One of the first settlers along the fertile soil of the Illinois River was Mr. William Holland. He was a man of action with a vision for the future. Mr. Holland joined together with his fellow pioneers to build barns, homes, businesses, school and churches. Ultimately those wooden framed beginnings became the impetus for the establishment of a small pioneer village now known as Washington, Illinois. Such community spirit is alive and well today. Like-mindedly, 21st century Washingtonians also had a vision…a vision for a community center.

In 1968, voters approved the formation of the Washington Park District. Initial informal discussions by community leaders about a community center began shortly thereafter. However, further discussions were pre-empted because of the urgent need for a community outdoor pool.

New discussions began again in 1972 and the exploration of potential building sites for the center originated at that time. In 1976, an expanded group of community leaders began to put together a fundraising plan in order to secure a chosen site. Application was made to the Public Works Act of 1976 for funding of the land. However, the request was denied due to the low rate of unemployment in the area. Undaunted by the denial, leaders carried on in their pursuit of a community center. This early effort evolved into the Washington Area Community Center (WACC) Board of Directors which became a non-profit 501(c)(3) organization in October of 1997. That same year, the board acquired eleven acres of land assessed at $500,000. A portion of the site property was donated, and the rest was secured through the Illinois Department of Community and Commerce Affairs grant for $200,000. The land acquisition generated revitalization of the arduous task of securing funding amidst a sinking national economy. With renewed vigor, the board proceeded to take the necessary initial steps to make the vision for a community center a reality. Discussion, planning and architectural designs continued. By August of 2000, the Board commissioned a feasibility study by the American City Bureau. The written summary of their survey included the following:

• There is a genuine need for a community center which has the potential for wide-spread area acceptance and support.
• There is a need for a central place for area activity, drawing communities together.
• There is a need for a place (center) to strengthen civic pride and spirit.
• The common theme of those interviewed was that the center will enhance the quality of life for the area.
• The center will provide the needed meeting space, desperately lacking in the area.
• The center will provide a gathering place for the youth of the area.
• The center will serve as a tool for attracting new residents.
• The center will accommodate the future growth of the area.
• The center will improve the overall health of the populace.
• The center will serve the socialization needs of the elderly.
• The center will support and enhance family activities.

In March of 2001, the WACC Board and its volunteers had begun the process of raising the funds to realize the vision of a multi-function facility.

In 2002, at the request of Washington’s Mayor, contemporary visionaries laboriously hammered out issues and painstakingly brought together five entities including the Washington District Library, Washington Community High School, Washing Park District, City of Washington, and Washington Area Community Center Inc. (WACC), to form an unprecedented community consortium. With self interests, egos and control issued laid aside, and after months of negotiations, a united mission was realized with the signing of an intercity agreement on April 3, 2003. Original plans were expanded to encompass the many needs of each entity and an ever growing population. Not unlike the barn raisings of the past, five entities passionately pulled together raising yet another vital building for this small but progressive town.

The formidable effort of a shared venture did not go without close observation by regional, state and national groups eager to learn from this unique approach. United States Congressman Ray LaHood, along with Illinois Congressman Dan Rutherford and State Representative Keith Sommer, laud the “Five-Entity Campaign” and deem it to be “A Role Model for America”. Washington is proud of the collaborative efforts in bringing the dream of a community center to fruition. The WACC Board of Directors realized that they had both an opportunity and a responsibility to serve as mentors to other communities in need of such a multi entity endeavor.

There is a solid reasoning behind the five-entity approach. First, the mission statement of the campaign “…to facilitate and promote continuing opportunities for area citizens of all ages to expand their minds, optimize their physical well-being and to enhance their quality of life…” clearly identified the need for a multifaceted complex to house diverse programming which would permeate all aspects of the populace. Achieving the WACC mission demanded input, expertise, labor, funding, profession skills, consultation, and implementation from multiple resources throughout the area. The aforementioned consortium, along with the Advisory Council ensured such immediate accessibility of resources.

Secondly, each entity had a need it could not afford as a single body. However, the needs could be met through a team concept. For example, the high school was in desperate need of a performing arts center. In addition, the high school and elementary schools could not provide open gym time and had no aquatic facility for much needed swim and other water sport teams. Parents transported their children over 30 miles one way for gym time and participation in swim teams. School district money was targeted for the building of a new grade school and an addition to another. Simultaneously, the library was bulging out of its current facility making handicap accessibility throughout the building impossible. Also, complying with state and federal safety regulations was becoming more difficult since utilization of the lower level for child activities became the only temporary solution to a problem, which ultimately could not be solved without more space. Meanwhile, the city was struggling with inadequate and antiquated existing public structures, which generated a desperate need for a new structure in which to house all these needs. Not surprisingly, at the same time the park district was running out of space and resources, curtailing its programming and offerings at the expense of area children.

The multiplicity of needs within one community and its surrounding area encouraged but one solution. Monies and construction costs needed to be pooled to save each effort.

Thirdly, all aspects of mounting community division needed bridging. Some residents wanted the library to be placed at a given location, while others wanted the performing arts center to be built on school property, but there was not enough space. Still others wanted a recreational facility on yet another site! The establishment of the consortium with all board members in agreement, provided the vital means for transforming conflicting and divisive sentiment into a community-wide, organized effort with ‘all hands on board’. This community was determined to build a facility that ‘feels like home’. This area was bent on erecting a ‘community interaction house’ where wellness, therapeutics, cultural, educational, and performing arts programs would be promoted and provided for the benefit of all. The citizens were of one accord, headed due north, thanks to the five-entity approach.

A capital campaign was launched on April 4, 2003 with a “Campaign Gala”. The kick-off event was extremely successful, raising $600,000. Campaign momentum grew from day one. Various community organizations helped raise funds. One example was the Washington Rotary Club which pledged $75,000. Another example was the student body of the district high school. Each class actively planned fundraisers and managed its own event. In so doing, the students realized the responsibilities of community leadership. The area’s young people actualized their desire to have ownership in the project as well! In addition, local affiliates of Caterpillar Inc. formed their own WACC Funding Division, aptly named the CAT Ambassadors, helped to secure pledges and donations from fellow employees and retirees, eligible for 1:1 matching funds from The Caterpillar Foundation.

The Washington 2000 Foundation provided the original means for donations needed to assist with operational and expansion budgets in the years ahead. Volunteers from all walks of life helped campaign needs for multiple mailings, office works, special projects, newsletters and funding events, to name a few. Others expressing interest in the campaign, because of their own need for such a diverse facility, included the following:

• Illinois Central College of East Peoria, IL, expressed interest in using the Performing Arts Center for graduation ceremonies.
• Emmy Award Nominee, actor / director and novelist John Ronane indicated a willingness to producing a theater production.
• Eureka College inquired about using the facility’s aquatic center for competitions.
• Peoria Symphony Orchestra asked to use the center for rehearsals and performances.
• Area schools inquired about this center serving school children ranging in age from toddlers to college students through its diverse year-round programs.
• Business and public sectors asked for events ranging all the way from professional conferences and continuing educational offerings to kids’ birthday parties.

The center vision was so multifaceted that it could benefit all these sectors and more.

Infrastructure began with a groundbreaking celebration on October 5, 2003. Approximately 1,000 supporters were in attendance, verifying the unity and enthusiasm now shared by the community. Original projections were that the campaign and construction would take approximately two years to complete and for the facility to become operational. While it took a bit longer than originally envisioned to realize a path to the necessary funding, a final bid was awarded in October 2005 and construction began before year end. Construction was estimated to be complete within 18 months.

The community celebrated progress in September of 2006 with an open house for the public of the partially constructed facility. More than 1000 people toured the facility led by volunteer guides who described what the final purpose and look would be for the various areas of the facility. Hundreds more enjoyed the afternoon, gazing at the facility while listening to local bands and enjoying the Rotary’s “burgers and hot dogs” across the street in the high school parking lot. The event cemented the community’s commitment and additional donors stepped forward.

Full time staff was hired in the spring of 2007. Volunteers continued the tasks of designing, acquiring, and installing the furnishings during the summer months. The staff began organizing and implementing processes to ensure successful operations from the first day after opening. The facility was named “Five Points Washington” in recognition of the five entities that had worked so hard to make it happen and to help communicate the five areas of the facility… the library, fitness, theater, banquet center, and aquatic center.

P J Hoerr, the general contractor, handed the keys over in August, 2007. An army of volunteers swarmed the facility under the guidance of operations staff to do the final cleaning and prepping for the October 1, 2007 opening. Volunteers also planned and executed a GRAND OPENING the weekend of October 13, 2007 which included a special evening event for donors, concerts in the theater, fitness class samples, and special activities in the library, gym, senior center, and banquet center. The opening of the Aquatic Center was delayed until November when the final permits were awarded.

Thousands of people of all ages walked through the doors of the new community center that first weekend. Now that the vision had become reality…thousands more will enjoy it for generations.