data regarding each key market. e. Kinds of events and number of each annually (attendance projections and financials associated with each should be included in the Strategic Business Plan) f. Other fee income options and opportunities not included in the business plan financials. g. Annotated list of any community cultural, social, political, or economic factors that should be considered. h. Emmetsburg Country Club financial statements and audits (most recent 3 years) i. List and paragraph description of other potential regional collaborators / competitors. j. Anything else that Emmetsburg leaders, Hanser & Associates, or RDG team members feel may be relevant to or impact the project’s financial viability. 621 S. 26th Street • West Des Moines, Iowa 50265-6459 Phone: 515.270.2453 • Toll free: 800.538.4483 • E-mail: email@example.com Website: www.whatmattersmost.com TPG Management Consulting, Inc. and TPG Philanthropy Group, Inc. V. KEY DESIRED ACTIVITIES AND AMENITIES INCLUDE: (According to the Public Input Summary and Conditional Recommendations, Report of Focus Group, and Report of Citizen Phone Survey) a. Become a destination for area citizens as well as regional visitors and tourists b. Dining / kitchen capabilities for events for up to 300 c. Re-establish Five Island Lake Marina on site d. Serve nearby golf course and golf enthusiasts e. Serve near-by state park campground visitors f. Be an indoor/outdoor gathering place / community center including serving as a warming house and concession for winter ice skating on the lake g. Provide range of events, classes, and fee-for-services flexible to address community needs and citizen interests. VI. FINANCIAL CONSIDERATIONS AND SUMMARY 1. Projected Base Operational Costs (Presumes 14,100 GSF Facility with related site amenities) (Please see financial spreadsheet enclosed. Various industry and professional benchmarking standards were used during the Feasibility Study analysis process, with key expense benchmarking standards listed in the spreadsheet for you convenience.) 2. Key Factors estimated projections considered during the financial feasibility include: A. Banquet/Dining/Event Seating and Kitchen to serve up to 300 people B. “19th Hole” Lounge and Outdoor Enthusiasts Pro-Shop (serving food and a full range of beverages) C. Conference / Meeting Room D. Multi-Purpose Activity Area–flexible open space, sub-dividable for programming such as: Aerobics/Yoga/Pilates-type classes Dance classes Arts and Crafts workshops and demonstrations Rollerblading Laser Tag E. Golf and Outdoor Recreation “Pro Shop” providing services, supplies and equipment for sale to golfers, camping enthusiasts, boaters, skaters, fishermen, and others. F. Activities and Events – Indoor and Outdoor spaces used Indoor Examples: Parties: Holiday, Birthday, Anniversary Business Meetings / Events / Conferences Golf Tournament Dinners and Fundraising Events Celebrations: Weddings, Reunions, Graduations Movie Nights Card Clubs / Game Groups Outdoor Examples: Terrace, Patios, Board walks weddings and events Swimming Beach and canoe / paddle boat concessions Fishing Tournaments (all season) Winter Sports: Ice Skating, Hockey, Cross-country Skiing, Ice Fishing 621 S. 26th Street • West Des Moines, Iowa 50265-6459 Phone: 515.270.2453 • Toll free: 800.538.4483 • E-mail: firstname.lastname@example.org Website: www.whatmattersmost.com A B C D E F 1 Financial Analysis and Basic Decision Facilitation Model Current Facility Other (based on 2005 and New Facility Benchmarks 2 2004 Baseline data) Notes Projections and Notes Operating 3 Revenues 4 Net Dining Room 40,500 60,000 Net - Lounge / Bar & 5 Cigarettes 51,000 75,000 Golfer, Fisher, Boater and Camper Conveniences and/or 6 Net Pro Shop / Outfitter Shop 0 Golf 35,000 other 7 Rentals 10,000 0 8 Facility and Grounds Rentals 0 100,000 Calculated at $2000 per day X 50 days/year 9 Multi Purpose Room Rentals 0 25,000 Calculated at $500/day x 50 days Calculated at $50 for up to 4 hours X 400 rentals per year (8 10 Conference Room Rentals 0 20,000 rental per week) Ice Skating, Hockey, Game Clubs, Movie Nights, etc at $2 Programs Admissions, Tickets, per person per activity/session (400 user sessions per week 11 and Commissions 0 40,000 average) 12 Advertising Income 600 2,500 13 Raffle Income 3,950 5,000 Is there opportunity to add more docks or otherwise increase 14 Dock Rental Income 4,000 4,000 revenue? Memberships / Dues and Could create Member/Donor Program to replace "Country 15 Donation Income 85,000 100,000 Club Member Dues" Several Management options including Concessionaire % of 16 Marina Net 0 2,500 gross sales Other including Assessment Income, Gain on Equip Sale, 17 Golf Cart Rent, Green Fees 30,000 0 18 19 20 21 22 23 _______________ __________ Projected Revenue of Key 24 Components Sub Total $225,050 $469,000 A B C D E F Current Facility Other (based on 2005 and New Facility Benchmarks 25 2004 Baseline data) Notes Projections and Notes Based on 14,100 Operating Gross Square Foot 26 Expenses Facility 27 Management $32,000 $40,000 28 General Payroll 65,000 95,000 Buildings & Grounds 29 Maint./Snow Removal 5,000 6,800 Grounds 30 23,830 Building Maintenance $1.69/GSF 31 Custodial 0 12,768 $1.33/cleanable SF of 9600 SF 32 Licenses & Permits 2,300 2,300 33 Office Supplies 3,800 3,800 34 Laundry & Sanitation 2,900 2,900 35 Insurance - General 7,000 12,000 36 Payroll Taxes 8,900 13,800 37 Utilities 13,500 30,600 $2.17/GSF 38 Telephone 2,800 2,800 39 Miscellaneous 3,000 3,000 40 Legal & Accounting 3,000 4,000 41 Advertising 1,400 1,400 42 Cable TV / Internet 600 600 43 Property Taxes 6,600 6,600 44 Finance Charges 120 0 45 Club Supplies 1,800 1,800 46 Interest Expense 11,300 0 47 Equipment Repair 835 1,000 48 Security System 350 350 49 Credit Card Expense 1,400 1,400 Do project leaders want to account for this with a new 50 Depreciation 5,700 0 facility? This number needs to reflect the new facility development debt if any. "Zero" presumes facility will be paid for outright i.e. grants, donors, underwriting, or a partner entity will provide the debt payments - such as through tax levy 51 Amortization 90 0 bonding. 52 Dues & Subscriptions 100 100 53 Golf Course Expenses 98,000 0 54 55 56 57 ______________ ___________ 58 Projected Expenses Sub Total $277,495 $266,848 59 Projected Excess <Deficiency> of Revenue over 60 Expenses <$52,445> $202,152 Appendix Public Input Summary and Conditional Recommendations Delivered Nov. 6, 2009 to Emmetsburg Community Development Corporation This document transmits all public input – interviews, survey and focus group – for the Emmetsburg Clubhouse/Community Center Public Input and Feasibility Study. Based on the public input, Hanser & Associates finds: 1. There are a range of unmet needs for indoor and outdoor facilities, including: a. Space for community meetings and events b. Public amenities that draw people to the lake c. Indoor facilities serving children (ages 4 to 17) 2. The community wants a new facility 3. A new facility should, at minimum, include: a. Multipurpose space for meetings and social events b. Public restaurant for lakeside meals 4. Other features desired by most of the community include: a. Teen center b. Watercraft rentals c. Youth day camps d. Lounge (serving alcohol) e. Live concerts f. Convenience store accessible from the lake g. Senior activity center h. Children’s theatre or other family programs i. Bowling 5. If it contained the features they desire, most residents would visit at least monthly. Food and beverages would increase frequency, as would indoor and outdoor recreation programs 6. About half of residents are willing to increase property taxes for construction; a supermajority say they are not willing to fund operation with property taxes 7. Residents are willing to pay fees to use the facility, especially on a per visit basis. 8. Two out of three residents say it’s OK for Emmetsburg to hire private concessionaires to provide services at the community center Next phase From this foundation of understanding based on public input, Hanser & Associates will now prepare a preliminary design and associated costs as well as demonstrate the financial viability of the recommended facility. We are on schedule to deliver our feasibility study on Dec. 15, 2009. Report of Leadership Interviews Delivered Oct. 13, 2009 to Emmetsburg Community Development Corporation Ronald Hanser, Ryan Hanser and Erica Turner of Hanser & Associates conducted one- one-one executive leadership interviews Oct. 7-13 with 21 community leaders (list is attached to this report). The information was gathered to inform subsequent phases of the feasibility study. To each leader we explained: - Hanser & Associates has been retained by ECDC to conduct a Public Input and Feasibility Study regarding an Emmetsburg Community Center - We were seeking candid input on Emmetsburg’s facilities - Their comments would not be attributed to them (to be used only in aggregate). Summary Leaders expressed a universal desire to improve the facility and most are in favor of replacing the existing building with a larger structure for existing uses. A few think renovations may be adequate. There is also agreement that a community center project that benefits the broadest number of residents would meet community approval and be realized. Below we have listed summarized and verbatim responses to allow for qualitative consideration. Usage How have you, personally, used the current facility? • Types of events o Golf-related meeting o Golf-related fundraiser o Golf outing o We used to go to clubhouse for get a drink after playing golf o Evening receptions for physician recruitment o Campgrounds outside of facility o Wedding receptions o Kibbie golf outing o STORM meeting w/ facilitator and students o Golfed there years ago o Pool League once in a while o Parties o Golf, occasionally o One does not use it unless they are golfing or going to the bar. o Went to brunch when they used to do that. o Daughter worked there over the summer and had a good experience. o Graduation events and weddings o Golf-related events at the clubhouse o Wedding receptions • Group size o 5-15 people o 10-100 o 10-15 o 30 o 50-75 o 75+ o 70-130 o 80-200 o 100+ o 100-300 o 200 o 250 • Frequency o One-time only o Once or twice annually o Annually o Twice annually o Two-three times annually o Frequently, due to golf membership o 30-40/year (former Country Club member family); and 20/year during winter months o May-October (during golf season) use of the clubhouse is at the rate of 140/year; other months at the rate of 50/year How does your organization(s) use the facility? • Types of events o Reception/dinner after golf outing o Seed meeting for farmers o Corporate events and Holiday party o Golf-related fundraiser o Fashion shows o Class reunions o Wedding receptions o Fundraisers for Hospital and Fire Department o Hosting area administrators as a school principal o Interviewing process and reception for new administrators o AGP holds Christmas parties there, including this year. o Golf tournament with dinner following at country club building o Wedding receptions o Birthday parties o Various meetings • Group size o 20-50 people o 30-40 o 50 to 150 o 200 o 200+ • Frequency o Less than annual o Annual o Annually or more often o Winter months only (annual event) Is it adequate for these uses? • Space o Adequate o It is compatible o Needs to be larger (300 or so) o It is inadequate in every way! o Not adequate because it is not ADA accessible; will not use it again for that reason o No ADA access from parking lot or inside building o Currently it is functional only as a coffee shop; it is too antiquated to serve any other purpose o Yes o It is OK o The size of the facility is fine, but the campgrounds could be larger o Needs banquet space for up to 500, as currently, large groups of people must be split up into multiple rooms/levels o A main issue is the design (traveling sound from many areas) o Handicapped cannot participate o Adequate for golf, but “older and run down.” o Not the ideal place; need another option o Yes and no. Needs improvement. o Not a comfortable place, too crowded and hard to move around the room at a reception of whenever there is a large group o Not ADA accessible o Very inadequate! o The acoustics are terrible – you can’t hear a thing because of the squeaky floors o It can be made adequate with repair • Equipment o Kitchen does not allow for use o No kitchen or staff to cook o Food service is lacking o Yes o Older stuff, but OK o Needs (at the least) limited kitchen equipment o Very inadequate and out-of-date o Substandard and needs kitchen equipment o The kitchen is “red tagged” as unsafe and unusable o The equipment is probably not adequate; we need a way to make food • Parking o Very inadequate, but needs to be paved o Parking is bad now o Rough lot and bad drainage o Low spots in lot are filled with water in Spring o Yes o Campground parking could be made of grass to cut down on dust o Adequate as far as number of spots, but needs resurfaced o Parking is very inadequate; it gets wet and dirty o Amount of parking space is adequate o OK How much do/would you pay to use the facility for an event or day? (Note that Emmetsburg City Manager John Bird says current rental rates are: $150 for the lounge; $200 for the banquet room; and $300 for the entire facility.) o $100 fee; it should be priced between the current VFW and Wild Rose Casino o $200 for a meeting o $500/day for use of facility o Food charge only; food and drink should be priced competitively with local restaurants o Not sure what the rates would be and don’t know that I would have a need for it o Would not currently pay to use (or use at all) the facility o Up to $200 for the day o Now, I would not pay to use the facility. But if there was a new building built, I guess I would pay up to $200. o Would want any rental cost to include all food and decoration (i.e., the casino) o $100 to use for an event/meeting o $500-$700 if we build a new facility o $300 What other facilities do you use? • Events o Wild Rose Casino o Casino (takes care of details) o Casino o VFW building for wedding receptions o VFW o VFW is new (built in 1980) and busy o VFW and buffet at Wild Rose Casino o Wellness Center at Iowa Lakes Community College o Wellness Center at Iowa Lakes Community College o Rented out the VFW for a wedding (almost ten years ago) o Wild Rose Casino for annual fashion shows o Waverly Room at IA Trust & Savings o Still attend events at other facilities but have no need to rent anything o Catholic Church in Emmetsburg which has a Parrish Center o VFW and casino are about it o VFW o We go to facilities in other towns for movies, skating and other recreation o Church o Dining room at Iowa Lakes Community College o VFW o Dining Room or cafeteria at Iowa Lakes Community College o Casino • Meetings o Wild Rose Casino (since it opened in 2005) for regional events o Wild Rose Casino o VFW and Wild Rose Casino o Pizza Ranch (too crowded) o Wellness Center community room for about 30 people o Chamber’s former meeting room (now Welcome Center) o Pizza Ranch meeting room o Bank conference rooms o Rooms at Emmetsburg High School o Church o Dining room at Iowa Lakes Community College o VFW o Dining Room or cafeteria at Iowa Lakes Community College o Casino o Iowa Lakes Community College meeting rooms in their Wellness Center o Casino Are there unmet facility needs in the community? • Space o We need to boost tourism by drawing people to the lake; that will benefit the entire community o The community needs new meeting space for “small” groups of 10- 100 persons; there is no nice and truly “community” facility for small social events because the Wild Rose Casino is best suited for groups of 50-500 persons o Other spaces in town are dingy and dirty, and the casino is too expensive and out of reach financially for regular folks o Size should be between VFW and Wild Rose Casino o Kearney State Park (adjacent to the north of Emmetsburg Golf and County Club golf course and clubhouse) does not have adequate camping space, so anything that provides for additional affordable overnight space would be a welcome addition to community. o Gathering place for Emmetsburg teenagers o Need more locations for teens to gather and relax o Not sure there are any unmet needs as far as a facility, but we need to focus more on outdoor/recreational options. o Affordable banquet space for up to 500 people, but that can be broken down into multiple rooms if needed to host two weddings in a night or multiple conferences and meetings during the day. o Building that is handicapped accessible, and would meet multiple needs from the community. o Need a space for between 200-250 people o Outdoor pool/water park o It would be nice to have something handicapped accessible with good parking open to the community at a reasonable rate. o Something connected to the lake. o Nice to have a place to go for a meeting. o Yes; there are a lot of buildings around town but “a central building housing everyone’s needs would be ideal.” o Needs a decent size for a wedding or meeting and still allow other rooms for seniors, etc. o Need multipurpose place that takes advantage of the lake – marina/rentals plus meetings/events and golfers. o College is not the best place for a meeting and the casino is too expensive. We need a nicer public facility. o Yes o We don’t have enough for youth to do o Need more for social gatherings (wedding receptions) o By closing the current facility, we lost the economic development potential that comes with the lakefront facilty; if we can’t show off our town to visitors potential employee recruits we are at a disadvantage compared to other towns. • Equipment o We need a community facility with a kitchen o Band riser and dance floor o Restore the lake access and tie-in; maybe add a marina and year-round facilities on the lake as a long-term goal (could be built in phases). o Good sound system for music and AV for meetings/speakers o Wellness o Camping o Kitchenette o Circular tables o Good restrooms o Residential kitchen; nothing to produce commercial food o Concerned about lack of activity for kids. o Yes o Bowling on the lower level of current or a new facility, because Emmetsburg does not have a bowling facility o Dock on the lake is needed, because we have not done a good job of connecting the clubhouse facility to the water. Are there organizations that would be good partners for a new facility? • Public sector o Iowa Lakes Community College (South Campus is in Emmetsburg) o Maybe State of Iowa, due to the adjacent Kearney State Park golf course being located on state property o Iowa Lakes Comm. College: student groups/government; hotel and restaurant curriculum; turf grass curriculum; landscaping curriculum; and construction management curriculum o City could work with faculty and students in Iowa Lakes Community College’s turf program, for example o Depends upon the purpose of the building; partnership could be created around the purpose o Park managers at Kearney State Park o Not really. Maybe a park and Recreation board. I think that the majority of groups in town have sufficient space for their meetings, etc. o Partner with the golfing community o The Community College has a carpentry program and that program could work collaboratively with the city to help build a community center as part of a training program. o I can’t see orgs other than the city groups needing to use it because they all have their own meeting rooms. Maybe people would use it for Christmas parties. o I think it would be a City thing, really, as it is City property. o The Community College and STORM committee (funds for leadership); I know students need recreational things, too. o Adjoined with state park… DNR? o Denison has bar/restaurant with private lease that works well. o Iowa Lakes Community College o Community and Attractions funding from State of Iowa; and they also have the newer RECAT program to fund public buildings that are located on a body of water o Iowa Lakes Community College could use the facility for some classes and that would provide revenue opportunity for city. o Organizatons are not as likely to partner because it is a city-owned facility. • Private sector o Local banks o Wild Rose Casino in Emmetsburg, through the Palo Alto County Gaming Commission, puts about $1.6 million per year into the Emmetsburg community and county, and the casino is the largest charitable organization in the county. The casino is also already the largest payor of commercial property taxes, providing about 40 percent of all commercial property tax receipts. o Local civic organizations and service clubs, including Lions club, Kiwanis, etc. o Funding from Wild Rose Casino o Banks can be a community promoter. o Casino might give money. o Garden Club o Scouts o Local artists displaying inside facility o Can’t pinpoint one. Don’t want it to compete with private, local businesses. It would cause hard feelings to pick winners/losers o Senior center; I don’t know all the groups. All need a central place to meet. o VFW should consider closing their current facility, and moving to a new community center to be built on the site of the current country club building; they could use the new facility and share management/expenses with the city. o Not sure if there are any partners to provide funding to the citiy o Could partner with the Senior Center to do their daytime programming there, and that may provide a funding stream o City’s Parks and Recreation department could be officed there o Community clubs, like Rotary, Lions, Kiwanis, etc., if we give them something like a better place to meet. Community What are some issues we should consider in this feasibility study? o There was a stigma (now gone) that the country clubhouse was only for affluent and was only tied to golf, so we need more access for a cross section of the population at any new facility o Should we sell off the property for private condo development? o It must be positioned as a community resource – accessible to all the people o How to use the current Kearney State Park golf course that is adjacent to the club house (the course is the only one in Iowa located on state property). o It must complement the Kearney State Park and golf course o We need to determine who should do it and how it should be done to maintain quality facility adjacent to a golf course. o The Country Club is right on the lake and that is the ideal location, but we need to look for additional ways to utilize that great space and view. o Emmetsburg-area teenagers and high school kids need something to do in town; they need a gathering place o Weak economy now o Timing is good now, because these are two-three year plan-build projects – so now is right time to start and build it as the recession is ending. o Construction is cheap now during recession – good time to build o Some people are against change o Some community members might be apprehensive about rehab vs building new, but I can’t see how anyone wouldn’t see the benefit in building new because of the facility’s current state o Since it’s owned by city, cost is an issue and the facility has to have a purpose. It has to be available for use by a wide majority of the people (not just golfers). o People might like to see cost of building vs rehab to be able to address the group that will want to know. I also want to see what the goals are for bringing in new golf tournaments. o Address needs and costs associated o That building is so old and dilapidated that if people would look at the whole property -- look outside the box – they would realized we don’t promote our lake; people drive through and don’t know its there. Make the lake a focal point. Everyone should be welcomed to use the lake and that area. o Get ideas for special/seasonal events that the community could rely on annually. We need to have a good, solid list of events in order to justify money. o Biggest thing is going to be justifying something new; a lot of people think there are more important things…“a lot of bad streets” o “Private group building a trail around the lake running into private property disputes”, etc. o Area is perceived as ‘golfers only’ but the “city bought it for lake access.” So many ideas on what it should be used for… Needs to be a multipurpose center. o Biggest thing is the people don’t know what purpose it should serve. o Older folks are tight with their money and will find it hard to justify. o “Status quo is the biggest issue”, but a new building will convert the negative view. o Controversy regarding the FIT trail; effort to put in trail on east side of lake opposed by small number of landowners. o We need more family recreational opportunity and economic growth opportunity/attraction. Community center could serve as a hub of recreation activity. o Lake Shore Drive from park to tracks was legally public west of the road, but overturned by Iowa Supreme Court and back in private hands though public improvements, gazebo etc. are on private land. o Some discussions about clearing the facility and expanding the campground, etc. o This town needs to “play nicer” because there is a long-term pattern of mistrust of City and ECDC staff who have not shared enough information openly during the formative phases of plans; we applaud the input process that is apparent in this feasibility process. o We have to consider accessibility and the value of the land. o We must fill voids in quality of life amenities in our community, including those for our youth and seniors. o We need the widest possible use, not just for the rich. A place where all feel welcome and bring us all together; people will say, “That’s my place.” And remember that the city owns the land already, so we have a responsibility to make good use of the taxpayers’ $250,000 that the City of Emmetsburg paid to purchase the property from Wild Rose Casino. o Get the input of “the man on the street.” Are there specific questions we should ask the community? o How to maintain the beautiful view of the lake? o How to serve the new needs now (that did not exist 30 years ago) of the younger residents and how to fully understand and meet those needs with ideal facilities (affordability is the issue for young families) o Ask community members about recreational activities/options/interest. What would people use on the lakeshore besides the obvious fishing, etc. Maybe boat docks? o What would you use for recreational purpose in that area? o What would benefit the whole community for that property? o What events would people participate? o What kinds of activities do they want? o Is it worth saving current facility? o What do they think the needs are? o What groups would be interested in renting/using it? o Focus on if they feel like there are enough rec. opportunities and public lake access. o What is their view on “nicer public meeting space”? o Are we doing enough as a community to offer leisure-time activitities for our residents? o Are we doing enough as a community to maximize the use of Five Islands Lake? How do you think a new facility should be financed? • Construction o It should be a combination of public/private o City of Emmetsburg and grants from various sources o City of Emmetsburg (the owner) has access to funding o City sell bonds o Ask area businesses to donate money o Residents in community could contribute and get their name on a brick o The problem right now is that this project will have to compete with the trails project for money o Casino grants. o The Casino has money o Combination of public/private like was used for the Wellness Center at Iowa Lakes Community College o Find a lead donor, and then add funding from the City of Emmetsburg • Operation o City of Emmetsburg o Must be supported by the tax base in the community o We can’t repeat the problem of building something for which there is no ongoing funding for operations; the community made that mistake with the Wellness Center at the community college but got saved by a generous donor. o It would probably have to be bonded through the city and I don’t know if revenue bonds would be feasible or not because its never been a big profit center. The city should fund it but have a use for most citizens. o I would be in favor of some tax money being used but not sure how the community would feel due to the economy. o Fees for room rental. o Gas station for boats o Concessionaires – restaurant, hotel, etc. o Don’t think we need a new facility; don’t see the City spending the money. o It has to be outside sources; tax dollars can’t be used. o Operation should benefit the community; it’s not a business and wouldn’t generate enough income to pay for itself. o “It’s a project you just need to do, like a swimming pool. I wouldn’t see it as a money-making venture.” o Current facility in the black as a seasonal operation; “I don’t think we’d have more cost to run than now.” o Combination of public/private like was used for the Wellness Center at Iowa Lakes Community College o That seems to fall in the lap of the City of Emmetsburg and other government • Donors o Getting some major donors will help with community buy-in o There are wealthy farmers around Emmetsburg who are capable of providing all the funding – if they seethe project as a good thing o Seek donations and host fundraisers o Would nice to have some donors but I do think we could tie the community into fundraising and making the community feel like they are more of a part of making the community and its center a success o Not sure Wild Rose Casino would want to donate because they would see the community center as competition to a degree o See confidential list of specific individuals that were suggested by individuals in the community; this is to be forwarded separately to ECDC. Outcomes What, in your view, is an ideal outcome for this study? o The current facility would be gone and a new one built in its place o We need to address a main concern: Meet the needs of youth as well as adults in the community. o Demonstrate that we need a community center o People realize that we need to DO something with the current building; leaving it in its current state is not an option – the ideal outcome is to finally answer the “what” question. o I want to see action taken place following the study. Let’s move on it. o I hope you find that we need a facility that is going to meet the needs of several groups of people. We need to draw from the needs of all groups, which will make the new facility more successful. o Current facility is antiquated and we should put in a single level clubhouse. o We should just stick with what we have and keep it a functioning but simple viable facility. Prefer rehab over building new unless its cost efficient. o On-site facility for golfers and others o To have a vision that includes all people comfortable using… o Make this the town hangout, including youth after school. o Restored facility with volunteer labor and a lot of community activities out there that avoid competition. Limited food menu out there. o Keep the golf course going and turn a profit. o “I’d like to see people participate in the study and I hope everyone is on the same page. Everybody has basically the same idea – a multipurpose center.” o “People will clamor for a public facility that will have recreational and meeting space elements.” o Youth activities will be requested and supported. o We’ll get a big green light to proceed. o We will have space that is truly a place of community pride. o There will be a strong level of support for the construction of a new community center. o The facility will be broadened to serve the greatest possible number of Emmetsburg-area residents. Describe the ideal facility... • Location o The lakefront location of the current country clubhouse building is the nicest location in Emmetsburg; so whatever is built there to replace the clubhouse should reflect that and be aspirational for the future of our community o Current location is ideal / use the same location o Current location on the lake is beautiful and ideal o Raze the current building, and build a new one-story there o One-story would be ideal and most functional o One level o Three floors – convenience store/café connected to the water, meeting space on second floor and hotel on top floor o Start with the idea that the view of the lake is the biggest asset; build on one level o Something like the city-owned Boulders Conference Center in Denison, Iowa would be good o Banquet space for up to 500 people with multiple meetings rooms that would also have a kitchen where people could cater in their own food and alcohol (and not be penalized for not using the facility’s food/beverage service o Single level center with a deck and outdoor seating. Limited kitchen. Don’t see a need for a basement. o Sits right on the shore of the lake… Needs to be a nice-looking building and big enough. o It should take advantage of the lake location; outdoor seating/deck/patio plus flexible usage. o Same site, including conversion of the gravel area (currently used for camping) and relocation of the golfcart shed to higher ground to open up the lakefront for greenspace o Same location as current building, but new, single-level structure will be better-situated on the site to take advantage of the view of the lake o It is where the bike trail begins/ends. • Size o It should handle groups of 50-100 people easily o 100 people o Banquet space for up to 250 people and meeting rooms for 12-25 people o 300 people o Bigger than current facility, but not three times as large o It needs to be larger o Another facility the size of the Iowa Trust banks’ meeting room would be good o Don’t make it too big o Bar area/existing space big enough for golfers. o Something twice as big as VFW; would allow multiple events by dividing out the space. o Twice the current size. o 350 people at banquets o Large enough to handle multiple functions at once, and would include a bar, pro shop, space for boaters. • Equipment o A small, basic kitchen – big enough for caterers and families to use, but not big enough to compete with local restaurants or the Casino o Good kitchen is optional o Staff on year-round, full-time o Lazer tag game onsite o Convenience store o Patio cafe. o Big windows. o Fireplace. o Ice skating. o Deck all the way around the building. o Outdoor pool o Bowling alley. o Miniature golf. o Cabins! o Community firepit o Better campground o New roof and windows o Update interior o Handicap accessible o New HVAC o Kitchen, but not for food production. o Handicap accessible, of course. o Kitchen o Outdoor patio facing the lake o Kitchen should be about twice the size of a domestic kitchen; it would be used by families and caterers – it is not a commercial kitchen. o Provide loaner bicycles (“take a bike, leave a bike” available in racks), not rentals. • Functions o Community room that people can use inexpensively o General- purpose clubhouse o Broad functionality o Increase the number of camping spots available o Offer a clubhouse area for golfers to gather and also a kitchen and a main party/banquet area that utilizes the view of the lake. It could also have a lower walkout area with a small area to sell sandwiches and other items to boaters. o Convenience store o Café o Meeting rooms o Top floor suites (hotel) to host event guests/travelers. o Better campground o Need a dock where public can rent canoes, kayaks and paddle boats. o Recreation rentals – boats, etc. o Boat access o Same as now, but add an Irish heritage center o Multi-function use (includes divided banquet space, lounge, game room, and patio areas) o Include one cozy “honeymoon suite” on-site, and adjacent to the new facility o A restaurant. We have 14 restaurants in Emmetsburg but none on the lake. o Update the outside for summer use – lots of windows that can be opening in summer • Cost o Up to $3 million (that was described as “the chocking point” for folks in Emmetsburg) o $1-5 million o $1-2 million o $1-$2 million, likely not over $2 milllion o Although $500,000 dollars is not much for a building like this, there are people in Emmetsburg that would likely say loudly that that amount is too much to spend. o Not extravagant (speaks to the frugal nature of folks in Northwest Iowa); must be seen as functional and cost-accessible for users o Set a minimum fee for food, and maintain good quality o It doesn’t need to be elite with all the bells and whistles, but must be of a quality that people want to use. We need something affordable and between the VFW and the Casino. o $500,000 to $1 million • Finish/feel o It should have a “lodge” feel o Make is open and welcoming o Should be warm and inviting o Easy access where teens can relax and be comfortable o Nice relaxing atmosphere o Improve the parking and accessibility o Not a hodge-podge like the current facility o Lots of boulders, a deck and tables on the lake front side o In-part separate from golf course but able to complement the course o Steel construction can look OK and may be the way to save money o “It doesn’t look like a building that needs to be destroyed right now.” o Clean, new, modern – with stone and brick and lots of windows. o A connection to nature and the community o Prairie motif (like the lodge at Honey Creek State Park) o Lots of windows, so people will declare, “Look at the view of the lake.” o Warm; people will say, “This is where I want to have my children’s wedding receptions.” o It is one with the landscape and lake. o View includes three-ways o Tied together for year-round view Other comments If it’s done right, it would be a wonderful asset in terms of bringing people together to celebrate the community and our local businesses as well as to show off to potential businesses. I am extremely happy that the city has taken on the responsibility and the development of a banquet facility. We need this and it needs to be addressed as a community center and not as a private golf course club. I am aware of electrical problems within the building because of being on the board so I think it’s in our best interest to tear down and start new. Connect a walking trail around the golf course and along the lake. “Seems like I’m in the minority, but I don’t think the community support for spending money is not there right now.” “It’s a no-brainer that it should be done.“ Other communities have had success; booked every day. Over time, it will be very used. Anxious to see results. It does not matter whether it is new or renovated building, as long as we make it something that the maximum number of people can use. Leaders Interviewed to Identify Issues 1. Kris Ausborn, IA Trust & Savings & P.A.County Development 2. Matt Ballman, senior high school student 3. John Bird, city administrator 4. Ruth Brown, Owner, Heavenly Celebration – bridal boutique 5. Brian Campbell, city council 6. Patrick Degen, city council 7. Stevve Finer, city council 8. Corey Gramwoski, city council 9. John Hand, retired banker 10. Myrna Heddinger, former Council Member & Mayor 11. Bill Huberty, camper and golfer 12. Jack Kibbie, president, IA Senate, farmer 13. Tom Lee, Administrator, Palo Alto County Hospital 14. Page Naig, sophomore high school student 15. Valarie Newhouse, President, Iowa Lakes Community College 16. Dean Newlon, retired school principal 17. Sandy Pelzer, city council 18. Mike Richards MD, president of Wild Rose Entertainment 19. John Schad, Mayor 20. Pamela Smith, city council 21. Deb Walsh, secretary, High School Report of Citizen Phone Survey Delivered Oct. 30, 2009 to Emmetsburg Community Development Corporation Summary A phone survey of Palo Alto County residents regarding an Emmetsburg community center at the former Country Club clubhouse location on Five Islands Lakes finds: Most say there are adequate facilities for indoor (52 percent) and outdoor (60 percent) uses A public restaurant for lakeside meals and meeting space for social events are the most important things to provide among a range of potential features and activities A facility should accommodate up to 250 people for a meeting or event Children and young adults are the primary groups seen as underserved by current facilities Almost half would support some increase in annual property taxes to pay for construction; 40 percent would support an increase to fund operations Most renters want to pay day rates below $200/day Two-thirds support public access to Five Islands Lake, services provided by private concessionaires, and replacing the facility if that saves money A majority agree that Emmetsburg needs a community center Though 87 percent name a new community center a priority, only 18 percent say it is a high priority Methodology Phone surveys of 389 residents in the Emmetsburg school district were completed Oct. 21-28, 2009. Respondents were representative of the overall population per US Census Bureau data. Margin of error is +/- 3 percent. 1 Results Data follows in table form; final report will include cross tabulations, charts and additional analysis. 1. Gender (by voice) Option Count Percent Male 187 48.1 Female 202 51.9 Total: 389 100 2. In which city do you live? Option Count Percent Ayrshire 2 0.5 Curlew 9 2.3 Cylinder 25 6.4 Emmetsburg 346 88.9 Fenton 3 0.8 Mallard 2 0.5 other 2 0.5 Total: 389 100 3. Do you have children under the age of 18 living in your home? Option Count Percent Yes 135 34.7 No 254 65.3 Total: 389 100 2 4. What is your age category? Option Count Percent 18 to 25 38 9.8 26 to 35 77 19.8 36 to 50 88 22.6 51 to 64 86 22.1 Over 65 100 25.7 Total: 389 100 5. What was your annual household income last year before taxes? Option Count Percent Under $25,000 65 16.7 $25,001 to $50,000 117 30.1 $50,001 to $75,000 92 23.7 $75,001 to $100,000 39 10 $100,001 to $150,000 18 4.6 Over $150,000 3 0.8 Refused 55 14.1 Total: 389 100 3 6. Which of the following indoor activities have you or others in your household participated in at facilities in Palo Alto County in the past 12 months? Option Count Percent Indoor recreation (aerobics, basketball, bowling, etc.) 199 58 Arts and crafts 94 27.4 Educational classes 123 35.9 Youth birthday party 109 31.8 Wedding reception 206 60.1 Live concert 151 44 Stage play or dance performance 142 41.4 Meetings or social events 252 73.5 Total: 1276 100 7. Would you say that the current indoor facilities including schools, churches and all other facilities you use meet ____ of your needs? Option Count Percent Some 164 42.2 All 204 52.4 None 21 5.4 Total: 389 100 4 8. Which of the following outdoor activities have you or others in your household participated in at facilities in Palo Alto County in the past 12 months? Option Count Percent Boating 199 58.9 Fishing 194 57.4 Swimming 180 53.3 Picnicking 206 60.9 Camping 108 32 Golf 133 39.3 Ice Fishing 49 14.5 Crosscountry skiing 25 7.4 Snowmobiling 49 14.5 Ice Skating 23 6.8 Total: 1166 100 9. Would you say that the current outdoor facilities including parks and all other public and private facilities you use meet ____of your needs? Option Count Percent Some 139 35.7 All 232 59.6 None 18 4.6 Total: 389 100 5 10. I have a list of potential features and activities for the Clubhouse location on Five Islands Lakes. Please tell me if these are very, somewhat or not important to your or your family....... Very Somewhat Important Important Not Important Multipurpose space for classes 53 13.62% 137 35.22% 199 51.16% Multipurpose space for meetings and social events 110 28.28% 167 42.93% 112 28.79% Lounge (serving alcohol) 82 21.08% 124 31.88% 182 46.79% Public Restaurant for lakeside meals 177 45.50% 142 36.50% 70 17.99% Pro Shop (for golfers) 92 23.65% 93 23.91% 204 52.44% Youth day camps 143 36.76% 105 26.99% 141 36.25% Birthday party space 100 25.71% 112 28.79% 176 45.24% Live concerts 94 24.16% 136 34.96% 159 40.87% Stage plays and dance performances 68 17.48% 121 31.11% 199 51.16% Children's theatre or other family programs 104 26.74% 109 28.02% 176 45.24% Watercraft rentals 97 24.94% 150 38.56% 142 36.50% Gas station for watercraft 138 35.48% 99 25.45% 151 38.82% Convenience store accessible from lake 102 26.22% 121 31.11% 166 42.67% Teen center 138 35.48% 109 28.02% 142 36.50% Senior activity center 111 28.53% 112 28.79% 166 42.67% Preschool or childcare activity space 88 22.62% 75 19.28% 225 57.84% 6 Indoor children's playground 80 20.57% 94 24.16% 215 55.27% Bowling 106 27.25% 108 27.76% 175 44.99% Community firepit 53 13.62% 128 32.90% 207 53.21% Lodging (hotel rooms or suites) 44 11.31% 78 20.05% 266 68.38% Bicycle rental 65 16.71% 121 31.11% 203 52.19% 11. How many people should a facility accommodate for events and meetings? Option Count Percent 10 to 50 People 27 6.9 51 to 100 People 125 32.1 101 to 250 People 178 45.8 Over 250 People 59 15.2 Total: 389 100 12. How often have you visited the Emmetsburg Clubhouse in the last year? Option Count Percent Several times a week 19 4.9 Once per week 13 3.3 A few times a month 25 6.4 Monthly 25 6.4 Less than once a month 109 28 Never 198 50.9 Total: 389 100 7 13. How often would you visit a community center in Emmetsburg, if it contained the features you desired? Option Count Percent Several times a week 34 8.7 Once per week 48 12.3 A few times per month 87 22.4 Monthly 98 25.2 Less than once a month 87 22.4 Never 35 9 Total: 389 100 14. Do you think any of the following groups are underserved by current indoor facilities? Option Count Percent Children ages 4 to 17 169 66 Young adults 18 to 34 116 45.3 Adults 35 to 64 71 27.7 Adults over 65 79 30.9 Recreation Groups (like hobby clubs or youth sports) 66 25.8 Businesses 59 23 Civic groups (like Kiwanis, Lions or Rotary 70 27.3 Total: 630 100 8 15. How important do you think it is for the City to recover the cost of operating a community center through user fees? Option Count Percent Very important 170 43.7 Somewhat important 180 46.3 Not important 39 10 Total: 389 100 16. As I read from a list of ways to fund the operation of a community center, please tell me which one would be best for you: Option Count Percent Membership/annual pass 132 33.9 Pay per visit 182 46.8 Contributions 22 5.7 Sponsorships 14 3.6 Planned gifts 2 0.5 Not willing to pay a fee (Skip to Q 18) 37 9.5 Total: 389 100 17. How much of an increase in your annual property taxes would you support to fund the construction of a new community center in Emmetsburg? Option Count Percent $ 0 / None 203 52.2 $10.00 87 22.4 $25.00 65 16.7 $50.00 34 8.7 Total: 389 100 9 18. How much of an increase in your annual property taxes would you support to fund the operation of a new community center in Emmetsburg? Option Count Percent $ 0 / None 232 59.6 $10.00 87 22.4 $25.00 53 13.6 $50.00 17 4.4 Total: 389 100 19. If daily rental fees funded the operations of a community center in Emmetsburg, how much for a day rate, would you pay to use it, for a meeting or event you are hosting? Option Count Percent $100- $200/day 233 66.2 $201- $300/day 38 10.8 $301- $400/day 7 2 $401- $500/day 4 1.1 More than $500/day 1 0.3 Never plan to rent 60 17 Don't Know 9 2.6 Total: 352 100 10 20. Some people have made the following statements. For each one I read, please tell me if you strongly agree, somewhat agree, have no opinion, somewhat disagree or strongly disagree. Strongly Somewhat Have no Somewhat Strongly agree agree opinion disagree disagree Emmetsburg should have better facilities for meetings and events 68 17.48% 121 31.11% 82 21.08% 53 13.62% 63 16.2% The Country Club building should not be renovated if our community can save money by replacing it with a new facility 150 38.56% 96 24.68% 64 16.45% 35 9.00% 44 11.31% It's okay for Emmetsburg to offer boat rental, food and other services at the community center, as long as those services are provided by private concessionaires 123 31.62% 132 33.93% 90 23.14% 23 5.91% 21 5.40% Emmetsburg does a good job maximizing public access to Five Islands Lake 142 36.50% 120 30.85% 39 10.03% 45 11.57% 42 10.8% Emmetsburg needs a community center facility to accommodate meetings, family and community events, music programs and lakeside recreation 103 26.48% 120 30.85% 56 14.40% 45 11.57% 64 16.45% 11 21. How high a priority is a new community center, compared to other priorities for our community? Option Count Percent Very high priority 25 6.4 High Priority 46 11.8 Moderate 151 38.8 Low Priority 105 27 Not a priority 62 15.9 Total: 389 100 ### 12 Report of Focus Group Compiled November 6, 2009 for Emmetsburg Community Development Corporation Summary Participants essentially confirmed what was discovered in the leadership interviews and community survey regarding an Emmetsburg Community Center at the former Country Club clubhouse location on Five Islands Lakes. Specifically, they agreed unanimously or reached consensus on the following points: The current facility occupies a great location, but does not meet the community’s need for a multi-use community center and should be replaced with a new building. In addition to the top priorities identified in the survey, a pro shop for golfers and a bar were deemed important. A teen center was desirable, but there was skepticism of its success given two failed attempts to operate one in the community. “Food and beverage is the lynchpin” driving intended frequency of visits; recreational activities (i.e. ice skating, hockey, snowmobiling, billiards, cards, etc.) would support utilization during winter months. It’s okay for City of Emmetsburg to provide services at the community center via private concessionaires. The awarding of a contract for a restaurant generated considerable discussion, reinforcing the need for a transparent, public process for awarding contracts. Nearly all participants (10 of 12) said that they would be willing to volunteer and donate $500 or more to help make this project possible. Methodology One discussion facilitated by Ryan Hanser and Ronald Hanser of Hanser & Associates was conducted with 12 participants who were representative of leadership in the Emmetsburg community; nine were residents of City of Emmetsburg. Participants were: 1. Phil Andreasen 2. Mary Cooper 3. Kirk Haack 4. Diane Jamtgaard 5. Rick Jones 6. Robin Kerber 7. Pat Kliegl 8. Rosemary Matthews 9. Jennifer Myers 10. Denise Reimer 11. John F. Spies 12. Troy Zimmerman Introduction Hanser & Associates representative explained that the firm has been retained by ECDC to conduct a feasibility study regarding an Emmetsburg Community Center. Participants were told that we are sharing some results of a community survey and asking them to help us to refine our study. We asked that they provide candid input on Emmetsburg’s facilities, told them that we were recording the session only to assure accuracy and that their comments will not be attributed – used only in aggregate. Community Needs We asked to think broadly about what this community needs most right now, participants agreed upon three high priorities: o Growth for Emmetsburg (unanimous) o Jobs creation, economic development and improved quality of life o Outdoor pool When asked how does a community center fit with these needs, participants agreed: o A new facility could serve as the gathering point for the community o Space for meetings and events would support economic development We informed participants that respondents to our phone survey during Oct. ranked a public restaurant for lakeside meals and meeting space for social events at the top of list of things they’d like to see on the lake, and a gas station for watercraft and a teen center also ranked high on the list. Then we asked participants if they agreed with these priorities and, if not, what their highest priorities were. o The teen center, while important, was viewed skeptically among the four high-priority facilities o A pro shop and bar for golfers should be included o An outdoor pool and tennis courts would be a nice-to-have, but consensus was that these features are not essential o All participants agreed that the current facility occupies a great location, but the facility was designed as a clubhouse and does not meet the community’s need for a multi-use community center Participants are willing to pay the following for these services: o $200-300 is a realistic day rate for use of a meeting facility o They would pay more at a new facility (they think $250 is the day rate for use of the current facility) o The facilities should be open to the public but nothing should be free; charge a fee for everything Expected frequency to use each service: o At least weekly during the Summer months o Weekly-to-monthly during the winter months if there are a range of indoor and outdoor recreational activities including ice skating, hockey and snowmobiling, billiards, cards, etc. o Unanimously agreed that “Food and beverage is the lynchpin” driving frequency of visits and would “visit much more often if food and drinks are available there.” Partners Suggested partners for a new community center would include: o Iowa Lakes Community College, so students could gain work experience o Palo Alto County, so the region could use the facility to help attract new companies and residents o The Senior Center, to help fund operations at a new community center and as an accessible location to serve meals Participants were surprised when informed that “About half of those surveyed (in the phone survey) support raising property taxes to finance construction of a community center and many are also willing to fund ongoing operation.” Other suggested ways the community could fund construction and operation of a new facility: o Private gifts and endowments o User fees, both monthly and per visit Participants agreed that it’s okay for Emmetsburg to offer boat rental, food and other services at the community center as long as those services are provided by private concessionaires and added these points of agreement: o OK for a restaurant that is currently in Emmetsburg to have opportunity to operate under a lease at the new facility. o Three services (that are traditionally provided only on private property) should especially be operated by private concessionaires at the Community Center, rather than by the City of Emmetsburg: 1. Food service 2. Bar/lounge 3. Gas station for watercraft and boat rental o The City of Emmetsburg should run the process and select concessionaires through a process that includes: 1. Public bid process (RFP) with plenty of specification regarding lease terms, services to be provided, hours of operation, etc. 2. Have a public committee oversee the process for selecting concessionaires 3. Explore how to work with Iowa Lakes Community College, which has a curriculum in recreation management 4. Contract should be awarded the highest bidder Participants Role Nearly all (10 of 12) participants said that they would be willing to volunteer to help make this project possible. Nearly all (10 of 12) participants said that they would also be willing to donate $500 or more to help make this project possible. Desired Outcomes Shared vision of the land and facilities includes… o All participants agree that Emmetsburg needs a new building. “Don’t do it make-shift; do it right!” o “The perfect facility, in the current location, with the perfect amenities and funding secured.” o “The lake view is #1 consideration; the lake is the asset.” o The facility should accommodate small conventions. o Outdoor seating is important. o It is essential that the pro shop be interactive with the golf course. o The revenue from a bar is very important to making the facility cash flow. o Include Emmetsburg heritage, maybe an Irish center. o Facility should accommodate up to 500 people, combining indoor and outdoor seating. o Indoor facility should accommodate up to 300 people seated for a meal; up to 250 for a meeting or event. o “Golf is very important to this community, and we need a place to gather after golf.” Participants said that an ideal outcome for this feasibility study is: o A new facility o Moving forward now – despite the current difficult economy – to build what we can for the community o Establish a steering committee to take this forward ### ABOUT HANSER & ASSOCIATES In May 2009 ECDC selected West Des Moines-based Hanser & Associates, through a competitive bidding process, to conduct Emmetsburg’s public input and feasibility study regarding Emmetsburg’s Clubhouse/Community Center. Hanser & Associates is a national public relations firm with specialization in serving the research needs of local, county and state governments. The firm is uniquely suited to conduct highly credible recreation and tourism-related surveys, having successfully completed award-winning surveys, focus groups, feasibility studies and other research projects for government entities including: Chariton Valley Resources, Conservation and Development, Centerville, Iowa City of Omaha / Omaha By Design, Omaha, Neb. City of Urbandale, Iowa City of West Des Moines, Iowa State of Iowa Treasurer, Des Moines, Iowa West Des Moines Community Schools, West Des Moines, Iowa Hanser & Associates is knowledgeable about government communications and public input processes, and parks and recreation planning, in addition to public survey work. Our firm’s research work is distinguished by the fact that the surveys we conduct for clients lead to successful passage of referenda or other initiatives to meet the needs identified in the research. The firm sub-contracted with long-time business partners for their specialized expertise in completing components of the feasibility study for the Community Center: RDG Planning & Design, Des Moines, Iowa TPG Companies, West Des Moines, Iowa Primary Point of Contact: Ronald Hanser, APR, President and Principal Hanser & Associates Headquarters: 4401 Westown Parkway, Ste. 212, West Des Moines, IA 50266 Ph: 800-340-6434 Mobile: 515-229-8181 Fax: 515-224-0991 Visit www.hanser.com for more information.
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