Winter Park Community Center Strategic Recreation Facilities Programming Plan by City of Winter Park

Winter Park Community Center Strategic Recreation Facilities Programming Plan July 2011

Acknowledgments

City of Winter Park K e n n e t h W. B r ad l ey , M a y o r

City Commission Commissioner Carolyn C o o p e r Commissioner S te ven L e a r y Commissioner To m M cM a ck en Commissioner S a r ah Spri nkel

Park and Recreation Commission B l ai r Cu lp epp e r, Ch ai r M a rn i Spenc e J a n e t At k ins Wood y Wood all S a m S t a rk Joel Rob e rts E d w a rd En glander M ich a e l P a lumb o, A lt e rn at e

Winter Park Health Foundation Funding for this plan was made possible through a grant from the Winter Park Health Foundation‐ Children, Youth & Older Adults work groups

Parks and Recreation Staff John H o l l an d , Di rec to r B r end a M ood y, Assistan t Di rec to r R o n ald Mo ore, Ass is t ant Di rect o r C h u c k T ri ce, Ass ist an t D i r ec t o r L ei f Bou ffard , P r oje ct M an a g er Jason S ee ley , R ec r ea ti o n Ch i ef N an cy M cL ea n , S en io r St aff Ass is t an t Kesha Patterson/ St a ff Assistan t

Consultant

For more information about this document, contact GreenPlay, LLC 211 North Public Road, Suite 225, Lafayette, Colorado 80026, Telephone: 303‐439‐8369 Fax: 303‐664‐5313 Toll Free: 866‐849‐9959 Email: info@greenplayllc.com www.greenplayllc.com Strategic Recreation Facilities Plan

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A. Introduction and Process ................................................................................ 1 B. Demographics and Trend Analysis .................................................................. 3 1. Demographic Analysis ................................................................................................................... 3 2. Trends and Sustainability for Healthy Lifestyles .............................................................................. 7 C. Needs Assessment – Public Input ................................................................... 23 1. Focus Group Summary ................................................................................................................ 23 2. Statistically‐valid Community Survey Summary ............................................................................ 25 D. Program Validation and Space Utilization Analysis ....................................... 33 1. Seasonal Prime Time and Non‐Prime Time Programming Space Matrix ............................................ 33 2. Year Round Programming Capacity Summary .................................................................................... 34 3. Recreational Programming Recommendations .................................................................................. 37 4. Administrative Programmatic Recommendations .............................................................................. 39 5. Potential Programming Partnerships .................................................................................................. 40 E. Staffing Analysis ........................................................................................... 43 1. Benchmarking Analysis of Local Community Centers .................................................................... 43

F. Winter Park Community Center Annual Operational and Maintenance Budget Pro forma ......................................................................................................... 47 1. Budget Assumptions ........................................................................................................................... 47 2. Operational Budget Projections .......................................................................................................... 49 Appendix A – Statistically‐Valid, Community‐Wide Survey Results .................... 55

Appendix B ‐ Seasonal Prime Time and Non‐Prime Time Programming Space Matrix ............................................................................................................. 121 Appendix C ‐ Sample WORK‐REATION Guidelines ............................................ 131 Appendix D ‐ Sample Program Evaluation ....................................................... 135 Appendix E ‐ Sample Partnership Agreement Outline ...................................... 139 Appendix F ‐ Comparable Community Center Benchmarking Matrix ............... 143 Appendix G ‐ Comparable Community Center Benchmarking Survey Instrument ....................................................................................................................... 147 Appendix H ‐ Benchmarked Facilities Organizational Charts ........................... 151 Appendix I ‐ Winter Park Community Center Organizational Chart ................. 159 Appendix J ‐ Winter Park Community Center New Position Job Descriptions ... 163 iv City of Winter Park, Florida

Table of Figures Figure 1: City of Winter Park Population ...................................................................................................... 3 Figure 2: 2010 Population Breakdown by Age ‐ Winter Park ....................................................................... 4 Figure 3: Households by Income – City of Winter Park ................................................................................ 6

Table of Tables Table 1: 2010 Race ........................................................................................................................................ 5 Table 2: 2010 Educational Attainment – 25 Years and Older ....................................................................... 5 Table 3: Housing Units (2010) ....................................................................................................................... 6 Table 4: Top Twenty Sports Ranked by Total Participation 2009 ................................................................. 9 Table 5: Ten‐Year History of Sports Participation (in millions) 1999‐2009 ................................................. 10 Table 6: Most Popular Extreme Sports in the USA (U.S. population; 6 years of age or older) ................... 12 Table 7: Worldwide Fitness Trends for 2008 and for 2009 ......................................................................... 13 Table 8: Programming Matrix ..................................................................................................................... 33 Table 9: Capacity Hours .............................................................................................................................. 34 Table 10: Program Plan Hours .................................................................................................................... 36 Table 11: Membership Rates ...................................................................................................................... 48 Table 12: Hourly Rental Rates ..................................................................................................................... 48

Strategic Recreation Facilities Plan

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A. Introduction and Process The City of Winter Park is approaching the completion of constructing its first larger multi‐purpose regional Community Center. This new center will replace the previous neighborhood focused center, which was contracted for operations by the Boys and Girls Club. The total building square footage of the new community center is approximately 39,000, and includes the parks and recreation department offices, a youth room, a fitness center, a teen room, a gymnasium with one regulation basketball court or two cross courts, a computer/media room, a seniors area, a kitchen, two large multi‐purpose rooms that are dividable, and a small outdoor aquatic center. New staff is being hired to complement and supplement the existing staff in the operation of the facility. GreenPlay, LLC, was contracted to fully explore programming, core services, optimum cost recovery, management, and operational aspects of the community center, and to compile a Programming Plan to assist in the management and operation of the facility. This Programming Plan is intended to be a comprehensive management tool to assist the City in continuously meeting the needs of the neighborhood, community, and area residents. The Programming Plan healthy lifestyle includes programming for all of the different backgrounds, demographics, age groups, and income levels. The Programming Plan process includes: • A Demographics and Trends Analysis including Sustainability for Healthy Lifestyles • A Needs Assessment including a comprehensive Public Input Process with numerous stakeholders participating in Focus Groups and a Statistically‐Valid Communitywide Survey • Recommendations for complete facility programming • A Space Utilization Analysis for all ages – older adults, adults, youth, teen, and families, with an emphasis on long‐term sustainability including identification of Prime Time and Non‐Prime Time Capacity of Programming Space for complete Facility Programming Recommendations • Identification of Potential Programming Partnerships including Mather’s Café and Mather Lifeway Community Initiatives • A Staffing Analysis, including a Benchmarking Analysis of local community centers, Organizational Chart, Compensation Model, and Job Descriptions • An Operational Budget Projection and revenue analysis • An Operational Five‐Year Pro Forma and revenue analysis The City of Winter Park staff, Winter Park Health Foundation, key stakeholders, and decision makers shared valuable information and previous planning efforts and were very involved at critical points in the development of the Programming Plan. The details and results of the process are included in the following sections of the Plan. Strategic Recreation Facilities Plan

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B. Demographics and Trend Analysis 1. Demographic Analysis City of Winter Park Population Environmental Systems Research Institute, Inc. (ESRI) was used for this study. ESRI uses data from the US Census and multipliers to help with five year projections. The City of Winter Park’s population has shown a slight but steady decline from 2000‐2015. As shown in Figure 1, the estimated 2010 population for the City of Winter Park is 23,902 within the municipal boundary area. It is projected that the City will experience a reduction of approximately 640 residents (.02%) from 2010 to 2015. Figure 1: City of Winter Park Population

City of Winter Park 24,200

24,090

24,000

23,902

23,800 23,600 23,400

23,253

23,200 23,000 22,800 2000

2010

2015

Source: ESRI

In addition to population, other demographic data was carefully considered and analyzed. The community profile includes age, gender, race, education, household income, household size, and employment. Implications of the demographic trends are broken down to help identify recreation and leisure needs specific to the City of Winter Park. Age Ranges and Family Information It is important to understand the age distribution in Winter Park. According to ESRI’s demographic profile, the median age in Winter Park is 43.9. The age distribution breakdown located in Figure 2 shows that 60.9 percent of the population is age 35 or older. Moreover, residents already in their retirement years represent 32.6 percent of the population. Planning for families, empty‐nesters, and active adults will be important in the next five years. Strategic Recreation Facilities Plan

Figure 2: 2010 Population Breakdown by Age‐ Winter Park

City of Winter Park Age Distribution 16.0%

14.2%

14.1%

14.0% 10.8%

12.0%

9.7%

10.0% 8.0% 6.0%

4.9%

5.0%

5.4%

6.7%

9.0%

9.3%

6.2% 4.6%

4.0% 2.0% 0.0% Under 5

5 to 9

10 to 14 15 to 19 20 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 to 74 75 to 84 85 years and over

Source: ESRI Business Information Solutions

The following age breakdown is used to separate the population into age sensitive user groups. • Under 5 years: This group represents users of preschool programs and facilities. As trails and open space users, this age group is often in strollers. These individuals are the future participants in youth activities. • 5 to 14 years: This group represents current youth program participants. • 15 to 24 years: This group represents teen/young adult program participants moving out of the youth programs and into adult programs. Members of this age group are often seasonal employment seekers. • 25 to 34 years: This group represents potential adult program participants. Many in this age group are beginning long‐term relationships and establishing families. • 35 to 54 years: This group represents users of a wide range of adult programming and park facilities. Their characteristics extend from having children using preschool and youth programs to becoming empty nesters. • 55 to 64 years: This group represents users of older adult programming exhibiting the characteristics of approaching retirement or already retired and typically enjoying grandchildren. • 65 years plus: Nationally, this group will be increasing dramatically. Pew Research reports that by the time all Baby Boomers turn 65 in 2030, 15 percent of the nation’s population will be at least that old. Recreation centers, senior centers, and senior programs can be a significant link in the health care system. This group ranges from very healthy, active seniors to more physically inactive seniors. 4

City of Winter Park, Florida

Race According to ESRI the City of Winter Park shows little ethnic diversity. As shown in Table 1, the race with the largest population is White Alone (82.3%) followed by African American Alone (12%). With the exception of those two races, all other measured races in Winter Park demonstrate a very low percent of residents in the remaining cohorts. It’s important to note that the trend in the City reflects a slight diversification of races by the year 2015. Table 1: 2010 Race Race White Alone African American Alone American Indian Alone Asian Alone or Pacific Islander Alone Some Other Race Alone Two or More Races

City of Winter Park 82.3% 12.0% .3% 2.3% 1.4% 1.8%

Source: ESRI Business Information Solutions

Education According to ESRI Business Information Solutions, as shown in Table 2, the City of Winter Park shows a high percentage of residents with a Bachelor’s or Master’s/Professional/Doctorate degree (52.8 percent). Only 5.8 percent of the population represents residents without a high school diploma. National trends reported by the Federal Interagency Forum on Aging Related Statistics in March of 2008 suggest that older people enjoy higher levels of prosperity than any previous generation, with an increase in higher incomes and a decrease in the proportion of older people with low incomes and in poverty. Major inequalities continue to exist for people without high school diplomas who report smaller economic gains and fewer financial resources. Table 2: 2010 Educational Attainment – 25 Years and Older Level of Education Attained City of Winter Park Less than 9th Grade 2.7% 9th‐12th Grade, No Diploma 3.1% High School Graduate 17.0% Some College, No Diploma 16.5% Associate Degree 7.7% Bachelor’s Degree 30.7% Master’s/Prof/Doctorate 22.1% Source: ESRI Business Information Solutions

Strategic Recreation Facilities Plan

Household Income According to ESRI, the median Household Income is $59,813, and per capita income for residents in the City of Winter Park is estimated at $40,298. The household income cohorts represent a close balance from less than $15,000 to those earning over $200,000. Diversity in programs and services should reflect a variety of residents and their ability to pay for recreational offerings. Figure 3 shows a comparison of household income in the City. Figure 3: Households by Income – City of Winter Park

City of Winter Park 20.0% 18.0% 16.0% 14.0% 10.6% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0%

17.6% 13.0% 9.5%

13.0%

13.3%

9.5%

9.4% 4.1%

Less than $14,999 to $25,000 to $35,000 to $50,000 to $75,000 to $100,000 $150,000 $200,000 $15,000 $24,999 $34,999 $49,999 $74,999 $99,999 to to or more $149,999 $199,999

Source: ESRI Business Information Solutions According to ESRI Business Information Solutions, in 2010, the annual average amount spent on entertainment and recreation by households in Winter Park was $4,224. This amount does not include travel. Household Size and Units The 2010 average household size in Winter Park is 2.11 persons. Table 3 shows residents that own and occupy their own home in Winter Park make up 54.1 percent of the population; just over half of households. Table 3: Housing Units (2010) Housing Units City of Winter Park Owner Occupied Housing Units 54.1% Renter Occupied Housing Units 33.5% Vacant Housing Units 12.4% Source: ESRI Business Information Solutions

City of Winter Park, Florida

Employment According to 2010 figures, 89.1 percent of the 16 and over population in Winter Park are in the civilian labor force. Of the employed work force in Winter Park, approximately 80.8 percent are engaged in White Collar professions such as management, business, financial, and sales. The balance of the work force is engaged in service (10.7%) and blue collar (8.5%) professions. Demographic Analysis Summary In summary, key demographics to take into consideration for future planning efforts of the City of Winter Park’s Parks and Recreation Department are the following: • Median age for Winter Park residents is 43.9. • Age distribution in Winter Park is balanced. The City is anticipated to show an age shift over the next five years to represent a higher percentage of residents age 55+. • Currently, the highest age cohorts are 35‐44 and 45‐54, translating into programming for a wide variety of adults, including those that are about to become empty‐nesters. • Median household income is $59,813. • The annual average amount spent on entertainment and recreation by household in Winter Park is $4,224.This amount does not include travel. • Owner occupied housing units is just over half of the Winter Park households, 54.1 percent. • Education attainment for Winter Park residents indicates more people 25 years and older with Bachelor’s, Master’s/Professional/Doctorate degrees, 52.8 percent. • Population in Winter Park is projected to slightly decrease at a slow and steady rate (‐.02%) through 2015.

2. Trends and Sustainability for Healthy Lifestyles Influencing Trends A challenge of parks and recreation departments is to continue to understand and respond to the changing characteristics of those it serves. In this fast‐paced society, it is important to stay on top of current trends impacting parks and recreation. The following information highlights relevant local, regional, and national parks and recreational trends from various sources. Facilities – National Trends The current national trend is toward “one‐stop” indoor recreation facilities to serve all ages. Large, multi‐purpose regional centers help increase cost recovery, promote retention, and encourage cross‐ use. Agencies across the U.S. are increasing revenue production and cost recovery. Another trend is multi‐use facilities versus specialized space, offering programming opportunities as well as free‐play opportunities. “One‐stop” facilities attract young families, teens, and adults of all ages. According to Recreation Management Magazine’s, “2010 State of the Industry Report,” recent economic conditions are leading many park and recreation agencies across the country to cut their budgets, while at the same time, an increase in participation may be on the rise. Whether people are trading in pricier health club memberships, they are taking advantage of public programs, or they are staying close to home for vacation, many citizens are looking at their public recreation facilities to provide entertainment and rejuvenation. Strategic Recreation Facilities Plan

The report also summarized a survey that included public, private, and non‐profit agencies. The following trends were highlighted specific to facilities: • Despite crunching budgets, respondents were slightly more likely than average to be planning to build new facilities, or make additions and renovations to their existing facilities. Although it is noted that percentages are slightly lower than in previous years. • The current top 10 amenities to be included in park facilities are: o Playgrounds (included by 81.4% of park respondents) o Park structures such as restroom buildings and picnic shelters (80.6%) o Open spaces such as natural areas and gardens (71.6%) o Outdoor sports courts for games such as basketball and tennis (70.6%) o Natural turf sports fields for baseball and football (70.6%) o Trails (68.4%) o Bleachers and seating (68.3%) o Concession areas (65.4%) o Classrooms and meeting rooms (53.7%) o Community or multipurpose centers (49.3%) Amenities and specialty parks that are still considered “alternative” but increasing in popularity include the following: • Climbing walls. • Cultural art facilities. • Green design techniques and certifications such as Leadership in Energy and Environmental Design (LEED®). A recent Building Commissioners Association (BCA) survey indicated that 52 percent of the recreation industry survey respondents stated that they were willing to pay more for green design, knowing that it would significantly reduce or eliminate the negative impact of buildings on the environment and occupants. • Two of the emerging specialty parks include skate parks and adult fitness parks. The Sporting Goods Manufacturers Association estimates that there are about 1,000 skateboard parks in the United States. Athletic Recreation ‐ National Trends Sports Participation The 2009 National Sporting Goods Association Survey on sports participation found some of the top ten athletic activities ranked by total participation included: exercise walking, swimming, exercising with equipment, bowling, camping, and bicycle riding. Additionally, the following active, organized, or skill development activities remain popular: hiking, running/jogging, basketball, golf, and soccer. Table 4 further outlines the top twenty sports ranked by total participation in 2009 and the percent change from 2008. 8

City of Winter Park, Florida

Table 4: Top Twenty Sports Ranked by Total Participation 2009 Sport Exercise Walking Exercising with Equipment Camping (vacation/overnight) Swimming Bowling Workout at Club Bicycle Riding Weight Lifting Hiking Aerobic Exercising Fishing Running/Jogging Billiards/Pool Basketball Boating, Motor/Power Golf Target Shooting (net) Hunting with Firearms Yoga Soccer *Percent Change is from 2008

Total 93.4 57.2 50.9 50.2 45.0 38.3 38.1 34.5 34.0 33.1 32.9 32.2 28.2 24.4 24.0 22.3 19.8 18.8 15.7 13.6

% Change* ‐3.4% 4.0% 3.0% ‐6.1% 0.6% ‐2.6% ‐1.5% 1.8% 2.8% 3.0% ‐22.0% 1.0% ‐11.1% ‐5.0% ‐13.9% ‐3.9% ‐2.4% 0.3% 20.9% 0.6%

Source: NSGA 2009

The Ten‐year History of Sports Participation Report published by NSGA shows national trends in team sports and individual sports. Participation trends for team sports indicate that tackle football, hockey, swimming, and soccer had an increase in participation between 1999 and 2009. Since the report, lacrosse has also become one of the country’s fastest growing team sports. Participation in high school lacrosse has almost doubled this decade. An estimated 1.2 million Americans over the age of seven have played lacrosse within the previous year. Individual sport trends which also include exercise activities show increases in: aerobic exercising, bowling, camping, canoeing, exercising with equipment, hiking, running, and more. Table 5 illustrates a ten year change in participation for selected activities including both team sports and individual sports. Strategic Recreation Facilities Plan

Table 5: Ten‐Year History of Sports Participation (in millions) 1999‐2009 Aerobic Exercising Backpack/Wilderness Camp Baseball Basketball Bicycle Riding Boating, Motor/Power Camping (vacation/overnight) Exercise Walking Exercising with Equipment Fishing Football (tackle) Golf Gymnastics Hiking Hockey (ice) In‐Line Roller Skating Kayaking Mountain Biking (off road) Running/Jogging Skateboarding Skiing (cross country) Soccer Softball Swimming Table Tennis Tennis Volleyball Weight Lifting Workout at Club Wrestling Yoga

2009 33.1 12.3

2007 30.3 13.0

2005 33.7 13.3

2003 28.0 15.1

2001 26.3 14.5

1999 26.2 15.3

11.5 24.4 38.1 24.0 50.9

14.0 24.1 37.4 31.9 47.5

14.6 28.9 41.1 27.5 46.0

15.4 27.9 38.3 24.2 53.4

14.9 28.1 39.0 23.9 48.7

16.3 29.6 42.4 24.4 50.1

93.4 57.2

89.8 52.9

86.0 54.2

81.6 50.2

78.3 43.9

80.8 45.2

32.9 8.9 22.3 3.9 34.0 3.1 7.9 4.9 8.4

41.0 9.2 22.7 n/a 28.6 2.1 10.7 5.9 9.3

41.6 9.9 24.7 n/a 29.8 2.4 13.1 n/a 9.2

42.7 8.7 25.7 n/a 26.7 1.9 16.0 n/a 8.2

44.4 8.2 26.6 n/a 26.1 2.2 19.2 n/a 6.9

46.7 8.4 27.0 5.0 28.1 1.9 24.1 n/a 6.8

32.2 8.4 1.7 13.6 11.8 50.2 13.3 10.8 10.7 34.5 38.3 3.0 15.7

30.4 10.1 1.7 13.8 12.4 52.3 n/a 12.3 12.0 33.2 36.83 2.1 10.7

29.2 12.0 1.9 14.1 13.1 58.0 n/a 11.1 12.2 33.5 34.7 n/a n/a

23.9 9.0 1.9 13.0 12.4 52.3 n/a 9.6 10.4 25.9 29.5 n/a n/a

24.5 9.6 2.3 13.9 13.2 54.8 8.4 10.9 12.0 23.9 26.5 3.5 n/a

22.4 7.0 2.2 13.2 14.7 57.9 8.2 10.9 11.7 n/a 24.1 3.8 n/a

Source: NSGA 2009

City of Winter Park, Florida

Youth Sports Specific offerings for kids’ fitness are slowly increasing in health and fitness facilities. Facilities are offering more youth‐specific exercise equipment. Individualized youth sports training opportunities are becoming more popular as well. For youth ages 7 to 11, bowling, bicycle riding, and fishing had the highest number of participants in 2009; however, skateboarding, snowboarding, and tackle football saw the highest percent of increase in 2009. It is important to note that of the six mentioned sports above, football was the only team sport. In‐line skating experienced the largest decrease in participation followed by softball and skiing. Another noteworthy trend is the increase in ‘pick‐up’ play in team sports. In recent years, the Sporting Goods Manufacturers Association (SGMA) noticed that participation in team sports has been driven by organized/sanctioned play. However, in 2008, there were seven team sports where ‘casual/pick‐up’ play exceeded organized/sanctioned play. Those sports were basketball, ice hockey, field hockey, touch football, lacrosse, grass volleyball, and beach volleyball. It is believed that this is the result of athletes and their families feeling the pinch of the economy. Many people are choosing the less expensive ways to play sports and stay active. Extreme Sports Extreme sports are not just a fad. Regardless of the time of year, extreme sports are increasing in participation. A 2008 SGMA report, as shown in Table 6, demonstrates this increase in participation. Important to City of Winter Park are the following facts concerning extreme sports. • Nearly 45% of all inline skaters participate 13 days or more a year. • More than 45% of all skateboarders participate 25 or more days a year. • Trail running participation has been steady since 2000. • Ultimate Frisbee is more popular than lacrosse, wrestling, beach volleyball, fast‐pitch softball, rugby, field hockey, ice hockey, and roller hockey. • Roller hockey’s biggest challenge is getting access to proper venues. • Generation X and Millennials are most commonly drawn to extreme sports. Strategic Recreation Facilities Plan

Table 6: Most Popular Extreme Sports in the USA (U.S. population; 6 years of age or older) Extreme Sport 1. Inline Skating 2. Skateboarding 3. Mountain Biking 4. Snowboarding 5. Paintball 6. Cardio Kickboxing 7. Climbing (Indoor, Sport, Boulder) 8. Trail Running 9. Ultimate Frisbee 10. Wakeboarding 11. Mountain/ Rock Climbing 12. BMX Bicycling 13. Roller Hockey 14. Boardsailing/Windsurfing

# of Participants (participated at least once in 2007) 10,814,000 8,429,000 6,892,000 6,841,000 5,476,000 4,812,000 4,514,000 4,216,000 4,038,000 3,521,000 2,062,000 1,887,000 1,847,000 1,118,000

Source: Sporting Goods Manufacturers Association, 2007

National Fitness and Health Trends There have been many changes in fitness programs in the last ten years. What clients wanted in 2000 is not necessarily what they want today. Fitness programs that have increased in popularity since 2000 include outdoor exercise, boot camp, personal training, post‐rehabilitation, kids‐specific fitness, and sport‐specific training. Declining programs since 2000 include dance, health fairs, sports clinics, aerobics, stress‐management classes, and weight‐management classes. (IDEA Health and Fitness Association) The American College of Sports Medicine’s (ACSM’s) Health and Fitness Journal conducted a survey to determine trends that would help create a standard for health and fitness programming. Table 7 shows survey results that focus on trends in the commercial, corporate, clinical, and community health and fitness industry. The Worldwide Survey indicates the following shift in fitness trends between 2008 and 2009. 12

City of Winter Park, Florida

Table 7: Worldwide Fitness Trends for 2008 and for 2009 2008 1. Educated and experienced fitness professionals 2. Exercise programs for children to fight childhood and adolescent obesity 3. Personal training 4. Strength training 5. Core training 6. Special fitness programs for older adults 7. Pilates 8. Functional fitness 9. Swiss ball 10. Yoga

2009 1. Educated and experienced fitness professionals 2. Children and obesity 3. Personal training 4. Strength training 5. Core training 6. Special fitness programs for older adults 7. Pilates 8. Stability ball 9. Sport‐specific training 10. Balance training

Source: American College of Sport Medicine

Healthy Lifestyle and Trends The United Health Foundation has ranked Florida 37th in its 2010 State Health Rankings, down two rankings from 2009. The State’s biggest strengths include: • Low prevalence of binge drinking • High immunization coverage • Low rates of cancer deaths and cardiovascular deaths Some of the challenges the State faces include: • High incidence of infectious disease • High rate of uninsured population • High geographic disparity within the state Economic Effects Inactivity and obesity in the United States cost the country hundreds of billions of dollars annually. Some local governments are now accepting the role of providing preventative health improvement through park and recreation services. The following are facts from the International City/County Management Association. • 89% believe parks and recreation departments should take the lead in developing communities conducive to active living. • Nearly 84% supported recreation programs that encourage active living in their community. • 45% believe the highest priority is a cohesive system of parks and trails and accessible neighborhood parks. Strategic Recreation Facilities Plan

As obesity in the United States continues to be a topic of interest for legislators and our government, there continues to be research suggesting that activity levels are stagnant among all age groups. The following are statistics that support this concern. • Only 25% of adults and 27% of youth (grades 9‐12) engage in recommended levels of physical activity. • 59% of American adults are sedentary. • Children born now have a lower life expectancy than their parents. • Children engage in electronics such as video games, cell phones, mp3 players, computer games, internet, etc. for 4.5 ‐ 8 hours daily (30‐56 hours per week). • Prevalence of overweight children: o ages 2 – 5 years (12.4%) o ages 6 – 11 years (17%) o aged 12 – 19 years (17.6%) Healthy Lifestyle Trends The health care issue is front and center. Park and recreation departments are finding that they are in a position to be a catalyst in creating healthy lifestyles and communities. Steps such as assessments, policy creation, financial analysis, and management process are occurring around the country to create and validate a method for building healthy communities and gaining credibility as a public health provider. Below is a look at both local trends occurring in Winter Park and the surrounding area, as well as trends occurring on a national level. Local Healthy Lifestyle Trends The Winter Park Health Foundation and the Health Council of East Central Florida cited in the 2011 Boost Your Brain, Final Evaluation Report that increased physical activity and better nutrition in older adults demonstrated gains in socialization, physical activity, mental stimulation, spirituality, and nutrition. These trends were identified by Dr. Nussbaum, author of Your Brain Health Lifestyle, a Proactive Program to Preserve Your Life Story. Staff also reported the following successful programs as trends occurring locally: • Intergenerational gardens • Fit/Boot Camp • Fitness Trails • Workplace wellness campaigns National Healthy Lifestyle Trends In October, 2010 the Robert Wood Johnson Foundation’s Vulnerable Populations Portfolio shared thoughts on how health is impacted by where and how we live, learn, work, and play. Below demonstrates the connection that nonmedical factors play in where health starts before illness sets in. 14

City of Winter Park, Florida

Where We Live Residential instability has adverse health impacts. Example: • Homeless children are more vulnerable to mental health problems, developmental delays, and depression than children who are stably housed. • Difficulty keeping up with mortgage payments may be linked to lower levels of psychological well‐being and a greater likelihood of seeing a doctor. • The connection between access to public transportation and health studies found that people who live in counties with high “sprawl indexes” were likely to have a higher body mass index than people living in more compact counties. • Convenient, affordable, and available eating habits result from inability to move from place to place within the community. PolicyLink and the Food Trust, two nonprofits focused on expanding access to fresh foods where low‐income people live, have found that “decreased access to healthy food means people in low‐income communities suffer more from diet‐related diseases like obesity and diabetes than those in higher‐income neighborhoods with easy access to healthy food, particularly fresh fruits and vegetables.” • Communities without crime are healthier. Researchers from the Baltimore Memory Study found that residents living in the most dangerous neighborhoods were nearly twice as likely to be obese as those living in the least dangerous neighborhoods. Where We Work The relationship between work and health is critical to creating productive environments. Investing in the right ways to support employees, businesses can help create a workforce that is less stressed and more content. The net result: a happier, healthier workforce which is more productive and yields better results. • An approach such as “lifestyle leave” to take care of the inevitable personal and family needs that arise is a valuable asset for many of the parents. Programs which help provide employees with the peace of mind also help them to breathe and work easier. • Business leaders and employees alike should view work as a place of opportunity — a source of support, satisfaction, and motivation, which can offer mutual benefits when done correctly. Where We Learn Eight times more lives can be saved with education than with medical advances. • Without graduating from high school, one is likely to earn less money and struggle to make ends meet, work longer hours (and maybe even work two jobs) just to feed a family, and live in a compromised neighborhood without access to healthy food. • Better educated people have more opportunity to make healthier decisions. They have the money and access necessary to buy and eat healthier foods. • Data from the National Longitudinal Mortality Study indicates that people with higher education live five to seven years longer than those who do not finish high school. • In South Carolina, leaders improved the health of citizens by strengthening their education system. A coalition of business and community leaders, politicians, educators, and parents came together to support a one‐cent sales tax to fund education improvement. • Schools are not just centers of teaching and learning, they are places that provide the opportunity to improve the health of all Americans. Strategic Recreation Facilities Plan

Where We Play Play is a profound biological process that shapes brain function. • Play prompts us to be continually, joyously, physically active, combating obesity, and enhancing overall health and well‐being. • Play can interrupt the damage done by chronic stress, and even gives the immune system some relief. • Play is a basic need − a biological requirement for normal growth and development. Scientists associated with the National Institute for Play are united in their concern about “play under‐ nutrition,” noting that the corrosive effects of this form of starvation gradually erode emotional, cognitive, and physiological well‐being − a major aspect of sedentary, obesity, and poor stress management can be readily linked to play starvation. • Providing places to spend leisure time and recreate are critical to creating healthy communities. Additional National Healthy Lifestyle Trends The national population is becoming more diverse. As demographics are experiencing an age and ethnic shift, so too are landscapes, daily lifestyles, and habits changing. The number of adults over the age of 65 has increased, and lifestyle changes have encouraged less physical activity; collectively, these trends have created profound implications for the way local governments conduct business. Below are examples of trends and government responses. • According to the article “Outdoor Exercise ‘Healthier than Gym Workouts,’” published in March 2011, researchers have found that going for a run outdoors is better than exercising in the gym, because it has a positive impact on mental, as well as physical health. Levels of tension, confusion, anger, and depression were found to be lowered. This aligns with the trend of adult fitness playgrounds that are popping up all over the world. • Café Plus Concepts – Mather’s Cafes are opening around the country to attract Boomers and seniors. The concept is more than a café. The “plus” offers leisure activities, trips/tours, educational offerings, social opportunities, and fitness. These concepts can be integrated into community centers or stand alone facilities. • Essential services, healthy food options, workplaces, and other destinations are frequently not located within easy walking or bicycling distance from where people live, learn, and play. The link between health and the built environment continues to grow as a trend for local governments. They are increasingly incorporating active living and physical activity into daily routines. Aquatics National Trends According to the National Sporting Goods Association (NSGA), swimming ranked fourth in terms of participation in 2009, down two rankings from 2008. Outdoor swimming pools are typically open three months out of the year in most states. There is an increasing trend towards indoor leisure and therapeutic pools. 16

City of Winter Park, Florida

General Programming Trends – National Trends One of the most common concerns in the recreation industry is creating innovative programming to draw participants into facilities and services. Once in, participants recognize that the benefits are endless. According to Recreation Management Magazine’s, June 2010 “State of the Industry Report,” the most common programs offered included holiday and other special events, fitness programs, and educational programs. Sports training was not in the top ten; however, golf instruction and tennis lessons are a fast paced trend. Recreation Management Magazine’s “2010 State of the Industry Report” highlighted the following top 10 programs Most Commonly Offered: 1. Holidays and special events 2. Fitness Programs 3. Educational Programs 4. Day Camps 5. Youth Sports Teams 6. Sports Tournaments or Races 7. Adult Sports Teams 8. Mind Body/Balance (e.g. yoga and tai chi) 9. Swimming Programming 10. Sport Training Marketing Niche marketing trends have experienced change more frequently than ever before as technology affects the way the public receives information. Web 2.0 tools and now Web 3.0 tools are a trend for agencies to use as a means of marketing programs and services. Popular social media electronic marketing tools are constantly changing, but currently, primarily include: • Facebook • Whirl • Twitter • You Tube • Flickr • LinkedIn Mobile marketing is a trend of the future. Young adults engage in mobile data applications at much higher rates than adults in age brackets 30 and older. Usage rates of mobile applications demonstrate chronologically across four major age cohorts, that millennials tend to get information more frequently using mobile devices such as smart phones. For example, 95 percent of 18‐to‐29‐year‐old cell phone owners send and receive text messages, compared to 82% of 30‐to‐49‐year‐olds, 57 percent of 50‐to‐64‐ year‐olds, and 19 percent of 65 and older. It is also a fact that minority Americans lead the way when it comes to mobile access. Nearly two‐thirds of African‐Americans (64%) and Latinos (63%) are wireless internet users, and minority Americans are significantly more likely to own a cell phone than are their white counterparts (87 percent of blacks and Hispanics own a cell phone, compared with 80 percent of whites). Strategic Recreation Facilities Plan

3. Trends in Managing Natural Environments, Open Space, and Facilities Economic & Health Benefits of Parks There are numerous economic and health benefits of parks, including the following: • Trails, parks, and playgrounds are among the five most important community amenities considered when selecting a home. • Research from the University of Illinois shows that trees, parks, and green spaces have a profound impact on people’s health and mental outlook. US Forest Service research indicates that when the economic benefits produced by trees are assessed, total value can be two to six times the cost for tree planting and care. • Fifty percent of Americans regard outdoor activities as their main source of exercise. “There’s a direct link between a lack of exposure to nature and higher rates of attention‐deficit disorder, obesity, and depression. In essence, parks and recreation agencies can and are becoming the ‘preferred provider’ for offering this preventative healthcare.” – Fran P. Mainella, former director of the National Park Service and Instructor at Clemson University. The Trust for Public Land has published a report titled: The Benefits of Parks: Why America Needs More City Parks and Open Space. The report makes the following observations about the health, economic, environmental, and social benefits of parks and open space: • Physical activity makes people healthier. • Physical activity increases with access to parks. • Contact with the natural world improves physical and physiological health. • Residential and commercial property values increase. • Value is added to community and economic development sustainability. • Benefits of tourism are enhanced. • Trees are effective in improving air quality and act as natural air conditioners. • Trees assist with storm water control and erosion. • Crime and juvenile delinquency are reduced. • Recreational opportunities for all ages are provided. • Stable neighborhoods and strong communities are created. Nature Programming In April 2007, the National Recreation and Park Association (NRPA) sent out a survey to member agencies in order to learn more about the programs and facilities that public park and recreation agencies provide to connect children and their families with nature. A summary of the results follow: • 68% of public park and recreation agencies offer nature‐based programming, and 61% have nature‐based facilities. • The most common programs include nature hikes, nature‐oriented arts and crafts, fishing‐ related events, and nature‐based education in cooperation with local schools. • When asked to describe the elements that directly contribute to their most successful programs, agencies listed staff training as most important followed by program content and number of staff/staff training. • When asked what resources would be needed most to expand programming, additional staff was most important followed by funding. • Of the agencies that do not currently offer nature‐based programming, 90% indicated that they want to in the future. Additional staff and funding were again the most important resources these agencies would need going forward. 18

City of Winter Park, Florida

The most common facilities include nature parks/preserves, self‐guided nature trails, outdoor classrooms, and nature centers. When asked to describe the elements that directly contribute to their most successful facilities, agencies listed funding as most important followed by presence of wildlife and community support. Figures from the Association for Interpretative Naturalists, a national group of nature professionals, demonstrate that nature‐based programs are on the rise. According to Tim Merriman, the association's Executive Director, the group was founded in 1954 with 40 members. It now boasts 4,800 members, with research indicating that about 20,000 paid interpreters are working nationally, along with an army of more than 500,000 unpaid volunteers staffing nature programs at parks, zoos, and museums. The growth of these programs is thought to come from replacing grandparents as the teacher to these outdoor programs. It is also speculated that a return to natural roots and renewed interest in life’s basic elements was spurred as a response to September 11, 2001. Outdoor Recreation Local parks and recreation departments are a common place for residents to look when getting outside for leisure activities. It is often the mission of parks departments as well as private or non‐profits to get more people outdoors. The Outdoor Foundation released the 2010 Participation in Outdoor Recreation report. The report highlights growth in nature based outdoor activities and continued decline in youth outdoor participation. The Foundation states that the trends show the beginning of adjustments in American lifestyles brought about by a challenging economy, shifting demographics, and changing times. Their research brought the following key findings. Participation in Outdoor Recreation Return to Nature: Nearly 50 percent of Americans ages six and older participated in outdoor recreation in 2009. That is a slight increase from 2008 and equates to a total of 137.8 million Americans. Plans for the Future: While less than a quarter of all participants reported getting outside two times a week or more in 2009, 82 percent said that they plan to spend more time participating in outdoor activities in 2010. The Economy: Forty‐two (42) percent of outdoor participants said the economy impacted how often they participated in outdoor activities in 2009. Fitness and Health Benefits: Outdoor participants rate their fitness level at 6.4 on a 10‐point scale versus 4.9 for non‐participants. In terms of health, outdoor participants rate their health level at 7.5 versus 6.6 for non‐participants. Preservation of Land: The majority of Americans agree that preserving undeveloped land for outdoor recreation is important. A large percentage of outdoor participants also believe that developing local parks and hiking and walking trails is important and that there should be more outdoor education and activities during the school day. Strategic Recreation Facilities Plan

Youth

• • •

More Indoor Youth: An overall downward slide in outdoor recreation among 6 to 12 year olds was realized. The Influence of Family: Most youth are introduced to outdoor activities by parents, friends, family, and relatives. Physical education in schools: The importance cannot be understated. Among adults ages 18 and older who are current outdoor participants, 83 percent say they had PE in school between the ages of 6 and 12. That compares with just 70 percent of non‐outdoor participants.

Recreation and Park Administration National Trends Municipal parks and recreation structures and delivery systems have changed, and more alternative methods of delivering services are emerging. Certain services are being contracted out, and cooperative agreements with non‐profit groups and other public institutions are being developed. Newer partners include the health system, social services, justice system, education, the corporate sector, and community service agencies. These partnerships reflect both a broader interpretation of the mandate of parks and recreation agencies and the increased willingness of other sectors to work together to address community issues. The relationship with health agencies is vital in promoting wellness. The traditional relationship with education and the sharing of facilities through joint‐use agreements is evolving into cooperative planning and programming aimed at addressing youth inactivity levels and community needs. Listed below are additional administrative national trends: • Level of subsidy for programs is lessening and more “enterprise” activities are being developed, thereby allowing subsidy to be used where deemed appropriate. • Information technology allows for better tracking and reporting. • Pricing is often determined by peak, off‐peak, and off‐season rates. • More agencies are partnering with private, public, and non‐profit groups. Trend Analysis Summary The following are key recreation trends reflective of the City of Winter Park. These will be important to evaluate for future planning efforts. • Creating healthy lifestyles through where people live, work, learn, and play is a fast growing trend for local governments. • Local trends in Winter Park were demonstrated with increased physical activity and better nutrition in older adults. Gains in socialization, physical activity, mental stimulation, spirituality, and nutrition were realized. • There is an increasing trend towards indoor leisure and therapeutic pools. Additional amenities like “spray pads” are becoming increasingly popular as well. • Some of the top ten athletic activities ranked by total participation included: exercise walking, swimming, exercising with equipment, camping, and bicycle riding. Additionally, the following active, organized, or skill development activities remain popular: hiking, running/jogging, soccer, basketball, football, and skateboarding. • The United Health Foundation has ranked Florida 37th in its 2010 State Health Rankings, down two ranking from 2009. • Special events, fitness programs, and environmental education programs were listed at the top of the 10 programs parks and recreation departments are planning to add within the next three years. 20

City of Winter Park, Florida

• • • • • •

Trails, parks, and playgrounds are among the five most important community amenities considered when selecting a home. National trends in the delivery of parks and recreation systems reflect more partnerships and contractual agreements reaching out to the edges of the community to support specialized services. Playgrounds, park structures such as restroom buildings and picnic shelters, and open spaces are among the top three amenities currently included in park facilities. For youth ages 7 to 11, bowling, bicycle riding, and fishing had the highest number of participants in 2009; however, skateboarding, snowboarding, and tackle football saw the highest percent of increase in 2009. Web‐based niche marketing tools are more popular for agencies to use as a means of marketing programs and services. Healthy vending and concession options are becoming more prevalent as an alternative to traditional snacks.

Works Cited: Ahrweiler, Margaret, ”Call of the Wild,” Recreation Management Magazine, June 2010Evans and Trachtenberg, “Lacrosse Muscles It’s Way West,” May, 2009, Wall Street Journal1 Gies, Erica, “The Health Benefits of Parks,” 2006, The Trust for Public Land Mainella, Fran P., Honorary Doctorate, and Visiting Scholar at Clemson University and Former Director of the National Park Service, highlights in the April 16, 2007 issue of Newsweek Magazine Nussbaum, P. (2007). Your brain health lifestyle, a proactive program to preserve your life story. Tarentum, PA: Word Association Publishers. Pack and Schunel, Pack, A. & Schunel, “The Economics of Urban Park Planning,” Parks and Recreation, August 2005 Penbrooke, Teresa L, “Trends in Parks and Recreation”, Presentation for the National Recreation and Parks Association Ziegler, Jeffrey, "Recreating retirement: how will baby boomers reshape leisure in their 60s?". Parks & Recreation. FindArticles.com. 29 Mar, 2011. http://findarticles.com/p/articles/mi_m1145/is_10_37/ai_93611647/ Boost Your Brain Final Evaluation 2011, Produced by: Winter Park Health Foundation and Health Council of East Central Florida “Outdoor Exercise ‘Healhtier than Gym Workouts’” www.TheTelegraph.co.uk/earth/outdoors accessed, March 24, 2011 “Participation in Outdoor Recreation,” September 2009, Outdoor Foundation “Participation In Team Sports,” National Sporting Goods Association, 2009 “U‐M study: Lifesylte Main Factor In Child Obesity,” The Detroit News – <www.detnews.com/article/20110201/lifestyle03/102010359> American College of Sport Medicine CDC’s Behavioral Risk Factor Surveillance System, http://www.cdc.gov/brfss/ <MarketingChart.com> accessed Jul 13, 10, IDEA Health and Fitness Association International City/County Management Association, 2004 P&R Magazine, May 2008 Outdoor Industry Foundation, <outdoorindustry.org/news.association> Pew Internet and American Life Project, July 7, 2010 Sporting Goods Manufacturer’s Association, October 2009 United Health Foundation

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C. Needs Assessment – Public Input The creation of this plan included comprehensive information gathering and input from staff, key stakeholders, and decision makers. The key partners and stakeholders that the focus groups listed to collaborate on programs at the new community center included: • Public (OCPS, Police, Fire, Library, etc.) • Non‐Profit (YMCA, Boys & Girls Club, Scouts, etc.) • Government Agencies (Orange County, Adjacent Cities, etc.) • Private Businesses (Walmart, Target, Lowes, CVS, etc.) • Educational Institutions (Rollins, UCF, Valencia, etc.) • Health Providers (Hospital, Nursing, etc.) • Specialties/Service Learning Agencies • Foundations (WP Health Foundation, Dr. Phillips, Galloway, Edyth Bush etc.) • Philanthropic • Churches/Faith Based • Associations

1. Focus Group Summary In February of 2011, over 80 stakeholders participated in eight focus groups to provide valuable information on preferred programming issues for the new Winter Park Community Center. Their input is summarized below. The participants were asked to rank the quality of current programs the Parks and Recreation Department offered on a scale of 1 to 5 with 1 being poor and 5 being excellent. The average rating was 2.9. The participants were asked what current programs should be continued when programming the new community center they listed (in alphabetical order): • After School Programs • Career & Academic Programs • Computers • Friday Night Dances • Intergenerational Programs • Local Meetings • Meal Programs • Midnight Basketball • Senior Programs • Summer Camps • Summer Youth Employment • Swimming • Teen Ambassadors Strategic Recreation Facilities Plan

The participants thought none of the current programs should be eliminated when programming the new community center. There were no duplications or overlapping of programs with other service providers. The focus group participants thought partnerships should be developed at the new community center so no future overlaps would take place. The participants were asked what additional programs they would like to see in the new community center they listed (in no certain order): • Health/Wellness • Nature & Environmental • Life Skills & Personal Development • Sports/Fitness • Special Needs • Social Services/Resource Referrals • Cultural & Performing Arts • Special Events • Historical/Cultural/Education/Preservation • Aquatics • Public Safety & Awareness • Summer & Schools Out Programs • Drop In The key issues, values, concerns in programming the new community center the participants listed include (in no certain order): • Flexibility • Innovative • Consistency/Stable Schedule • Affordability/Free • Marketing/Communication/Open House/Tours • Inclusion/Diversity • High Quality • Staff‐Qualified /Knowledgeable/Certified/Enthusiastic/etc. • School’s Out Programming • Ownership of Neighborhood/History/Traditional • Caring/Welcoming/Customer Oriented/etc. The participants were asked if they felt there were any underserved portions of the community that needed to be included in programming the new community center they listed (in no certain order): • Unemployed • Those without transportation • Seniors/Baby Boomers • Birth to 3‐year‐olds • 5‐year‐olds to Middle Schoolers • Middle Schoolers • West Winter Park • African‐American population • Those without access to computers/web • School age when school is out 24

City of Winter Park, Florida

• • •

Special Needs Unwed Mothers South of Orange Ave/Fairbanks

The participants were asked how the programs should be financially supported and they listed their answers as (in no certain order): • Combination Fees/Taxes • Drop In Use • Fees for Scheduled Programs with Instructors • Affordable Fees • Scholarships Available • Do not turn anyone away The methods for community feedback the participant thought would be the best include (in no certain order): • Comment Cards/Simple 3‐5 Questions • Surveys/Mailers • Website • Focus Groups/Quarterly Coffees • Community Forum • Social Media – Facebook/Twitter/Texting • App Codes • Program Advisory Boards – Youth/Senior/Community Center • Program Evaluations • Program Assessments • Newsletter/Flyers • Feedback Touch screen Computer The feedback from the stakeholders in the focus groups and community forum were tested through the community survey to provide statistically‐valid information on the programming information utilized to assist in the programming plan for the Winter Park Community Center.

2. Statistically‐valid Community Survey Summary The City of Winter Park Parks and Recreation Department hired Profile Marketing Research, a survey consultant to conduct a statistically‐valid community survey to help understand residents’ needs, wants, and preferences as they relate to its recreational program offerings at the Community Center. On March 18th, 2011, 2,500 surveys were randomly mailed out (2,300 non‐CRA and 200 CRA). The total number of completed surveys received was n=400 (382 non‐CRA, 18 CRA) yielding a response rate of 16% overall (17% non‐CRA and 9% CRA). Due to inequitable CRA response, responses received were weighted in order to provide statistically‐valid results. With the sample size at 400, the sampling error is no greater than +/‐ 4.9 percent at a 95 percent level of confidence. Strategic Recreation Facilities Plan

The survey was randomly mailed to residents to determine: • Likelihood of participation in programs and activities • Who would participate in programs and activities • Time periods that programs and activities would be utilized • Children’s programs preference, structured vs. unstructured • Need for transportation • Preferred methods of communication Profile Marketing Research compiled the data from these surveys and the results from this research study are provided in Appendix A. The following is an overall summary of the key findings of the survey results. Overall Likelihood of Participation When asked in which programs or activities they would participate, respondents were most likely to indicate that they would participate in Cultural and Performing Arts (57%), Health/Wellness (47%), and Sports/Fitness (47%) programs or activities. Among the programs/activities listed, there were three distinct tiers regarding the overall popularity of programs that respondents ‘would’ or ‘may or may not’ participate in. They are as follows: − High Interest: o Cultural and Performing Arts (89%) o Health/Wellness (85%) o Nature and Environmental (82%) o Historical/Cultural/Education/Preservation (81%) o Sports/Fitness (78%) − Moderate Interest o Aquatics (56%) o Public Safety and Awareness (55%) o Lifeskills and Personal Development (53%) − Less Interest o Social Services/Resource Referrals (40%) o Special Needs/Therapeutic Recreation (33%) o Summer/School’s Out/After School Programs (23%) Overall, only five percent of respondents stated that they would not participate in any City of Winter Park Parks and Recreation programs or activities. Top Program/Activity Choices When asked to select four programs or activities they would be most likely to participate in, the most popular first choice was Health/Wellness (23%), followed closely by Sports/Fitness (21%), and Cultural & Performing Arts (18%). • When including all choices, the most popular responses were Health/Wellness (61%) and Cultural & Performing Arts (60%). • Only five percent gave a reason as to why they would not participate in programs or activities. Among those who gave a reason, nearly half (45%) gave a reason pertaining to their current participation in similar programs and/or activities. 26

City of Winter Park, Florida

Cultural & Performing Arts Cultural & Performing Arts programs are one of the most popular of those listed, with 57 percent of respondents saying that they would participate, and another one‐third (32%) saying they may or may not participate. Cultural & Performing Arts programs are especially popular among households with children under five years old, all of whom said they “would” or “may or may not” participate. Among households with school‐age children, adults (52%) would be slightly more likely to attend Cultural & Performing Arts programs than children (42%). Additionally, one‐third (33%) of respondents said anyone would attend. • Interestingly, among households with children under five, Cultural & Performing Arts programs would be attended by children (48%) and adults (48%) evenly, with another one‐third (32%) saying anyone would attend. Health/Wellness Health/Wellness programs are one of the most popular of those listed, with just under one‐half (47%) saying they would participate and another 38 percent saying they may or may not participate. As with Cultural & Performing Arts programs, Health/Wellness programs are especially popular among households with children under five years old, 97 percent of whom said they “would” or “may or may not” participate. Health/Wellness programs are more popular among CRA residents (75 percent said they would participate) than among non‐CRA residents (46 percent said they would participate). Among households with school‐age children who “would” or “may or may not” participate, Health/Wellness programs would more likely to be attended by adults (63%), although they would still be popular among children (44%). Additionally, one‐quarter (25%) of respondents said anyone would attend. Nature & Environmental Nature & Environmental programs are highly popular, with 43 percent stating that they would participate and another 39 percent stating that they may or may not participate. Nature and Environmental programs/activities resonate more with non‐CRA residents (12 percent first choice, 50 percent all choices) than CRA residents (0 percent and 22 percent respectively). Nature & Environmental programs are especially popular among households with children under five, 70 percent of whom state they would participate. Additionally among this group, 70 percent state that children would attend (70%). Among households with school‐age children, Nature & Environmental programs would be attended by adults (57%) and children (51%) evenly. Additionally, nearly one‐third (31%) of respondents said anyone would attend. Strategic Recreation Facilities Plan

Historical/Cultural/Education/Preservation Historical/Cultural/Education/Preservation programs are highly popular, with 41 percent saying they would participate and another 40 percent saying they may or may not participate. Historical/Cultural/Education/Preservation programs are more popular among CRA residents (67 percent said they would participate) than among non‐CRA residents (40 percent said that they would participate). Sports/Fitness Sports/Fitness programs are highly popular, with 47 percent saying they would participate and another 31 percent saying they may or may not participate. Sports/Fitness programs are less popular among households with only seniors, of whom more than one‐ third (38%) stated they would not participate. Aquatics Aquatics programs are moderately popular, with 27 percent saying they would participate and another 29 percent saying they may or may not participate. These programs are more popular among households with children under five (55 percent would participate) and school‐age children (46 percent would participate) than among seniors only (17 percent would participate) or households with no children or seniors (18 percent would participate). Special Needs/Therapeutic Recreation Special Needs/Therapeutic Recreation programs are less popular, with 10 percent saying that they would participate and another 23 percent saying they may or may not participate. These programs are most popular among households with seniors only (16 percent would participate, and 27 percent may or may not participate). Summer/School’s Out/After School Programs Overall, Summer/School’s Out/After School Programs are some of the least popular, with three‐quarters (77%) of those responding indicating they would not participate. However, only 23 percent of respondents have school‐age children (age 5‐19) living in their household. • Among those with school‐age children, nearly one‐third (31%) said they would participate and another 26 percent said they may or may not participate. • Of note, among those with children under five living in the household, over one‐half (55%) said that they would participate in Summer/School’s Out/After School Programs, while another one‐ quarter (23%) said they may or may not participate. Utilization of Time Periods The most popular time periods in terms of utilization of the City’s Parks and Recreation programs and activities are Saturday mornings (19 percent first choice and 48 percent all choices) and weekday mornings (31 percent first choice and 38 percent all choices). 28

City of Winter Park, Florida

There are few significant differences in preferred time periods among those who would participate in each specific activity of event. The exception is with Summer/School’s Out/After School programs in which Saturdays (all day) and Sunday afternoons see a high preference rate. There are some notable differences in preferred time periods between household composition groups. In general: • Households with children of any age prefer Saturday mornings, Saturday and Sunday afternoons, and weekday afternoons after 3 pm. • Very few households with children would participate in activities or programs on weekend evenings or weekday afternoons before 3 pm. • Households without children or seniors are the group most likely to prefer weekday evenings after 6 pm (44%). • Senior only households appear to prefer weekday mornings (67%) and weekday afternoons before 3 pm (58%). Communication Methods Respondents’ preferred methods of communication are either through direct mail (45 percent, first choice) or email (35 percent, first choice). While not top choices, other methods of communication that may be effective include a neighborhood newspaper (44 percent, all choices), the City of Winter Park website (32 percent, all choices), or a major newspaper (30 percent, all choices). Transportation Availability The vast majority of respondents (94%) do not have a lack of transportation that would prevent them from utilizing programs and activities. • While only 6% of respondents overall said they have a lack of transportation, that percentage increases to 13% among those who would potentially participate in Special Needs/Therapeutic Recreation programs. Children’s Programs – Structured vs. Unstructured Overall, six‐of‐ten (61%) respondents with school‐age children living at home prefer structured programs or activities for their children. Of note, among those who would potentially participate in Summer/School’s Out/After School Programs and Lifeskills & Personal Development, the percentage of those preferring structured programs increases to 76 percent for both. Household Composition Children Under Five Years Old Present in HH Among those households with children under five years old, programs that may have a high level of participation include: • Cultural & Performing Arts (77% would participate) • Sports/Fitness (75% would participate) • Nature and Environmental (70% would participate)

Strategic Recreation Facilities Plan

When respondents living in these households were asked to pick their four favorite programs, the most popular first choices were: • Sports/Fitness (31%, first choice) • Health/Wellness (19%, first choice) When planning programs or activities for households with children under five, the time slots that should be highly considered include: • Saturday mornings (42%, first choice) • Weekday afternoons after 3 pm (29%, first choice) School‐Age Children Present in HH Among those households with school‐age children, programs that may have a high level of participation include: • Sports/Fitness (68% would participate) • Cultural and Performing Arts (60% would participate) When respondents living in these households were asked to pick their four favorite programs, the most popular first choice was: • Sports/Fitness (39%, first choice) When planning programs or activities for households with school‐age children, the time slots that should be highly considered include: • Saturday mornings (31%, first choice) • Weekday afternoons after 3 pm (25%, first choice) No Children, No Seniors Present in HH Among those households with no children and no seniors, the programs that may have high levels of participation include: • Cultural and Performing Arts (53% would participate) When respondents living in these households were asked to pick their four favorite programs, the most popular first choices include: • Health/Wellness (25%, first choice) • Cultural and Performing Arts (23%, first choice) • Sports/Fitness (18%, first choice) When planning programs or activities for households without children or seniors, the time slots that should be highly considered include: • Weekday mornings (25%, first choice) • Saturday mornings (20%, first choice) • Weekday evenings after 6 pm (19%, first choice) 30

City of Winter Park, Florida

Seniors Only in HH Among those households with no children or seniors, the program that could have the highest level of participation is: • Cultural and Performing Arts (55% would participate) • Health/Wellness (54% would participate) • Historical/Cultural/Education/Preservation (49% would participate) When respondents living in these households were asked to pick their four favorite programs, the most popular first choices include: • Health/Wellness (29%, first choice) • Cultural and Performing Arts (20%, first choice) When planning programs or activities for households without children or seniors, the time slots that should be highly considered include: • Weekday mornings (54%, first choice) • Weekday afternoons before 3 pm (21%, first choice) In summary, the key findings from the needs assessment prioritize the programming desires of the community pointing out the primary areas of programming recommendations in the Programming Plan. The Program Validation and Space Utilization Analysis utilizes the needs assessment information to demonstrate the days, times, and program areas of the facility best utilized for what types of programs and for what age brackets.

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D. Program Validation and Space Utilization Analysis It is important to validate the programming priorities of the needs assessment by demonstrating which program areas within the community center are best utilized for each age bracket at what days and times. These days and times shift for many age brackets depending on the season. The obvious season of change is summer when school age children are out of school. This affects the days and times these age brackets are most available for the structured programming defined in the needs assessment.

1. Seasonal Prime Time and Non‐Prime Time Programming Space Matrix A programming space matrix has been developed for each season (Winter, Spring, Summer, and Fall) to identify of prime times to provide recreational programming for each of the demographic age brackets (Youth, Teen, Adult, Senior, Family) in each of the programming spaces in the facility. Below is a sample of the Seasonal Prime Time and Non‐Prime Time Programming Space Matrix with the complete matrices located in Appendix B. It is important to review all of the complete matrices as each open and available programming hour of each of the programming spaces is identified as either a prime or non‐prime programming time for certain demographic groups. These matrixes along with the focus group and survey results should be of great assistance in what types of programs to offer at which times of day and for which demographic groups. Table 8: Programming Matrix Programming Matrix

Full Capacity

Program Areas

Sept ‐ Nov

12 weeks

YP=Youth Programs

FP=Family Programs

TP=Teen Programs

ODI=Open Drop In R=Rentals

Prime Time

AP=Adult Programs

Non‐Prime Time

SP=Senior Programs

Not Available

Large Multi‐purpose A

7‐8 am

8‐9 am

9‐10 am

10‐11 am

11‐12 pm

12‐1 pm

1‐2 pm

2‐3 pm

3‐4 pm

4‐5 pm

5‐6 pm

6‐7 pm

7‐8 pm

8‐9 pm

9‐10 pm

Monday

N/A

Tuesday

N/A

Friday

N/A

Saturday

N/A

Sunday

N/A

Wednesday Thursday

This portion of the sample of the Seasonal Prime Time and Non‐Prime Time Programming Space Matrix lists the total Prime Time (PT) and Non‐Prime Time (NPT) Capacity hours available for each programming space when the facility is open during that season. This programming plan utilizes 60 percent prime time programming capacity and 20 percent non‐prime time programming capacity in each program space within the facility as a very achievable and realistic total program capacity for the Winter Park Community Center. Strategic Recreation Facilities Plan

Table 9: Capacity Hours

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Youth Programs

144

Teen Programs

Adult Programs

Senior Programs

180

108

Family Programs

Open Drop In

Rentals

108

216

Utilization of Time Periods The most popular time periods in terms of utilization of the City’s Parks and Recreation programs and activities according to the survey are Saturday mornings (19 percent first choice and 48 percent all choices) and weekday mornings (31 percent first choice and 38 percent all choices). There are few significant differences in preferred time periods among those who would participate in each specific activity of event. The exception is with Summer/School’s Out/After School programs in which Saturdays (all day) and Sunday afternoons see a high preference rate. There are some notable differences in preferred time periods between household composition groups. In general: • Households with children of any age prefer Saturday mornings, Saturday and Sunday afternoons, and weekday afternoons after 3 pm. • Very few households with children would participate in activities or programs on weekend evenings or weekday afternoons before 3 pm. • Households without children or seniors are the group most likely to prefer weekday evenings after 6 pm (44%). • Senior only households appear to prefer weekday mornings (67%) and weekday afternoons before 3 pm (58%).

2. Year Round Programming Capacity Summary A Year Round Programming Capacity Summary Matrix has been developed for the full year that adds up all of the prime time and non‐prime time capacity hours from each season for each of the programming spaces. The following Year Round Programming Capacity Summary Matrix also lists the number of annual prime time hours at 60 percent capacity and the number of annual non‐prime time hours at 20 percent capacity for each of the demographic age brackets (Youth, Teen, Adult, Senior, Family) in each of the programming spaces in the facility. The charts following the Year Round Programming Capacity Summary Matrix list the annual number of hours utilized in this programming plan for structured programs for each demographic age bracket and non‐structured programs. These matrices along with the focus group and survey results should be of great assistance in what types of programs to offer at which times of day and for which demographic groups. 34

City of Winter Park, Florida

Annual Programming Matrix Summary

YP=Youth Programs TP=TeenPrograms

Programming Areas Large Multipurpose Room (Dividable) 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Small Multipurpose Room (Dividable) 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Gym (2 Cross Courts / 1 Full Court) 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Senior Meeting Room 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Youth Meeting Room 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Teen Classroom 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Fitness Room 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Computer Classroom 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Kitchen 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Indoor & Outdoor Stage 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Outdoor Pool 100% Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity Total Programming Areas 100% Capacity Annual Total Hours Total Hours @ 60% PT & 20% NPT Capacity

PT= Prime Time NPT= Non Prime Time

YP 1176 706 YP 1080 648 YP 2454 1472 YP 0 0 YP 1512 907 YP 0 0 YP 0 0 YP 444 266 YP 0 0 YP 600 360 YP 144 86 YP 7410 4446

YP 0 0 YP 120 24 YP 0 0 YP 0 0 YP 420 84 YP 0 0 YP 0 0 YP 0 0 YP 0 0 YP 0 0 YP 0 0 YP 540 108

AP=Adult Programs SP=Senior Programs

TP 804 482

TP 144 29

AP 768 461

AP 480 96

SP 1440 864

SP 672 134

FP 672 403

TP 672 403

TP 288 58

AP 1152 691

AP 420 84

SP 480 288

SP 672 134

FP 672 403

TP 216 130

TP 96 19

AP 336 202

AP 0 0

SP 480 288

SP 360 72

FP 0 0

TP 0 0

AP 0 0

SP 2304 1382

SP 576 115

FP 0 0

TP 0 0

AP 0 0

SP 0 0

FP 0 0

TP 768 461

TP 0 0

AP 0 0

SP 0 0

FP 0 0

TP 192 115

TP 0 0

AP 240 144

AP 480 96

SP 240 144

SP 240 48

FP 0 0

TP 336 202

TP 0 0

AP 192 115

AP 480 96

SP 288 173

SP 288 58

FP 96 58

TP 192 115

TP 0 0

AP 192 115

AP 240 48

SP 240 144

SP 1056 211

FP 0 0

TP 384 230

TP 0 0

AP 336 202

AP 420 84

SP 240 144

SP 240 48

FP 240 144

TP 0 0

TP 12 2

AP 0 0

AP 48 10

SP 0 0

SP 108 22

FP 0 0

TP 3564

TP 540

AP 3216

AP 2568

SP 5712

SP 4212

FP 1680

2138

108

1930

514

3427

842

1008

FP 240 48 FP 96 19 FP 0 0 FP 0 0 FP 0 0 FP 0 0 FP 0 0 FP 0 0 FP 0 0 FP 192 38 FP 0 0 FP 528 106

FP=Family Programs ODI=Open Drop In

R=Rentals

ODI 0 0 ODI 0 0 ODI 1368 821 ODI 0 0 ODI 240 144 ODI 960 576 ODI 2400 1440 ODI 720 432 ODI 0 0 ODI 288 173 ODI 564 338 ODI 6540 3924

ODI 0 0

R 864 518

R 1608 322

ODI 0 0

R 1236 742

R 1608 322

ODI 2040 408 ODI 1152 230 ODI 1188 238

R 768 461

R 0 0

ODI 2688 538 ODI 624 125

R 0 0

ODI 1572 314 ODI 0 0 ODI 564 113 ODI 192 38 ODI 10020

R 0 0

R 1008 605

R 1200 240

R 480 288

R 336 67

R 0 0

R 4356

R 4752

2614

950

2004

Strategic Recreation Facilities Plan

Children’s Programs – Structured vs. Unstructured Overall, six out of ten (61%) respondents with school‐age children living at home prefer structured programs or activities for their children. Of note, among those who would potentially participate in Summer/School’s Out/After School Programs and Lifeskills & Personal Development, the percentage of those preferring structured programs increases to 76 percent for both. The chart below lists the annual number of hours utilized in this programming plan for structured programs for each demographic age bracket and non‐structured programs. Table 10: Program Plan Hours Structured Programming Hours Budgeted

Hrs/Yr

Large Multipurpose Room (Dividable)

3,223

706

511

557

998

451

Small Multipurpose Room (Dividable)

2,753

672

461

775

422

Gymnasium (2 Cross Courts / 1 Full Court)

2,183

1,472

149

202

360

Gymnasium

Senior Meeting Room

1,498

Youth Meeting Room

991

Teen Classroom

461

Fitness Room

547

115

Computer Classroom

871

266

Kitchen

634

Indoor/Outdoor Stage Outdoor Pool

Hrs/Yr

ODI

840

1,063

1,06 3

1,690

1,229

461

Senior Meeting Room

230

Youth Meeting Room

382

Teen Classroom

1,114

240

192

Fitness Room

1,565

202

115

230

Computer Classroom

746

115

163

355

Kitchen

845

1,250

360

230

286

192

182

Indoor/Outdoor Stage

641

286

355

120

Outdoor Pool

377

9,492

5,928

3,56 4

TOTALS 14,531 4,554 2,246 2,347 4,270

1,11 4

Unstructured Hours Large Multipurpose Room Small Multipurpose Room

TOTALS

YP=Youth Programs / TP=Teen Programs / AP=Adult Programs / SP=Senior Programs / FP=Family Programs / ODI=Open Drop In / R=Rental

City of Winter Park, Florida

3. Recreational Programming Recommendations Based on the Needs Assessment, the following generalized program recommendations are intended to give solid guidance and examples for program offerings at the Winter Park Community Center while allowing flexibility for ongoing decision and to allow continuous evaluation of the programming success and make improvements. The Seasonal Prime Time and Non‐Prime Time Programming Space Matrix (Appendix B) and the Year Round Programming Capacity Summary Matrix (above) should be utilized during the ongoing programming process and each annual budget cycle to determine which demographic age bracket each program is created for in each programming area for each season. All types of the programs listed below should be created for all ages including adults, youth, senior adults, baby boomers, teens, toddlers, babies, family, and intergenerational in all program areas based on prime times for each demographic for each program space within the building. The number of each type of program should be kept within the perspective scale of the most popular, moderately popular, and least popular for each of the age brackets as the survey results articulate. The current special events and themed programming should continue including holiday programming, senior trips, youth field trips, youth sports events, and holiday event programming. Current successful programs that Winter Park Parks and Recreation Department is offering themselves and with established programming partners should be implemented as a priority in the new community center. Those groups with established relationships wanting to reserve meeting times and/or rental spaces should also be given scheduling priority before opening rentals up to the public. Programming priority should be given to continuing the programs through the positive relationship with the Community Redevelopment Advisory Board as well as with the programmatic partners assisting in providing these successful programs. The existing application process should be continued and implemented in the new Winter Park Community Center as a priority. Overall Likelihood of Participation When asked in which programs or activities they would participate, respondents were most likely to indicate that they would participate in Cultural and Performing Arts (57%), Health/Wellness (47%), and Sports/Fitness (47%) programs or activities. Among the programs/activities listed, there were three distinct tiers regarding the overall popularity of programs that respondents ‘would’ or ‘may or may not’ participate in. They are as follows: • High interest program areas: − Cultural and Performing Arts (89%) o Art Classes, Painting, Sculpture, Pottery, Drawing, Music Classes, Dance Classes, Acting Classes, Plays/Productions, Classical Art, Crafts, etc. − Health/Wellness (85%) o Health Fairs, Culinary Classes, Nutrition Classes, Youth/Sr./Adult Cooking Classes, Diabetic Classes, Stress Management Classes, Family Planning, Medication Education, etc. Strategic Recreation Facilities Plan

−

•

Nature and Environmental (82%) o Community Garden, Food Cooperative, Recycling Programs, Sustainability Programs, Tree Programs, Bird Watching Classes, Camping Programs, Fishing Programs, Farmer’s Market, etc. Historical/Cultural/Education/Preservation (81%) o Tutoring, Second Language Spanish (other foreign languages), Sign Language, Reading Clubs, Academic /Motivational Guest Speakers, College Book Exchanges, Drugs/Alcohol Prevention Programs, Mental Health Programs, CHILL, Personal Well Being Programs, Job Fairs, Local History Programs, Underground Railroad, Anger Management Classes, College Preparation Classes, Board Games, Current Events Program, etc. Sports/Fitness (78%) o Aerobics Classes, Yoga, Fitness Instructional Classes, Weight Lifting, Exercise Programs, Weight Control Fitness classes, Stroller Aerobics, Basketball, Volleyball, Midnight Basketball, Cheerleading, Step Team, Double Dutch, Dance Classes, Tennis, Tumbling, Ping Pong, Badminton, Soccer, Sportsmanship Programs, Sports Camps, Wii Fitness Programs, Basketball Camps with Life Skills (OR&L), Winning Ways Basketball Program, Running Clubs, Fitness Clubs, etc.

Moderate interest program areas: − Aquatics (56%) o Water Aerobics, Swim Lessons, Water Safety, etc. − Public Safety and Awareness (55%) o Community Safety, First Aid Classes, CPR Certification Classes, Self Defense, Fraud Awareness, Gun Safety, Hunting Safety, etc. − Lifeskills and Personal Development (53%) o Computer Classes, Internet Safety, Legal Advice, Writing Wills, Estate Planning, Financial Planning, Leadership Programs, Sewing, Quilting, Embroidering, Babysitting Certification Classes, Character Building Activities, Mentoring, Job Skills/Preparation Programs, Dance Classes, Parenting Classes, Sibling Classes, Marriage Classes, Hobby Classes, “How To” Classes, Self Esteem Classes, Basketball Camps with Life Skills (OR&L), Etiquette/Manners/Character/Ethics Classes, etc. Less interest but still important program areas: − Social Services/Resource Referrals (40%) o Early Childhood Issues Programs, Faith Based Programming Initiatives, College Preparation Resource Center, etc. − Special Needs/Therapeutic Recreation (33%) o Programs in all areas should be made available for those with special needs. Specific therapeutic recreation programs can be include (but are not limited to) Special Olympics, Camps, Sports, Fitness, Aquatics, Health, Wellness, Cultural Arts, Performing Arts, Educational, Life Skills, Personal Development, etc. − Summer/School’s Out/After School Programs (23%) o Programs can include (but are not limited to) Summer Camps, Sports Camps, Sports, Fitness, Aquatics, Health, Wellness, Cultural Arts, Performing Arts, Educational, Life Skills, Personal Development, Video Games, Board Games, Before School Programs, etc. 38

City of Winter Park, Florida

Rentals include (but are not limited to): − Birthday Parties, Receptions, Meetings, Social Gatherings, Dinners, Team Practices, etc. Note: For a complete summary of participation trends based on results of the statistically‐valid survey of residents, please refer to Section C.

4. Administrative Programmatic Recommendations Focus groups and a Teen Advisory Committee should be investigated to determine viability within the first 12 months of operation of the Winter Park Community Center. Training/Conferences Ongoing staff training is a crucial to ensure the continuous success of the facility. With the wide demographic of participants at the community center, some specific training and/or continuous educational opportunities should always be included for the appropriate facility staff to be able to implement ongoing industry standards and trends. Some example training topics that would assist in ensuring quality service at the community center include (but are not limited to): • Customer Service Training • Athletic Business Conference • First Aid • FPRA Conference • CPR • NRPA Conference WORK‐REATION The City may want to consider implementing a WORK‐REATION program to help offset some of the challenges of providing for lower income participation. “WORK‐REATION” is a sweat equity program designed to allow youth to perform work tasks (no powered tools) assigned by the community center staff to earn $5 per hour towards program/admission fees. These tasks will likely save the facility staff from needing to complete them and probably save a few man hours, resulting in a win‐win situation for both parties. Hours are tracked and can be used for anything offered at the community center except for concession items. Many parents like this program as a method of youth earning the opportunity to participate in programs that they may not ordinarily be able to participate in due to fee constraints. Tasks typically include (but are not limited to) sweeping the gym floor, emptying trash, watering plants, cleaning kitchen, washing dishes, pulling weeds, filling vending machines, etc. A sample WORK‐REATION Guideline is located in Appendix C. Scholarship Program A scholarship fund would also provide an objective method for helping to solidify means for participation of all levels of ability to pay, and should be considered for implementation. One can be created and funded with donations from local businesses and corporations to provide services to those unable to pay for services. Many communities also have fundraisers to enhance the scholarship fund such as golf tournaments, auctions, etc. Roll Out Process New recreational and social programs should be implemented on a systematic roll out basis for quality assurance as well as making sure each program “fits” into the community center’s vision and plan. There is no need to try to fill the community center to capacity when it opens. Many successful facilities grow into their programming and make sure they set up solid and long lasting programming partnerships along the way. Strategic Recreation Facilities Plan 39

Customer Feedback Continuous customer feedback opportunities need to be established to allow participants to give the community center staff continuous feedback on all aspects of the community center such as program and facility quality, instructors, content, levels, times, days, fees, hours, cleanliness, friendliness, satisfaction, ideas, etc. Some ideas to gain participant feedback include (but are not limited to): • Program Evaluation Process – program participants fill out program evaluations • Customer Satisfaction – ongoing customer satisfaction surveys randomly filled out • Staff Availability – center staff visible, available, and proactively asking for opinions • Suggestion Box – centrally located and reviewed weekly noting responses on bulletin board • Focus Groups A sample Program Evaluation is located in Appendix D. Structured Volunteer Program As in all facility operation, volunteerism is a great method to stretch the center staff, supervisors, and instructors to assist in the operation of the facility and programs on a daily basis. Implementing a structured volunteer program that not only recruits volunteers but trains and rewards them will assist in the success of the operation of the facility.

5. Potential Programming Partnerships

Current successful programs that Winter Park Parks and Recreation Department is offering with established programming partners should be continued and implemented as a priority in the new community center. Those groups with established relationships wanting to reserve meeting times and/or rental spaces should also be given scheduling priority before opening rentals up to the public. New partnerships should be established through an ongoing process of matching like interests with the potential partners identified through this programming plan process and are listed below. The key partners and stakeholders the focus groups listed to collaborate on programs at the new community center included: • Public • Specialties/Service Learning Agencies • Non‐Profit • Foundations • Government Agencies • Philanthropic • Private Businesses • Civic Groups • Educational Institutions • Churches/Faith Based • Health Providers • Association Potential Programming Partners (in alphabetical order) mentioned in the public input process include: Center for Independent 100 Black men Banks/Financial Living Institutions 5th Quarter Century Link Black Men’s Health Group 8 Coed Boy Scouts Chamber of Commerce A Gift For Swimming Boys & Girls Club Churches AARP Bright House Circle Christian Adjacent Cities Center for Drug Free Citizens Patrol American Red Cross Living Community Nurse 40

City of Winter Park, Florida

Community Service Organizations Councils Crealde Heritage Center CRV CVS Disney Dr. Phillips Foundation Easter Seals Edyth Bush Foundation Elizabeth Morse Genius Foundation Esteem Farmer’s Market Festivals Fire Department First Congressional Church Fraternities/Sororities Full Sail University Galloway Foundation Girl Scouts Good Wills Grass Root Organization Hands On Orlando Hannibal Square Land Trust Head Start HEBNI Nutrition Historical Association HOAs Home Depot Home Schools Hoop School Hospital HSCLT INT Orland Interfaith Council Jeremiah Project Junior Achievement Kingdom Financial KYDS

Lakeside Lifelong Learning Lisa Maile Local Media Local Urban Leagues Lowes LYNX Medical School Michele Puppets Midnight Basketball Morgan Ministries Museums National Movement Nice Life Fitness Nurseries Nursing OCPS On Stage OR&L Orange County Orange County Community Affairs Orange County Disaster Relief Team Orlando County Sports Special Needs Orlando Magic Orlando Sports Social Club Owens Realty PAL Club Paramore Kidz Zone Parent Teacher Associations Philanthropic Center Police Academy Police Department Pre‐schools Private Schools Publix Restaurants Rollins College

Salvation Army Sarah’s Kitchen Science Center Second Harvest Senior Resource Alliance Seniors First Sprint St. Margaret Mary Starbuck’s State Farm Insurance Target Trio UCF Nurses United Way Universal Studios University of Central Florida UPS Upward Bound Valencia Community College Walgreen’s Walmart Warner Chapel Outreach Whole Foods Winning Ways Basketball Winter Park Family Emergency Services Winter Park Health Foundation Winter Park High School Winter Park Library Winter Park Playhouse Winter Park Sidewalk Art Festival Winter Park Tech Workforce Central Florida YMCA Youth Can Zoo

The potential partners list should be systematically and periodically reviewed to determine the best programmatic fit for each potential partner then approached to determine interest in an ongoing partnership. Partnership agreements need to be established for all existing and future partnerships and reviewed on an annual basis. Any necessary adjustments can be negotiated each year and all parties involved are familiar with the arrangements. All services including in‐kind should be recorded at market rates to determine the equity of the partnership from each partner. A sample Partnership Agreement Outline is located in Appendix E. Strategic Recreation Facilities Plan

Mather’s Café / Mather Lifeway Community Initiatives In reviewing the potential partnership with Mather Lifeways, the consultant made several observations to believe it would be in the best interest of the City of Winter Park to operate the senior adult program at the community center internally with local programming partners. Mather Lifeways is a very solid non‐profit entity founded in 1941 by Alonzo Mather and is a growing trend in certain areas of the country. Most of the facilities operate in the Chicago, IL area with one in Tucson, AZ. There are several initiatives including Mather LifeWays Institute, Mather’s Café, Mather’s Café Plus, Mather’s Edgewater, and Mather’s Community Initiatives that range from research, senior residences, food service, and senior programming. More information is available online at www.matherlifeways.com. The Mather’s options for the Winter Park Community Center would be one of two initiatives. The options are The Mather’s Café (food service) initiative which operates like a restaurant or The Mather’s Café Plus initiative which is the food service plus senior programming typically in the same setting. Both options require a long term lease or Mather’s ownership of the space, and Mather’s ideally wants to be included in the design of the kitchen and eating space. The timing of the opening of the Winter Park Community Center does not allow for the negotiations required for this to become a reality. In addition, the designed caterer’s kitchen does not currently meet the requirements of a restaurant kitchen, making a partnership for a Mather’s Cafe impossible without renovation. Mather’s would require dedicated eating/programming space with sole internal access to all the leased (or owned) space meaning no non‐Mather’s activities could take place. The city would not be able to rent the kitchen or would need a separate caterer’s kitchen to be rented out with a multipurpose room. Based on the Mather’s Cafe menus online, it is a fairly pricy option for senior meals are would require a fairly high volume of daily “off street traffic” for retail restaurant style meals to be able to offer a meal program several hours each day year round which is a goal of Mather’s Cafes. The Winter Park Community Center is not located or sized for this type of senior adult market which is typically surrounded by affluent senior housing and without competing senior adult services competing in the same market area. The City of Winter Park would not be able to offer senior adult programming in the facility as they would not be allowed to compete with Mather’s Café Plus for senior programs. The facility would not receive any revenue except the lease agreement and would give up the control of the portions of the facility that were under the lease agreement. A better option at this point in time would be for the City of Winter Park to partner with local senior adult agencies to provide the senior adult programming and meals while retaining the ability to utilize the same spaces in the facility for programming and/or rentals to additional age bracket demographic groups.

City of Winter Park, Florida

E. Staffing Analysis The Staffing Analysis utilizes a benchmark of several local community centers which were selected by staff to seek some basic information about their center and facility staff. While no two centers, cities, or situations are exactly the same, these comparisons are to be utilized only as one measurement to see if the Winter Park Community Center is within a reasonable range of other centers in the area. As the staffing analysis was developed, much of the information was gathered from the staff to adhere to the City of Winter Park’s established human resources system.

1. Benchmarking Analysis of Local Community Centers Benchmarking is an important tool that compares a city’s management with similar communities. It is very difficult to find exact comparable communities because each has its own unique identity, its own way of conducting business, and differences in the populations they serve. For this project Winter Park staff identified three areas of focus for a comparative data analysis: • Staffing levels • Organizational structures • Facility amenities Communities were chosen primarily with consideration of demographic make‐up and perceived similarities to Winter Park. Staff selected eight agencies that were contacted. Some of those managed multiple facilities while others managed just one. After reviewing all of the returned surveys, only one was selected from those with multiple sites. All of the responses can be found in the Benchmarking Matrix in Appendix F. The facilities represented in this comparison were chosen based upon the areas of focus listed above. Of the eight that were contacted, six responded. Below are the agencies that were contacted, and those in bold/underlined are the ones that responded. • City of Altamonte Springs • City of Kissimmee • City of Dunedin • Orange County • City of Lakeland • City of Oviedo • City of Largo • City of Orlando It is important to keep in mind that each organization’s values, vision, and mission are very different depending upon the demographic make‐up of the community (age distribution, household income, race/ethnicity, education attainment, etc.). In turn, the community profile should reflect an agency’s cost recovery goals (but may not always do so in each community). It is also important to acknowledge that organizations do not typically break down direct and indirect expenditures in the same way, which affects the bottom line reported. Therefore, the benchmarking information presented here should be used as a catalyst for the City of Winter Park to continue researching best practices and to set internal benchmarking against its own performance over time. Strategic Recreation Facilities Plan

Benchmarking Data Sought A survey instrument was created for each of the focus areas and included some facility and amenities information for comparison. The survey can be found in Appendix G. Each respondent identified the area in which the facility serves. This is important to better understand community profiles and create assumptions of values for each of those areas being served. A checklist of amenities was provided for each facility. This helps to compare “apples‐to‐apples” when planning a new facility. Next, respondents were asked to provide the square footage of their facilities to better understand staffing levels. Organizational charts were requested; however, only three agencies had charts readily available. Finally, the survey inquired about cost‐recovery levels. Cost recovery is determined by dividing the total annual revenue by total annual expenses. With this information, staff can better identify best practices for Winter Park. Benchmarked Amenities Findings • Across the board, all of the responding facilities have gymnasiums and drop‐in fitness areas. • None of the facilities dedicate space for senior or teen programming. • Comments were provided that organizations have stand alone senior centers but they are not included as part of the multi‐use community or recreation center as a part of this benchmark project. • When asked about multi‐purpose rooms, all of the facilities responded that they have at least one. • Some facilities have additional multi‐purpose rooms, those include: − Goldenrod (2)T − Largo (3) − Orlando (4) • Outdoor pools offered a variety of responses. • Neither Dunedin or Goldenrod have outdoor pools. • The City of Largo and the City of Oviedo both reported having two outdoor pools with a variety of features. • The remaining facilities reported that, “yes,” outdoor pools were a part of their facilities. • None of the facilities reported having an indoor pool. • Three facilities have game rooms, and four have dedicated arts and crafts rooms. • Other spaces not listed on the survey, but written in by respondents include: − Exercise and dance studios − Martial arts rooms − Preschool space − Computer labs • Square footage of these facilities ranged from 19,613 sq ft in Orlando to 42,624 sq ft in Dunedin.

City of Winter Park, Florida

Benchmarked Organizational Charts Three communities included organizational charts with the benchmarking results. Those were the City of Dunedin, the City of Oviedo, and Orange County. Orange County staff submitted a chart on behalf of the Meadow Woods Park facility. Winter Park staff specifically inquired about the Goldenrod facility for this benchmark project; however, Orange County staff responded with surveys on behalf of eight of their facilities of which we included the one that matched the Winter Park Community Center best. The organizational charts submitted by the benchmark community centers for comparison are located in Appendix H. Benchmarked Staffing Levels The number of full‐time staff ranged in the communities from five to at least seven, and possibly more at the City of Oviedo’s Gym and Aquatics facility. The response from Oviedo was inclusive of the entire department. It is fair to say that across the board all facilities house programming staff as well as facility support staff. The Benchmarking Matrix found in Appendix F also shows salary ranges. Philosophies, pros, and cons using part‐time staff is also different from one facility to another. It is evident by the responses that some facilities choose to invest in full‐time staff that might have a higher retention levels, or on the other hand, facilities choose to utilize contractual instructors which at time carry less over‐head. Again, the Benchmarking Matrix found in Appendix F further demonstrates different approaches and philosophies utilizing part‐time staff. Benchmarked Cost Recovery There was a wide range of cost recovery reported by five of the six that responded to the survey. The reported cost recovery range was from 10.7 percent to 70 percent for the benchmarked centers. Two of the six facilities that reported back on cost‐recovery provided both total annual expense and revenue. Those were the Dunedin Community Center and the Northwest Community Center and Pool in Orlando. The Kelly Recreation Center in Lakeland did not report. As mentioned earlier, cost recovery targets are often set as a result of the values, vision, and mission of a community which reflect the demographic make‐up. Benchmarking Highlights The bottom line in this benchmarking process for the three focus areas, staffing, organization, and facility amenities, is that the City of Winter Park is in a unique position to identify best practices from around the area, and implement those based on the community’s values, vision, and mission. Following is a summary of key findings identified in the comparative data analysis. • Eight agencies were contacted. Of those six responded to the benchmark surveys. • Some agencies have multiple facilities. Only the best comparable facility to the Winter Park Community Center was selected from each agency for benchmarking purposes. • In terms of aquatics, it is rare in these selected agencies to see multi‐use facilities include indoor pools. • All of the responding facilities included gymnasiums and drop‐in fitness areas. • All respondents reported a comprehensive list and salaries of full‐time and part‐time staffing for further comparison. • The size of facilities ranged from 19,613 sq ft to 42,624 sq ft. • The cost recovery of the benchmarked facilities ranged 10.7% to 70%. Strategic Recreation Facilities Plan

Winter Park Community Center Organizational Chart An Organizational Chart for the Winter Park Community Center is located in Appendix I. The titles for the recommended positions coincide with positions that already exist within the Human Resources Department with comparable responsibilities and requirements in order to create consistency within the City of Winter Park. Winter Park Community Center Compensation Model Pay Grades for Full Time positions: • Recreation Chief (Exempt) $42,607 to $66,245 per year • Assistant Recreation Chief (Exempt) $38,646 to $60,086 per year • Program Support Coordinator (Exempt) $33,383 to $51,904 per year • Special Programs Coordinator (Exempt) $30,279 to $47,079 per year • Recreation Facilities Support Specialist $11.40 to $17.73 per hour Hourly Rates for Part Time and Seasonal positions: • Recreational Leader $10.86 per hour • Summer Camp Counselor $9.85 per hour • Lead Lifeguard $11.97 per hour • Lifeguard $9.85 per hour • Maintenance Service Worker $10.86 per hour • Staff Assistant 1 $11.40 per hour The salaries and hourly rates for the recommended positions coincide with pay grades that already exist within the Human Resources Department with comparable responsibilities and requirements. The new positions should start at lowest level of the salary or hourly rate range and no more than five percent above the base pay in order to create consistency within the City of Winter Park. Benefits currently add up to 45 percent of wages for full time employees and 10 percent of wages for part time and seasonal employees. Winter Park Community Center Job Descriptions Job Descriptions for the staff being hired to operate Winter Park Community Center are located in Appendix J.

City of Winter Park, Florida

F. Winter Park Community Center Annual Operational and Maintenance Budget Pro forma The Operational and Maintenance Budget Pro forma is an annual line item budget projecting the annual expenditures and revenues anticipated at the community center. Much of this information was gathered from the staff and input into the budget. The budget matches the expenses and revenues submitted by the staff detailing the anticipated participation, pricing, and programming levels.

1. Budget Assumptions In order to project the operating and maintenance pro forma, a list of base level assumptions must be made. For this project, the Operational and Maintenance Budget Pro forma is built around these assumptions: • Facility will be owned and operated by the City of Winter Park. • Budget is calculated in 2011 figures. • Facility is approximately 39,000 square feet including programming space square footage: Kitchen – 394 sf Youth Room – 522 sf Fitness Center – 2,095 sf Small Multi‐Purpose A – 1,011 sf Teen Room – 875 sf Small Multi‐Purpose B – 1,090 sf Gymnasium – 11,725 sf Large Multi‐Purpose C – 1,436 sf Computer/Media – 1008 sf Large Multi‐Purpose D – 1,506 sf Seniors Area – 875 sf • Hours of Operation Monday, Wednesday, Friday 8:00am ‐ 10:00pm Tuesday, Thursday 7:00am ‐ 10:00pm Saturday 8:00am ‐ 8:00pm Sunday 10:00am ‐ 6:00pm • Budget is based on: 92 hours/week x 51 weeks – 2 Holidays = 4,668 hours per year • Facility will be closed for one week for maintenance and on Thanksgiving and Christmas. • Fitness Pass holders can participate in fitness room and must pay additionally for all classes with user fees. • There will be no contracts, initiation fees, or registration fees associated with the passes. • Automatic debits from checking accounts, savings accounts, or credit cards will be an option and not mandatory for passes. • A programming and rental matrix of each prime time and non‐prime time program space in the building which defines the programming and rental capacity. Sixty (60) percent of prime time program space and 20 percent of non‐prime program space was utilized in calculating the level of programming and rentals in the budget. • Concessions and vending resale items revenue is calculated at 200 percent of direct costs. Strategic Recreation Facilities Plan 47

Table 11: Membership Rates Membership Rates ‐ CRA/Resident/Non‐Resident Includes Admission to Fitness Room(program fees not included) Pool Admission NOT included in Annual or Monthly Fitness Passes

•

Adult (18+)

Youth (<17)

Annual Fitness Passes

$55/$80/$150

NA/$30/$55

Monthly Fitness Passes

$7/$12/$24

10‐Punch Pool Pass

NA/$15/$30

Daily Admission (Fitness & Pool) NA/$2/$4 NA/$2/$4 All recreational program revenues are calculated at 110% recovery of direct costs. The direct costs include all the specific, identifiable expenses (fixed and variable) associated with providing a service or program. These expenses would not exist without the program or service. Direct costs include the following: o Hourly contractual rates for instructors, leaders, officials, teachers, camp counselors, etc. o Consumable equipment and supplies provided by instructor or agency, etc. o Uniforms, tee shirts, for participants. o Non‐consumable equipment purchased only for the program that require periodic, continual replacement, or are necessary for the start of the program. o Promotions associated with specific programs (5%). o Printing associated with specific programs (5%). o Office supplies associated with specific programs (5%). o Any other costs associated or attributed specifically with the program or service. A $ 40,000 grant from CRA is included to fund programming that is not revenue generating and is based toward community enrichment as well as to fund scholarships for all programs Table 12: Hourly Rental Rates One‐Time Rental Continuous Rental Hourly Rental Rates

Large Multi‐Purpose Rooms

$80

$60

Small Multi‐Purpose Rooms

$55

$40

$220 + $20 w/Kitchen

$150 + $20 w/Kitchen

Kitchen

$50

$30

Amphitheater

$30

$50

Both Large Multi‐Purpose Rooms w/Kitchen

$190

$140

$50/$125

$40/$100

$75 +$15 over 30 guests

N/A

Ballroom

Gymnasium (Per Court/Full Gym) Pool After Hours • Rental Discounts o Winter Park Resident o CRA District Resident o Non‐Profit Organizations 48

20% off regular fee 25% off regular fee 30% off regular fee

City of Winter Park, Florida

2. Operational Budget Projections 6205 Community Center Operational Budget 6205

STAFFING PROJECTIONS

$502,569

69.52%

12‐10

Number

Unit Cost

$221,450

Recreation Chief

$48,450

Assistant Recreation Chief

$40,000

Program Support Coordinator

$35,000

Administration Coordinator

$35,000

Transportation I

$32,000

Special Programs Coordinator

$31,000

Full Time Staff

13‐10

Part Time Staff

Hours

Unit Cost

$173,416

Recreation Facilities Support Specialist

2000

$11.40

$22,800

Recreation Leader (5)

4500

$10.86

$48,870

Maintenance Service Worker (2)

2500

$10.86

$27,150

Staff Assistant I

2000

$11.40

$22,800

Summer Camp Counselor (8)

3200

$9.85

$31,520

Head Lifeguard

648

$11.97

$7,757

Lifeguards (3)

1271

$9.85

14‐10

$12,519

$502

Overtime Wages

21‐10

Benefits

$107,201

FICA Taxes

22‐10 22‐20 23‐10

Pension ICMA City Contrib. Group Health Ins.

$28,818

$15,502

$1,893

$51,140

23‐11

Life Ins.

$485

23‐12

AD&D Ins.

$54

23‐13

Disability Ins.

$539

24‐10

Worker's Comp.

$8,486

25‐10

Unemployment Comp.

$284

Strategic Recreation Facilities Plan

Operational Budget Projections (continued) 6205 6205 41‐15 43‐20 43‐40

EXPENSES Given Expenses Telephone Equipment Charges

Water Gas

43‐70 44‐60 44‐62 45‐10 45‐11 45‐30 45‐40 46‐50 46‐60 52‐20 6205

Electricity Vehicle Rental

Excess Vehicle Rent Credit General Liability Risk Management Operation Vehicle Insurance Other Insurance

Vehicle Maintenance Fleet Maintenance Overhead Fuel

Operating Expenses 34‐40 Contractual Services 34‐45 Credit Card Fees 34‐50 Medical Testing 40‐10 Travel & Training 40‐20 Car Allowance 41‐20 Cell Phones/Beepers 42‐10 Postage & Freight 43‐80 Waste Collection 46‐10 Maintenance Contracts 46‐20 Building Maintenance 46‐40 Equipment Maintenance 47‐10 Printing & Binding 48‐10 Promotional Activities 51‐20 Office Equip Under $1000 52‐14 Recreation Supplies 52‐15 Inventory ‐ Food & Beverages 52‐10 General Operating Supplies 52‐50 Chemicals 52‐60 Janitorial Supplies 52‐70 Clothing 52‐90 Equipment Under $1000 54‐20 Memberships

6205

TOTAL EXPENSES

$122,101

16.89%

$65,000 $2,671 ‐$1,168

$8,135 $1,035 $712 $6,700 $1,413 $249 $3,540

$15,000 $2,500 $500 $1,050 $2,407 $3,630 $2,250 $300 $9,400 $2,500 $400 $2,000 $750 $1,250 $3,100 $3,000 $2,250 $2,000 $9,000 $2,120 $2,300 $775

$29,750

55‐60 Other Recreation Events

$3,814 $25,000 $5,000

13.59%

$98,232

$722,902

City of Winter Park, Florida

Operational Budget Projections (continued) 6202

REVENUE Passes (calculated at average of CRA Rates and Resident Rates)

$32,050

Annual FitnessPasses

Number

Price

$13,000

Adult

175

$70

$12,250

Youth

$30

$750

Number

Price

Monthly Fitness Passes (Average 3 months out of year)

Resident/CRA

175

$10

Non‐Resident

$24

10 Punch Passes

Number

$7,050

$5,250

$1,800

Price

$12,000

Resident

600

$15

$9,000

Non‐Resident

100

$30

$3,000

Number

Price

4000

Resident

Pool Group Rate (calculated at Resident Rates to be conservative)

Resident

$8,000

Daily Admissions (calculated at Resident Rates to be conservative)

14.31%

$8,000

3.57%

$825

Number

Price

550

$1.50

$825

0.37%

Strategic Recreation Facilities Plan

Operational Budget Projections (continued) Rentals (calculated at average of 1‐time & continuous CRA Rates)

Large Multipurpose Rooms (2)

(Avg. $52/hr x 4 hrs/wk avg x 50 wks x 2 rooms)

#/Year

Cost

Multiplier

200

$52

$20,800

Small Multipurpose Rooms (2)

(Avg. $35/hr x 4 hrs/wk avg x 50 wks x 2 rooms)

200

$35

Ballroom

(Avg. $140/hr x 2 hr/wk avg x 50 wks)

Kitchen

(Avg. $30/hr x 8 hrs/wk avg x 50 wks,)

400

$140

$30

$14,000

$12,000

Amphitheater

(Avg.$30/hr x 2 hrs/wk avg x 50 wks)

Gymnasium

(Avg. $35/hr x 4 hrs/wk avg x 50 wks x 2 cts)

Pool After Hours Rentals

100

200

$30

$35

$3,000

$14,000

$75

$1,800

$800

Recreational Programs (100% Direct Cost)

2.68%

$6,000

43.17%

$14,000

Full Facility After Hours

$96,701

35.90%

$80,400

Recreational Program User Fees

Direct Cost

Multiplier

$87,910

110%

$96,701

Direct Cost

Multiplier

$3,000

200%

$6,000

Customer Services

Concessions/Vending

6202

TOTAL REVENUE

$223,976

6205

TOTAL EXPENSES

$722,902

TOTAL NET

‐$498,926

COST RECOVERY

31%

Five‐Year Pro forma 52

City of Winter Park, Florida

Winter Park Community Center Five‐Year Proforma

Year 1

Year 2

Year 3

Year 4

Year 5

% Increase

EXPENSES

Staffing

$ 502,569

$ 517,646

$ 533,175

$ 549,171

$ 565,646

Given Expenses

$ 122,101

$ 125,764

$ 129,537

$ 133,423

$ 137,426

Operating Expenses

$ 98,232

$ 100,197

$ 102,201

$ 104,245

$ 106,329

$ 809,401

REVENUES

TOTAL EXPENSES

$ 722,902

$ 743,607

$ 764,913

$ 786,838

Passes

$ 32,050

$ 33,653

$ 35,335

$ 37,102

$ 38,957

Daily Admissions

$ 8,825

$ 9,090

$ 9,453

$ 9,831

$ 10,225

Rentals

$ 80,400

$ 84,420

$ 88,641

$ 93,073

$ 97,727

Recreation Programs

$ 96,701

$ 104,437

$ 112,792

$ 121,815

$ 131,561

Customer Services

$ 6,000

$ 6,240

$ 6,490

$ 6,749

$ 7,019

$ 237,839

$ 252,711

$ 268,571

$ 285,488

TOTAL REVENUE

$ 223,976

NET

$ (498,926)

COST RECOVERY

31%

$ (505,767) 32%

$ (512,202) 33%

$ (518,267) 34%

$ (523,913) 35%

Based on 2011Figures

Strategic Recreation Facilities Plan

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Appendix A – Statistically‐Valid, Community‐Wide Survey Results

Strategic Recreation Facilities Plan

THIS PAGE INTENTIONALLY LEFT BLANK

2011 PARKS AND RECREATION STUDY APPENDIX - A Prepared by: Profile Marketing Research 4020 South 57th Avenue Lake Worth, Florida 33463 561- 965- 8300 www.profile-mktg-res.com April 2011

Table of Contents

Background and Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Key Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Detailed Findings Overall Likelihood of Participation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Top 5 Programs/Activities - Detail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Other Programs/Activities – Detail . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Time Periods of Utilization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Communication Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Transportation Availability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Children’s Programs – Structured vs.Unstructured . . . . . . . . . . . . . . . . 40 Household Composition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Background and Objectives

The City of Winter Park Parks and Recreation Department seeks to understand residents needs/wants/preferences as relates to its offerings . As such, a survey was mailed to residents to determine: •

Likelihood of participation in programs/activities

•

Who would participate in programs/activities

•

Time periods that programs/activities would be utilized

•

Children’s programs preference, structured vs. unstructured

•

Need for transportation

•

Preferred methods of communication

Profile Marketing Research compiled the data from these surveys and results from this research study are provided herein.

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Methodology

Mail Survey Among City of Winter Park Residents • 2,500 surveys were mailed out (2,300 non-CRA and 200 CRA). • The total number of completed surveys received was n=400 (382 nonCRA, 18 CRA) yielding a response rate of 16% overall (17% non-CRA and 9% CRA). • With the sample size at 400 the sampling error is no greater than +/- 4.9% at a 95% level of confidence. • Mailings were distributed on March 18, 2011 and were received between March 21 and April 18, 2011. •

Given the small number of CRA residents responding (n=18), caution should be used when referencing.

•

In the Household Composition section of this report, the ‘Seniors Only’ subgroup represents households whose only residents are age 65 or above.

•

Throughout this report tests of significance between subgroups was conducted. Where applicable, significant differences are indicated with CAPITAL letters (letters represent the column or subgroup where the significant difference resides).

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Key Findings

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Key Findings Overall Likelihood of Participation When asked in which programs or activities they would participate, respondents were most likely to indicate they would participate in Cultural and Performing Arts (57%), Health/Wellness (47%), and Sports/Fitness (47%) programs or activities. Among the programs/activities listed, there were three distinct tiers regarding the overall popularity of programs that respondents ‘would’ or ‘may or may not’ participate in. They are as follows:

• Highly popular: • • • • •

Cultural and Performing Arts (89%) Health/Wellness (85%) Nature and Environmental (82%) Historical/Cultural/Education/Preservation (81%) Sports/Fitness (78%)

• Moderately popular: • • •

Aquatics (56%) Public Safety and Awareness (55%) Lifeskills and Personal Development (53%)

• Less popular: • • •

Social Services/Resource Referrals (40%) Special Needs/Therapeutic Recreation (33%) Summer/School’s Out/After School Programs (23%)

Overall only 5% of respondents stated that they would not participate in any City of Winter Park Parks and Recreation programs or activities.

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Key Findings Top Program/Activity Choices When asked to select four programs or activities they would be most likely to participate in, the most popular first choice was Health/Wellness (23%), followed closely by Sports/Fitness (21%) and Cultural & Performing Arts (18%). •

When including all choices, the most popular responses were Health/Wellness (61%) and Cultural & Performing Arts (60%).

•

Only 5% gave a reason as to why they would not participate in programs or activities. Among those who gave a reason, nearly half (45%) gave a reason pertaining to them already participating in similar programs and/or activities.

Top 5 Programs/Activities - Detail Cultural & Performing Arts Cultural & Performing Arts programs are one of the most popular of those listed, with 57% of respondents saying they would participate, and another one-third (32%) saying they may or may not participate. Cultural & Performing Arts programs are especially popular among households with children under 5 years old, all of whom said they ‘would’ or ‘may or may not’ participate. Among households with school-age children, adults (52%) would be slightly more likely to attend Cultural & Performing Arts programs than children (42%). Additionally, one-third (33%) of respondents said anyone would attend. •

Interestingly, among households with children under 5, Cultural & Performing Arts programs would be attended by children (48%) and adults (48%) evenly, with another one-third (32%) saying anyone would attend.

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Key Findings Health/Wellness

Health/Wellness programs are one of the most popular of those listed, with just under one-half (47%) saying they would participate and another 38% saying they may or may not participate. As with Cultural & Performing Arts programs, Health/Wellness programs are especially popular among households with children under 5 years old, 97% of whom said they ‘would’ or ‘may or may not’ participate. Health/Wellness programs are more popular among CRA residents (75% said they would participate) than among non-CRA residents (46% said they would participate). Among households with school-age children who ‘would’ or ‘may or may not’ participate, Health/Wellness programs would more likely to be attended by adults (63%), although they would still be popular among children (44%). Additionally, one-quarter (25%) of respondents said anyone would attend. Nature & Environmental Nature & Environmental programs are highly popular, with 43% stating they would participate and another 39% stating they may or may not participate. Nature and Environmental programs/activities resonate more with non-CRA residents (12% first choice, 50% all choices) than CRA residents (0% and 22% respectively). Nature & Environmental programs are especially popular among households with children under 5, 70% of whom state they would participate. Additionally among this group, 70% state that children would attend (70%). Among households with school-age children, Nature & Environmental programs would be attended by adults (57%) and children (51%) evenly. Additionally, nearly one-third (31%) of respondents said anyone would attend. Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Key Findings Historical/Cultural/Education/Preservation

Historical/Cultural/Education/Preservation programs are highly popular, with 41% saying they would participate and another 40% saying they may or may not participate. Historical/Cultural/Education/Preservation programs are more popular among CRA residents (67% said they would participate) than among non-CRA residents (40% said they would participate). Sports/Fitness

Sports/Fitness programs are highly popular, with 47% saying they would participate and another 31% saying they may or may not participate. Sports/Fitness programs are less popular among households with only seniors, of whom more than onethird (38%) stated they would not participate.

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Key Findings Other Programs/Activities - Detail Aquatics Aquatics programs are moderately popular, with 27% saying they would participate and another 29% saying they may or may not participate. These programs are more popular among households with children under 5 (55% would participate) and school-age children (46% would participate) than among seniors only (17% would participate) or households with no children or seniors (18% would participate). Special Needs/Therapeutic Recreation Special Needs/Therapeutic Recreation programs are less popular, with 10% saying they would participate and another 23% saying they may or may not participate. These programs are most popular among households with seniors only (16% would participate and 27% may or may not participate). Summer/School’s Out/After School Programs Overall, Summer/School’s Out/After School Programs are some of the least popular, with three-quarters (77%) of those responding indicating they would not participate. However, only 23% of respondents have school-age children (age 5-19) living in their household. •

Among those with school-age children, nearly one-third (31%) said they would participate and another 26% said they may or may not participate.

•

Of note, among those with children under 5 living in the household, over one-half (55%) said they would participate in Summer/School’s Out/After School Programs, while another one-quarter (23%) said they may or may not participate.

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Key Findings Utilization of Time Periods The most popular time periods in terms of utilization of the City’s Parks and Recreation programs and activities are Saturday mornings (19% first choice and 48% all choices) and weekday mornings (31% first choice and 38% all choices). There are few significant differences in preferred time periods among those who would participate in each specific activity of event. The exception is with Summer/School’s Out/After School programs in which Saturdays (all day) and Sunday afternoons see a high preference rate. There are some notable differences in preferred time periods between household composition groups. In general: •

Households with children of any age prefer Saturday mornings, Saturday and Sunday afternoons, and weekday afternoons after 3pm.

•

Very few households with children would participate in activities or programs on weekend evenings or weekday afternoons before 3pm.

•

Households without children or seniors are the group most likely to prefer weekday evenings after 6pm (44%).

•

Senior only households appear to prefer weekday mornings (67%) and weekday afternoons before 3pm (58%).

Communication Methods Respondents’ preferred methods of communication are either through direct mail (45%, first choice) or email (35%, first choice). While not top choices, other methods of communication that may be effective include a neighborhood newspaper (44%, all choices), City of Winter Park website (32%, all choices), or a major newspaper (30%, all choices). Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Key Findings Transportation Availability The vast majority of respondents (94%) do not have a lack of transportation that would prevent them from utilizing programs and activities. •

While only 6% of respondents overall said they have a lack of transportation, that percentage increases to 13% among those who would potentially participate in Special Needs/Therapeutic Recreation programs.

Children’s Programs – Structured vs. Unstructured Overall, six-of-ten (61%) respondents with school-age children living at home prefer structured programs or activities for their children. Of note, among those who would potentially participate in Summer/School’s Out/After School Programs and Lifeskills & Personal Development, the percentage of those preferring structured programs increases to 76% for both.

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Key Findings Household Composition – Children Under 5 Years Old Present in HH Among those households with children under 5 years old, programs that may have a high level of participation include: •

Cultural & Performing Arts (77% would participate)

•

Sports/Fitness (75% would participate)

•

Nature and Environmental (70% would participate)

When respondents living in these households were asked to pick their four favorite programs, the most popular first choices were: •

Sports/Fitness (31%, first choice)

•

Health/Wellness (19%, first choice)

When planning programs or activities for households with children under 5, the time slots that should be highly considered include: •

Saturday mornings (42%, first choice)

•

Weekday afternoons after 3pm (29%, first choice)

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Key Findings Household Composition – School-Age Children Present in HH Among those households with school-age children, programs that may have a high level of participation include: •

Sports/Fitness (68% would participate)

•

Cultural and Performing Arts (60% would participate)

When respondents living in these households were asked to pick their four favorite programs, the most popular first choice was: •

Sports/Fitness (39%, first choice)

When planning programs or activities for households with school-age children, the time slots that should be highly considered include: •

Saturday mornings (31%, first choice)

•

Weekday afternoons after 3pm (25%, first choice)

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Key Findings Household Composition – No Children, No Seniors Present in HH Among those households with no children and no seniors, the programs that may have high levels of participation include: •

Cultural and Performing Arts (53% would participate)

When respondents living in these households were asked to pick their four favorite programs, the most popular first choices include: •

Health/Wellness (25%, first choice)

•

Cultural and Performing Arts (23%, first choice)

•

Sports/Fitness (18%, first choice)

When planning programs or activities for households without children or seniors, the time slots that should be highly considered include: •

Weekday mornings (25%, first choice)

•

Saturday mornings (20%, first choice)

•

Weekday evenings after 6pm (19%, first choice)

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Key Findings Household Composition –Seniors Only in HH Among those households with no children or seniors, the program that could have the highest level of participation is: •

Cultural and Performing Arts (55% would participate)

•

Health/Wellness (54% would participate)

•

Historical/Cultural/Education/Preservation (49% would participate)

When respondents living in these households were asked to pick their four favorite programs, the most popular first choices include: •

Health/Wellness (29%, first choice)

•

Cultural and Performing Arts (20%, first choice)

When planning programs or activities for households without children or seniors, the time slots that should be highly considered include: •

Weekday mornings (54%, first choice)

•

Weekday afternoons before 3pm (21%, first choice)

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Overall Likelihood of Participation

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Likelihood of Participation Likelihood of Participation in Specific Programs/Activities

Would Participate

Would Not Participate

May or May Not Participate

77% 68% 60%

57% 47%

47%

43%

38% 32%

39%

31%

27% 29%

22%

18%

14%

11%

47%

43%

41% 40%

45% 40%

32%

28%

23%

21%

18%

15%

12%

11% 12%

10% # 0% 0%

Cultural and Performing Arts

Health/ Wellness

Sports/ Fitness

(n=370)

(n=345)

Nature and Environmental (n=346)

(n=359)

Historical/ Cultural/ Education/ Preservation

Aquatics (n=325)

Lifeskills and Personal Development

Public Safety and Awareness

(n=327)

(n=314)

(n=350)

Social Services/ Resource Referrals

Summer/ Schools Out/ After School Programs

Special Needs/ Therapeutic Recreation

(n=309)

(n=306)

(n=316)

Other (n=1) Includes ‘A dog park with lower fees’

Percentage selecting ‘Would’ or ‘May or May Not’ participate for each activity 89%

85%

78%

82%

81%

56%

53%

55%

40%

23%

33%

Q2. Would you or any other members of your household consider participating in the following programs or activities if offered by the City of Winter Park? Additionally, please indicate who in your household would be most likely to participate in the given program/activity.

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Top Program/Activity Choices First Choice

Total

All Choices

Base

391

(Multiple responses accepted)

Health/Wellness

23%

Base

391

Sports/Fitness

21%

Health/Wellness

61%

Cultural & Performing Arts

18%

Cultural & Performing Arts

60%

Nature & Environmental

12%

Sports/Fitness

51%

Historical/Cultural/Education/Preservation

10%

Nature & Environmental

49%

Aquatics

Historical/Cultural/Education/Preservation

45%

Summer/Schools Out/After School Programs

Aquatics

23%

Lifeskills & Personal Development

19%

Summer/Schools Out/After School Programs

11%

Public Safety & Awareness

Special Needs/Therapeutic Recreation

Social Services/Resource Referrals

Special Needs/Therapeutic Recreation Public Safety & Awareness

Social Services/Resource Referrals

Other

None

Total

Other

Reasons for Not Participating

Total

(Among those giving a reason for not participating)

Base

Already Participating (Net)

45%

We belong to Winter Park Towers/YMCA/tennis club and have access to facilities/activities there.

20%

I am happy with my current programs/activities.

20%

There are plenty of available places already to do these kinds of things.

It is not the Cityâ&#x20AC;&#x2122;s responsibility to educate/entertain use/City should only provide essential services.

25%

Age/Health (Net)

25%

Too old.

15%

Health concerns.

10%

These are not the kind of activities we would participate in.

I like to participate in activities closer to where I live.

5% Multiple responses accepted

Q3. In which FOUR of the programs or activities from the list above would your household be most likely to participate?

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

# = Less than 0.5%

Top Program/Activity Choices Residency Type

First Choice

Home Ownership

Non-CRA (A) 373

CRA (B) 18

Own (A) 327

Health/Wellness

23%

28%

21%

Sports/Fitness

21%

17%

Cultural & Performing Arts

17%

28%

Base

Nature & Environmental

Rent (B)

Household Income

Transportation No Transportation (A)

Has Transportation (B)

<$100K (A) 175

$100K+ (B) 174

368

36%A

31%B

16%

35%

23%

22%

13%

12%

29%A

22%A

19%

13%

22%A

19%A

12%B

13%B

12%

10%

12%

Historical/Cultural/Education/Preservation

10%

11%

10%

11%

20%

Aquatics

4%A

Summer/Schools Out/After School Programs

3%A

Lifeskills & Personal Development

10%

2%B

15%

Public Safety & Awareness

Other

None

5%B

Special Needs/Therapeutic Recreation

Residency Type

Home Ownership

Household Income

All Choices (Multiple responses accepted)

Non-CRA (A) 373

CRA (B) 18

Own (A)

Rent (B)

327

<$100K (A) 175

Health/Wellness

60%

72%

60%

62%

61%

Cultural & Performing Arts

59%

72%

61%

51%

Base

Sports/Fitness

Transportation No Transportation (A)

Has Transportation (B)

368

61%

55%

61%

67%A

50%

61%

$100K+ (B) 174

51%

56%

49%

59%

45%

62%A

10%

53%A

50%B

22%

50%

43%

47%

53%

55%

49%

Historical/Cultural/Education/Preservation

45%

39%

48%B

31%

43%

48%

40%

46%

Aquatics

22%

28%

21%

33%

27%

21%

30%

22%

Lifeskills & Personal Development

19%

22%

18%

23%

24%B

16%

35%

19%

Summer/Schools Out/After School Programs

11%

13%

11%

Public Safety & Awareness

17%

10%

12%B

10%

Special Needs/Therapeutic Recreation

12%

14%B

35%B

Social Services/Resource Referrals

Nature & Environmental

33%A

13%

13%B

20%

Other

None

5%B

Q3. In which FOUR of the programs or activities from the list above would your household be most likely to participate?

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

# = Less than 0.5%

Top 5 Programs/Activities Detail

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Top 5 Programs/Activities – Cultural & Performing Arts Among those who ‘Would’ or ‘May or May Not’ participate

Likelihood of Participation (Among those responding) n=359

Preferred Communication Method (Top Choices)

Direct mail

44%

37%

Lack of Transportation

Would 57% Would Not 11%

89%

n=286

n=318

Yes

94%

Refused/No Answer

Program Preference (Among those with school-age children)

May or May Not 32%

n=75

Structured

59%

Unstructured

27%

Refused/No Answer

15%

Who Would Participate (Multiple responses accepted)

n=318

Adults

48%

Seniors

32%

Children

14%

Anyone

13%

Refused/No Answer

11%

Household Composition

Likelihood of Participation Would

Children under 5 (A) n=31

School-age No children, children no seniors (B) (C) n=83 n=134

Seniors only (D) n=86

77%CD

60%

53%

55%

May or May Not

23%

30%

34%

31%

Would Not

10%A

13%A

14%A

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Top 5 Programs/Activities – Health/Wellness Among those who ‘Would’ or ‘May or May Not’ participate

Likelihood of Participation (Among those responding) n=370

Preferred Communication Method (Top Choices)

Would 47%

Direct mail

47%

35%

Lack of Transportation

85%

Would Not 14%

n=290

n=317

Yes

94%

Refused/No Answer

Program Preference (Among those with school-age children)

May or May Not 38%

n=75

Structured

61%

Unstructured

24%

Refused/No Answer

15%

Who Would Participate (Multiple responses accepted)

n=317

Adults

54%

Seniors

37%

Children

14%

Anyone

Refused/No Answer

Household Composition

Likelihood of Participation

No Children School-age children, under 5 children no seniors (A) (B) (C) n=32 n=87 n=139

Would

Seniors only (D) n=87

59%C

51%

40%

54%C

May or May Not

38%

36%

42%

35%

Would Not

14%A

17%A

12%

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Top 5 Programs/Activities – Nature & Environmental Among those who ‘Would’ or ‘May or May Not’ participate

Likelihood of Participation (Among those responding) n=346

Preferred Communication Method (Top Choices)

Would 43%

Direct mail

46%

35%

Lack of Transportation

Would Not 18%

82%

n=263

n=284

Yes

93%

Refused/No Answer

Program Preference (Among those with school-age children)

May or May Not 39%

n=70

Structured

64%

Unstructured

21%

Refused/No Answer

14%

Who Would Participate (Multiple responses accepted)

n=284

Adults

53%

Seniors

32%

Children

18%

Anyone

11%

Refused/No Answer

Household Composition

Likelihood of Participation Would

Children under 5 (A) n=30

School-age No children, children no seniors Seniors only (B) (C) (D) n=33 n=135 n=78

70%BCD

49%

40%

35%

May or May Not

20%

35%

44%A

Would Not

10%

16%

22%

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Top 5 Programs/Activities – Historical/Cultural/Education/Preservation Among those who ‘Would’ or ‘May or May Not’ participate

Likelihood of Participation (Among those responding) n=350

Preferred Communication Method (Top Choices)

Would 41%

Direct mail

48%

36%

Lack of Transportation

Would Not 18%

81%

n=260

n=286

Yes

94%

Refused/No Answer

Program Preference (Among those with school-age children)

May or May Not 40%

n=64

Structured

59%

Unstructured

25%

Refused/No Answer

16%

Who Would Participate (Multiple responses accepted)

n=286

Adults

49%

Seniors

35%

Anyone

11%

Children

Refused/No Answer

Household Composition

Likelihood of Participation

Children under 5 (A) n=31

School-age No children, children no seniors Seniors only (B) (C) (D) n=83 n=131 n=84

Would

39%

37%

49%

May or May Not

45%

39%

41%

39%

Would Not

16%

23%

22%D

12%

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Top 5 Programs/Activities – Sports/Fitness Among those who ‘Would’ or ‘May or May Not’ participate

Likelihood of Participation (Among those responding) n=345

Preferred Communication Method (Top Choices)

Would 47%

Direct mail

46%

37%

Lack of Transportation

Would Not 22%

78%

n=246

n=268

Yes

94%

Refused/No Answer

Program Preference (Among those with school-age children)

May or May Not 31%

n=80

Structured

61%

Unstructured

25%

Refused/No Answer

14%

Who Would Participate (Multiple responses accepted)

n=268

Adults

50%

Seniors

30%

Children

20%

Anyone

14%

Refused/No Answer

Household Composition

Likelihood of Participation Would

Children under 5 (A) n=32

School-age No children, children no seniors Seniors only (B) (C) (D) n=80 n=104 n=47

75%CD

68%CD

40%

34%

May or May Not

25%

24%

39%B

28%

Would Not

8%A

21%AB

38%ABC

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Other Programs/Activities Detail

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Other Programs/Activities – Aquatics

Likelihood of Participation (Among those responding) n=325

Who Would Participate (Among those who ‘Would’ or ‘May or May Not’ participate)

Would 27% Would Not 43%

56% May or May Not 29%

n=184

Adults

47%

Seniors

23%

Children

22%

Anyone

16%

Refused/No Answer

9% Multiple responses accepted

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Other Programs/Activities – Public Safety & Awareness

Likelihood of Participation (Among those responding) n=314

Who Would Participate (Among those who ‘Would’ or ‘May or May Not’ participate)

Would 15%

Would Not 45%

55% May or May Not 40%

n=172

Adults

45%

Seniors

31%

Children

13%

Anyone

11%

Refused/No Answer

13% Multiple responses accepted

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Other Programs/Activities – Lifeskills & Personal Development

Likelihood of Participation (Among those responding) n=327

Who Would Participate (Among those who ‘Would’ or ‘May or May Not’ participate)

Would 21%

Adults Would Not 47%

53% May or May Not 32%

Would 47%

n=172

50%

Seniors

33%

Anyone

11%

Children

10%

Refused/No Answer

8% Multiple responses accepted

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Other Programs/Activities – Social Services/Resource Referrals

Likelihood of Participation (Among those responding) n=309

Who Would Participate (Among those who ‘Would’ or ‘May or May Not’ participate)

Would 12% Would Not 60%

May or May Not 28%

40%

n=125

Adults

38%

Seniors

36%

Anyone

10%

Children

Refused/No Answer

14% Multiple responses accepted

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Other Programs/Activities – Special Needs/Therapeutic Recreation

Likelihood of Participation (Among those responding) n=316

Who Would Participate (Among those who ‘Would’ or ‘May or May Not’ participate)

Would 10% Would Not 68%

May or May Not 23%

33%

n=102

Seniors

39%

Adults

36%

Anyone

10%

Children

Refused/No Answer

14% Multiple responses accepted

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Other Programs/Activities – Summer, School’s Out & After School Programs

Likelihood of Participation (Among those responding) n=306

Who Would Participate (Among those who ‘Would’ or ‘May or May Not’ participate)

Would Not 77%

Would 11% May or May Not 12%

23%

n=70

Children

64%

Anyone

11%

Adults

11%

Seniors

Refused/No Answer

16% Multiple responses accepted

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Utilization of Time Periods

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Time Periods Time Period Most Likely to be Utilized (Among those responding) (n=372)

First Choice

All Choices (Multiple responses accepted)

48% 38%

36%

31%

36%

31%

28% 24% 19% 8%

11%

19% 11%

11%

3% Weekday morning

Weekday afternoons before 3 p.m.

Weekday afternoons after 3 p.m.

Weekday evenings before 6 p.m.

11% 3%

Weekday evenings after 6 p.m.

Saturday mornings

Saturday afternoons

Saturday evenings

10% 4% Sunday afternoons

1% Sunday evenings

Q7. What would be the THREE time periods that persons in your household would most likely utilize the City of Winter Parkâ&#x20AC;&#x2122;s recreational programs or activities?

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Communication Methods

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Communication Methods Communication Methods (Among those responding) (n=390)

First Choice

All Choices (Multiple responses accepted)

76% 63%

45%

44% 35%

32%

30%

25% 15% 6% Direct mail to your home

Neighborhood newspaper

5% Major newspaper

4% City of Winter Park website

2% Social networking sites (Twitter, Facebook, etc.)

14% 2% Text message

14% 1% Television

1% Radio

Q8. Please indicate below the methods that the City of Winter Park can use to successfully communicate its recreational program and activity offerings to you and your household.

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Transportation Availability

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Transportation Availability Transportation Availability (Among all)

Lack of Transportation

Household Composition SchoolNo age children, children no seniors (B) (C)

Total

Children under 5 (A)

Seniors only (D)

Base=

400

149

101

Yes

7%AB

94%

100%CD

97%

93%

92%

Refused/No answer

Among those who ‘Would’ or ‘May or May Not’ participate in each program/activity

Lack of Transportation Health/ Wellness (A)

Nature & Environmental (B)

Lifeskills & Personal Development (C)

317

284

172

Base=

Special Needs/ Therapeutic Recreation (E)

Historical/ Cultural/ Education/ Preservation (F)

Social Services/ Resource Referrals (G)

Cultural & Performing Arts (H)

268

102

286

125

5%K

Sports/ Fitness (D)

Aquatics (I)

Public Safety & Awareness (J)

Summer/ School’s Out/After School Programs (K)

318

184

172

9%K

6%K

5%K

Yes

6%K

7%K

13% ABDFHJK

94%E

93%E

92%

94%E

85%

94%E

90%

94%E

96%E

Refused/No answer

Q8. Please indicate below the methods that the City of Winter Park can use to successfully communicate its recreational program and activity offerings to you and your household.

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Children’s Programs Structured vs. Unstructured

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Children’s Programs – Structured vs. Unstructured Structured vs. Unstructured Preference (Among those with school-age children living at home) n=92

Structured 61% Refused/No answer 15%

Unstructured 24%

Among those with school-age children who ‘Would’ or ‘May or May Not’ participate in each program/activity

Structured vs. Unstructured

Sports/ Fitness (D)

Special Needs/ Therapeutic Recreation (E)

Historical/ Cultural/ Education/ Preservation (F)

Social Services/ Resource Referrals (G)

Aquatics (I)

Public Safety & Awareness (J)

Summer/ School’s Out/After School Programs (K)

Cultural & Performing Arts (H)

73%

59%

70%

69%

76%H

25%

15%

27%

19%

20%

16%K

12%

15%D

12%

Health/ Wellness (A)

Nature & Environmental (B)

Lifeskills & Personal Development (C)

Structured

61%

64%

76%

61%

71%

59%

Unstructured

24%

21%

19%

25%

24%

15%K

14%

Base=

Refused/No answer

Q6. For your school-age children living in your household, would structured (pre-registration with planned curriculum) or unstructured (free play with no registration and no curriculum) programs or activities be your preference?

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Household Composition Children Under 5 Present in Household

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition – Children Under 5 Years Old Present in HH Likelihood of Participation in Specific Programs/Activities (Among households with children under 5 years old)

Would Participate 77%

75%

55%

38% 25%

55%

36%

Cultural and Performing Arts

20%

(n=32)

39% 32% 29%

28% 21%

17%

16% 10%

0% Sports/ Fitness

45% 39%

23%23%

10% 0%

77%

72%

70% 59%

23%

Would Not Participate

May or May Not Participate

Nature and Environmental

Health/ Wellness (n=32)

(n=30)

(n=31)

Summer/ Schools Out/ After School Programs

Aquatics (n=31)

(n=31)

Historical/ Cultural/ Education/ Preservation

Public Safety and Awareness

Lifeskills and Personal Development

(n=31)

(n=29)

(n=31)

17% 7%

Social Services/ Resource Referrals

Special Needs/ Therapeutic Recreation

(n=29)

(n=30)

Who Would Participate (Among households with children under 5 years old who ‘Would’ or ‘May or May Not’ participate in each activity Base

Children

48%

59%

70%

61%

83%

61%

31%

58%

39%

25%

29%

Adults

48%

59%

67%

68%

17%

39%

50%

53%

69%

50%

57%

Seniors

13%

Anyone

32%

28%

26%

16%

32%

31%

16%

31%

13%

29%

Refused

13%

10%

12%

16%

25%

14%

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Household Composition â&#x20AC;&#x201C; Children Under 5 Years Old Present in HH Specific Programs/Activities Most Likely to Participate In (Among those responding in households with children under 5 years old)

First Choice Base

Total 32

All Choices

Total

(Multiple responses accepted)

Sports/Fitness

31%

Base

Health/Wellness

19%

Sports/Fitness

88%

Nature & Environmental

13%

Health/Wellness

56%

Aquatics

13%

Nature & Environmental

53%

Summer/Schools Out/After School Programs

13%

Cultural & Performing Arts

50%

Cultural & Performing Arts

Aquatics

47%

Historical/Cultural/Education/Preservation

Summer/Schools Out/After School Programs

47%

Lifeskills & Personal Development

Historical/Cultural/Education/Preservation

28%

Special Needs/Therapeutic Recreation

Lifeskills & Personal Development

Social Services/Resource Referrals

Public Safety & Awareness

Social Services/Resource Referrals

Other

Special Needs/Therapeutic Recreation

None

Other

None

Q3. In which FOUR of the programs or activities from the list above would your household be most likely to participate?

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition – Children Under 5 Years Old Present in HH Time Period Most Likely to be Utilized (Among those responding in households with children under 5 years old) (n=31)

First Choice

All Choices (Multiple responses accepted)

71% 55%

52%

45%

42% 29% 13%

16%

13% 7%

19%

16% 7%

7% 0%

Saturday mornings

Weekday afternoons after 3 p.m.

Saturday afternoons

Sunday afternoons

Weekday evenings after 6 p.m.

Weekday morning

Weekday evenings before 6 p.m.

0% Saturday evenings

7% 0% Sunday evenings

Weekday afternoons before 3 p.m.

Q7. What would be the THREE time periods that persons in your household would most likely utilize the City of Winter Park’s recreational programs or activities?

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Household Composition â&#x20AC;&#x201C; Children Under 5 Years Old Present in HH Communication Methods (Among those responding in households with children under 5)

First Choice Base

Total 27

All Choices

Total

(Multiple responses accepted)

Direct mail to your home

44%

Base

41%

81%

Neighborhood newspaper

Direct mail to your home

78%

Social networking sites (Twitter, Facebook, etc.)

City of Winter Park website

50%

Text message

Neighborhood newspaper

41%

Major newspaper

Social networking sites (Twitter, Facebook, etc.)

25%

City of Winter Park website

Text message

25%

Radio

Major newspaper

25%

Television

25%

Radio

Q8. Please indicate below the methods that the City of Winter Park can use to successfully communicate its recreational program and activity offerings to you and your household.

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition School Age Children (Ages 5-19) Present in Household

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition – School-Age Children (Age 5-19) Present in HH Likelihood of Participation in Specific Programs/Activities (Among households with school-age children)

Would Participate

Would Not Participate

May or May Not Participate

73%

68%

66% 60% 51%

53%

49% 36%

46%

30%

Sports/ Fitness (n=87)

Cultural and Performing Arts

16%

14%

10%

38%

31% 26% 23%

29% 25%

24% 8%

39% 39%

35%

46%

43% 28% 19%

21%

17%

21%

13% 6%

Health/ Wellness (n=87)

Nature and Environmental

Aquatics (n=79)

(n=83)

Historical/ Cultural/ Education/ Preservation

Summer/ Schools Out/ After School Programs

(n=83)

(n=80)

Lifeskills and Personal Development

Public Safety and Awareness

(n=79)

(n=77)

Social Services/ Resource Referrals

Special Needs/ Therapeutic Recreation

(n=77)

(n=78)

Who Would Participate (Among households with children under 5 years old who ‘Would’ or ‘May or May Not’ participate in each activity Base

Children

55%

41%

44%

51%

53%

33%

74%

43%

27%

29%

Adults

50%

52%

63%

57%

46%

53%

11%

57%

45%

42%

33%

Seniors

10%

Anyone

34%

33%

25%

31%

29%

33%

15%

27%

31%

24%

Refused

13%

10%

11%

10%

19%

24%

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Household Composition â&#x20AC;&#x201C; School-Age Children (Age 5-19) Present in HH Specific Programs/Activities Most Likely to Participate In (Among those responding in households with school-age children)

First Choice Base

Total 90

All Choices

Total

(Multiple responses accepted)

Sports/Fitness

39%

Base

Health/Wellness

12%

Sports/Fitness

79%

Summer/Schools Out/After School Programs

12%

Cultural & Performing Arts

52%

Nature & Environmental

11%

Nature & Environmental

51%

Historical/Cultural/Education/Preservation

Health/Wellness

49%

Cultural & Performing Arts

Historical/Cultural/Education/Preservation

38%

Aquatics

Summer/Schools Out/After School Programs

37%

Special Needs/Therapeutic Recreation

Aquatics

28%

Lifeskills & Personal Development

14%

Social Services/Resource Referrals

Public Safety & Awareness

Special Needs/Therapeutic Recreation

Other

Social Services/Resource Referrals

None

Other

None

Q3. In which FOUR of the programs or activities from the list above would your household be most likely to participate?

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition – School-Age Children (Age 5-19) Present in HH Time Period Most Likely to be Utilized (Among those responding in households with school-age children) (n=88)

First Choice

All Choices (Multiple responses accepted)

57% 51%

49%

41% 31% 27%

25% 17%

16% 9%

15% 3%

Saturday mornings

Weekday afternoons after 3 p.m.

Saturday afternoons

Weekday evenings after 6 p.m.

13%

Weekday morning

Sunday afternoons

3% Weekday evenings before 6 p.m.

5% 1% Sunday evenings

1% Saturday evenings

1% Weekday afternoons before 3 p.m.

Q7. What would be the THREE time periods that persons in your household would most likely utilize the City of Winter Park’s recreational programs or activities?

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Household Composition â&#x20AC;&#x201C; School-Age Children (Age 5-19) Present in HH Communication Methods (Among those responding in households with school-age children)

First Choice Base

Total 80

All Choices

Total

(Multiple responses accepted)

Direct mail to your home

43%

Base

41%

78%

Neighborhood newspaper

Direct mail to your home

70%

Social networking sites (Twitter, Facebook, etc.)

Neighborhood newspaper

39%

City of Winter Park website

35%

Text message

Social networking sites (Twitter, Facebook, etc.)

21%

Radio

Text message

21%

Major newspaper

17%

Television

15%

Radio

Q8. Please indicate below the methods that the City of Winter Park can use to successfully communicate its recreational program and activity offerings to you and your household.

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition No Children and No Seniors Present in Household

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition – No Children, No Seniors Present in HH Likelihood of Participation in Specific Programs/Activities (Among households with no children, no seniors)

Would Participate

Would Not Participate

May or May Not Participate

95%

66%

61% 53% 40%

44%

34%

40% 39%

21%

16%

13%

40% 42%

37%

34%

45% 41%

35% 25%

22%22%

17%

47%

45%

41%

18%

15%

14%

25% 9% 1%

Cultural and Performing Arts

Nature and Environmental

Sports/ Fitness

Health/ Wellness

(n=132)

(n=139)

(n=135)

(n=134)

Historical/ Cultural/ Education/ Preservation

Lifeskills and Personal Development

Aquatics (n=123)

(n=128)

Public Safety and Awareness (n=121)

(n=131)

Social Services/ Resource Referrals

Special Needs/ Therapeutic Recreation

Summer/ Schools Out/ After School Programs

(n=122)

(n=115)

Who Would Participate (Among households with children under 5 years old who ‘Would’ or ‘May or May Not’ participate in each activity Base

116

113

104

115

102

Children

17%

Adults

71%

72%

77%

74%

72%

69%

67%

65%

63%

33%

Seniors

18%

16%

17%

19%

20%

18%

15%

19%

15%

Anyone

Refused

12%

10%

17%

50%

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Household Composition â&#x20AC;&#x201C; No Children, No Seniors Present in HH Specific Programs/Activities Most Likely to Participate In (Among those responding in households with no children, no seniors)

First Choice

Total

All Choices

Base

147

(Multiple responses accepted)

Health/Wellness

25%

Base

147

Cultural & Performing Arts

23%

Cultural & Performing Arts

64%

Sports/Fitness

18%

Health/Wellness

64%

Nature & Environmental

12%

Nature & Environmental

55%

Historical/Cultural/Education/Preservation

10%

Historical/Cultural/Education/Preservation

44%

Aquatics

Sports/Fitness

48%

Special Needs/Therapeutic Recreation

Lifeskills & Personal Development

24%

Lifeskills & Personal Development

Aquatics

20%

Summer/Schools Out/After School Programs

Public Safety & Awareness

12%

Public Safety & Awareness

Social Services/Resource Referrals

Special Needs/Therapeutic Recreation

Other

Summer/Schools Out/After School Programs

None

Other

None

Total

Q3. In which FOUR of the programs or activities from the list above would your household be most likely to participate?

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition – No Children, No Seniors Present in HH Time Period Most Likely to be Utilized (Among those responding in households with no children, no seniors) (n=138)

First Choice

All Choices (Multiple responses accepted)

51% 44%

25%

44%

41%

28% 20%

23% 19%

17%

14%

12% 6%

Weekday morning

Saturday mornings

Weekday evenings after 6 p.m.

Saturday afternoons

Sunday afternoons

Weekday afternoons after 3 p.m.

4% Weekday evenings before 6 p.m.

4% Saturday evenings

4% Weekday afternoons before 3 p.m.

12% 1% Sunday evenings

Q7. What would be the THREE time periods that persons in your household would most likely utilize the City of Winter Park’s recreational programs or activities?

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Household Composition â&#x20AC;&#x201C; No Children, No Seniors Present in HH Communication Methods (Among those responding in households with no children, no seniors)

First Choice

Total

All Choices

Base

131

(Multiple responses accepted)

Direct mail to your home

44%

Base

144

38%

Direct mail to your home

77%

City of Winter Park website

65%

Social networking sites (Twitter, Facebook, etc.)

Neighborhood newspaper

49%

Major newspaper

City of Winter Park website

38%

Neighborhood newspaper

Major newspaper

26%

Text message

Social networking sites (Twitter, Facebook, etc.)

22%

Television

22%

Radio

16%

Text message

13%

Total

Q8. Please indicate below the methods that the City of Winter Park can use to successfully communicate its recreational program and activity offerings to you and your household.

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition Seniors Only Present in Household

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition – Seniors Only Likelihood of Participation in Specific Programs/Activities (Among households with seniors only)

Would Participate

Would Not Participate

May or May Not Participate

91%

55%

60%

54%

31%

49% 35%

39%

47%

44% 35%

32%

28% 22%

14%

12%

23% 17%

21%

12%

50% 42%

46% 38%

38%

34%

57%

27% 16%

16% 8%

8% 2%

Cultural and Performing Arts

Health/ Wellness (n=87)

(n=86)

Historical/ Cultural/ Education/ Preservation

Nature and Environmental

Sports/ Fitness (n=76)

(n=78)

Lifeskills and Personal Development

Aquatics (n=70)

(n=71)

Public Safety and Awareness (n=69)

(n=84)

Special Needs/ Therapeutic Recreation

Social Services/ Resource Referrals

Summer/ Schools Out/ After School Programs

(n=70)

(n=64)

(n=63)

Who Would Participate (Among households with children under 5 years old who ‘Would’ or ‘May or May Not’ participate in each activity Base

Children

Adults

Seniors

78%

86%

81%

90%

92%

82%

74%

83%

84%

67%

Anyone

Refused

14%

11%

18%

19%

33%

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Household Composition â&#x20AC;&#x201C; Seniors Only Specific Programs/Activities Most Likely to Participate In (Among those responding in households with seniors only)

First Choice Base

Total 97

All Choices

Total

(Multiple responses accepted)

Health/Wellness

29%

Base

Cultural & Performing Arts

20%

Health/Wellness

62%

Sports/Fitness

12%

Cultural & Performing Arts

56%

Historical/Cultural/Education/Preservation

10%

Historical/Cultural/Education/Preservation

55%

Nature & Environmental

38%

Aquatics

Sports/Fitness

30%

Special Needs/Therapeutic Recreation

20%

Lifeskills & Personal Development

19%

Summer/Schools Out/After School Programs

Aquatics

14%

Social Services/Resource Referrals

Public Safety & Awareness

14%

Public Safety & Awareness

Social Services/Resource Referrals

Other

Summer/Schools Out/After School Programs

None

Other

None

Q3. In which FOUR of the programs or activities from the list above would your household be most likely to participate?

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Household Composition – Seniors Only Time Period Most Likely to be Utilized (Among those responding in households with seniors only) (n=91)

First Choice

All Choices (Multiple responses accepted)

67% 58%

54%

31%

29%

21%

20% 15% 7%

Weekday morning

Weekday afternoons before 3 p.m.

Saturday mornings

6% Weekday afternoons after 3 p.m.

4% Weekday evenings after 6 p.m.

13%

Sunday afternoons

Saturday afternoons

Saturday evenings

0% Weekday evenings before 6 p.m.

9% 0% Sunday evenings

Q7. What would be the THREE time periods that persons in your household would most likely utilize the City of Winter Park’s recreational programs or activities?

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

Household Composition â&#x20AC;&#x201C; Seniors Only Communication Methods (Among those responding in households with seniors only)

First Choice Base

Total 92

All Choices

Total

(Multiple responses accepted)

Direct mail to your home

45%

Base

28%

Direct mail to your home

77%

Neighborhood newspaper

10%

46%

Major newspaper

10%

Neighborhood newspaper

42%

Television

Major newspaper

39%

City of Winter Park website

Television

37%

Text message

City of Winter Park website

17%

Radio

14%

Social networking sites (Twitter, Facebook, etc.)

Text message

Social networking sites (Twitter, Facebook, etc.)

Q8. Please indicate below the methods that the City of Winter Park can use to successfully communicate its recreational program and activity offerings to you and your household.

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Demographics

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Survey Respondent Demographics

Total

Total Base

400

Base

400

Household Composition (continued)

Household Composition 8%

25-34 years

12%

One

Two

Four

Three

10%

35-44 years

15%

One

Two

7% 27%

Under 5 years One

5-9 years

Three

45-54 years

10-14 years

10%

One

17%

One

Two

11%

Two

55-64 years

30%

Four

One

17%

15-19 years

10%

Two

12%

One

Three

Two

65-74 years

21%

Three

One

13%

20-24 years

One

Two

One

Two

Three

Two 75+

Three Refused

9% 13%

# 5% # = Less than 0.5%

Profile Marketing Research

City of Winter Park â&#x20AC;&#x201C; Parks and Recreation Survey

Survey Respondent Demographics

Total Base

400

Length of Residency

Total

Base

400

Household Income

1 to 5 years

22%

Under $25,000

6 to 10 years

13%

$25,000 but under $50,000

13%

11 to 20 years

25%

$50,000 but under $75,000

13%

21 to 30 years

14%

$75,000 but under $100,000

11%

31 to 40 years

14%

$100,000 but under $150,000

18%

More than 40 years

12%

$150,000 but under $200,000

10%

Don’t know/Refused

$200,000 or more

17%

Average (in years)

20.32

Home Ownership

Refused Average (in thousands)

12% $117.5

Own

84%

Gender

Rent

15%

Male

37%

Don’t know/Refused

Female

54%

Refused

10%

Race Caucasian/White

90%

African-American/Black

Hispanic/Latino

American Indian or Alaskan Native

Asian or Pacific Islander

Other

Refused

Profile Marketing Research

City of Winter Park – Parks and Recreation Survey

# = Less than 0.5%

Appendix B ‐ Seasonal Prime Time and Non‐Prime Time Programming Space Matrix

Strategic Recreation Facilities Plan

121

THIS PAGE INTENTIONALLY LEFT BLANK

City of Winter Park, Florida Community Center Programming Matrix Program Areas

Full Capacity YP=Youth Programs

FP=Family Programs

TP=Teen Programs

ODI=Open Drop In

Prime Time

AP=Adult Programs

R=Rentals

Non-Prime Time

SP=Senior Programs

Sept - Nov

12 weeks

Not Available Large Multi-purpose A

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

144

Tuesday

N/A

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

180

108

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

216

Large Multi-purpose B

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

120

Tuesday

108

N/A

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

180

108

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

216

Small Multi-purpose A

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

144

Tuesday

N/A

156

120

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

216

Small Multi-purpose B

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

132

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

216

130

216

Wednesday Thursday

Gym Cross Court 1

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

288

173

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

168

101

300

N/A

ODI

N/A

Sunday Gym Cross Court 2

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

288

173

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

168

101

300

N/A

ODI

N/A

Sunday Gym Full Court

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

Wednesday

N/A

Thursday

N/A

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

City of Winter Park, Florida Community Center Senior Meeting Rm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

576

346

144

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

N/A

ODI

288

N/A

ODI

N/A

Sunday Youth Meeting Rm

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

384

230

108

21.6

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

N/A

ODI

288

N/A

ODI

N/A

Sunday Teen Classroom

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

192

115

Wednesday

N/A

ODI

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

204

122

708

142

N/A

ODI

N/A

Sunday Fitness Room

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

600

360

156

N/A

ODI

N/A

Sunday Computer Classroom

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

180

108

408

N/A

ODI

N/A

Sunday Kitchen

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

Wednesday Thursday

264

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

252

151

300

Indoor/Outdoor Stage

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

N/A

ODI

120

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

156

Sunday

N/A

120

City of Winter Park, Florida Community Center Programming Matrix Program Areas

Full Capacity YP=Youth Programs

FP=Family Programs

TP=Teen Programs

ODI=Open Drop In

Prime Time

AP=Adult Programs

R=Rentals

Non-Prime Time

SP=Senior Programs

Dec-Feb

12 weeks

Not Available Large Multi-purpose A

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

144

Tuesday

N/A

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

180

108

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

216

Large Multi-purpose B

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

120

Tuesday

108

N/A

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

180

108

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

216

Small Multi-purpose A

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

144

Tuesday

N/A

156

120

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

216

Small Multi-purpose B

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

132

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

216

130

216

Wednesday Thursday

Gym Cross Court 1

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

288

173

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

168

101

300

N/A

ODI

N/A

Sunday Gym Cross Court 2

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

288

173

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

168

101

300

N/A

ODI

N/A

Sunday Gym Full Court

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

Wednesday

N/A

Thursday

N/A

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

City of Winter Park, Florida Community Center Senior Meeting Rm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

576

346

144

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

N/A

ODI

288

N/A

ODI

N/A

Sunday Youth Meeting Rm

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

384

230

108

21.6

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

N/A

ODI

288

N/A

ODI

N/A

Sunday Teen Classroom

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

192

115

Wednesday

N/A

ODI

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

204

122

708

142

N/A

ODI

N/A

Sunday Fitness Room

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

600

360

156

N/A

ODI

N/A

Sunday Computer Classroom

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

180

108

408

N/A

ODI

N/A

Sunday Kitchen

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

Wednesday Thursday

264

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

252

151

300

Indoor/Outdoor Stage

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

N/A

ODI

120

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

156

Sunday

N/A

120

City of Winter Park, Florida Community Center Programming Matrix Program Areas

Full Capacity YP=Youth Programs

FP=Family Programs

TP=Teen Programs

ODI=Open Drop In

Prime Time

AP=Adult Programs

R=Rentals

Non-Prime Time

SP=Senior Programs

March-May

12 weeks

Not Available Large Multi-purpose A

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

144

Tuesday

N/A

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

180

108

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

216

Large Multi-purpose B

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

120

Tuesday

108

N/A

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

180

108

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

216

Small Multi-purpose A

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

144

Tuesday

N/A

156

120

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

216

Small Multi-purpose B

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

132

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

216

130

216

Wednesday Thursday

Gym Cross Court 1

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

288

173

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

168

101

300

N/A

ODI

N/A

Sunday Gym Cross Court 2

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

288

173

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

168

101

300

N/A

ODI

N/A

Sunday Gym Full Court

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

Wednesday

N/A

Thursday

N/A

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

City of Winter Park, Florida Community Center Senior Meeting Rm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

576

346

144

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

N/A

ODI

288

N/A

ODI

N/A

Sunday Youth Meeting Rm

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

384

230

108

21.6

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

N/A

ODI

288

N/A

ODI

N/A

Sunday Teen Classroom

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

192

115

Wednesday

N/A

ODI

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

204

122

708

142

N/A

ODI

N/A

Sunday Fitness Room

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

600

360

156

N/A

ODI

N/A

Sunday Computer Classroom

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

180

108

408

N/A

ODI

N/A

Sunday Kitchen

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

Wednesday Thursday

264

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

252

151

300

Indoor/Outdoor Stage

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

N/A

ODI

120

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

156

Sunday

N/A

120

City of Winter Park, Florida Community Center Programming Matrix Program Areas

Full Capacity YP=Youth Programs

FP=Family Programs

TP=Teen Programs

ODI=Open Drop In

Prime Time

AP=Adult Programs

R=Rentals

Non-Prime Time

SP=Senior Programs

June-Aug

12 weeks

Not Available Large Multi-purpose A

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

204

122

Tuesday

N/A

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

180

108

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

156

Large Multi-purpose B

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

180

108

Tuesday

108

N/A

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

180

108

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

156

Small Multi-purpose A

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

204

122

Tuesday

N/A

156

Wednesday Thursday

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

108

156

Small Multi-purpose B

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

156

Tuesday

N/A

132

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

156

Wednesday Thursday

Gym Cross Court 1

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

408

245

Tuesday

ODI

N/A

108

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

180

108

120

N/A

ODI

N/A

Sunday Gym Cross Court 2

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

408

245

Tuesday

ODI

N/A

108

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

180

108

120

N/A

ODI

N/A

Sunday Gym Full Court

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

Wednesday

N/A

Thursday

N/A

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

City of Winter Park, Florida Community Center Senior Meeting Rm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

576

346

144

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

N/A

ODI

288

N/A

ODI

N/A

Sunday Youth Meeting Rm

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

N/A

360

216

19.2

Tuesday

ODI

N/A

Wednesday

N/A

ODI

N/A

Thursday

ODI

N/A

Friday

N/A

ODI

N/A

Saturday

N/A

ODI

N/A

ODI

324

N/A

ODI

N/A

Sunday Teen Classroom

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

192

115

Wednesday

N/A

ODI

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

348

209

564

113

N/A

ODI

N/A

Sunday Fitness Room

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

600

360

156

N/A

ODI

N/A

Sunday Computer Classroom

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

156

Tuesday

ODI

Wednesday

N/A

ODI

120

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

180

108

348

N/A

ODI

N/A

Sunday Kitchen

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

Tuesday

N/A

Wednesday Thursday

264

Friday

N/A

Saturday

N/A

ODI

Sunday

N/A

252

151

300

Indoor/Outdoor Stage

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Monday

N/A

ODI

240

144

Tuesday

ODI

Wednesday

N/A

ODI

Thursday

ODI

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

Sunday

N/A

120

PT Capacity Hrs

60% PT Capacity Hrs

NPT Capacity Hrs

20% NPT Capacity Hrs

Outdoor Pool

7-8 am 8-9 am 9-10 am 10-11 am 11-12 pm 12-1 pm 1-2 pm 2-3 pm 3-4 pm 4-5 pm 5-6 pm 6-7 pm 7-8 pm 8-9 pm 9-10 pm

Monday

N/A

ODI

144

Tuesday

ODI

N/A

ODI

10 22

Wednesday Thursday

ODI

108

Friday

N/A

ODI

Saturday

N/A

ODI

N/A

ODI

564

338

192

Sunday

N/A

ODI

N/A

Appendix C ‐ Sample WORK‐REATION Guidelines

Strategic Recreation Facilities Plan

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WORK-REATION GUIDELINES Winter Park Community Center

For Youth Ages 8-15 WORK-REATION Summary This is an opportunity for kids to work in order to earn the chance to participate in programs or services. Kids will earn “play money” known as “PLAY DOUGH” that they can spend to register for recreation programs or admission to the Community Center or Swimming Pool. The key is that each individual facility program staff WILL HAVE the authority and flexibility to organize WORK-REATION in their responsibility area, within the general guidelines.

Guidelines for WORK-REATION  “Pay” will be 8 “Play” dollars per hour so you can “pay” for quarter hours ($2 each).  Hire kids to do a job or jobs that we would ordinarily pay a staff member to do. For example, if a few kids will come in to clean the shower/locker rooms, sweep the gym floor, empty trash, water plants, pull weeds, clean tables, clean floors, etc. then you can cut the seasonal staff by a couple of hours.

 Link WORK-REATION jobs to special events, at which, kids can help. The idea is to replace a staff duty with WORK-REATION kids for duties they are capable of performing and it doesn’t cost the department any additional revenue.

 WORK-REATION can only be used to “purchase” recreation services such as programs, admission and passes. It cannot be used for concessions or retail items.

 WORK-REATION kids have the choice of receiving their pay in two methods:  Get paid in “cash” that is printed “PLAY DOUGH” money.  Deposit “Play Money” into a savings account against which a child can apply to registration debts.

 With “cash” payments, a child will receive actual fake money known as “PLAY DOUGH”. He/she must know that it is just like real money. If it is lost or stolen, it’s GONE…and his/her work is lost.

 With the savings account, he/she can simply request the necessary fee or admission be deducted from his/her account.  With either method of payment, staff is required to keep a record of how much a child has earned.

 Registration staff will accept the “PLAY DOUGH” as a coupon for program fees or admission and enter the necessary notation.

 If an individual is debiting a savings account, confirmation will be made with their savings account and the debit will be made.  Whenever possible, ask the child to declare what program or service he/she wants to purchase. This gives the child a goal to strive for. When he/she reaches their goal, then allow any kids on a working list to start on their goal.

 If you have more WORK-REATION kids than you have work: 1. Put kids on a waiting list 2. Put a ceiling on how much or how long kids can do the work before they give way to the waiters. This can coincide with their dollar goal. 3. Put workers back on the bottom of the waiting list when they reach their ceiling. 4. Hold a fund-raiser to create work and revenue.

 Stage a weekly pay day on Fridays. At this time you can issue the “PLAY DOUGH” or give a “bank statement” showing the balance in their savings account.

 BE SAFE! Always make sure that WORK-REATION kids are safe from any hazards.  No motorized equipment allowed.  Do not let them use dangerous cleaning solutions or chemicals.  Keep them away from auto traffic.  Use your head to avoid the potential for an accident.  Properly supervise the WORK-REATION chores.

Appendix D ‐ Sample Program Evaluation

Strategic Recreation Facilities Plan

135

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City of Winter Park Parks and Recreation Department PROGRAM PARTICIPANT EVALUATION In our continuing effort to meet your needs in the most efficient and effective manner, we ask for your candid evaluation of your experience with our programs, events and staff by completing this evaluation form and returning it to us at your earliest convenience. Your feedback regarding our effectiveness will help us monitor the quality of our customer service. Thank you for taking the time to share your thoughts with us. 1. What is your zip code? _____________________________ Are you a Winter Park Resident? Yes 2. Name of Program: ________________________________ Location(s): _______________

Date: ____________

3. How did you learn about this program? Program Brochure

Newspaper (Which one?)_________________ Waterbill Newsletter Insert

City of Winter Park Website

Family/Friend

Radio/TV ___________________

Other: Mail-In

4. How did you register?

Other

Not Applicable

Walk-In (Where?____________________) 5. If you are a parent completing this form, how many children do you have registered in this program? ____________

If rating = 3 or less please explain. Your specific comments will help us understand your level of satisfaction.

PLEASE RATE YOUR LEVEL OF SATISFACTION ON A 1 â&#x20AC;&#x201C; 5 SCALE. 1= Unsatisfactory

2 = Below Average

3 = Average

Unsatisfactory 1

Program Satisfaction Comments:

4 = Above Average 5 = Excellent

PLEASE CIRCLE ONE Average 3 4

Excellent 5

Registration Process (OVERALL) Convenience Staff Courtesy Comments:

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

Instructor (OVERALL) Effective Communication Knowledge of Subject Enthusiasm Comments:

1 1 1 1

2 2 2 2

3 3 3 3

4 4 4 4

5 5 5 5

Facility (OVERALL)(LIST FACILITY IN COMMENTS) Cleanliness Appropriateness for Program Staff Friendliness Comments:

1 1 1 1

2 2 2 2

3 3 3 3

4 4 4 4

5 5 5 5

1. What did you/your child like most about this program? (Use reverse if necessary) ____________________________ _____________________________________________________________________________________________ 2. What did you/your child like least about this program? (Use reverse if necessary) ____________________________ _____________________________________________________________________________________________ 3. What improvements would you recommend for this program? (Use reverse if necessary) ______________________ _____________________________________________________________________________________________ 4. What other programs would you like to see offered? (Use reverse if necessary) ______________________________ _____________________________________________________________________________________________ 5. Please give a grade based on your level of satisfaction for this program. (Circle one.) A=Excellent

B=Above Average

C=Average

D=Need Improvement

E=Failure

PLEASE WRITE ANY ADDITIONAL COMMENTS OR CONCERNS ON THE BACK OF THIS FORM. Fax to:

FILL IN FAX NUMBER HERE

Mail to:

FILL IN ADDRESS HERE

WOULD YOU LIKE TO SPEAK TO A STAFF MEMBER ABOUT YOUR EXPERIENCE? CONTACT @ EMAIL

Thank you for taking the time to complete this evaluation!

Appendix E ‐ Sample Partnership Agreement Outline

Strategic Recreation Facilities Plan

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Proposed Partnership Agreement Outline Format (Sample format to be used by the Parks & Recreation Department)

Please provide as much information as possible in the following outline form. I. Description of Proposing Organization: Name of Organization Years in Existence Contact Names, Mailing Address Physical Address, Phone, Fax, E-mail Purpose of Organization Services Provided Member/User Profiles Accomplishments Legal Status II. Summary of Proposal (100 words or less) What is being proposed? III. Benefits to the Partnering Organization Why is your organization interested in partnering with the XX Parks & Recreation Department? Please individually list and discuss the benefits (monetary and non-monetary) for your organization. IV. Benefits to the XX Parks & Recreation Department Please individually list and discuss the benefits (monetary and non-monetary) for the XX Parks & Recreation Department and residents of the Agency. V. Details (as currently known) The following page lists a series of Guiding Questions to help you address details that can help outline the benefits of a possible partnership. Please try to answer as many as possible with currently known information. Please include what your organization proposes to provide and what is requested of XX Parks & Recreation Department. Please include (as known) initial plans for your concept, operations, projected costs and revenues, staffing, and/or any scheduling or maintenance needs, etc.

Produced by GreenPlay, LLC ÂŠ March 2007

Guiding Questions Meeting the Needs of our Community:  In your experience, how does the project align with park and recreation goals?  How does the proposed program or facility meet a need for Agency residents?  Who will be the users? What is the projected number and profile of participants who will be served?  What alternatives currently exist to serve the users identified in this project?  How much of the existing need is now being met? What is the availability of similar programs elsewhere in the community?  Do the programs provide opportunities for entry-level, intermediate, and/or expert skill levels? The Financial Aspect:  Can the project generate more revenue and/or less cost per participant than the Agency can provide with its own staff or facilities?  Will your organization offer programs at reasonable and competitive costs for participants? What are the anticipated prices for participants?  What resources are expected to come from the Parks & Recreation Department?  Will there be a monetary benefit for the Agency, and if so, how and how much? Logistics:  How much space do you need? What type of space?  What is your proposed timeline?  What are your projected hours of operations?  What are your initial staffing projections?  Are there any mutually-beneficial cooperative marketing benefits?  What types of insurance will be needed and who will be responsible for acquiring and paying premiums on the policies?  What is your organization's experience in providing this type of facility/program?  How will your organization meet Americans with Disabilities Act and EEO requirements? Agreements and Evaluation:  How, by whom, and at what intervals should the project be evaluated?  How can you assure the Agency of long-term stability of your organization?  What types and length of agreements should be used for this project?  What types of “exit strategies” should we include?  What should be done if the project does not meet the conditions of the original agreements?

Appendix F ‐ Comparable Community Center Benchmarking Matrix

Strategic Recreation Facilities Plan

143

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Benchmarking Matrix

City of Dunedin

City of Lakeland

City of Largo

1920 Pinehurst Rd, Dunedin FL Vince Gizzi

Bill Tinsley

Joan Byrne

vgizzi@dunnedinfl.net 727-812-4531 Dunedin Community Center 1920 Pinehurst Rd, Dunedin FL Terrt Trudell

863-834-6035 Kelly Recreation Complex 404 Imperial Blvd, Lakeland FL Mindi Fitch

ttrudell@dunedinfl.net 727-812-4530

mindi.fitch@lakelandgov.net 863-834-3284

wankerbe@largo.com 727-518-3131

Gymnasium Drop-in Fitness Area Senior Room Teen Room Multi-Purpose Room #_____

Yes Yes N/A Yes Yes

Yes Yes N/A N/A Yes

Outdoor Pool

N/A

Yes

Agency Address Agency Director Agency Director Email Agency Director Phone Center Name Center Address Center Manager Center Manager Email Center Manager Phone

Orange County

City of Orlando

City of Oveido

4801 West Colonial Dr. Orlando FL 32808

2208 S Massachusetts Ave, Lakeland Fl 33801 Lisa Early Lisa.Early@cityofOrlando.net

1600 Lockwood Blvd. Oviedo, FL Dru Boulware

Matt Sudemeyer Matt.Suedmeyer@ocfl.net 407-836-6200

RecreationDirector@largo.com 727-586-7456 Largo Community Center

Goldenrod Park/OC-Orlando Magic Rec Center 4863 N Goldenrod RD Winter Park FL 32792

13120 Vonn Rd., Largo FL Warren Ankerberg

407-246-4320 Northwest Community Center and Pool 3955 WD Judge Drive, Orlando FL Rodney Williams

dboulware@cityofoviedo.net 407-971-5561 Gym and Aquatic Facility 1600 Lockwood Blvd. Oviedo, FL Paul Belden jbelden@cityofoviedo.net 407-971-5575

407-254-9025

rodney.williams@cityoforlando.net 407-246-4300

Yes Yes N/A N/A 3 total 2 - one 3 lane lap pool and 1 zero-depth entry with slides and spray features N/A N/A Same as multi-purpose

Yes Yes N/A N/A 2 total

Yes N/A N/A N/A 4 total

Yes Yes N/A N/A 2 Riverside/Aquatic Facility

N/A

Yes

2 total

Preschool room

N/A

23,400 sq ft

24,000 sq ft

Amenities

Indoor Pool Game Room Arts and Crafts Room Other Center Square Footage

N/A Yes Yes Exercise Studio, Dance Studio, Recording Studio 42,624 sq ft

N/A N/A Yes Martial Arts, Cardio, Aerobics and Creative (dance) Rooms 35,000 sq ft

N/A Yes N/A

N/A Yes Yes Computer lab, playground, outside basketball courts, outside sand volleyball court, soccer corral, softball field, pavilion/picnic area 19,613 sq ft

N/A N/A Yes Memorial Building (rental only facility)

Gymnasium 20,000 sf / Riverside approx. 10,000 sf

Staffing Levels Center Organizational Chart

Submitted 1 Program Coordinator - $45,156 1 Fitness Specialist - $39,707 2 Recreation Leader III - $38,916/$32,697 1 Recreation Leader II - $27,726

# Full Time Staff with Salaries

1 Recreation Leader - $12.25

# Part Time/Seasonal Staff Hrly Rates

Instructors are hired on a % basis.

# Instructors/Officials/etc. Hrly Rates

Cost Recovery % (Revenues ÷ Expenses)

$435,000 ÷ $777,887 / CR = 55.9%

Rec Supv III-$61,630 Rec Supv I-$48,297 Rec Supv I-$36,025 Rec Leader-$26,894 Rec Leader-$23,816 2-Custodians-$27,560

Manager - $59,000 Supervisor - $46,000 Program Planner (shared with Southwest recreation center) - $22,000 (1/2 salary) Child Care Specialist - $32,500 Office Specialist - $27,300 Recreation Leader I - $27,300

Recreation Leader-$13.58 Recreation Leader-$12.02 Recreation Leader-$11.45 Recreation Leader-$10.91

13 Permanent part-time staff, hourly rate ranges from $11.58 to $14.01 depending on years of service 5.15 Full-time Equivalent for temporary/seasonal staff to work summer camp, hourly rate starts at $10

Submitted Meadow Woods Park Site Supervisor (1) Sr Parks Specialists (1) Recreations Specialists (3) Recreation Leader (1) Parks Specialists (2)

6 Casual Recreation Leaders

22 – Instructors for our classes and programs are paid 70% of program fees collected. 60 – Officials paid game fees for programs they officiate, Games fees range $8.00 - $20.00 based on sport and experience

23 instructors per season (three seasons per year). Instructors are paid by percentage split of revenue average 70% instructor, 30% City

N/A

Unreported

65%-70%

28%

None Available Regional Center Manager- $ 23.85/hr 2 Regional Recreation Spec- $14.18-15.65/hr 2 maintenance workers-$10.46-11.22/hr

2 Instructors-$12.00/hour 3 lead recreation workers-$10.00/hour 23 recreation workers-$7.25-8.50/hour

1 contracted karate instructor- 70/30 percentage Instructor receives 70% of the fees received- City retains 30%

Rev $64,911 ÷ Exp $605,582 / CR= 10.7%

Submitted Aquatics Coordinator II $33,000-$36,036 Athletic Program Coordinator $29,076 Building Custodian $15,347- $24,398 Crew Leader $34,913- $42,077 Facility Maintenance Supervisor $36,941 Gymnasium & Aquatics Superintendent $44,223 Head Lifeguard $23,689 Maintenance Worker I $22,561- $30,001 Recreation Program Coord $28,794-$30,530.45 Recreation Superintendent $45,004 Staff Assistant $26 946 Varies during the year anywhere from 40 to 100 during the summer season. Part-time staff earn between $8.50 and $10.00 per hour.

5 instructors at the Gym: 22 basketball officials: 5 volleyball officials: 9 instructors at Riverside: 13 umpires: 10 flag football officials:

Each pay 25% of gross $20- $22/game $20/game 25% of gross $19 - $28 $20-$33

31.90%

Appendix G ‐ Comparable Community Center Benchmarking Survey Instrument

Strategic Recreation Facilities Plan

147

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Recreation Facility Staff Analysis Benchmarking Please complete and email to Stacy Turner at StacyT@GreenPlayLLC.com Please call with any questions 303.564.6074 Agency Name:

Geographic Area Served:

Completed By/Title:

Phone/Email:

Center Amenities Please check all that apply: Gymnasium Drop-In Fitness Area Senior Room Teen Room Multi Purpose Room/Number of Rooms_____ Outdoor Pool Indoor Pool Game Room Arts and Crafts Room Other: please list__________________________________________________

Center Square Footage Center Organizational Chart – please send a copy

Number of Full-time Staff with Salaries (Please list)

Number of Part –time Staff with Hourly Rate (please list)

# Instructors/Officials/etc. with Hourly Rates (Please list)

Cost Recovery % (Revenues ÷ Expenses) :

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Appendix H ‐ Benchmarked Facilities Organizational Charts

Strategic Recreation Facilities Plan

151

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Meadow Woods Park

2011 Stephanie Clark Site Supervisor

Jason Dodge Recreation Specialist

Mariana Henriques Recreation Specialist

Carmen Lozano Recreation Specialist

Aaron Dalzot Senior Park Specialist General Park Maintenance and other duties.

Jr. Magic Basketball Winter Fall and Summer

Rec Squad Throughout the School year

Camp Scooter throughout the year, Pre-school Sports,

Ted Nieves Park Specialist General Park Maintenance

Abbey Shipman and Oliva Thompson Casual Staff

Pre School Academics, Senior Programs, Parents Night Out, Special events

Gabriel Cordero and Joshua Suarez Casual Staff

Adult Basketball Throughout the year Youth Volleyball Fall and Spring

One Day Camps, Yoga, Cycling, and general fitness classes. Instructor Contact for Gym

Assist with Camps , Rec Squad and other programs.

1751 Rhode Island Woods Circle

Assist with Rec Squad, Adult and Youth athletics, special events and other programs.

Assist with Camps, Youth and Adult Athletics, special events and other programs.

Orlando, FL

Cynthia Meketa Park Specialist General Park

32824

407-254-9065

RECREATION SUPERVISOR TERRY TRUDELL

REC COORD ATHLETICS Gregg Svendgard

REC. COORD COMMUNITY CTR. Jorie Peterson

REC. COORD Youth Programs & MLK Center Jocelyn Brodhead

REC. COORD. HALE ACTIVITY CTR. Elaine Swinehart

REC. COORD. AQUATICS Alicia Castricone

NATURE CENTER Summer Only

TEMP EMPLOYEES (7)

REC LEADER III Chris Hoban Athletics / CC

REC. LEADER III Ian Collman

FITNESS SPEC. Rob Mirlenbrink

REC LEADER I Liz McNaughton BASP / MLK (10)

REC LEADER III Emily Pinkham MLK

REC LEADER III Pam Crawford

HEAD LIFEGUARD Allison Foster Temp/PT

TEMP EMPLOYEES Co-Lo / Leagues

REC LEADER III Chris McGuirk

REGIS. TECHNICIAN Leslie Robbins

REC LEADER I Devyn Wilson BASP / CC (15)

REC LEADER II Mark Bennett MLK

REC LEADER I Nichole Allen

TEMP EMPLOYEES

REC LEADER II Mathew Eberius

CUST. SERV. CLERK Janet Dillon

REC LEADER II Cheryl Stafford BASP / Hale (15)

REC. LEADER I Matthew Nauman MLK / BASP

REC. LEADER I PT John DiSanza (25)

CUST. SERV. CLERK

TEMP EMPLOYEES BASP

REC. LEADER I PT Coe Huddleston (25)

Waneta Chenoweth

CUST. SERV. CLERK PT

Carol Yeager (2O)

Regular Staff = 22 Regular PT Staff = 1.5 Total Regular Staff = 23.5 Rev: 6/7/2011

(Terry budgeted in P&R Admin)

Recreation & Parks Department Organizational Chart

Recreation & Parks Director Dru D. Boulware

Senior Administrative Assistant Tracy Rodriguez

Facility Operations Maintenance Supervisor Jim Moore

Assistant Recreation & Parks Director Mark Litwhiler

Concessions Supervisor Steve Bloom

Part Time Staff

Recreation Superintendent David Burgoon

Gym & Aquatic Superintendent Paul Belden

Staff Assistant

Aquatic Coordinator III

Recreation Program Coordinator

Pat Dioguardi

Liz Fiorey

Andrea Roebuck

Recreation Program Coordinator

Aquatic Coordinator II

Recreation Program Coordinator

Jenette Davis McKinney

Lori Hickey

Jason Schaitz

Parks Superintendent Doug Rice

Staff Assistant PT Lori Marshall

Crew Leader Clifton Marimon

Maintenance Worker I Herbert Lowery

Athletic Field Foreman Mark Stanchina

Building Custodian Diane Hampton

Recreation Aide Specialist Susan DePasquale

Head Lifeguard

Rec Aide Specialist

Crew Leader

Building Custodian

Taylor Gray

Ric Martines

Tommy Kelly

Joel Ortiz

Christian Cadavid

Rec Aide Specialist James Farrar

Rec Aide Specialist Jennifer Feior

Crew Leader

Building Custodian

Terry Glasscock

Matt Schoendorf

Rec Aide Specialist

Maintenance Worker II

Vacant

Tim Sundvall

Athletic Program Coordinator

Antonio Ortiz Skate Park Supervisor

Jeremy Roberts Recreation Aide Specialist

Karim LeRoy Recreation Aide Specialist

Part Time Staff

Maintenance Worker II Bill Misano

Maintenance Worker II Paul Brunhammer

Maintenance Worker II Sinclair McNealy

Maintenance Worker I Brian Gilginas

Maintenance Worker I Vartkes Garabedian

Maintenance Worker I Edwin Rodriguez

Maintenance Worker I Jeffery Atkins

Maintenance Worker I Brian Dean

Building Custodian PT Zeebu Kalitaaka

Appendix I ‐ Winter Park Community Center Organizational Chart

Strategic Recreation Facilities Plan

159

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Appendix J ‐ Winter Park Community Center New Position Job Descriptions

Strategic Recreation Facilities Plan

163

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CITY OF WINTER PARK ASSISTANT CHIEF - RECREATION DEPT: Recreation - 6205 POSITION SUMMARY Under the general direction of the Chief of Recreation, the incumbent is responsible for managing and implementing recreation programs along with assisting in management of a recreation facility. Work includes the planning, organizing and directing of a comprehensive recreational program, the organizing and promoting of special events and the maintaining of program and facility safety. Work is reviewed through conferences and written reports for adherence to established policies and procedures. ESSENTIAL FUNCTIONS Assist in the planning, marketing and execution of recreation programs, ranging from preschool through seniors in correspondence with CAPRA standards. Assist in the recruitment, training, and evaluation of recreation staff. Assist in the preparation of periodic reports and correspondence that detail program and facility financial, participation, and cost recovery performance. Execute a mechanism that evaluates programs based on customer feedback through various mediums. Directly responsible for, but not limited to teen programming, adult programming, contracted/partner programs, after school programs, and fitness/wellness programming Assists in ensuring a high level of customer service is delivered by all recreation staff. Ensures facility is clean and ready for scheduled programs and activities, which may include recreation classes, athletic leagues, tournaments, community meetings, special events, and rentals. Act in the capacity of the Chief in his/her absence. Make reservations for facilities with current reservations software; oversee collecting of and accounting for fees, charges and disbursements; deposit collected monies; maintain records of revenues, expenses and deposits. Respond to inquiries and complaints from the general public; arrange for public notification of programs and events.

ASSISTANT CHIEF- RECREATION NOTE: The omission of an essential function does not preclude management from assigning specific duties not listed herein if such functions are a logical assignment to the position. REQUIRED SKILLS AND ABILITIES

Assign and supervise work of subordinates. Ability to communicate effectively, orally and in writing. Knowledge of the principles and practices of community leisure services administration. Knowledge of safety practices and procedures as applied to recreational and athletic programs. Knowledge of a wide range of recreational and athletic activities, related facilities and equipment with an emphasis on After School, Adult, and Teen Programming. Knowledge pertaining to the management of contractual staff. Thorough knowledge of Microsoft Office applications (Word, Excel, PowerPoint, etc) Ability to establish and maintain effective working relationships with employees, contractors, and the general public; Ability to learn and master various computer software programs (CLASS, RecTrac, MainTrac,etc.) Ability to make critical and difficult decisions without direction that conforms to the policies and procedures of the City and the Department.

Page 2 of 3

ASSISTANT CHIEF- RECREATION

MINIMUM REQUIREMENTS Bachelorâ&#x20AC;&#x2122;s degree, preferably in Recreation Management or closely related field. Candidate should also possess (3) years of responsible full time experience in recreation or leisure services. Must have a valid Florida CDL D (passenger endorsement) driverâ&#x20AC;&#x2122;s license or have the permit and have the ability to get the license within 6 months of hire. Must obtain American Red Cross CPR and Advanced First Aid within 3 months of hire date. Employees in this position are required to pass the National Incident Management System (NIMS) IS-700 within 30 days of employment and the ICS-100 within 60 days of employment. In addition, the ICS-200 must be completed prior to training for the ICS-300 and the ICS-400 as scheduled by the NIMS compliance team.

Page 3 of 3

CITY OF WINTER PARK PROGRAM SUPPORT COORDINATOR/COMMUNITY CENTER DEPT: Recreation - 6205 POSITION SUMMARY Under the direction of Chief of Recreation, performs a wide array of clerical administrative work for both special events and community center programs. Knowledge of department and excellent keyboard skills are critical to this position. Provide indirect supervision to subordinate support staff. Has broad latitude in decision making and can answer most policy questions without review by a supervisor. Work is reviewed through conferences and written reports for results obtained and adherence to established policies and procedures. Provides community center program and special event support when needed. ESSENTIAL FUNCTIONS Prepare and maintain departmental facility reservations; enter and confirm information for validity, accuracy and conformance to policies and standards; assist with preparation of department budgets. Research, collect and compile data for administrative and operational reports; enter information into accounting and word processing computer applications and update computer files. Compose statistical and analytical statements and reports on a monthly, quarterly and annual basis; reconcile accounts and prepare adjusting entries; make varied arithmetical computations on material assembled. Type correspondence, invoices, statements, reports and other materials from copy or dictation; compose letters, memoranda, minutes, notices and other correspondence; process applications and permits. Respond to telephone or in-person inquiries; greet the general public; provide information on departmental services and functions; direct callers. Accept and process payments, prepare daily cash sheets and bank deposits. Inventory and requisition materials, supplies and equipment and maintain records and plan storage log. Meet with rental customers to discuss and facilitate event details and communicate needs to appropriate staff. Provide support and assistance for programs and special events.

ADMINISTRATIVE COORDINATOR â&#x20AC;&#x201C; RECREATION FACILITIES NOTE: The omission of an essential function does not preclude management from assigning specific duties not listed herein if such functions are a logical assignment to the position.

REQUIRED SKILLS AND ABILITIES Ability to establish and maintain effective working relationships with fellow employees, superiors, subordinates and the general public. Ability to understand and follow complex oral and written instructions; make decisions and interpretations in accordance with established rules, policies and procedures. Knowledge of municipal and departmental rules, regulations, practices and procedures, English, spelling, grammar, punctuation and business writing. Knowledge of office terminology, methods, practices and procedures and of filing systems, design, maintenance and information systems and software. Skill in the use of modern office equipment and ability to efficiently utilize Microsoft Office applications. Ability to learn and master various software programs such as Rec Trac, CLASS, MainTrac, etc. Knowledge of the methods involved in organizing, conducting, promoting, and supervising recreation activities. PHYSICAL REQUIREMENTS Tasks involve standing, walking, light lifting (5-10 pounds) and extended periods of time at a keyboard. ENVIRONMENTAL REQUIREMENTS Tasks are generally performed without exposure to adverse environmental conditions. SENSORY REQUIREMENTS Tasks require sound and visual perception and discrimination and oral and written communications ability.

Page 2 of 3

ADMINISTRATIVE COORDINATOR – RECREATION FACILITIES MINIMUM REQUIREMENTS High school diploma/GED, AA degree in a hospitality business related field and/or Certified Professional Secretary certification preferred with five (5) years secretarial experience and one (1) year supervisory experience; advanced skill level in Word Processing and type 50 cwpm. Must obtain a valid CLASS D(w/passenger endorsement) Florida driver’s license within 6 months of hire date. Must obtain American Red Cross CPR and Advanced First Aid within 3 months of hire date. Employees in this position are required to pass the National Incident Management System (NIMS) IS-700 within 30 days of employment and the ICS-100 within 60 days of employment.

Page 3 of 3

CITY OF WINTER PARK Recreation Facilities Support Specialist DEPT: Parks and Recreation - 6205 Position Summary Under general supervision of the Program Manager performs work that ensures the cleanliness and safe operation of the Community Center. Position will direct some full and part time maintenance staff, as well as volunteers.

Essential Functions Maintain cleanliness of the Community Center and grounds; task will include, but are not limited to emptying trash containers, sweeping and mopping floors, cleaning toilets and sinks. Create, schedule, and execute maintenance work plan. Schedule and perform monthly, quarterly, and annual maintenance task as scheduled. Schedule and perform daily, weekly, and monthly safety inspections of the facility and grounds. Maintain and track inventory of all janitorial and maintenance products; provide budget input regarding said supplies. Evaluate programming and rental calendar and properly allocate resources both physical and personnel. Assist in event and program set up, execution, and cleanup. Track daily work plan and provide documentation for input into MainTrac for yourself and subordinate staff. Assist in the selection, training, and evaluation of Community Center maintenance employees. May direct part-time staff, contract instructors, and volunteers. Provides excellent customer service to all customers, both internal and external, in all situations (face to face, telephone, email, etc) Other duties as assigned that relate to recreation programming, facility operations, and facility maintenance.

Required Abilities and Skills Thorough knowledge of maintenance functions and the use of small hand tools. Ability to schedule, plan, and execute work projects. Some knowledge of Microsoft Office applications (Word, Excel, PowerPoint, etc) Ability to establish and maintain effective working relationships with employees, contractors, and the general public; Ability to learn and be competent in various computer software programs (CLASS, RecTrac, MainTrac,etc.) Ability to make critical and difficult decisions with minimal direction that conforms to the policies and procedures of the City and the Department. Ability to express ideas clearly both orally and in writing.

Physical Requirements Tasks involve constant walking, bending, stooping, lifting and carrying objects of moderately heavy weight (20-50 lbs) and occasionally heavy items (100 pounds or over). Environmental Requirements Work will generally occur in an indoor setting, but may require exposure to adverse environmental conditions (heat, sun, cold, rain, wind, etc) Sensory Requirements Tasks require sound, color, odor, depth, texture, and visual perception and discrimination and oral and written communications ability. Minimum Requirements High School Diploma, or GED and two (2) years in a maintenance/janitorial position. AA Degree or some college preferred. Valid driver license (must obtain Florida driver license within 30 days of employment). An equivalent combination of education, training and experience may be considered. May be required to work weekend and evening hours. Must complete OSHA training with 90 days of hire.

CITY OF WINTER PARK SPECIAL PROGRAMS COORDINATOR DEPT: Recreation-6205 POSITION SUMMARY Under the general direction of the Chief of Recreation, the incumbent is responsible the coordinating and planning of recreational programming and related work as required. Position supervises part time and seasonal employees. Work includes the planning, organizing and directing of a comprehensive recreational program, the organizing and promoting of special events and the maintaining of program and facility safety. Work is reviewed through conferences and written reports for adherence to established policies and procedures. ESSENTIAL FUNCTIONS

Oversees programs and activities through supervising program participants to ensure the safety, general welfare and enjoyment of the general public. Assists in preparation, scheduling and execution of various programs, activities and leagues. Coaches, supervises and leads various recreational activities and programs. Creates various flyers, newsletters, promotions and announcements for programs and activities as directed. Directly responsible for, but not limited to Aquatic programming, youth programs, summer camps, senior programming, and extended day/schools out programming. Organizes release of correspondence to notify community of athletics programs, community activities and special events. Monitors supplies and requirements of recreation activities and athletics programs and coordinates with supervisor to ensure ample supply. Performs routine administrative/clerical support duties, e.g., maintains various records, program statistics and files; program and activity scheduling.

Page 1 of 3 06/29/2011

Provides excellent customer service to all customers in all situations (face to face, telephone, email, etc) Performs light custodial duties, e.g., maintains recreation equipment, maintains cleanliness of facilities performs set up and break down duties for activities and special events. Assist in the planning and operations of special events; prepare publicity on recreational activities and programs; drive passenger van to program activities. Make reservations for facilities with current reservations software; oversee collecting of and accounting for fees, charges and disbursements; deposit collected monies; maintain records of revenues, expenses and deposits. Respond to inquiries and complaints from the general public; arrange for public notification of programs and events.

NOTE: The omission of an essential function does not preclude management from assigning specific duties not listed herein if such functions are a logical assignment to the position.

REQUIRED SKILLS AND ABILITIES Ability to establish and maintain effective relationships with employees, the general public; Assign and supervise work of subordinates. Ability to communicate effectively, orally and in writing. Efficiency in operation of office equipment with emphasis on Microsoft Office applications. Knowledge of the principles and practices of community leisure services administration. Knowledge of safety practices and procedures as applied to recreational and athletic programs. Knowledge of a wide range of recreational and athletic activities, related facilities and equipment with experience in oversight of Summer Camps, After School Programming, and Aquatics. Ability to learn and be competent in various computer software programs (CLASS, RecTrac, MainTrac,etc.) Page 2 of 3 06/29/2011

Ability to make critical and difficult decisions with some direction that conforms to the policies and procedures of the City and the Department.

PHYSICAL REQUIREMENTS Tasks involve frequent walking, standing, some lifting, carrying objects of moderate weight (12-20 pounds). ENVIRONMENTAL REQUIREMENTS Tasks may require frequent exposure to adverse environmental conditions. SENSORY REQUIREMENTS Tasks require color, sound, odor, depth, visual perception and discrimination and oral communication ability. MINIMUM REQUIREMENTS Bachelorâ&#x20AC;&#x2122;s degree, preferably in Recreation Management or related field. Candidates should possess one (1) year of responsible experience in recreation or leisure services. Must have a valid Florida CDL D (w/passenger endorsement) driverâ&#x20AC;&#x2122;s license or have the permit and have the ability to get the license within 6 months of hire. Must obtain American Red Cross Lifeguard Certification, CPR, and Advanced First Aid within 6 months of hire. Must pass Certified Pool Operator Course (CPO) within 6 months of hire. Employees in this position are required to pass the National Incident Management System (NIMS) IS-700 within 30 days of employment and the ICS-100 within 60 days of employment.

Page 3 of 3 06/29/2011

CITY OF WINTER PARK X-RECREATION LEADER DEPT: Recreation - 6205 POSITION SUMMARY Under supervision of Assistant Chief of Recreation assists with the athletic and recreational programs. Work is reviewed through observation and reports for adherence to established policies and procedures. ESSENTIAL FUNCTION Facilitates programs and activities while ensuring the safety, general welfare and enjoyment of the general public. Assists in preparation, scheduling and execution of various programs, activities and leagues. Leads various recreational activities and programs. Opens, monitors, and secures facility and readies facility for use during operational hours. May assist in creating various flyers, newsletters, promotions and announcements for programs and activities as directed. May direct contract instructors, and volunteers. Assists in the release of correspondence to notify community of athletics programs, community activities and special events. Monitors supplies and requirements of recreation activities and athletics programs and coordinates with supervisor to ensure ample supply. Performs routine administrative/clerical support duties, e.g., maintains various records, program statistics and files; program and activity scheduling. Operates automated program and facility registration software; register customers for programs and rentals, collects fees, runs reports, and maintains user records and verifies data input. Provides excellent customer service to all customers in all situations (face to face, telephone, email, etc)

RECREATION LEADER Performs light custodial duties, e.g., maintains recreation equipment, maintains cleanliness of facilities performs set up and break down duties for activities and special events. Provides information and data to supervisor and operations/maintenance staff regarding facility usage, issues, incidents, programs and safety concerns relevant to facility operations. NOTE: The omission of an essential function does not preclude management from assigning specific duties not listed herein if such functions are a logical assignment to the position.

REQUIRED SKILLS AND ABILITIES Some knowledge of the equipment and techniques necessary to successfully conduct recreation programs Some knowledge of the methods involved in organizing, conducting, promoting and supervising recreation activities; Some knowledge of Microsoft Office applications (Word, Excel, PowerPoint, etc) Ability to establish and maintain effective working relationships with employees, contractors, and the general public; Ability to learn and be competent in various computer software programs (CLASS, RecTrac, MainTrac,etc.) Ability to make critical and difficult decisions with some direction that conforms to the policies and procedures of the City and the Department. Ability to express ideas clearly both orally and in writing Certification in emergency procedures, First Aid, CPR, and AED

PHYSICAL REQUIREMENTS Tasks involve frequent walking; standing; some lifting and carrying objects of moderate weight (12-50 pounds). ENVIRONMENTAL REQUIREMENTS Tasks may require infrequent exposure to adverse environmental conditions.

Page 2 of 3

RECREATION LEADER SENSORY REQUIREMENTS Tasks require color, sound, depth, texture and visual perception and discrimination and oral communication ability. MINIMUM REQUIREMENTS High School Diploma, or GED and 6 months recreation programming experience. AA Degree or some college preferred. Valid driver license (must obtain Florida driver license within 30 days of employment). An equivalent combination of education, training and experience may be considered. Will be required to work weekend and evening hours. Must obtain American Red Cross CPR and Advanced First Aid within 3 months of hire date. Employees in this position are required to pass the National Incident Management System (NIMS) IS-700 within 30 days of employment and the ICS-100 within 60 days of employment.

Page 3 of 3

CITY OF WINTER PARK STAFF ASSISTANT I â&#x20AC;&#x201C; COMMUNITY CENTER DEPT: Recreation - 6205 POSITION SUMMARY Work is performed under the direction of the Community Center Administrative Coordinator. Work entails secretarial, clerical and receptionist duties. Performance is measured through results achieved and accuracy of work assigned. ESSENTIAL FUNCTIONS Answer incoming calls, mail, messages, work orders and questions relating to department business; prioritize, organize, distribute and dispatch information. Handle computer functions such as purchasing/receiving, work orders, labeling, scanning and filing documents electronically; financial functions include: input and monitor payroll data, cash receipting and invoicing; information summaries; generating reports through automation system Provide administrative support for Community Center. Ability to input detailed entries such as activity registrations, amenity reservations, household account data, and point of sale transactions with industry standard reservations software. Serve as telephone and counter receptionist and substitute for the Administrative Coordinator in his/her absence. Provide program and event support when needed. Operates automated program and facility registration software; register customers for programs and rentals, collects fees, runs reports, and maintains user records and verifies data input. Note: The omission of an essential function does not preclude management from assigning specific duties not listed herein if such functions are a logical assignment to the position.

STAFF ASSISTANT I

REQUIRED SKILLS AND ABILITIES Knowledge of English, spelling, grammar, punctuation and business correspondence. Knowledge of office terminology, methods, practices, procedures, filing systems, design and maintenance and modern information systems and software. Ability to exercise mature judgment in assisting the public and employees. Ability to perform multiple tasks and complete them in a timely manner. Ability to follow and understand complex oral and written instructions and to communicate information tactfully and impartially. Skill in the use of office equipment such as, personal computers, photocopiers and related equipment. Ability to learn and master various software programs such as Rec Trac, CLASS, MainTrac, etc. Knowledge of the methods involved in organizing, conducting, promoting, and supervising recreation activities.

PHYSICAL REQUIREMENTS Tasks involve sitting, standing, walking, light lifting and may involve extended periods of time at a keyboard. ENVIRONMENTAL REQUIREMENTS Tasks are performed without exposure to adverse environmental conditions. SENSORY REQUIREMENTS Tasks require sound and visual perception and discrimination and oral communication ability.

Page 2 of 3

STAFF ASSISTANT I

MINIMUM REQUIREMENTS Graduation from high school/GED; one (2) years of secretarial experience; type 45 cwpm and have computer experience and be proficient in Microsoft Office programs and Windows XP. Must have a valid Florida Driver License. Employees in this position are required to pass the National Incident Management System (NIMS) IS-700 within 30 days of employment and the ICS-100 within 60 days of employment.

Page 3 of 3

CITY OF WINTER PARK X-MAINTENANCE SERVICE WORKER-COMMUNITY CENTER DEPT: Recreation - 6205 POSITION SUMMARY Under the general supervision of the Chief of Recreation or a designee, performs custodial duties in the preparation and clean up of scheduled facility events, rentals, and programs. Work is reviewed through observation for adherence to established policies and procedures. ESSENTIAL FUNCTIONS Meet and greet patrons as they enter and leave facilities; communicate and enforce safety rules and regulations. Open and close facilities; clean and set up rooms; turn lights on and off; check out equipment; maintain equipment inventory. Sweep, strip, mop, wax and buff floors; vacuum and shampoo carpet; wash windows; empty trash cans and water plants; dust and polish furniture; stock rooms with appropriate supplies. Maintain cleanliness of the Community Center and grounds; task will include, but are not limited to emptying trash containers, sweeping and mopping floors, cleaning toilets and sinks. Schedule and perform monthly, quarterly, and annual maintenance task as scheduled. Schedule and perform daily, weekly, and monthly safety inspections of the facility and grounds. Maintain and track inventory of all janitorial and maintenance products; provide budget input regarding said supplies. Assist in event and program set up, execution, and cleanup. Track daily work plan and provide documentation for input into MainTrac for yourself and subordinate staff. May direct part-time staff, contract instructors, and volunteers. Provides excellent customer service to all customers, both internal and external, in all situations (face to face, telephone, email, etc)

MAINTENANCE SERVICE WORKER - FACILITIES

NOTE: The omission of an essential function of work does not preclude management from assigning duties not listed herein if such functions are a logical assignment to the position.

REQUIRED SKILLS AND ABILITIES Ability to establish and maintain effective working relationships with the general public and co-workers. Ability to understand and carry out oral and written instructions. Thorough knowledge of maintenance functions and the use of small hand tools. Ability to schedule, plan, and execute work projects.

Some knowledge of Microsoft Office applications (Word, Excel, PowerPoint, etc) Ability to establish and maintain effective working relationships with employees, contractors, and the general public; Ability to learn and be competent in various computer software programs (CLASS, RecTrac, MainTrac,etc.)

PHYSICAL REQUIREMENTS Tasks involve walking, bending, stooping, lifting or carrying moderately heavy (20-50 pound) and occasionally heavy items (100 pounds or over). ENVIRONMENTAL REQUIREMENTS Tasks may require infrequent exposure to adverse environmental conditions. SENSORY REQUIREMENTS Tasks require color, sound, odor, depth, texture and visual perception and discrimination and oral communication ability.

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MAINTENANCE SERVICE WORKER - FACILITIES

MINIMUM REQUIREMENTS High school diploma/GED preferred; supplemented by one (1) year of custodial experience Must have a valid Florida Driverâ&#x20AC;&#x2122;s License. Employees in this position are required to pass the National Incident Management System (NIMS) IS-700 within 30 days of employment and the ICS-100 within 60 days of employment.

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CITY OF WINTER PARK X-LEAD LIFEGUARD DEPT: Parks & Recreation - 6205 POSITION SUMMARY Under the direction of the Special Program Coordinator, assist subordinates in the maintenance and repair of the pool. Maintain water quality, cleanliness and maximum water safety at the City pools and insure that the people using the pool are following safety rules and regulations. The employee trains and assists subordinate lifeguards.

ESSENTIAL FUNCTIONS Oversee the efficiency, production, safety and work habits of supervised employees. Train employees in procedures and equipment use; inspect work in progress and upon completion for compliance with safety and operational procedures. Perform a wide range of skilled labor tasks in the operation, maintenance and repair of grounds and pool. Perform janitorial duties to maintain a high level of cleanliness in all facilities. Prepare and maintain work order records and documents. Respond to inquiries, complaints and customer requests. Clean pool and pool grounds areas as required. Regulate water activities and swimming lessons. Perform rescues of bathers in trouble and supply C.P.R. and emergency first aid until assistance arrives. Provide support for programs and events Operates automated program and facility registration software; register customers for programs and rentals, collects fees, runs reports, and maintains user records and verifies data input. Assist with operation and oversight of concessions area.

LEAD LIFEGUARD NOTE: The omission of an essential function does not preclude management from assigning specific duties not listed herein if such functions are a logical assignment to the position.

REQUIRED SKILLS AND ABILITIES Ability to plan, assign and supervise the work of subordinates. Ability to communicate effectively, orally and in writing. Ability to establish and maintain effective relationships with employees and the general public and develop effective publicity programs. Ability to work effectively with other employees and the public. Ability to follow complex oral and written directions. Ability to learn and be competent in various computer software programs (CLASS, RecTrac, MainTrac,etc.) Ability to make critical and difficult decisions with some direction that conforms to the policies and procedures of the City and the Department Ability to deal tactfully and yet firmly with the public Ability to plan and schedule work projects. Knowledge of accepted life saving techniques with possession of Advanced Life Saving, C.P.R., First Aid Certification. Must be a proficient swimmer. PHYSICAL REQUIREMENTS Tasks require walking, standing, speaking, hearing, sitting, lifting, pushing, pulling and reaching overhead. EVNIRONMENTAL REQUIREMENTS Tasks require frequent exposure to adverse environmental conditions. SENSORY REQUIREMENTS Tasks require color, sound, odor, depth, texture and visual perception and discrimination and oral communication ability.

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LEAD LIFEGUARD MINIMUM REQUIREMENTS High School Diploma, or GED and (1) one year of experience working in an aquatic facility atmosphere. AA Degree or some college preferred. Valid driver license (must obtain Florida driver license within 30 days of employment). An equivalent combination of education, training and experience may be considered. May be required to work weekend and evening hours. Must have Advanced Lifesaving, CPR, First Aid Certificates and Water Safety Instructor Certificates and knowledge of water chemistry and pool maintenance. Must have a valid Florida Driverâ&#x20AC;&#x2122;s License. Employees in this position are required to pass the National Incident Management System (NIMS) IS-700 within 30 days of employment and the ICS-100 within 60 days of employment.

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CITY OF WINTER PARK LIFEGUARD DEPT: Recreation - 6205 POSITION SUMMARY Under the direction of Lead Lifeguard, maintain the water quality, cleanliness and maximum water safety at the City pools and insure that the people using the pool are following safety rules and regulations.

ESSENTIAL FUNCTIONS Clean pool and pool grounds areas as required. Regulate water activities. Perform rescues of bathers in trouble, supply C.P.R. and emergency first aid until assistance arrives. Provide support for programs and events Provides swimming instruction and leads aquatic programs Operates automated program and facility registration software; register customers for programs and rentals, collects fees, runs reports, and maintains user records and verifies data input. Assist with operation and oversight of concessions area.

(NOTE): The omission of an essential function does not preclude management from assigning specific duties not listed herein if such functions are a logical assignment to the position.

REQUIRED SKILLS AND ABILITIES Ability to deal tactfully and firmly with the public. Knowledge of accepted life saving techniques with possession of Advanced Life Saving; C.P.R. and First Aid Certifications. Knowledge of water chemistry and pool maintenance.

LIFEGUARD

Ability to learn and be competent in various computer software programs (CLASS, RecTrac, MainTrac,etc.) Proficient in swimming. PHYSICAL REQUIREMENTS Tasks require walking, standing, speaking, hearing, sitting, lifting, pushing, pulling and reaching overhead. ENVIRONMENTAL REQUIREMENTS Tasks require frequent exposure to adverse environmental conditions. SENSORY REQUIREMENTS Tasks require color, sound, depth and visual perception and discrimination and oral communication ability. MINIMUM REQUIREMENTS High School Diploma, or GED. AA Degree or some college preferred. Valid driver license (must obtain Florida driver license within 30 days of employment). An equivalent combination of education, training and experience may be considered. Will be required to work weekend and evening hours. Must have Advanced Lifesaving, CPR, First Aid Certificates and knowledge of water chemistry and pool maintenance. Water Safety Instructor Certification is preferred.

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CITY OF WINTER PARK Y- SEASONAL CAMP COUNSELOR DEPT: Recreation - 6205 POSITION SUMMARY Under supervision of the Special Programs Coordinator assists with the recreational and summer youth programs. Work is reviewed through observation and reports for adherence to established policies and procedures.

ESSENTIAL FUNCTIONS Facilitates programs and activities while ensuring the safety, general welfare and enjoyment of the general public. Leads various recreational activities and programs. Develops and follows weekly programming plan for camp group. Opens, monitors, and secures facility and readies facility for use during operational hours. May assist in creating various flyers, newsletters, promotions and announcements for programs and activities as directed. Monitors supplies and requirements of recreation activities and athletics programs and coordinates with supervisor to ensure ample supply. Provides excellent customer service to all customers in all situations (face to face, telephone, email, etc) Performs light custodial duties, e.g., maintains recreation equipment, maintains cleanliness of facilities performs set up and break down duties for activities and special events. NOTE: The omission of an essential function does not preclude management from assigning specific duties not listed herein if such functions are a logical assignment to the position.

RECREATION LEADER SEASONAL REQUIRED SKILLS AND ABILITIES Some knowledge of the equipment and techniques necessary to successfully conduct recreation programs Some knowledge of the methods involved in organizing, conducting, promoting and supervising recreation activities; Some knowledge of Microsoft Office applications (Word, Excel, PowerPoint, etc) Ability to establish and maintain effective working relationships with employees, contractors, and the general public; Ability to make critical and difficult decisions with direction that conforms to the policies and procedures of the City and the Department. Ability to express ideas clearly both orally and in writing Certification in emergency procedures, First Aid, CPR, and AED PHYSICAL REQUIREMENTS Tasks involve frequent walking; standing; some lifting and carrying objects of moderate weight (12-20 pounds).

ENVIRONMENTAL REQUIREMENTS Tasks may require frequent exposure to adverse environmental conditions.

SENSORY REQUIREMENTS Tasks require color, sound, depth, texture and visual perception and discrimination and oral communication ability.

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RECREATION LEADER SEASONAL MINIMUM REQUIREMENTS High School Diploma, or GED and 6 months recreation programming experience working in a summer camp atmosphere. AA Degree or some college preferred. Valid driver license (must obtain Florida driver license within 30 days of employment). An equivalent combination of education, training and experience may be considered .May be required to work weekend and evening hours. Must possess American Red Cross CPR and Advanced First Aid.

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