A 2019 Parks District survey of the community’s priorities received nearly 700 responses, with more than 80% expressing support for an aquatic wellness center. This level of support made the aquatics wellness initiative the highest ranked project in the 6-year Parks District Comprehensive Plan. In early 2021 another survey, specific to an aquatic center, was released by our feasibility consultant, Ballard*King and Associates. This survey received more than 1700 responses representing more than 4300 of our citizens. Key takeaways from the survey include:

This project has been in the works for a long time. After a failed bond measure in 2008, we engaged deeply with our community and learned from their feedback. As a result, we’ve re-tooled the project, with a vision that is more focused, appropriately scaled, and meets the diverse needs of our community. We also heard loud and clear that we need to be more resourceful in seeking funding from a variety of public and private sources. Since 2008, we have:

• Created the non-profit South Whidbey Parks & Aquatics Foundation and a public-private partnership between the Foundation and the South Whidbey Parks & Recreation District. This partnership fosters efficient use of resources and strengthens community collaboration.

• Hired an Executive Director for the South Whidbey Parks and Recreation District with extensive aquatic management experience to assist with planning.

• Engaged a national consulting firm in 2021 (funded by a private donation) that conducted feasibility studies, gathered public input, and outlined the schematic design and business plan.

• Developed a new funding model that draws on multiple sources, reducing the level of investment needed by taxpayers.

• Garnered support from local and state legislators, evidenced by the awarding of a $400,000 state supplemental budget appropriation in 2022.

• 1. Completed research:

     • • visited neighboring facilities

       • interviewed managers of aquatic centers with similar demographics

       • collected feedback from national organizations/consultants

       • attended a national pool building conference.

  2. Developed a preliminary plan that incorporates state of the art and energy efficient equipment, environmentally friendly building materials, and incorporates diverse programming.

  3. Selected a site located on land owned by the Parks District.

  4. Funded a septic and wastewater feasibility study.

  5. Raised money to fund a professional feasibility study.

1. Hired consulting group to execute feasibility study.

   • • Hired Ballard*King and Associates with assistance from Patano Architecture and Aquatic Design Group

     • Community survey completed 

     • Market analysis portion of feasibility study confirmed an aquatic facility is feasible

     • Pending

       • • Operational plan (programming, revenue and cost projections)

         • ROM (rough order of magnitude) costing estimate

         • Artistic rendering

         • Public meetings

2. Large Onsite Sewage System (LOSS) planning: Hamer Environmental completed critical areas and wetland report of proposed site

3. Fundraising.

4. Ongoing investigation into private, public grants, and government appropriations.

5. Hired Linda Kaye Briggs for fundraising feasibility study.

1. Ballard*King and Associates feasibility completed.

2. Awarded $400,000 from the state supplemental budget.

3. Selecting architectural/engineering firms to move ahead with facility design.

4. Completing fundraising feasibility study with Linda Kaye Briggs of The Briggs Group.

5. Ongoing investigation into private, public grants, and government appropriations.

6. Selected local architectural firm, Architect Resource Collaborative (ARC) to lead a team of engineers, aquatic experts and cost estimators to design the facility.