Fraser Valley Rec District Parks, Recreation & Golf Master Plan - February 2017

Parks, Recreation, and Golf Master Plan February 2017

Acknowledgements Fraser Valley Metropolitan Recreation District Board of Directors John Glancey, President Kimberly Hanna, Vice President Roger Hedlund, Secretary David McKnight, Member at Large Rainie Murdoch, Treasurer FVMRD Master Plan Project Team Scott Ledin, Director, Parks, Recreation & Golf Kimberly Hanna, FVMRD Board Member Roger Hedlund, FVMRD Board Member Ann McConnell, Business Manager Austin DeGarmo, Parks & Athletics Manager Michelle Lawrence, Programming & Marketing Manager Mary Moynihan, Club House Manager Alan Sontag, Facility Maintenance Manager Tim Stabbe, Recreation Center Manager Consultant Team GreenPlay, LLC RRC Associates Fraser Valley Metropolitan Recreation District would also like to thank all participants involved in this master planning effort, and the previous needs assessment. All residents, staff members, and stakeholder played an integral part in the growth of the District.

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Table of Contents EXECUTIVE SUMMARY ................................................................................................1 BACKGROUND ...........................................................................................................................1 PURPOSE OF THIS PLAN ...............................................................................................................1 PLANNING PROCESS SUMMARY .....................................................................................................1 KEY ISSUES SUMMARY ................................................................................................................2 OPPORTUNITIES TO PROVIDE AMAZING EXPERIENCES .........................................................................3

I. INTRODUCTION AND PLANNING CONTEXT ...............................................................7 A. PURPOSE OF THIS PLAN ...........................................................................................................7 B. HISTORY OF THE RECREATION DISTRICT ........................................................................................8 C. STRATEGIC FRAMEWORK ..........................................................................................................8 D. RECREATION DISTRICT OVERVIEW ..............................................................................................9 E. METHODOLOGY OF THIS PLANNING PROCESS ..............................................................................11

II. OUR COMMUNITY AND IDENTIFIED NEEDS............................................................ 13 A. RELATED PLANNING EFFORTS AND INTEGRATION .........................................................................13 B. COMMUNITY PROFILE (FROM 2015 GRAND PROFILE) ...................................................................17 C. 2014 NEEDS ASSESSMENT AND GRAND PROFILE..........................................................................20 D. TRENDS OF WHICH TO BE AWARE ............................................................................................35 E. DISTRIBUTION AND LEVEL OF SERVICE ........................................................................................47 F. CONCLUSION .......................................................................................................................52

III. OPPORTUNITIES TO PROVIDE AMAZING EXPERIENCES.......................................... 53 A. AMAZING OUTDOOR EXPERIENCES ...........................................................................................55 B. AMAZING INDOOR EXPERIENCES ..............................................................................................58 C. OPERATING AND FUNDING AMAZING EXPERIENCES ......................................................................60 D. MARKETING AMAZING EXPERIENCES.........................................................................................64

IV. ACTION PLAN ....................................................................................................... 67 A. B. C. D.

AMAZING OUTDOOR EXPERIENCES ........................................................................................67 AMAZING INDOOR EXPERIENCES ...........................................................................................69 OPERATING AND FUNDING AMAZING EXPERIENCES ...................................................................70 MARKETING AMAZING EXPERIENCES......................................................................................71

APPENDIX A – BENCHMARKING ANALYSIS................................................................. 73

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List of Tables Table 1: Town of Fraser Demographic Profile ............................................................................... 18 Table 2: American Community Survey Data.................................................................................. 18 Table 3: Town of Winter Park Demographic Profile ...................................................................... 19 Table 4: American Community Survey Data: Winter Park ............................................................ 20 Table 5: Respondent Profile Comparison ...................................................................................... 23 Table 6: Water Recreation Participation by Activity (in thousands) (6 years of age or older)...... 40 Table 7: Top 10 Worldwide Fitness Trends for 2007 and Predicted Trends for 2015 .................... 41

List of Figures Figure 1: Use of FVMRD Facilities/Programs by Season................................................................ 24 Figure 2: Quality of FVMRD Facilities – Percent Good/Excellent vs. Poor/Fair............................. 25 Figure 3: Quality of FVMRD Facilities – Residency Status ............................................................. 26 Figure 4: Improvement Priorities Combined - Sports Complex – Residency Status ..................... 27 Figure 5: Improvement Priorities Combined - Pole Creek Golf Club – Residency Status .............. 27 Figure 6: Potential Future Facilities – Residency Status ................................................................ 28 Figure 7: $100 Allocation to Improvements/Future Facilities – Residency Status........................ 28 Figure 8: Satisfaction with Public Facilities/Services in Grand County.......................................... 29 Figure 9: Satisfaction with Grand County Facilities/Services Ratings ........................................... 29 Figure 10: Importance of Factors to Decision to Locate/Remain In Grand County ...................... 30 Figure 11: A Breakdown of Fitness Sports Participation Rates by Generation ............................. 42 Figure 12: Recreational Resources within FVMRD ........................................................................ 48 Figure 13: Key Issues Analysis Matrix ............................................................................................ 54

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Executive Summary In 2016, the Fraser Valley Metropolitan Recreation District (FVMRD) took on a parks, recreation, and golf master planning update process to provide detailed, researched facts concerning the community and the role of parks and recreation, and establish priorities for FVMRD and its constituents. This Master Plan evaluates existing conditions and previous plans, and provides direction for a five- to ten-year period, establishing immediate as well as long-range goals. The Plan documents and clearly defines the link between the community’s high priority recreation programs, facility needs, and strategies to obtain goals, including financing and funding.

Background The FVMRD encompasses 218 square miles in the eastern portion of Grand County, Colorado. The towns of Winter Park, Fraser, Tabernash, and other rural areas are located in the boundaries that stretch from Berthoud Pass in the south to Red Dirt Hill in the north and make up an estimated year-round population of 5,483 residents. The year-round residents, as well as part-time residents and visitors, enjoy a variety of recreational facilities, programs, and parks throughout the District.

FVMRD is comprised of six service divisions, and employs 22 full-time staff members and 140 part-time and seasonal staff members. FVMRD staff oversees the operation of eight facilities that provide many outstanding opportunities for recreation, parks and special events. Partnerships with alternative providers allow FVMRD to utilize additional space within the district boundary, and to host and promote community-wide recreational opportunities.

Purpose of this Plan This plan defines objectives and tasks that will allow FVMRD to move forward and prepare for the projected growth in population, as well as increased visitor use. Facility capacity, facility improvements, parks and open space enhancements, employee training and retention, along with marketing and branding are key areas of focus that will allow FVMRD to continue to meet the demands of the users and provide additional opportunities and unique experiences for those that recreate within the boundaries of the district.

This plan is built on the 2030 Strategic Plan that defines the District’s mission, vision, values, and goals.

In addition, previous planning efforts including the 2015 Needs Assessment, the 2015 Grand Profile, the Headwater Trails Alliance Master Plan, and others were used as tools to guide the Master Plan and define short and long-term recommendations.

Planning Process Summary The process for completing the FVMRD Master Plan began in June 2016. The development process for this Plan included an integrated project team consisting of staff representing various divisions in the Department. The planning process allowed for a collaborative approach in creating a master plan that incorporates consultant expertise, as well as local knowledge and institutional history that only staff and community engagement can provide. Plan development included the following tasks.

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Community and Stakeholder Engagement

Providing a variety of methods for the community to participate results in the richest data for analysis.

The following methods were utilized during this process: • Review of 2015 Needs Assessment • Focus Groups • Stakeholder Meetings • Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis with staff • Public/Board Meetings • Findings Presentation

Evaluation, Research, and Analysis

Including consideration of a variety of tools – demographics, trends, and survey results along with community and staff input to complete analysis and research relative to organizational needs and financial considerations.

• Benchmarking Analysis/Community Comparison • Resource Map Creation • Service Gap Analysis • Organizational Assessment

Financing and Funding Needs Assessment

Including identification and categorization of recommendations into themes with goals and objectives.

An action plan outlines specific steps for implementation and capital improvements, including operational impacts and timeframes to support implementation.

• Alternative Funding Opportunities • Financial Assessment

Master Plan and Executive Report • • •

Identification of Key Issues Visioning Strategies Development Workshop Development of Goals, Objectives, and Implementable Action Plan

Key Issues Summary Through the public process and analysis, the results did not show major gaps in service or the identification of any of a single capital improvement as more important than another.

Public outreach and brand recognition were identified as keys to increasing the awareness of FVMRD operations within the community; including maintaining and establishing more public and private partnerships. Fostering these relationships will allow FVMRD to provide more services to the full-time and part-time residents, as well as visitors to the area.

A need for upgrades to the current system was identified in order to create “Amazing Outdoor and Indoor Experiences.” Management is encouraged to continue upgrades to current systems and enhancing facilities, while creating partnerships opportunities with local towns and other organizations to increase indoor and outdoor experiences for the local community as well as creating more opportunities for the teen/tween, seniors, and arts and cultural target audience.

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Fraser Valley Metropolitan Recreation District

Staff retention and development was identified as an area to improve the operations in FVRMD. Staff will also benefit by continually reevaluating operating and funding opportunities, while striving to increase the use of technology in operations and user experience.

FVMRD is noted for offering quality facilities and amenities to its residents and visitors. Feedback supported the District in looking to increase the footprints of the sports complex and community center, along with increasing open space and procuring additional land to allow for expansion of athletic fields.

Adding and repurposing park amenities will help maintain the high level of service that FVMRD provides.

Opportunities to Provide Amazing Experiences “The Plan should be based on Little Steps with a few Big Leaps.” Focus Group Participant A thorough analysis of key issues, a summary of planning and policy research, qualitative and quantitative data, benchmarking analysis, level of service analysis, public engagement sessions, and staff input assembled for this study yielded various findings. These have resulted in the development of recommendations to provide guidance in consideration of how to continue to provide quality parks and recreation services and amenities, and how to plan for the future.

Goals below describe ways to enhance level of service and quality of life with improvement through organizational efficiencies, improved programming and service delivery, maintenance and improvements to facilities and amenities, operational and financial opportunities, and marketing and branding opportunities. While any of the recommendations may serve to improve a program, site, or opportunity, the larger picture is the quality of the overall experience for users in the community. As the provider of parks and recreation services for FVMRD and the surrounding area, the residents and visitors can be positively impacted with improved experiences through the programs, facilities, parks, open space, and trails that the District provides.

This Action Plan is intended to help FVMRD move forward in creating “Amazing Experiences” and to continually re-create that opportunity as it moves into the future. Most costs will be dependent on the extent of enhancements and improvements determined at the time. Timeframe to complete action steps will need to be prioritized annually considering other projects and financial resources. The Action Plan is broken down into general goals, more directed objectives, and lastly, specific actions that can be taken to help achieve stated goals.

Goal 1: Provide Amazing Outdoor Experiences

FVMRD has proven successful in providing outdoor parks and recreation opportunities to residents and visitors of the District. Many more opportunities exist to enhance and improve this level of service.

Partnering with local organizations and towns will offer some valuable, unique benefits to this community, and may allow the District to identify potential funding opportunities that might exist.

Objective 1.1: Provide and maintain high quality, safe, diversified, sustainable, and accessible parks, recreation, and golf system.

• 1.1.a Conduct facility assessment to identify small, achievable areas for improving user experiences at all facilities (ex. concessions at FVSC).

• 1.1.b Explore sites for adding artificial turf fields.

• 1.1.c Consider upgrades to lighting and parking area at FVSC. Parks, Recreation, and Golf Master Plan Update

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• • •

• • •

• • • •

1.1.d Continue to upgrade cart paths at Pole Creek using phased approach.

1.1.e Identify potential funding opportunities to upgrade the driving range at Pole Creek.

1.1.f Identify partnership opportunities with towns to provide additional water access. Areas to consider include:  Splash pads  Docks/ramps  Trail improvements 1.1.g Upgrade Bike Park to the standard of FVMRD. 1.1.h Continue funding strategies to complete refrigeration project at the Ice Box. 1.1.i Determine feasibility of providing amenities within the Ice Box during summer season.

Opportunities to consider include:  Artificial turf  Miniature golf  Sport-court/multi-use surface 1.1.j Continue to develop playground area at FVSC using a phased approach.

1.1.k Determine potential location and partnerships to provide a dog park.

1.1.l Continue to address ADA accessibility at all facilities.

1.1.m Update GIS datasets as resources allow.

Objective 1.2: Find and procure additional land.

• 1.2.a Consider purchasing land to maintain Acres per Capita Level of Service Standard.

• 1.2.b Establish regular meetings with town planning departments.

• 1.2.c Establish regular communication with developers and land owners within FVMRD. • 1.2.d Explore additional partnerships within FVMRD boundaries to increase opportunities through contracted use or purchase/lease agreements.

• 1.2.e Develop CIP with the intent to purchase land.

Goal 2: Provide Amazing Indoor Experiences

Indoor experiences are key to the success of FVRMD and are enhanced by establishment of the Grand Park Community Recreation Center. While the facility is a key asset, it has also become a challenge for programming and indoor space during winter months and times of inclement weather. In the short term, the District can address this issue by identifying local partnerships to collaborate for additional indoor space and offsite programming. FVMRD will benefit in the long term by exploring expansion options to the current site, as well as exploring potential off site locations.

Objective 2.1: Expand programming reach and frequency of use in a way that aligns with community feedback.

• 2.1.a Increase teen/tween and senior programming through partnerships.

• 2.1.b Increase arts and cultural programming through partnerships.

Objective 2.2: Determine appropriate expansion of Grand Park Community Recreation Center.

• 2.2.a Conduct a feasibility study to determine costs of expansion. Programming areas to consider during the study include:  Fitness/functional training  Court/gymnasium sports  Events  Indoor, artificial turf 4

Fraser Valley Metropolitan Recreation District

Objective 2.3: Explore opportunities to develop a large, stand-alone fieldhouse within FVMRD. • 2.3.a Conduct feasibility study to determine potential costs, revenues, partnerships, and funding opportunities.

Goal 3: Operate and Fund Amazing Experiences

As increasing demands are placed on public parks and recreation agencies, it becomes imperative to adopt good business practices. While FVMRD does place importance in this area, continually reevaluating employee training and retention, technology services, and operational and financial philosophy will improve its overall operation and direction as it heads into the future.

Objective 3.1: Attract, retain, and develop talent.

• 3.1.a Cross-train staff members at FVMRD. • 3.1.b Work with staff to develop training programs and offerings.

• 3.2.c Involve staff in yearly review of the Master Plan.

• 3.1.d Continue to review compensation packages on a bi-annual basis.

• 3.1.e Continue to recognize staff members who provide amazing experiences.

Objective 3.2: Upgrade technology services.

• 3.2.a Explore options to streamline operations through technology.

• 3.2.b Explore opportunities to improve user experiences with the District.

Objective 3.3: Manage potential operational issues regarding special events.

• 3.3.a Adopt a special events policy.

Objective 3.4: Maintain financial efficiency by maximizing current revenue streams, pursuing alternative revenue sources and effectively managing expenses.

• 3.4.a Diversify funding streams within FVMRD. • 3.4.b Continue to review fees and charges in FVMRD. • 3.4.c Explore Tier-2 and Tier-3 funding opportunities identified.

Goal 4: Market Amazing Experiences

FVMRD places an emphasis on marketing programs and facilities to the community by having a full time staff member responsible for this function. Through interviews with stakeholders and community representatives, FVMRD will benefit from placing an emphasis on expanding its public outreach and branding. This, coupled with exploring public and private partnerships, will enhance the public view of the District as it moves forward into the future.

Objective 4.1: Expand public outreach, brand recognition, and support for FVMRD. • 4.1.a Establish a consistent brand message for FVMRD. • 4.1.b Utilize strategic marketing plan to define specific marketing goals.

• 4.1.c Define target markets and segments.

• 4.1.d Define marketing channels and goals.

• 4.1.e Define content guidelines for each channel.

• 4.1.f Define evaluation methods specific to FVMRD’s marketing efforts.

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Objective 4.2: Foster public and private partnerships to support and enhance FVMRD’s facilities and programs.

• 4.2.a Continue to review all Inter-governmental agreements (IGAs).

• 4.2.b Continue to review/update/formalize partnership agreements.

• 4.2.c Explore new partnership agreements.

• 4.2.d Communicate and promote partnerships to users.

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I. Introduction and Planning Context A. Purpose of this Plan The 2016 Fraser Valley Metropolitan Recreation District (FVMRD) Master Plan is a visionary plan for Fraser Valley. This detailed plan with researched facts concerning the community, and the role of parks and recreation, will establish priorities for the FVMRD for a five-to-ten year period, identifying immediate and long-range goals. The Master Plan will document and clearly define the link between the community’s high priority recreation programs, facility needs, and strategies to obtain those goals, including financing and funding.

Critical Success Factors

Critical Success Factors were identified by the project team: • Incorporate the previous needs assessment, which identifies public priorities, into the Master Plan.

• Align the Master Plan with planning efforts in Winter Park, Fraser, and other neighboring agencies.

• Engage with the public, including part-time residents, visitors, and specific user groups throughout the planning process providing opportunities for involvement.

• Compare current efforts with other communities, and identify possible relationships with neighboring agencies to fulfill goals.

• Engage the FVRMD Board through the planning process.

To track these factors, the project team identified actions steps including: • Collect, review, and analyze previous efforts.

• Engage RRC Associates to further analyze previous Needs Assessment.

• Compare current demographics/trends analysis for FVRMD to previous priorities.

• Engage Winter Park, Fraser, and Grand County in the stakeholder process.

• Communicate planning process to all residents of the District.

• Identify and invite previous participants to re-engage.

• Identify categories and agencies for comparison based on the needs of the District.

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B. History of the Recreation District In October 1978, the residents of the Fraser Valley submitted a petition to the Grand County District Court to organize a special recreation district. The committee of Valley residents who guided the District’s formation wanted to find a mechanism to provide facilities that were not then available; to offer recreation and education programs not offered by the school district; to enhance and stimulate the summer economy by providing a greater range of recreational activities; and to establish a legal entity to organize, manage, and fund recreation programs.

The Service Plan accompanying the October 1978 application was very clear regarding the breadth of recreation facilities envisioned. The plan said the FVMRD, “shall include, but not necessarily be limited to, the following: a golf course, tennis courts, swimming pool, community building-clubhouse, baseball and soccer fields, and trail system, together with all necessary incidentals and appurtenances, including land, structures, and easements as required. The recreation facilities may be provided at one time or from time to time as the needs of the District may require.”

In January 1979, voters approved the formation of the Fraser Valley Metropolitan Recreation District (FVMRD) and a mill levy increase to their property taxes to support its operation. An order and decree creating the District was filed in District court on January 18, 1979.

Since its formation in 1979, the FVRMD has grown through additions to its assets: • 1983 – Pole Creek Golf Club opened.

• 1996 – 40 acre Fraser Valley Sports Complex (FVSC) was dedicated.

• 2008 – Community Enhancement Projects, a new irrigation system was installed on Meadow and Ranch courses at Pole Creek Golf Club.

• 2009 – Opening of the new clubhouse at Pole Creek Golf Club.

• 2009 – Opening of the Grand Park Community Recreation Center.

• 2010 – Opening of the Ice Box Ice Rink.

• 2015 – Construction of Phase 1 of the FVSC Historic Playground Project.

C. Strategic Framework The FVRMD completed a 2014 Needs Assessment that identifies many factors determined to be important to the development of the Master Plan. The District has continued to anticipate and respond to changes in demographics of the service area taking into account variables that will help shape future development of programs, facilities, and allocation of dollars. Milestones and validation of progress along the way lay a strategic foundation for the future: • 2016 – Grand Park Community Recreation Center, Fraser Valley Sports Complex, and Pole Creek win “Best of Grand County” Awards.

• 2016 – Pole Creek Golf Club voted best Colorado Golf Course and #46 nationally by Golf Advisor.

• 2016 – FVSC Historic Playground Project receives Colorado Lottery Starburst Award.

• 2015 – Secured “AA” rating and successfully refinanced remaining 2008 G.O. Bonds saving taxpayers $1,127,180.

• 2015 – Pole Creek Golf Course voted Best Mountain Golf Course and 2nd place honors for Best Views on Course.

• 2015 – Bistro 28 received 3rd place honors for Best Après Golf.

• 2013 – Successfully refinanced a portion of 2008 G.O. Bonds saving taxpayers nearly $600,000.

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• • • • • • • •

2013 – Five person committee develops first FVMRD investment policy. The policy established the guidelines required for the prudent investment and management of the District’s financial assets.

2010 – Grand Park Community Recreation Center wins CPRA and Athletic Business awards.

2007 – Voters authorized FVRMD to issue nearly $20,000,000 in general obligation bonds to be used to finance four Community Enhancement Projects.

2001 – FVMRD Adopts Parks, Recreation, Open Space, Trails, and Pole Creek Golf Club Master Plan.

1999 – FVMRD completes Community Needs Assessment.

1995 – Pole Creek Golf Club wins Golf Digest’s prestigious “Best Public Golf Course in Colorado.”

1985 – Pole Creek Golf Club wins Golf Digest’s prestigious “Best New Public Golf Course in North America.”

Strengthened GPCRC partnerships with NSCD, WP Comp Center, Grand County Council on Aging, Adams Camp, Project Sanctuary, Fraser Valley Lions Club, and East Grand Fire District.

D. Recreation District Overview FVMRD is considered a quasi-municipal government agency governed by a five member, citizen-elected Board of Directors. It is funded by property taxes, specific ownership tax, Conservation Trust funds, and user fees.

The District encompasses 218 square miles in the eastern portion of Grand County, Colorado.

Boundaries stretch from the top of Berthoud Pass in the south to the bottom of Red Dirt Hill in the north. The towns of Winter Park, Fraser, Tabernash, and surrounding rural areas are included in the boundaries, with a current estimated full time, year-round population of 5,483 as reported by the state Department of Local Affairs (DOLA).

A variety of recreational programs, facilities, and parks allow a diverse offering to local year-round and part-time residents who support the District through taxes. Many partnerships are in place allowing expansion and enhancement of services to meet the needs of the local community while placing an emphasis on continuous improvement in operations and offerings to meet changing needs and demands.

Six service divisions employ 22 full-time employees and 140 part-time and seasonal employees to carry out the work of the District, which also includes the maintenance of facilities.

Service Divisions: •

•

•

Administration – Oversee the organizational direction of FVRMD and manage Public Relations, Compliance Reporting, Planning, Fiscal Services, Human Resources, and Risk.

Recreation Services – Oversee all recreation programming, events, and guest services at all facilities including the Grand Park Community Recreation Center, the Fraser Valley Sports Complex, and the Icebox ice rink, as well as youth and adult athletics, enrichment, and school age programming throughout the community.

Golf Operations – Oversee operation of Pole Creek Golf Club. The Pro Shop staff manage all guest services, including lessons, tournaments, tee times, sales, and outside services. The Turf Maintenance staff oversees all on-course maintenance and the Food and Beverage staff manages all services at Bistro 28.

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• •

•

Facilities Maintenance – Oversee asset management and perform preventative maintenance of all FVRMD facilities.

Park Maintenance – Provide sports turf maintenance for Fraser Valley Sports Complex as well as supervise the operation of the Ice Box ice rink. Oversee the intergovernmental agreements for park services for the Town of Fraser, the East Grand School District, and the Grand Community Gardens.

Marketing – Responsible for FVRMD branding for all facilities, website administration, promotions and sponsorships, and target marketing including social media.

Facilities: •

• • • • • • •

Grand Park Community Recreation Center Pole Creek Golf Club Bistro 28 Fraser Valley Sports Complex (FVSC) The Icebox Ice Rink @ the Fraser Valley Sports Complex Bullfrog TV Translator Old School House Park Tennis Courts Fraser Valley Elementary School

Partnerships: • • • • • • • • • • • • • • • • • •

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East Grand Fire District East Grand School District Fraser Valley Hockey Association Fraser Valley Lacrosse Club Fraser Valley Recreation Foundation Grand Community Gardens Grand County Council on Aging Grand County Library District Grand Nordic Grand Slammers Baseball Club Headwater Trails Alliance Inter Mountain Youth Soccer Association (Grand County Soccer) National Sports Center for the Disabled Town of Fraser Town of Granby, Recreation Department Town of Winter Park Winter Park Competition Center Winter Park/Fraser Chamber of Commerce

Fraser Valley Metropolitan Recreation District

E. Methodology of this Planning Process The project team, including FVMRD staff, guided this project throughout the planning process. This collaborative effort creates a plan that fully utilizes the consultants’ expertise and incorporates the local knowledge and institutional history that only community members can provide. The following 2016 timeline of tasks was determined following a strategic kick-off meeting: Strategic Kick-off and Determination of Critical Success Factors Community and Stakeholder Engagement Initial Information Gathering Focus Groups/ Staff and Stakeholder Interviews Demographics Trends and Community Profile Evaluation, Research, and Analysis Benchmarking Analysis - Community Comparison Resource Map Creation Service Gaps Financing and Funding Needs Assessment Financial and Operational Analysis Alternative Funding and Partnerships Probable Ops, Maintenance, and Capital Costs w/ Potential Funding Master Plan and Executive Report Visioning Strategies Development Workshop Draft and Final Plans, Presentations, and Deliverables Recommendations/Action Plan Draft Plan Final Plan and Presentation

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June June – October June – August June – August September – October July June – September September (parameters established in July) July – September July – August July – October July (Findings) September – October (Analysis) July (Findings) September – October (Analysis) July (Findings) September – October (Analysis) October – November October November – December November November – December December

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II. Our Community and Identified Needs A. Related Planning Efforts and Integration FVMRD Vision 2030 Strategic Plan

The FVMRD Vision 2030 planning effort defined the District’s mission, vision, values, and goals. This master plan will provide short and long-term recommendations that align with this vision.

FVMRD Values • Organizational Excellence • Professional Integrity • Memorable Experiences • Health & Wellness • Employees • Strong Financial Health

FVMRD Mission “The FVMRD provides recreational experiences for our residents and guests through innovative, quality programs and facilities that promote health and wellness.”

FVMRD Goals and Objectives 1. Provide and maintain high quality, safe, diversified, sustainable, and accessible parks, recreation, and golf system.

• Effectively plan for the future needs of residents and guests.  Acquire additional land to meet future needs of the community.

• Continually strive to improve existing facilities while seeking opportunities for future development.

• Provide barrier-free play apparatus and surfacing meeting all safety standards.

• Review Asset Management Plan annually to track and address deferred capital repair and replacement.

• Provide safety training – EAP, CPR, AED. • Practice preventative maintenance.

• Address accessibility at all facilities – ADA. 2. Maintain financial efficiency by maximizing current revenue streams, pursuing alternative revenue sources, and effectively managing expenses.

• Improve profitability (cost recovery).

• Increase participation.

• Maximize corporate, foundation, and government grant support for programs and capital improvements.  Write and submit one grant application for supplemental funding of projects, programs, and/or services.

• Increase retail revenue by five percent.

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3. Expand public outreach, brand recognition, and support for FVMRD. • Develop and implement a District-wide marketing strategy that enhances image and promotes offerings.

• Improve internal & external customer communications.

• Establish an FVMRD Annual Report.

• Expand social media presence.

• Establish an FVMRD uniform policy for all departments.

• Cross-market all FVMRD facilities and programs.

4. Expand programming reach and frequency of use in a way that aligns with community feedback.

• Increase participation.

• Increase teen/tween programming.

• Increase preschool programming.

5. Foster public and private partnerships to support and enhance FVMRD’s facilities and programs.

• Review/update Inter-governmental agreements (IGAs).

• Review/update/formalize partnership agreements.

• Explore new partnership agreements.

• Align partnerships with health and wellness value.

6. Attract, retain, and develop talent.

• Provide professional development and training opportunities for all staff.

• Evaluate employee recognition program annually.

• Provide quality volunteer opportunities that are both rewarding for participants and beneficial to FVMRD. • Review FVMRD pay plan bi-annually.

• Promote health and wellness benefits.

• Cross train staff.

7. Strive for organizational excellence.

• Pursue CAPRA Accreditation.

• Maintain compliance with regulations; legislations; and local, state, and federal laws using industry best practices.

• Use innovative technologies to improve operations.

• Maintain collection, storage, security, and integrity of electronic data while ensuring appropriate access.

• Stay current on industry related trends.

8. Create an amazing customer experience.

• Define FVMRD customer service goals.

• Implement district-wide customer service trainings.

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Fraser Valley Metropolitan Recreation District

Town of Fraser Comprehensive Plan

While it is not the responsibility of FVMRD to carry out the goals and objectives identified by the Town of Fraser in its Comprehensive Plan, FVMRD can strategically align itself with Fraser’s planning efforts to provide the highest quality of service to its users. Below are the open space and recreation goals defined in the Town of Fraser Comprehensive Plan. These goals fall outside of FVMRD’s direct service provision, but should still be considered as potential areas of influence by the District.

“Open Space/Recreation • Expand and enhance the multi-purpose open space network facilitating pedestrian and recreational opportunities while maintaining the environment and ecosystem.

• Enhance the Cozens Ranch Open Space.

• Protect unique and sensitive environmental resources.” 1

Town of Winter Park Comprehensive Plan

Similar to the Town of Fraser Master Plan, the Town of Winter Park Comprehensive Plan is not the responsibility of FVMRD. Areas that FVMRD could influence are: “Chapter 7.1 – Trails Trail Actions 1. Develop standards for dedication and construction of trails.

2. Ensure that trails are part of the development review process.

“Chapter 7.2 – Parks Park Actions 1. Prepare a detailed master plan that identifies land area requirements for various park needs, and then tests their suitability and impacts on various properties in the community.

2. Explore acquisition of some or all of the proposed ‘Idlewild Park’ through open space dedications and/or a land exchange for a portion of the Denver Water Board property on the west side of town.

3. Place fee-in-lieu contributions from future annexations into a fund for the development of the parks master plan…

“Chapter 7.3 – Open Space Open Space Actions 1. Identify areas along the Fraser River where public access (physical access and visual access) is consistent with sound habitat conservation.

2. Take aggressive steps to manage the forest in and near the Town to mitigate the impact of mountain pine beetles.” 2

1 2

Town of Fraser Comprehensive Plan, pg. 7 Town of Winter Park Comprehensive Plan, pg. 7-1 to 7-5

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Headwater Trails Alliance Master Plan

According to its plan, the mission of the Headwater Trails Alliance is, “to identify, maintain, and expand an accessible, interconnecting trail system in Grand County for appropriate multi-user groups.” 3 Again, while the trail system in Grand County is not the responsibility of FVMRD, it does fall within the District’s area of influence in certain cases. The “Overarching Goals and Objectives” 4 from the plan are: “Physical Leadership [County, Town, Recreation District, and Land Management Agency Partnership] • Provide technical direction, expertise, and support to municipalities, agencies, and private property owners in the design, development, and maintenance of trails.

• Coordinate monetary, informational, and personnel resources within and outside Grand County to further the planning, development, and maintenance of trails in Grand County for the benefit of the public.

• Collaborate with the U.S. Forest Service, Bureau of Land Management, National Park Service, local communities, and trail organizations to identify, build, and maintain sustainable regional trail connections.

“Social Leadership [County, Town, Recreation District, and Chamber Partnership] • Lead the development of trail-based recreational signage, mapping, marketing, events, and outreach support to better promote Grand County as a trails destination.

• Promote the appreciation, preservation, and enjoyment of trails through education.

• Promote cooperation and respect among various user groups to further enhance the quality of existing and future trails in Grand County.

“Managerial Leadership [Land Management Agency Partnership] • Manage volunteer development and coordination, Challenge Cost Share, and similar programs to assist agencies meeting their ongoing trail maintenance needs.

• Link and protect significant resources along trails through the support of volunteers and public and private partnerships.

• Review, recommend, and assist in the implementation of grants and grant proposals.”

Other Plans to be Incoporated in this Plan

While the planning efforts listed above have the most direct impact and influence on this master planning effort, the team also reviewed other plans to ensure the alignment and consistency of recommendations and action steps across the District. Those plans include: • 2001 FVMRD Parks, Trails, Open Space, and Pole Creek Golf Club Master Plan • 2014 FVMRD Community Needs Assessment (detailed in a separate section) • 2015 Grand Profile (detailed in a separate section) • 2015 Fraser Valley Economic Development Strategic Plan

3 4

Headwater Trails Alliance Master Plan, pg. 5 Ibid.

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B. Community Profile (from 2015 Grand Profile) Due to the nature of FVMRD boundaries, a comprehensive demographic profile is difficult to create. The Project Team used the 2015 Grand Profile, which created demographic profiles for specific towns within the County (Table 1 - Fraser 5 and Table 2 - Winter Park 6). However, it is worth noting that this profile relied on 2000 and 2010 Census data, and does not contain specific information on Tabernash.

While this information does not draw a complete picture of the community, it can be used to guide the research and analysis of national trends. The Project Team compared this information to the 2014 Needs Assessment for the demographics assessment below, and identified national trends of which FVMRD should be aware. This information is detailed in Section D. As a community with a high number of part-time residents, it is also difficult to accurately portray or estimate the population within the District. This figure is especially important when discussing the level of service and the operations and maintenance impact on the District. For example, census information obtained through the Colorado Department of Local Affairs (DOLA) estimates the full-time resident population within the District at just over 5,500. However, considering the same population study, DOLA estimates that each housing unit contains 2.03 people. With over 7,500 housing units within the District, the District could be serving over 15,000 residents at any time throughout the year. Below is a summary of the 2015 DOLA study. 7 • Total population 5,532 • People per housing unit 2.03 • Total housing units 7,563 • Occupied housing units 2,638 • Vacant housing units 4,925 Further, DOLA estimates the population within the Towns of Winter Park and Fraser grew increased by approximately 2.5 percent from 2012 to 2015, with Grand County’s population increasing by over 3 percent in the same time period. If the area continues to see a similar growth pattern, the population in FVMRD could reach 16,000 by 2020.

More detailed information about this report can be found online at http://co.grand.co.us/797/GrandProfile.

52015

Grand Profile - http://nwccog.org/resources/demographics-of-the-region/grand-county/fraser/ Grand Profile - http://nwccog.org/resources/demographics-of-the-region/grand-county/winter-park/ 7 Colorado Department of Local Affairs, State Demography Office - Draft 2015 Estimates of Population and Households by Conservation Trust Fund Special District. Pg 12.

62015

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Table 1: Town of Fraser Demographic Profile Census 2010 Data

2010

2000

Total population Median Age Male population Female population White Hispanic or Latino (of any race) Not Hispanic or Latino Total households Families Households with children under 18 yrs.

Households with seniors (over 65 yrs.)

Average household size Total housing units Occupied housing units Vacant housing units For seasonal, recreational, or occasional use Owner-occupied housing units Renter-occupied housing units Source: Census 2010, 2000 Data

1,224 32.1 692 532 1,095 167 1,057 540 256 133 36 2.26 1,096 540 556 439 256 284

910 31.1 514 396 860 30 880 410 192 103 27 2.21 622 410 212 165 186 224

Table 2: American Community Survey Data American Community Survey Data (2006-2010 5-yr estimates) Educational Attainment: Bachelor’s Degree Graduate or Professional Degree Total Labor Force Top Five Industries: 1 – Arts, Entertainment, Recreation, Accommodation, and Food Service 2 – Retail Trade 3 – Construction 4 – Public Administration 5 – Professional, Scientific, Management and Administrative Services Class of Worker: Private wage and salary worker Government worker Self-employed Median Household Income Per Capita Income Source: U.S. Census, American Community Survey 2006-2010 Estimates

18

Numerical Change 314 1 178 136 235 137 177 130 64 30 9 0 474 130 344 274 70 60

Percentage Change 34.50% 3.20% 34.60% 34.30% 27.30% 456.70% 20.10% 31.70% 33.30% 29.10% 33.30% 2.30% 76.20% 31.70% 162.30% 166.10% 37.60% 26.80%

35.60% 4.60% 866 24.30% 23.60% 15.10% 9.70% 6.20% 78.60% 12.50% 8.90% $44,453 $22,978

Fraser Valley Metropolitan Recreation District

Table 3: Town of Winter Park Demographic Profile Census 2010 Data

2010

2000

Total population Median Age Male population Female population White Hispanic or Latino (of any race) Not Hispanic or Latino Total households Families Households with children under 18 yrs.

Households with seniors (over 65 yrs.)

Average household size Total housing units Occupied housing units Vacant housing units For seasonal, recreational, or occasional use Owner-occupied housing units Renter-occupied housing units Source: Census 2010, 2000 Data

999 35.9 586 413 937 59 940 481 210 88 62 2.05 2,572 481 2,091 1,916 277 204

662 36.2 390 272 639 9 653 318 129 47 26 2.04 1,231 318 913 703 185 133

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Numerical Change 337 -0.3 196 141 298 50 287 163 81 41 36 0 1,341 163 1,178 1,213 92 71

Percentage Change 50.90% -0.80% 50.30% 51.80% 46.60% 555.60% 44.00% 51.30% 62.80% 87.20% 138.50% 0.50% 108.90% 51.30% 129.00% 172.50% 49.70% 53.40%

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Table 4: American Community Survey Data: Winter Park American Community Survey Data (2006-2010 5-yr estimates) Educational Attainment: Bachelor’s Degree Graduate or Professional Degree Total Labor Force Top Five Industries: 1 – Arts, Entertainment, Recreation, Accommodation & Food Service 2 – Manufacturing 3 – Professional, Scientific, Management and Administrative Services 4 – Educational Services, Healthcare, Social Assistance 5 – Retail Trade Class of Worker: Private wage and salary worker Government worker Self-employed Median Household Income Per Capita Income Source: U.S. Census, American Community Survey 2006-2010 Estimates

42.40% 20.00% 440 35.60% 12.80% 11.60% 9.30% 8.40% 95.80% 1.60% 2.60% $59,943 $34,124

Since these statistics only use the most recent census data available, which is quite dated at this time (2000 and 2010), the Project Team created a profile of respondents to the citizen survey during the 2014 Needs Assessment, for a point of comparison.

C. 2014 Needs Assessment and Grand Profile FVMRD conducted a needs assessment in 2014 8 to provide current information on local residents’ opinions concerning recreation needs and priorities, and to update a needs assessment conducted by the District in 1999/2000. It was based on a combination of citizen focus groups and input from the District Board and staff obtained through a work session, as well as a statistically-valid survey conducted in October and November 2014. The needs assessment was the first step in an overall process designed to create a master plan for the FVRMD.

Public Focus Groups

A series of four focus groups were conducted as a part of the needs assessment. These groups involved local residents that were recruited to be representative of the broad range of users of FVRMD recreation facilities and programs.

Board and Staff Work Session

A Board and Staff work session allowed a perspective reflective of the experience of past and current operations, with first-hand knowledge of history, successes, and expressed user concerns and needs, as well as operational and financial pressures and opportunities.

8

This section contains information from the 2014 FVMRD Needs Assessment and the Grand Profile. A full report of questions and responses can be found separate from this document.

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Fraser Valley Metropolitan Recreation District

Focus Group and Work Session Summary

All sessions were taped and were evaluated for broad “themes” and ideas, and specific comments and suggestions. These themes are summarized below: • Favorable Comments on Current Facilities, Programs, and Progress – The groups were characterized by very positive comments about FVRMD and its programs, facilities, and personnel. Several agreed that FVRMD could capitalize on the “friendliness” of staff – the “attitude comes through.” The facilities let people build social connections and a “culture of lifestyle”; this is a “special thing that we have.” The results from the groups were summarized in the full report under “strengths” and “weaknesses.” In general, the strengths presently outweigh the weaknesses in the opinion of focus group participants, and FVRMD is viewed very positively.

• The Sports Complex – Fields are rated very favorably, but more could be done to facilitate the comfort and convenience of fans and to make the Sports Complex more of a community gathering place. Parents and fans would be served by lights, and some type of space for gathering with shade and out of the weather. “We cannot effectively host tournaments, because we don’t have the support facilities.” The “spin off” (economic) benefits of tournaments were pointed out, as well as the social aspect of gathering at the fields.

• “Bundling” of facilities and looking for “multi-use facilities” – For example, a pavilion or gathering space could also function as a classroom.

• Enhanced concessions as part of the Sports Complex – This amenity would help to make the complex more of a gathering place. There was advocacy for self-supporting facilities (i.e. pay for themselves). These ideas provide further perspective on the survey results. While the surveys showed few glaring gaps in services or facilities, there is a desire to refine and enhance how the Sports Complex functions as a resource for the Valley.

• Extend the season – The length of season was a theme: refrigeration of the Icebox, indoor tennis, soccer dome, covered pavilion, and/or indoor gathering space were identified as examples of improvements that could extend the often short outdoor seasons that are present in Grand County. It was also pointed out that it is hard to keep staff when there is not yearround activity.

• Transportation – The focus groups pointed out that transportation to the Recreation Center and fields is a major weakness, especially for both youth and seniors. It was identified as a multijurisdictional problem, but one that the focus groups felt was worthy of attention. Some mentioned the opportunity to create a transportation link between the Recreation Center, the Sports Complex, and the Golf Course.

• Playground – There was broad interest and support for an expanded/enhanced playground at the Sports Complex; this sentiment was expressed in the focus groups in a number of different ways, and was further reinforced by the survey results. The playground will help to complete one important element of the master plan for the sports complex. Several mentioned that the playground should have access to a gathering place (the pavilion idea expressed above) that would allow children and adults to get out of bad weather.

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•

Awareness of Programs Could be Improved – Some in the focus groups mentioned the need for enhanced communications and awareness of programs; it is seen by some as a relative area of weakness of FVRMD. With so many programs, it is difficult to summarize and share information on what is being offered, a challenge that was acknowledged. Ideas for easier navigation of the website were expressed.

Invitation and Web Surveys

The survey and the overall Needs Assessment effort was grounded, in part, on a similar study conducted

by FVRMD in 1999/2000. That study had resulted in the identification of a major opportunity, to create an indoor recreation facility that would serve area residents, and the facility was subsequently constructed and is successfully operating today.

Using a combination of mail and web-based distribution, a total of 2,000 paper surveys were mailed to a random sampling of residents and second homeowners within FVRMD. The survey invitation offered alternative methods for completing the survey: either an online version or a paper survey with a postage paid return envelope.

The random survey was augmented with an email invitation that was sent to names on e-mail lists maintained by FVRMD. Together, the two survey methods resulted in 735 responses, including 288 from the invitation sample and 447 from the email list. The margin of error for the statistically-valid invitation sample is roughly +/- 5.8 percentage points calculated for questions at 50 percent response. Full-time residents of the Fraser Valley Recreation District were represented by 369 respondents, and 226 identified themselves as part-time residents.

FVMRD Survey Respondent Profile The following details the demographic profile of survey respondents. Several of the demographic categories are segmented by residency status (local residents vs. part-time residents) to highlight key demographic differences between these two groups.

• Gender representation in the survey was roughly equal – 52 percent of respondents overall were male, and 48 percent were female.

• Respondent age generally skewed older, with 53 percent of respondents age 55 or older and an average age of 54.3 years. However, respondents reported a broad range of ages, with 10 percent under age 35, 13 percent age 35–44, and 23 percent age 45–54.

• A majority of respondents are full-time residents of Grand County (63%), while 32 percent identify themselves as second homeowners, and 5 percent are seasonal residents.

• Over half of respondents overall (53%) reported that their household earns less than $100,000 annually. The average annual household income is $130,193, likely attributable to the fact that a fairly high share of respondents earn over $200,000 a year (17%). Over two-thirds of local respondents (68%) reported earnings of less than $100,000 annually, while 79 percent of parttime respondents earn $100,000 or more per year.

• The largest share of respondents are empty nesters (36%), followed by singles and couples with children (24%), couples without children (24%), and singles without children (15%). A strong majority of respondents reported being in a couple, either with or without children (79%).

• Most respondents have lived in the Fraser Valley area for a relatively long period of time, with 62 percent reporting that they have lived in the area for over 10 years and an average length of 16.6 years.

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•

• • • • • •

Overall, 84 percent of respondents indicated that they have received a college-level degree or higher. Thirty-one percent (31%) reported having completed a post-graduate degree.

Completion of college was also common among respondents’ partners, with 79 having obtained a college degree and 30 percent having finished a post-graduate degree. A similar pattern emerged for the education level of the respondents’ partners.

Three-quarters of part-time residents live within Colorado when they are not living in Grand County. Similarly, the top Designated Market Area (DMA) that part-time respondents come from is Denver (73%).

A majority of respondents overall reported that they own their residence (85%).

Five percent (5%) of respondents indicated that they live with someone who has a disability or is in need of special accommodations.

Fifteen percent (15%) of respondents indicated that they would participate in such a program.

Most respondents reported living in a household with between one and three people (81%).

Responding households had an average of 2.4 people living in them.

Additional comparison of full-time and part-time respondents is represented in Table 5.

Table 5: Respondent Profile Comparison Respondent Profile Full-time Part-time More frequently female (57%) More frequently male (69%) 32% of FT residents were under 45 Typically older (59 years of age vs 52) Household income of $99,500 Household income of $202,250 21% are single w/o children Majority were empty-nesters Lived in the area for approx. 17 years Lived in the area for approx. 16 years 79% had college degrees 94% had college degrees 2% had graduate degrees 47% had graduate degrees While FVMRD will serve full-time respondents throughout the year, part-time respondents will continue to have a significant impact on its programming and services. Strategies and potential programming opportunities are identified in the trends section of this report.

Survey Key Findings The following information is a summary of the questions and responses from the 2014 Needs Assessment. Additional questions regarding FVMRD were asked and can be found in a separate document. Selected questions from the Grand Profile, specific to recreation, are summarized at the end of this section.

Use of Recreational Facilities – Indicative of widespread usage of local recreation facilities, most respondents (88%) reported that they personally use recreational facilities, either public or private, in the Fraser Valley area. Eighty-six percent (86%) also reported that they have household members who utilize recreational facilities in the area. Figure 1 depicts the current use of facilities/programs by season.

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Figure 1: Use of FVMRD Facilities/Programs by Season

Quality of Current Facilities – Using a scale from 1 to 5 where 1 means “poor” and 5 means “excellent,” respondents rated the quality of FVMRD facilities (Figure 2). The Pole Creek Golf Course and the Grand Park Community Recreation Center received the highest average ratings, followed by the Pole Creek Club House, the Fraser Valley Sports Complex (FVSC) Soccer Fields, the FVSC Baseball/Softball Fields, the FVSC overall, and the FVSC Icebox Ice Rink. The Fraser Town Park Tennis Courts were ranked slightly lower, with an average rating of 3.7 provided by respondents. Overall, ratings are very favorable with few respondents rating facilities with a 1 or 2 (“Fair/Poor”).

Figure 3 depicts the average rating of facilities by local and by part-time residents.

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Fraser Valley Metropolitan Recreation District

Figure 2: Quality of FVMRD Facilities – Percent Good/Excellent vs. Poor/Fair

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Figure 3: Quality of FVMRD Facilities – Residency Status

Importance of Potential Fraser Valley Sports Complex Improvements – Respondents rated the importance “for you or your family” of a list of potential improvements to the FVSC using a scale from 1 to 5 where 1 is “not at all important” and 5 is “very important.” Overall, most facilities received average importance ratings of 2.5 or less on a five point scale. The highest importance ratings were provided for refrigeration of Icebox (average 2.6), expanded and enhanced playgrounds (2.4), lighting of fields (2.4), added lighting of parking lot and pedestrian ways (2.4), and a paved parking lot (2.2). Respondents gave lower ratings to additional courts and fields including volleyball (1.8), basketball (1.7), and soccer (1.7).

Figures 4 and 5 depict a priority of improvements at the Sports Complex and Pole Creek Golf Course as indicated by local and by part-time residents. While local residents seem to prefer lengthening of the Icebox season and lighting of fields, part-time residents seem to prefer expanding and enhancing playgrounds and paving of parking lots

26

Fraser Valley Metropolitan Recreation District

Figure 4: Improvement Priorities Combined - Sports Complex – Residency Status

Figure 5: Improvement Priorities Combined - Pole Creek Golf Club – Residency Status

Figure 6 depicts a prioritization of potential future facilities by local and by part-time residents, showing strong support for a performing arts and/or arts and cultural center from both groups.

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Figure 6: Potential Future Facilities – Residency Status

To help FVMRD further prioritize these opportunities, respondents were asked to spend $100 in $5 increments (Figure 7). Part-time residents overwhelmingly prioritized improvements at the golf course, which was followed by both groups with enhancements at the Community Recreation Center and other new facilities.

Figure 7: $100 Allocation to Improvements/Future Facilities – Residency Status

2015 Grand Profile Survey Responses The Grand Profile provided further information about parks and recreation facilities within Grand County. The Grand Profile survey was distributed to 6,000 households within Grand County, with 1,486 responses. As with the needs assessment survey, this survey was also available online.

While FVMRD is not the only service provider, they do play a large role in providing services within the county. Figures 8, 9, and 10 depict general satisfaction (5-point scale) with public facilities in Grand County by respondents located within the FVMRD, showing strong satisfaction with parks, open space, trails, and recreation facilities over other community services.

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Fraser Valley Metropolitan Recreation District

Figure 8: Satisfaction with Public Facilities/Services in Grand County

Figure 9: Satisfaction with Grand County Facilities/Services Ratings

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Figure 10: Importance of Factors to Decision to Locate/Remain In Grand County

Grand Profile Survey A survey of residents was conducted during the summer/fall of 2014 for the Grand Profile, a comprehensive planning document for County. This survey was also designed to complement a second survey-based research effort that was conducted simultaneously on behalf of the County and local chambers of commerce. That study, termed the “Grand Profile,” was designed to look at a variety of economic factors that are present in Grand County and contained a number of questions that related to recreation demand and satisfaction. The results of that study were also considered in developing this summary.

2015 Grand Profile Visitor Responses The Fraser Valley, and FVMRD, experiences a high volume of visitors to the area due to the vast array of amenities during all seasons. While these visitors are not necessarily the focus of FVMRD, they should be considered when developing programs and amenities. As part of the Grand Profile Survey, visitors were also invited to participate. A summary of responses follows.

What were main reasons you chose to visit Grand County?

• Enjoyment of the scenic beauty of the mountains/area (61%) • Noncompetitive recreational activity (skiing, hiking, fishing, rafting, golf, biking, etc.) (59%) • Enjoyment of ski area resort/town (e g shopping/dining etc.) (55%) • Mountain getaway (47%)

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Answers that received a lower response rate included: • Special event (10%) • Special package/offer/price/discount (7%) • Competitive sporting event participant (running race, soccer tournament, etc.) (4%) • Wedding/honeymoon/anniversary (4%) • Convention/conference/trade show (1%) While these amenities are not necessarily provided by FVMRD, the District can act to provide complementary services to many of these opportunities.

Did you consider visiting Grand County in the…

• Winter – 10% • Summer – 56% • Both – 34% Number in party…

• Two – 34% • Four – 19% • Three – 12% • One – 11% Nights away from home…

• Two – 23% • Three – 15% • Five – 11% • Seven – 11% • Four – 10% What town/area did you stay?

• Winter Park Resort – 24% • Town of Winter Park – 23% • Fraser – 12% • Snow Mountain Ranch – 10% • Tabernash – 2% Which towns did you visit?

• Town of Winter Park – 69% • Winter Park Resort – 58% • Fraser – 42% • Tabernash – 13% • Snow Mountain Ranch – 13%

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Which areas do you visit for recreation/shopping/dining?

• Town of Winter Park – 75% • Winter Park Resort – 72% • Fraser – 66% • Tabernash – 30% Many visitors may not know the synergy that exists between the Towns and District, which may result in an opportunity or service gap. Even though many visitor responses and preferences fell outside of FVMRD’s service profile (downhill skiing, tubing, camping, general sightseeing, hiking, etc.), these areas should be considered as opportunities for partnerships with alternative service providers from a marketing and programming stand-point to ensure that visitors are aware of opportunities at FVMRD during their stay.

Staff Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis

To validate the previous findings in the needs assessment, the project team conducted a site visit to each facility operated by FVMRD and staff interviews in July of 2016. These interviews were modified SWOT analyses, allowing staff to provide further perspective for this planning process. A summary of responses is below. Responses are not prioritized, but recurring responses are denoted by an asterisk.

Strengths • Dedicated funding • High-quality facilities/maintenance* • Customer service • Community service/involvement* • Special events • Staff/Board work collaboratively* • Training stays current • Existing partnerships Weaknesses • Communication in all areas • Communication outside of District* • Being competitive in the market • Sales and marketing • Targeted programming to young adults* • Finding employees/employee retention* • Hard to manage maintenance • Perception of customer service

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• • • • • • •

Off-season deals Financially responsible Youth programs Athletics programs Variety of programming* Improving community relations Improving teamwork/department unity*

• • • • • •

Quality/quantity of programs Staffing levels Pay scales vs. cost of living Lack of indoor space* Safer facilities Timing and communication of cost recovery analysis/program cancellation Losing the fitness market

•

Fraser Valley Metropolitan Recreation District

Opportunities • Golf • Swimming • Soccer/ball fields • Yoga • Workout classes • Strong local economy/District growth • Events • Growing population*

• • • • • • •

Appropriate growth at the GPCRC (staffing/programs)* Partnerships with developers Partnerships/sponsorships* Community Center at Sprout Foundation Rendezvous/new fitness trail Hideaway Park Adventure programming

• • • • • • •

Ability to keep up with growth* Affordable housing Economy Budget restraints on staffing levels Land Alternative providers* Lawsuits

Additional Programs or Activities Currently Unavailable • XC ski/trail running* • • Tennis • • Adult programs • • Fishing* • • Outdoor water sports – water skiing, • sailing, Paddle boarding, kayaking, etc.* • • Family activities • • Teen programming* • • Downhill skiing •

Motorcycle riding Archery (leagues) Sport shooting Aquatics Cultural programming Preschool Senior programming* Youth and adult sports Programs targeted at young adults

Threats • Employee turnover/the ability to retain seasonal and variable hour employees* • Variable weather* • Recession • Indoor space* • May not collect money from new populations (renters)* • Ability to build on facilities in the future

Additional Park and Recreation Facilities That FVMRD Should Provide • Field house* • Field turf • Golf simulators (the ability to provide golf • Dog park in the winter) • Improved bike skills park • Indoor tennis* • Adventure parks/centers • Event Center at Pole Creek* • Performing arts center* • Indoor soccer (full-size) • Field Lights

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Facility Improvements Desired • New pumps/irrigation on the Ridge Course* • Refrigeration at Icebox* • Paved cart paths* • Driving range renovations* • New wiring/lighting in turf maintenance building* • New irrigation in Sports Complex • Additional space at maintenance building at FVSC • Food court/snack bar at FVSC/GPCRC • Larger leisure pool

• • • • • • • •

Field lights* Expansion of fitness area Expanded gymnasium Parking at FVSC Ball field backstops and fencing* Bleachers at FVSC Tennis court renovations Bike skills park*

Underserved Portions of the Community • Visitors/outside users • Outdoor recreators • Seniors* • Preschoolers • Teens • Young adults new to the area* • Lower-income families* Key Issues and Values in the Community • Capturing the growing tourist/resident market* • Keeping employees within the valley • Equitable access • Needs of second home owners and tourists • Understanding community needs/updating needs assessment* Top Priorities over the Next 5-10 Years • Investment in employees/staffing* • Investment into operations and facilities* • Focus on reaching out to all ages and all groups • Being prepared for/capturing growth* • Financial security and responsibility • Facility maintenance*

• • • • • •

Field house* Icebox refrigeration* Cart paths Field lighting Artificial turf fields Ensuring consistency with other mountain communities

These interviews provided new perspective to the previously completed needs assessment, supporting the direction identified previously. The theme of “Little Steps with a few Big Leaps” still seems to be the most appropriate direction for this plan and FVMRD.

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Fraser Valley Metropolitan Recreation District

D. Trends of Which To Be Aware Demographic Trends

The following information was gathered based on the demographic information collected during this planning process. Each section contains key characteristics, and programming opportunities for FVMRD to be aware over in the coming years.

Hispanic/Latino Populations The population of Hispanic origin can be viewed as the heritage, nationality, lineage, or country of birth of the person or the person’s parents or ancestors before arriving in the United States. In the U.S. census, people who identify as Hispanic, Latino, or Spanish may be any race and are included in all of the race categories. In the United States, this population increased by 43 percent over the last decade, compared to five percent for the non-Hispanic population, and accounted for more than half of all the population growth. In the July 2012 issue of Parks and Recreation magazine, published by NRPA, Emilyn Sheffield, Professor of Recreation and Parks Management at the California State University, at Chico, authored an article titled “Five Trends Shaping Tomorrow Today.” In it, she indicated that the growing racial and ethnic diversity is particularly important to recreation and leisure service providers, as family and individual recreation patterns and preferences are strongly shaped by cultural influences. 9 Participation in outdoor sports among youth and young adults (ages 6-24) who identify as Hispanic was at 10 percent nationwide in 2014, according to the 2014 “Outdoor Recreation Participation Report.” 10 Those who do get outdoors, however, participate more frequently than other outdoor participants, with an average of 47 outings per year. Youth between ages 13 and 17 are the most likely age group to participate in outdoor recreation, followed closely by those in the 25-44 age range, with the most popular outdoor activities being running and jogging (24%); road, mountain, and BMX biking (15%); fishing (freshwater, saltwater and fly) (14%); camping (car, backyard, and RV) (13%); and hiking (9%).

Adults – Baby Boomers Baby Boomers are defined as individuals born between 1946 and 1964, as stated in “Leisure Programming for Baby Boomers.” 11 They are a generation that consists of nearly 76 million Americans.

In 2011, this influential population began its transition out of the workforce. As Baby Boomers enter retirement, they will be looking for opportunities in fitness, sports, outdoors, arts and cultural events, and other activities that suit their lifestyles. With their varied life experiences, values, and expectations, Baby Boomers are predicted to redefine the meaning of recreation and leisure programming for mature adults. In her article, Sheffield also indicated that Baby Boomers are driving the aging of America, with Boomers and seniors over 65 comprising about 39 percent of the nation’s population. 12 Jeffrey Ziegler, a past president of the Arizona Parks and Recreation Association identified “Boomer Basics” in his article, “Recreating Retirement: How Will Baby Boomers Reshape Leisure in their 60s?” 13 Highlights are summarized below.

Emilyn Sheffield, “Five Trends Shaping Tomorrow Today,” Parks and Recreation, July 2012, p. 16-17.

Outdoor Recreation Participation Report 2014 11 Linda Cochran, Anne Roshschadl, and Jodi Rudick, “Leisure Programming For Baby Boomers,” Human Kinetics, 2009.

12 Emilyn Sheffield, “Five Trends Shaping Tomorrow Today,” Parks and Recreation, July 2012, p. 16-17.

13 Jeffry Ziegler, “Recreating Retirement: How Will Baby Boomers Reshape Leisure in Their 60s?,” Parks and Recreation, October 2002.

9

10

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Boomers are known to work hard, play hard, and spend hard. They have always been fixated with all things youthful. Boomers typically respond that they feel 10 years younger than their chronological age.

Their nostalgic mindset keeps Boomers returning to the sights and sounds of their 1960s youth culture.

Swimming pools have become less of a social setting and much more of an extension of Boomers’ health and wellness program. Because Boomers in general have a high education level, they will likely continue to pursue education as adults and into retirement.

Boomers will look to park and recreation professionals to give them opportunities to enjoy many life-long hobbies and sports. When programming for this age group, a customized experience to cater to the need for self-fulfillment, healthy pleasure, nostalgic youthfulness, and individual escapes will be important. Recreation trends will shift from games and activities that Boomers associate with senior citizens, as Ziegler suggests that activities such as bingo, bridge, and shuffleboard will likely be avoided because Boomers relate these activities to being old. Current trends in programming for this age category include more active opportunities like pickleball and outdoor recreation programs.

Boomers will reinvent what being a 65-year-old means. Parks and recreation agencies that do not plan for Boomers carrying on in retirement with the same hectic pace at which they have lived during their years in employment will be left behind. Things to consider when planning for the demographic shift: • Boomer characteristics • What drives Boomers?

• Marketing to Boomers • Arts and entertainment • Passive and active fitness trends • Outdoor recreation/adventure programs • Travel programs Youth – Generation Z Sheffield also identified that the proportion of youth is smaller than in the past, but is still essential to our future. As of the 2010 Census, the age group under age 18 formed about a quarter of the U.S. population.

Nationwide, nearly half of the youth population is ethnically diverse, and 25 percent is Hispanic.

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Characteristics cited for Generation Z, the youth of today, 14 include: • The most obvious characteristic for Generation Z is the pervasive use of technology. 15 • Generation Z members live their lives online and they love sharing both the intimate and mundane details of life.

• They tend to be acutely aware that they live in a pluralistic society and tend to embrace diversity.

• Generation Zers tend to be independent. They do not wait for their parents to teach them things or tell them how to make decisions. 16 With regard to physical activity, a 2013 article published by academics at Georgia Southern University 17 notes that the prevalence of obesity in Generation Z (which they describe as individuals born since the year 2000) is triple that of Generation Xers (born between 1965 and 1979). It suggests that due to increased use of technology, Generation Z spends more time indoors, is less physically active, and is more obese than previous generations. The researchers noted that Generation Z is a generation that seeks social support from peers more so than any previous generation. This is the most competent generation from a technological standpoint, but Generation Zers tend to struggle in and fear some basic activities such as physical activity and sports.

Adult – The Millennial Generation In their book, Millennials Rising, the Next Great Generation, authors William Strauss and Neil Howe identify seven Millennials characteristics. 18 These characteristics were discussed in a 2010 California State Parks article entitled “Here come the ‘Millennials’: What You Need to Know to Connect with this New Generation”: 1. Special: Used to receiving rewards just for participating, Millennials are raised to feel special.

2. Sheltered: Millennials lead structured lives filled with rules and regulations. Less accustomed to unstructured play than previous generations and apprehensive of the outdoors, they spend most of their time indoors, leaving home primarily to socialize with friends and families.

3. Team Oriented: This group has a “powerful instinct for community” and “places a high value on teamwork and belonging.”

4. Technically savvy: Upbeat and with a can-do attitude, this generation is “more optimistic and tech-savvy than its elders.”

5. Pressured: Millennials feel “pressured to achieve and pressured to behave.” They have been “pushed to study hard and avoid personal risk.”

6. Achieving: This generation is expected to do great things, and they may be the next “great” generation.

7. Conventional (and diverse): Millennials are respectful of authority and civic minded. Respectful of cultural differences because they are ethnically diverse, they also value good conduct and tend to have a “standardized appearance.”

Note: There does not appear to be a general consensus about the transition from Millennials to Generation Z. The range sited in various articles puts the transition year anywhere from about 1994 to 2000.

15 La Monica Everett-Haynes, “Trending Now: Generation Z,” Arizona University UA News Blog, http://uanews.org/blog/trending-now-generation-z, accessed July 30, 2015.

16 Alexander Levit, “Make Way for Generation Z,” The New York Times, March 28, 2015, http://www.nytimes.com/2015/03/29/jobs/make-way-for-generation-z.html?_r=0.

17 David D. Biber, Daniel R. Czech, Brandonn S. Harris, and Bridget F. Melton, “Attraction to physical activity of generation Z: A mixed methodological approach,” Open Journal of Preventive Medicine, Vol.3, No.3. 310 – 319 (2013), http://dx.doi.org/10.4236/ojpm.2013.33042.

18Neil Howe and William Strauss, Millennials Rising, the Next Great Generation, Vintage: New York, New York, 2000.

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The California State Parks article provides a broad range of ideas for engaging Millennials in parks and recreation. 19 In a 2011 study of the Millennial Generation, 20 Barkley Advertising Agency made the following observations about Millennials and health/fitness: • Sixty percent (60%) of Millennials say they try to work out on a regular basis. Twenty-six percent (26%) consider themselves health fanatics.

• Much of this focus on health is really due to vanity and/or the desire to impress others — 73 percent exercise to enhance their physical appearance.

• Millennials are also fans of relaxation and rejuvenation, as 54 percent regularly treat themselves to spa services.

• Despite their commitment to health, Millennials stray from their healthy diets on weekends.

There is a noticeable difference between their intent to work out regularly and the amount of exercise that they actually accomplish.

Facilities

According to Recreation Management magazine’s 2015 “State of the Industry Report,” 21 national trends show an increased user-base of recreation facilities (private and public). Additionally, parks and recreation providers responding to the survey indicated an average age of 26.4 years for their community recreation facilities. To meet that growing need, a majority of the parks and recreation survey respondents (72.6%) reported that they have plans to build new facilities or make additions or renovations to their existing facilities over the next three years. Nearly one-third (32.4%) of parks respondents said that they have plans to build new facilities, and 29.9 percent said that they plan to add to their existing facilities. More than half (53.1%) are planning renovations to existing facilities.

Also according to the 2015 “State of the Industry Report,” the average amount planned for parks and recreation department construction in the 2015 budgets saw an increase from an average of $3,795,000 in the previous year’s survey to an average of $3,880,000 for 2015. Currently, the most likely features included in park facilities are playgrounds, park shelters, restroom structures, walking and hiking trails, open spaces, gardens and natural areas, bleachers and seating, outdoor sports courts, natural turf sports fields, concession areas, and classrooms/meeting rooms.

California State Parks, “Here come the ‘Millennials’: What You Need to Know to Connect with this New Generation,” Recreation Opportunities. (2010), p. 4-6, http://www.parks.ca.gov/pages/795/files/millennials%20 final_03_08_10.pdf, accessed January 12, 2015.

20 American Millennials: Deciphering the Enigma Generation, https://www.barkleyus.com/AmericanMillennials.pdf, accessed May 2015.

21 Emily Tipping, “2015 State of the Industry Report, State of the Managed Recreation Industry,” Recreation Management, June 2015.

19

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The top 10 planned features to be constructed for all facility types are: 1. Splash play areas (planned by 23.4 percent of parks respondents who will be adding features) 2. Playgrounds (22.4%) 3. Dog parks (22%) 4. Fitness trails and outdoor fitness equipment (21.5%) 5. Hiking and walking trails (20.3%) 6. Bike trails (20.1%) 7. Park restroom structures (19.5%) 8. Park structures such as shelters and gazebos (17.7%) 9. Synthetic turf sports fields (16.1%) 10. Wi-Fi services (14.4%) The current national trend is toward “one-stop” indoor recreation facilities to serve all ages. Large, multipurpose regional centers help increase cost recovery, promote retention, and encourage cross-use.

Agencies across the United States are increasing revenue production and cost recovery. Providing multiuse and flexibility in facilities versus specialized space is a trend, offering programming opportunities as well as free-play opportunities. “One-stop” facilities attract young families, teens, and adults of all ages.

Aquatics/Water Recreation Trends According to the National Sporting Goods Association (NSGA), swimming ranked third nationwide in terms of participation in 2014. 22 Outdoor swimming pools are not typically heated and open year round.

Swimming for fitness is the top aspirational activity for “inactives” in six of eight age categories in the Sports & Fitness Industry Association (SFIA) 2013 Sports, Fitness, and Leisure Activities Topline Participation Report, representing a significant opportunity to engage inactive populations. Nationally, there is an increasing trend toward indoor leisure and therapeutic pools.

Additional indoor and outdoor amenities like “spray pads” are becoming increasingly popular as well. In some cities and counties, spray pads are popular in the summer and are converted into ice rinks in the winter. In this maturing market, communities are looking for atmosphere, an extension of surroundings either natural or built. Communities are also concerned about water quality as well as conservation.

Interactive fountains are a popular alternative, as they are ADA-compliant and low maintenance. Trends in architectural design for splash parks can be found in Recreation Management magazine articles in 2014 and 2015. 23 The Outdoor Foundation’s 2015 “Outdoor Recreation Participation Topline Report” provided nationwide trends for various outdoor activities, including the following water recreation activities: board sailing/windsurfing, canoeing, fishing, kayaking, rafting, sailing, stand-up paddle boarding, and wakeboarding (Table 6). Among water recreation activities, stand-up paddle boarding had the largest increase in participation from 2012 to 2014 (30.5% increase) followed by several varieties of the kayaking experience: kayak fishing (20.1% increase) and whitewater kayaking (15.1% increase). Fly fishing participation went up, while other fishing activities went down in the same time period. Sailing participation increased somewhat, while rafting and wakeboarding participation went down. 24 “2014 Participation – Ranked by Total,” National Sporting Goods Association, 2015.

Dawn Klingensmith “Make a splash: Spraygrounds Get (Even More) Creative,” Recreation Management, April 2014 (and April 2015 updates). (http://recmanagement.com/feature_print.php?fid=201404fe01).

24 Outdoor Recreation Participation Topline Report 2015, Outdoor Foundation, 2015.

22 23

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Table 6: Water Recreation Participation by Activity (in thousands) (6 years of age or older) 3 Year 2010 2011 2012 2013 2014 Average Change Boardsailing/windsurfing 1,617 1,151 1,593 1,324 1,562 13.2% Canoeing 10,553 9,787 9,839 10,153 10,044 0.9% Fishing (fly) 5,478 5,683 6,012 5,878 5,842 1.0% Fishing (freshwater/other) 38,860 38,868 39,135 37,796 37,821 -0.9% Kayak fishing 1,044 1,201 1,409 1,798 2,074 20.1% Kayaking (recreational) 6,465 8,229 8,144 8,716 8,855 2.5% Kayaking (white water) 1,842 1,546 1,878 2,146 2,351 15.1% Rafting 4,460 3,821 3,690 3,836 3,781 -0.3% Sailing 3,869 3,725 3,958 3,915 3,924 1.8% Stand up Paddle Boarding 1,050 1,242 1,542 1,993 2,751 30.5% Wakeboarding 3,645 3,389 3,348 3,316 3,125 -2.6% Source: Outdoor Foundation 2015 (numbers in thousands).

Dog Parks Dog parks continue to see high popularity and have remained among the top planned addition to parks and recreational facilities over the past three years. In 2014, the National Dog Park Association was founded with the purpose of providing informational resources for starting and maintaining dog parks.

Recreation Management magazine 25 suggests that dog parks can represent a relatively low-cost way to provide an oft-visited, popular community amenity. Dog parks can be as simple as a gated area, or more elaborate with “designed-for-dogs” amenities like water fountains, agility equipment, and pet wash stations, to name a few. Even “spraygrounds” are being designed just for dogs. Dog parks are also places for people to meet new friends and enjoy the outdoors.

The best dog parks cater to people with design features for their comfort and pleasure, but also with creative programming. 26 Amenities in an ideal dog park might include the following: • Benches, shade, and water – for dogs and people • At least one acre of space with adequate drainage • Double gated entry • Ample waste stations well-stocked with bags • Sandy beaches/sand bunker digging areas • Custom designed splashpads for large and small dogs • People-pleasing amenities such as walking trails, water fountains, restroom facilities, picnic tables, and dog wash stations.

Emily Tipping, “2014 State of the Industry Report, Trends in Parks and Recreation,” Recreation Management, June 2014.

Dawn Klingensmith “Gone to the Dogs: Design and Manage an Effective Off-Leash Area,” Recreation Management, March 2014. (http://recmanagement.com/feature_print.php?fid=201403fe02).

25 26

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Programming Fitness There have been many changes in fitness programs in the last 15 years. What clients wanted in 2000 is not necessarily what they want today. The American College of Sports Medicine (ACSM) Health and Fitness Journal 27 has conducted a survey annually since 2007 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. Some trends first identified in 2007 have stayed near the top of the list year after year, while others came and went in popularity.

Zumba made a brief appearance on the top 10 in 2012 but fell off the top 20 list in 2014. Body weight training appeared as a developing trend in 2014 and is projected to stay strong in 2015, as is highintensity interval training. Yoga is regaining popularity after falling out of the top 20 in 2009 and staying out of the top 10 until 2014. Fitness programs for older adults will remain strong in 2015.

Table 7: Top 10 Worldwide Fitness Trends for 2007 and Predicted Trends for 2015 Trends in 2007 Trends for 2015 1. Children and obesity 1. Body weight training 2. Special fitness programs for older adults 2. High-intensity interval training 3. Educated and experienced fitness professionals 3. Educated and experienced fitness professionals 4. Functional fitness 4. Strength training 5. Core training 5. Personal training 6. Strength training 6. Exercise and weight loss 7. Personal training 7. Yoga 8. Mind/body exercise 8. Fitness programs for older adults 9. Exercise and weight loss 9. Functional fitness 10. Outcome measurements 10. Group personal training Source: American College of Sports Medicine

According to the 2015 “Participation Report” by the Physical Activity Council, 28 over half of each generation participates in fitness sports, and team sports are more of a Generation Z activity, while water and racquet sports are dominated by Millennials. Outdoor and individual sports tend to have younger participants with participation decreasing with age. Figure 11 illustrates participation rates by generation.

Walter R. Thompson, “Worldwide Survey of Fitness Trends for 2012,” Health & Fitness Journal, American College of Sports Medicine, 2011.

28 2015 “Participation Report,” Physical Activity Council, 2015.

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Figure 11: A Breakdown of Fitness Sports Participation Rates by Generation Boomers (1945--1964)

Gen X (1965--1979)

Millennials (1980--1999)

70.0%

50.0% 40.0% 30.0%

62.4%

57.3%

60.0% 43.7%

66.1%

57.7%

39.7%

66.2% 50.0%

59.3%

51.9%

49.1%

Gen Z (2000+)

38.3% 32.1%

24.0%

20.0%

20.0% 14.0%

10.0%

7.4%

20.1%

18.7% 17.4%

14.9%

16.0%

9.0%

6.3%

0.0% Individual Sports

Racquet Sports

Team Sports

Outdoor Sports Water Sports

Fitness Sports

Source: 2015 Participation Report, Physical Activity Council.

General Programming 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 2015 “State of the Industry Report,” 29 the most common programs offered by parks and recreation survey respondents include holiday events and other special events (79.6%); youth sports teams (68.9%); day camps and summer camps (64.2%); educational programs (63.8%); adult sports teams (63.4%); arts and crafts (61.6%); programs for active older adults (56.2%); fitness programs (55%); sports tournaments and races (55%); and sports training such as golf or tennis instruction (53.8%).

About one-third (35.7%) of parks and recreation respondents indicated that they are planning to add programs at their facilities over the next three years. The 10 most common types of additional programming planned for 2015 include: 1. Environmental education programs (up from No. 7) 2. Mind-body/balance programs such as yoga and tai chi (up from No. 6) 3. Fitness programs (down from No. 2) 4. Educational programs (up from No. 8) 5. Programs for active older adults (down from No. 1) 6. Teen programming (down from No. 3) 7. Holidays and special events (down from No. 5) 8. Day camps and summer camps (did not appear in 2014) 9. Adult sports teams (down from No. 4) 10. Water sports such as canoeing and kayaking (did not appear in 2014) 29

Emily Tipping, “2015 State of the Industry Report, Trends in Parks and Recreation,” Recreation Management, June 2015.

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Older Adults and Senior Programming The American Academy of Sports Medicine issues a yearly survey of the top 20 fitness trends. 30 It ranks senior fitness programs eighth among most popular fitness trends for 2015. Whether it is SilverSneakers, a freestyle low-impact cardio class, or water aerobics, more and more people are realizing the many benefits of staying active throughout life. According to the National Sporting Goods Association, popular senior programming trends include hiking, birding, and swimming.

Active Living and Healthy Lifestyles Active Transportation Bicycle-friendly cities have been emerging over the last 10 years. Cycling has become a popular mode of transportation as people consider the rising cost of fuel, desire for better health, and concern for the environment. Some people also use cycling as a mode of transportation just for the fun of it.

The Alliance for Biking and Walking published its “Bicycling and Walking in the United States: 2014 Benchmarking Report,” 31 updating its 2012 “Benchmarking Report.” The report shows that increasing bicycling and walking are goals that are clearly in the public interest. Where bicycling and walking levels are higher, obesity, high blood pressure, and diabetes levels are lower.

Design of a community’s infrastructure is directly linked to physical activity – where environments are built with bicyclists and pedestrians in mind, more people bike and walk. Higher levels of bicycling and walking also coincide with increased bicycle and pedestrian safety and higher levels of physical activity.

Increasing bicycling and walking make a big impact on improving public health and life expectancy. The following trends as well as health and economic indicators are pulled from the 2012 and 2014 Benchmarking Reports: Public health trends related to bicycling and walking include: • Quantified health benefits of active transportation can outweigh any risks associated with the activities by as much as 77 to 1, and add more years to our lives than are lost from inhaled air pollution and traffic injuries.

• Between 1966 and 2009, the number of children who bicycled or walked to school fell 75 percent, while the percentage of obese children rose 276 percent.

• Bicycling to work significantly reduces absenteeism due to illness. Regular bicyclists took 7.4 sick days per year, while non-bicyclists took 8.7 sick days per year.

The economic benefits of bicycling and walking include: • Bicycling and walking projects create 8–12 jobs per $1 million spent, compared to just 7 jobs created per $1 million spent on highway projects.

• Cost benefit analyses show that up to $11.80 in benefits can be gained for every $1 invested in bicycling and walking.

30 “Survey Predicts Top 20 Fitness Trends for 2015,” American College of Sports Medicine, http://www.acsm.org/aboutacsm/media-room/news-releases/2014/10/24/survey-predicts-top-20-fitness-trends-for-2015, accessed January 2015.

31 2014 Benchmarking Report, Alliance for Biking and Walking, http://www.bikewalkalliance.org/download-the-2014benchmarking-report, accessed January 23, 2015.

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National bicycling trends: • There has been a gradual trend of increasing bicycling and walking to work since 2005.

• Infrastructure to support biking communities is becoming more commonly funded in communities.

• Bike share systems, making bicycles available to the public for low-cost, short-term use, have been sweeping the nation since 2010. Twenty of the most populous U.S. cities have a functional bike share system.

In November 2013, the Institute for Transportation & Development Policy published a “Standard for Transportation Oriented Design,” with accessible performance objectives and metrics, to help municipalities, developers, and local residents design land use and built environment, “to support, facilitate, and prioritize not only the use of public transport, but the most basic modes of transport, walking, and cycling.” The TOD Standard, along with its performance objectives and scoring metrics, can be found at www.itdp.org/documents/TOD_v2_FINAL.pdf. 32 Trails and Health That a connected system of trails increases the level of physical activity in a community has been scientifically demonstrated through the Trails for Health initiative of the (CDC). 33 Trails can provide a wide variety of opportunities for being physically active, such as walking/running/hiking, rollerblading, wheelchair recreation, bicycling, cross-country skiing and snowshoeing, fishing, hunting, and horseback riding. Recognizing that active use of trails for positive health outcomes is an excellent way to encourage people to adopt healthy lifestyle changes, American Trails has launched a “Health and Trails” resource section on its website: www/americantrails.org/resources/benefits/.

The health benefits are equally as high for trails in urban neighborhoods as for those in state or national parks. A trail in the neighborhood, creating a “linear park,” makes it easier for people to incorporate exercise into their daily routines, whether for recreation or non-motorized transportation. Urban trails need to connect people to places they want to go, such as schools, transit centers, businesses, and neighborhoods. 34 Economic and Health Benefits of Parks Agencies across the nation recognize the connection between health and parks, including the National Recreation and Park Association, the National Park Service, the Trust for Public Lands, the Centers for Disease Control, and the American Planning Association, among others. The numerous economic and health benefits of parks include 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. 35

32“TOD Standard, Version 2.0,” Institute for Transportation & Development Policy, November 2013, http://www.itdp.org/documents/TOD_v2_FINAL.pdf.

33 “Guide to Community Preventive Services” Centers for Disease Control and Prevention (CDC), http://www.thecommunityguide.org/index.html 34 “Health Community: What you should know about trail building,” National Trails Training Partnership: Health and Fitness, http://www.americantrails.org/resources/health/healthcombuild.html, accessed on May 24, 2013.

35 F.E. Kuo, “Environment and Crime in the Inner City: Does Vegetation Reduce Crime?,” Environment and Behavior, Volume 33, p. 343-367.

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• •

U.S. Forest Service research indicates that when the economic benefits produced by trees are assessed, the total value can be two to six times the cost for tree planting and care. 36 Fifty percent (50%) of Americans regard outdoor activities as their main source of exercise. 37

“The Benefits of Parks: Why America Needs More City Parks and Open Space,” a report from the Trust for Public Land, makes the following observations about the health, economic, environmental, and social benefits of parks and open space 38: • 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.

Researchers have long touted the benefits of outdoor exercise. According to a study published in the Journal of Environmental Science and Technology by the University of Essex in the United Kingdom, “as little as five minutes of green exercise improves both mood and self-esteem.” 39 A trend started in China as they prepared to host the 2008 Summer Olympics. Their aim was to promote a society that promotes physical fitness and reaps the benefits of outdoor exercise by working out on outdoor fitness equipment.

The United States has begun catching up on this trend, as parks and recreation departments have installed “outdoor gyms.” Equipment that can be found in these outdoor gyms is comparable to what would be found in an indoor workout facility, such as leg and chest presses, elliptical trainers, pull down trainers, etc. With no additional equipment such as weights and resistance bands, the equipment is fairly easy to install. Outdoor fitness equipment provides a new opportunity for parks and recreation departments to increase the health of their communities, while offering them the opportunity to exercise outdoors. Such equipment can increase the usage of parks, trails, and other outdoor amenities while helping to fight the obesity epidemic and increase the community’s interaction with nature.

Nowak, David J., “Benefits of Community Trees,” (Brooklyn Trees, USDA Forest Service General Technical Report, in review).

Outdoor Recreation Participation Report 2010, Outdoor Foundation, 2010.

38 Paul M. Sherer, “The Benefits of Parks: Why America Needs More City Parks and Open Space,” The Trust for Public Land, San Francisco, CA, 2006.

39 Cited in: Sally Russell, “Nature Break: Five Minutes of Green Nurture,” Green Nurture Blog, http://blog.greennurture.com/tag/journal-of-environmental-science-and-technology, accessed November 14, 2012.

36 37

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Trends in Marketing by Parks and Recreation Providers The concept of marketing is rapidly evolving with the changing of technology and social media outlets.

Every successful business from start-ups to corporations uses some form of marketing to promote its products and services. For parks and recreation, it can be difficult to stay current with the trends when the “formula for success” has not yet been defined for non-profits and governments.

Municipalities can use marketing to increase awareness of an issue, promote an upcoming program, encourage community participation, or to gain advocacy for a public service. Active Network offers expertise in activity and participation management. Its mission is to make the world a more active place.

In its blog, the company offered the following marketing mix ideas, which came out of a meeting with park and recreational professionals in the Chicago area. 40 • Updated booths and community event presence – Bring a tablet or laptop to show programs you offer and provide event participants the opportunity to register on the spot.

• Facebook redirect app – This application automatically redirects people to the link you provide.

Add it to your Facebook page.

• Instagram challenge – Think about how you can use mobile and social tools at your next event. It could be an Instagram contest during an event set up as a scavenger hunt with participants taking pictures of clues and posting them on Instagram.

• Social media coupons – Research indicates that the top reason people follow an organization on a social network is to receive discounts or coupons. Consider posting an event discount on your social networks redeemable by accessing on phone or printing out.

Mobile marketing is a growing trend. Social websites and apps are among the most used features on mobile phones. Popular social media marketing tools include Facebook, Instagram, SocialWhirled, Twitter, YouTube, Tagged, and LinkedIn. Private messaging apps such as Snapchat and WhatsApp are being used more and more for live media coverage. 41 Ninety-one percent (91%) of Americans own a cell phone, and most use the devices for much more than phone calls. 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 that chronologically across four major age cohorts, Millennials tend to get information more frequently using mobile devices such as smartphones. For example, 97 percent of cell phone owners ages 18–29 send and receive text messages, compared to 94 percent of ages 30–49, 75 percent of ages 50–64, and 35 percent of those 65 and older.

Agency Accreditation

Many parks and recreation agencies are looking to prove their competency and value through national accreditation. Accreditation is a distinguished mark of excellence that affords external recognition of an organization’s commitment to quality and improvement. This is achieved by an agency’s commitment to 150 standards.

http://www.activenetwork.com/blog/17-marketing-campaigns-parks-and-recreation-marketing/, May 2013, accessed February 26, 2015.

41 Jacqueline Woerner, “The 7 Social Media Trends Dominating 2015,” Emarsys Blog, http://www.emarsys.com/en/resources/blog/the-7-social-media-trends-dominating-2015/, accessed February 26, 2015.

40

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The National Recreation and Parks Association administratively sponsors two distinct accreditation programs: The Council on Accreditation of Parks, Recreation, Tourism, and Related Professions (COAPRT) approves academic institutions and the Commission for Accreditation of Parks and Recreation Agencies (CAPRA) approves agencies. It is the only national accreditation of parks and recreation agencies, and is a valuable measure of an agency’s overall quality of operation, management, and service to the community. There are currently over 130 agencies around the nation that have received the CAPRA accreditation.

Additional benefits of CAPRA accreditation include: • Boosts staff morale • Encourages collaboration • Improves program outcomes • Identifies agency and cost efficiencies • Builds high level of trust with the public • Demonstrates promise of quality • Identifies best management practices

E. Distribution and Level of Service Due to the nature of FVMRD, a small district that provides services to three towns in a rural setting, a traditional proximity level of service analysis is not an appropriate mechanism to determine its level of service. It is assumed that the distance a person has to travel in the FVMRD system to access a given amenity is acceptable and appropriate. Figure 12 depicts the distribution of recreational amenities within the FVMRD boundary, including those amenities provided by other organizations/agencies.

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Figure 12: Recreational Resources within FVMRD

The FVMRD Resource Map was compiled using GIS resources gathered from multiple agencies. FVMRD should continue to update and upgrade their data sets as resources allow to include asset inventory, park acreage, etc.

Though a proximity analysis may not be appropriate, FVMRD’s Level of Service can be quantified, and subsequently analyzed using alternative metrics, including: • Building square footage per capita • Acres per capita • Operating expenditures per acre managed • Operating expenditure per building square footage • Operating expenditures per capita Since the needs assessment noted the high-quality experiences provided by FVMRD, this plan assumes that these metrics are the standard expected by the community, and will identify opportunities to maintain, increase, and evolve this level of service as the community continues to grow.

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Due to the unique nature of FVMRD, the level of service standards in the following sections are based on an approximate population of 15,350. This number was calculated using the Total Housing Units in the District multiplied by People per Housing Unit. These numbers were provided by DOLA. While it is understood that the population of the area fluctuates throughout the year, as do the actual number of users, FVMRD has a responsibility to provide a level of service to the property tax payers that support the district through dedicated funding.

For comparison, benchmarking data was collected from surrounding communities. Due to their uniqueness, each agency may answer the questions differently. This data is not intended to be used to determine if FVMRD is operating correctly or incorrectly. The intent of the data is to highlight areas of opportunity for FVMRD, and provide additional insights from which the FVMRD can learn.

Benchmarking data is incorporated into the following sections. A complete listing can be found in Appendix A.

Facilities Provided within the Valley

FVMRD provides and actively manages and programs the following amenities: • Grand Park Community Recreation Center  1 Multi-Purpose Room  1 Gymnastics Facility  1 Gymnasium  1 Leisure/Lap/Spa Pool  1 Dance/Fitness Studio  1 Steam/Sauna  1 Pool Party Room  1 Workout Area  1 Childwatch Area • Fraser Valley Sports Complex  4 Baseball/Softball Fields  8 Athletic Fields  1 Partially Enclosed Ice Rink  1 Playground  1 Sand Volleyball Court  1 Bike Skills Park • Pole Creek Golf Club  27 Golf Holes  Driving Range  Putting/Chipping Practice Areas  1 Clubhouse w/Pro Shop/Restaurant/Cart Storage • Additional programming areas include:  1 Preschool Classroom  1 Gymnasium at Fraser Valley Elementary School  1 Dance Studio  2 Arts Studios  1 Baseball/Soccer Field

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Facilities within district boundaries owned or managed by other entities: • Devil’s Thumb Ranch • Lions Ponds Picnic Area • Hideaway Park • Wolf Park • Confluence Park • Fraser Tubing Hill and Colorado Adventure Park • Idlewild Campground • Midland Group Campground • Robbers Roost Campground • Berthoud Pass Rest Area • YMCA – Snow Mountain Ranch • Fraser Old School House Park • Winter Park Resort • Trestle Bike Park Facilities adjacent to District • Granby Ranch Golf Course/Ski Area • Grand Elk Golf Course When considering the facility offerings within the district boundary, FVMRD influences a multitude of services. Many partnerships already exist with facilities owned and managed by others, but opportunities to expand services still exist. Some partnerships that could be explored further are: • Providing open water access with the Towns • Providing a linked cross-country ski trail with the YMCA, Devil’s Thumb Ranch, and the Towns A new ecological education and culture center, called Headwater Ecological Education Center, was also being constructed at the time of this planning effort. FVMRD should look for synergies with this development to support new services being provided in the area.

At the time of this planning effort, FVMRD was in preliminary negotiations with a new development called an aerial adventure park and ice climbing tower at FVSC. The public/private partnership would provide residents with new recreational opportunities within the District that include a “family-style challenge course … designed to entertain and challenge children ages 6 and up but is also appropriate for adults and popular for corporate and team building events,” 42 and a year-round climbing tower.

Building Square Footage per Capita

FVMRD provides 52,548 total square feet of indoor space to residents through the GPCRC and Ice Rink, or 3,423 square feet/1,000 residents. A recurring theme within the information gathering process was the need for additional indoor space, especially during the winter.

A benchmarking analysis found two communities that operate a community center or a combination of a community center, field house, and ice rink. Western Eagle County Metropolitan Recreation District (WECMRD) and Estes Valley Recreation District (EVRD) were both used for comparison, as their populations more closely resemble FVMRD. 42

Rocky Mountain Adventure Park Business Plan – Open Air Adventure. 2016

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The analysis found that FVMRD falls below the level of service standard these communities provide their residents and supports the sentiments of the citizen input process. WECMRD offers approximately 6,040 square feet/1,000 residents through its community center, field house, and ice rink, while EVRD provides approximately 6,363 square feet/1,000 residents through its Community Center.

FVMRD should consider increasing the building square footage per capita to a number that would reach the minimal comparison provided through the Benchmarking Survey.

Operating Expenditure per Building Square Footage

If FVMRD were to increase its building square footage, it would also need to increase the operating expenses budgeted each year. FVMRD spends approximately $1,152,060 on operations of the two indoor facilities, or $21,924/1,000 square feet. If FVMRD increases its building square footage by 10,000 square feet, it would suggest allocating an additional $219,240 toward operating expenses.

The Benchmark Survey found this is most comparable to EVRD, which spends approximately $20,000/1,000 square feet but well above WECMRD, which spends approximately $12,490/1,000 square feet. Staff should further research this issue to determine if there is capacity in its current operations to absorb the additional square footage and to understand what is behind the expenditures of the other agencies to be sure of an apples-to-apples comparison.

Acres per Capita

FVMRD provides 40 total acres of parks, or 2.6 acres/1,000 residents. In comparison with other communities identified in the Benchmark Survey, FVMRD provides the lowest ratio of park space per 1,000 residents ranking behind WECMRD at 4 acres/1,000 residents, the Town of Silverthorne at 19.5 acres/per 1,000 residents, City of Steamboat Springs at 27.8 acres/1,000 residents, and EVRD at 70 acres/1,000 residents. Though FVMRD’s acreage seems low, it is recognized that Silverthorne, Steamboat Springs, and EVRD provide neighborhood parks within their systems, and FVMRD does not.

The Towns of Fraser and Winter Park are responsible for these types of parks within the district boundary (example: Hideaway Park).

The 2.6 acres/1,000 seems appropriate based on public feedback, FVMRD should consider increasing its acreage either by purchasing additional land or by continued partnerships with developers and Towns to keep pace with the projected growth of the community. FVMRD should consider adding an additional 10 acres over time to maintain its current level of service.

Operating Expenditures per Acre Managed

It is important to understand and prepare for the budgetary impact of growth. To maintain its “high quality,” FVMRD spends $164,864 on operations, or approximately $4,122/per acre. The benchmark analysis found that FVMRD most closely compares with the Town of Silverthorne, which spends approximately $4,595/acre, and the City of Steamboat Springs, which spends approximately $3,008/acre. If FVMRD increases its acreage by 10, it would need to prepare to allocate an additional $41,220 toward operating expenses.

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Operating Expenditures per Capita

Lastly, operating expenditures per capita allows FVMRD to look at what they are spending per person.

With operating expenses of $1,854,386, FVMRD spends approximately $121 per resident. FVMRD spends the least amount per resident in comparison to the other communities. WECMRD and the City of Steamboat Springs were closest to FVMRD in spending per resident at approximately $248 per resident and $281 per resident respectively. EVRD spends approximately $464 per resident followed by Silverthorne with spending of approximately $717 per resident. As the area continues to see growth, FVMRD will need to increase its budget by approximately $120,806/1,000 residents or $121 per resident to maintain its existing level of service.

F. Conclusion “The Plan should be based on Little Steps with a few Big Leaps.” - Focus Group Participant Collectively, the surveys, focus groups, and staff interviews did not show major gaps in services or a single capital project identified as more important than other opportunities. The survey did identify a performing arts and/or a cultural center as new opportunities in FVMRD. At the time of this planning effort, Winter Park was constructing a culture and education center and developing a permanent outdoor stage. As to not duplicate efforts, FVMRD should consider these as partnership opportunities.

FVMRD continues to provide upgrades to its system from paved cart paths at Pole Creek to a refrigeration system at the Ice Box ice rink to new programs and services. Opportunities for improvement identified include: • Completing the playground with more extensive equipment • Branding/communication • Enhancements at the Sports Center to allow larger events, more frequent use, and tournaments and events • Teen and kids oriented programs Larger opportunities mentioned included: • A fieldhouse • An outdoor pool • Arts/cultural facilities • Land for future growth Many of these opportunities are within reach for FVMRD, but are not planned for or prioritized within a master planning context. Plan recommendations will focus on achievable steps, large and small, that will “connect people to amazing experiences.”

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III. Opportunities to Provide Amazing Experiences Key issues detailed in this section were identified through public input and information gathering as opportunities for FVMRD. The following analysis and subsequent recommendations are provided to ensure that FVMRD is able to take tangible steps in the short, medium, and long-term to realize its vision of “connecting people to amazing experiences.”

A matrix (Figure 13) was developed to summarize the key issues using an “abc” ranking system, where each key issue is categorized as: a. Immediate or short-term issue b. Opportunity for improvement/expand or mid/longer-term issue c. Minor or future issue  A blank box means that the issue was not addressed by that particular source.

This following source of input are represented in this ranking system matrix: • Qualitative Data:  The consultant team  FVMRD staff  FVMRD Board  Public meetings/ Focus groups • Quantitative Data:  Statistically-valid survey  Level of Service analysis Further description of each issue follows the matrix in Figure 13.

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Figure 13: Key Issues Analysis Matrix

Outdoor facilities or amenities to add, expand or improve Developing Artificial Turf Fields Upgrading Amenities at the Fraser Valley Sports Complex Providing Special Events in the Fraser Valley Upgrading Amenities at Pole Creek Golf Course - Paved pathways Upgrading Amenities at Pole Creek Golf Course - Driving range Splashpad or water amenities Increasing Water Opportunities and Access Re-developing the Bike Park Increasing Usage of the Ice Box - Refrigeration Project Increasing Usage of the Ice Box - Summertime Usage Enhancing Playgrounds Amenities Providing Dog Parks Finding and Procuring Additional Land Indoor Facilities or Amenities to Add, Expand or Improve Expanding Grand Park Community Recreation Center Amenities Developing a Field House Developing a Performing Arts and Cultural Center Developing Age-Specific Centers Facility Upgrades at Pole Creek - Upgraded Driving Range

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Statistically Valid Survey

Public Meetings/ Focus Groups

a - priority - immediate/short-term b - opportunity to improve/expand - mid/longerterm c - minor or future issue blank means the issue didn't come up or wasn't addressed

Staff Input

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Operations and Funding Opportunities Recruiting and Retaining Variable Hourly Staff Diversifying District Funding Sources Increasing Space for Activities During the Winter Season Enforcing and Communicating Rules Enhancing RecTrac or other Registration Software Training and Developing Staff

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Marketing and Awareness Improving Advocacy through Expanding Marketing Efforts

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A. Amazing Outdoor Experiences Developing Artificial Turf Fields

Artificial turf fields were identified by multiple sources as a potential component to add to the system.

The fields at the Sports Complex (ball fields and soccer/football/lacrosse fields) are grass, and are often programmed at capacity as a result of a number of factors, including a short season due to weather and ability to provide adequate maintenance. Artificial turf may limit the short-term maintenance needed on these types of fields, and increase the length of the seasons due to improved playing conditions following inclement weather. Fields could also be prioritized as an opportunity to host local, regional, and state sporting events.

These types of amenities, though, do take significant capital investment. FVMRD would need to identify additional funding sources and partnerships to realize this opportunity in the mid-term. Partnership opportunities in this area could include towns within the District boundaries, sports clubs and associations, neighboring towns/departments, and community foundations.

Upgrading Amenities at the Fraser Valley Sports Complex

A moderate approach to “connecting people with amazing experiences� could be to provide paved parking and field lights at the Fraser Valley Sports Complex. The existing parking lot is creating an array of issues that include trouble plowing in the winter months and congested parking during times of heavier use. Lighting at the fields would allow coordinators to program games and tournament later in the day and earlier in the season.

This is similar to artificial turf, but on a smaller scale. These upgrades would allow FVMRD to further utilize the sports complex, providing more access. Though these amenities would have less capital impact than turf fields, FVMRD would still need to re-evaluate the current budget or find additional sources of revenue to realize this project.

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Upgrading Amenities at Pole Creek Golf Club

While Pole Creek continues to be an awardwinning golf facility, there are opportunities, expressed in the public process, to provide a higher quality experience: • Paved pathways – FVMRD is currently in the process of paving sections of the golf cart pathways; however, the timeline of the project is being determined based on available funding. FVMRD should continue to prioritize sections of the pathway as funding becomes available. If it is determined that this should be completed on a shorter timeframe, then additional funding sources would need to be explored.

• Upgraded driving range – While this amenity is currently serving its purpose, it is showing the impact of the wear and tear of high usage and multiple seasons of play.

• In the coming years, the practice tee areas will need to be replaced/upgraded.

Routine Maintenance/Replacement Program – While FVMRD currently uses an Asset Management Plan at Pole Creek, it would benefit from completing a site assessment and developing a routine maintenance plan that will identify smaller areas of need and maintain the course in the condition expected of the users.

Increasing Water Opportunities and Access

FVMRD’s current pool and water space is a unique amenity that serves all parts of the community. In the public process, though, two types of water opportunities were discussed.

• Splash pads – Splash pads are a growing trend in the nation that allows users to interact with water in different ways than a traditional lap or leisure pool setting. These amenities could be provided indoors or outdoors, and provide access to water that may help alleviate some of the usage at the pool. FVMRD should determine if this type of amenity should be considered, and if it would be more impactful as an indoor amenity at the recreation center or an outdoor amenity.

• Open water opportunities – Open water activities are becoming more popular. Programming opportunities in and around open water include stand-up paddle boarding, nature programs, environmental education programs, and kayaking/canoeing. While FVMRD does not own or maintain these water spaces, it should look for opportunities to partner with other agencies to provide this type of access.

Redeveloping the Bike Park

The bike park at the FVSC is functioning below the high standard set and maintained by FVMRD. This amenity was created through partnerships with local association, but has recently become unkempt as this partnership dissolved. FVMRD should determine if this amenity is worth upgrading to the standard of other amenities, or if the space should be repurposed.

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Increasing Usage of the Ice Box

The Ice Box provides a unique experience to the FVMRD community. The half indoor/half outdoor ice rink is heavily used for sports activities in the winter. In order to increase its utilization, FVMRD is currently planning, or considering, multiple projects: • Refrigeration project – The fundraising effort for the refrigeration project is currently under way, and will provide FVMRD with the ability to extend its sports season and be less weather dependent. Multiple partners are involved in fundraising for this project, which also includes selected infrastructure upgrades at the FVSC that would support future upgrades. This project should remain a priority to ensure that the project timeline remains on schedule.

• Summertime use of the Ice Box – FVMRD has attempted to activate this space during the warmer seasons in multiple ways, though few have been consistent, with the main issue being the surface is not ideal for active recreation programs. Investing in a removable, artificial turf surface in the rink could be considered if it is determined a larger fieldhouse or expansion at the community recreation center is not feasible.

Enhancing FVSC Playground Amenities

FVMRD recently upgraded the playground at FVSC. This new space is a unique amenity that provides a more active space while also tying in the history of the Fraser Valley. While playgrounds are most commonly provided by the Towns within the district, FVMRD should consider additional play spaces at the FVSC as funding is available.

Providing Dog Parks

Throughout the public process, many users and staff members expressed concern over dogs at FVSC. While many dog owners follow the usage rules in the complex, there are some that do not, which causes issues for other users. In order to provide opportunities for dog owners, FVMRD should consider adding a dog park at FVSC, or work with Towns to provide this amenity.

Finding and Procurring Additional Land

In order to increase its level of service in a period of growth, FVMRD needs the ability to grow its services, either through expansion of current amenities or the development of new ones. Extra space is at a premium in the Fraser Valley, and is not being prioritized for recreational needs. As development continues, FVMRD needs to ensure that it is constantly communicating user needs to the towns in the District, and developers in the area, to ensure that recreational land is being planned. This may be the biggest issue that is facing the system. Seeking partnerships and working with others for the goal to preserve space and open land will benefit FVMRD and the recreational needs of the residents in the long term.

Recommendations for Providing Amazing Outdoor Experiences

1. Provide and maintain high quality, safe, diversified, sustainable, and accessible parks, recreation, and golf system. (Recommendations that are italicized were pulled directly from FVMRD’s Vision 2030 in order to align the planning efforts.) a. Conduct facility assessment to identify small/achievable areas for improving user experiences at all facilities (ex: concessions at FVSC). b. Explore sites for adding artificial turf fields. c. Consider upgrades to lighting and parking area at FVSC. d. Continue to upgrade cart paths at Pole Creek using phased approach. e. Identify potential funding opportunities to upgrade the driving range at Pole Creek.

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f.

g. h. i.

j. k. l. m.

Identify partnership opportunities with Towns to and other agencies to provide additional water access and possible programming. Amenities to consider include: i.

Splash pads ii.

Docks/ramps iii.

Trail development or improvements Upgrade Bike Park to the standard of FVMRD. Continue funding strategies to complete refrigeration project at the Ice Box. Determine feasibility of providing amenities within the Ice Box during summer season.

Opportunities to consider include: i.

Artificial turf ii.

Miniature golf iii.

Sport-court/multi-use surface Continue to develop playground area at FVSC using a phased approach.

Determine potential location and partnerships to provide a dog park.

Continue to address accessibility at all facilities – ADA. Develop GIS datasets.

2. Find and procure additional land. a. Consider purchasing land to maintain Acres per Capita Level of Service Standard. b. Establish regular meetings with Town and County planning departments. c. Establish regular communication with developers within FVMRD. d. Explore additional partnerships within FVMRD boundaries to increase opportunities through contracted use or purchase/lease agreements. e. Develop CIP with the intent to purchase land.

B. Amazing Indoor Experiences Expanding Grand Park Community Recreation Center Amenities

Expansion opportunities identified throughout the process leaned toward a multi-use space that could include amenities for multiple programs, including: • Fitness/functional training space • Court/gymnasium sports • Events • Indoor, artificial turf

Current usage rates are consistent with previous years. As of November 2016, roughly 135,000 visits have been counted at GPCRC – 120,000 scanned visits and an additional 15,000 program participants. Additional program participants are described as visitors that did not check in at the reception desk at GPCRC, such as children visiting as part of a classroom.

If it is determined that additional indoor space is to be added, FVMRD should prioritize these opportunities by community uses and potential programs within the space.

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Developing a Field House

Due to the seasonality of the FVSC, the GPCRC sees a significant impact during the winter months. The opportunities addressed above would alleviate some of that pressure, but would not provide the same opportunities for generating additional revenue as a larger space. A fieldhouse could provide FVMRD the opportunity to add programs throughout the winter months, including: • Additional sports programs • Field rentals • Event space This amenity was also addressed by many alternative providers and stakeholders as an opportunity for partnerships in the future. If it was determined that a full field house should be built, instead of expanding current amenities, a significant mix of funding opportunities would be required.

Developing a Performing Arts and Cultural Center

This was identified as the most important amenity to add during the needs assessment. While this program area needs development, a cultural center is not in the purview of FVMRD. Winter Park, though, is working with a private developer on an indoor facility for cultural and environmental programs. FVMRD should explore partnership opportunities within the facility, as well as with other providers, to expand this program area.

Recommendations to Provide Amazing Indoor Experiences

1. Expand programming reach and frequency of use in a way that aligns with community feedback. a. Increase teen/tween and senior programming through partnerships. b. Increase arts and cultural programming through partnerships.

2. Determine appropriate expansion of Grand Park Community Recreation Center. a. Conduct a feasibility study to determine costs of expansion. Programming areas to consider during the study include: i. Fitness/functional training space ii. Court/gymnasium sports iii. Events iv. Artificial turf 3. Explore opportunities to develop a large, stand-alone fieldhouse within FVMRD. a. Conduct feasibility study to determine potential amenities, costs, revenues, partnerships, location, and funding opportunities.

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C. Operating and Funding Amazing Experiences Recruiting and Retaining Variable Hour Staff

Due to the nature of the FVMRD operations, a majority of hired staff are part time and seasonal. This status makes it difficult to retain qualified employees and creates staff turnover in critical areas of the District. This issue needs to be elevated, and creative ways to maintain staff and decrease turnover need to be implemented to ensure that residents and visitors receive a high level of service. Goals for the Customer Service Department have been created that can be implemented in order to maintain variable hourly employees and address this issue: • Cross Train – Allow employees to train in various areas of the District that pique their interest and build on their knowledge of the District, while increasing their own skill set and creating “ownership” with their position. Identify opportunities that would allow key staff to take on more hours by working in dual departments.

• Professional Development – Identify key variable hourly staff and allow them to increase their professional development by offering trainings to improve their skill set, opportunities to attend community meetings and functions as a representative of the District and assign key roles in various department projects.

• Retain Staff – Continue to study other organizations’ pay ranges and “benefits” for variable hourly staff. Create staff recognition and acknowledge those staff on a district level that go above and beyond.

• Recognize and celebrate exceptional employees in each department.

Providing Special Events in the Fraser Valley

Currently, special events in the area are provided by the Winter Park Fraser Chamber of Commerce with little impact to FVMRD. Looking forward, festivalization continues to grow across the country, including Colorado. If more events are demanded in the community, FVMRD may become responsible for newer events in the area.

Opportunities for FVMRD to consider, that are more aligned with their mission, include: • Sports tournaments • Distance/cross-country/trail races • Obstacle races While many of these opportunities could become a source of revenue, they can also create a significant expense. Without appropriate planning and policy, FVMRD may not be able to dictate how events impact its system in the future.

Diversifying District Funding Sources

Funding is a challenge for the District as it looks to move forward with potential capital expenditures and the need to address additional space in which to operate, grow, and provide a level of service expected from residents. The District would benefit from exploring different funding opportunities to address these issues and creating buy-in from the community.

Staff reviewed a variety of funding options, categorizing them into tiers based on the likelihood to consider such a source. Those efforts deemed feasible to consider follow.

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Tier 1 These funding sources are currently being used or could be easily used by FVMRD to create existing budgets for capital and operational expenditures.

• Property and/or Sales Tax • Film Rights • Parks and Recreation Independent Taxing • Special Use Permits District • Surplus Sale of Equipment by Auction • Annual and Season Pass Sales • Recycling Center • Program Registration Fees • Partnership Opportunities • Program Independent Contractor Fees • Advertising Sales • Ticket Sales/Admissions • Naming Rights • Bond Referendum • Reverse Sponsorships • General Obligation Bonds • Fundraising/Friends Association • Inter-local Agreements • Gift Catalogs • Privatization – Outsourcing Management • Positive Cash Flow • Equipment Rental • Grants • Flexible Fee Strategies • Land and Water Conservation Fund • Processing/Convenience Fees • Planning Grants • Residency Cards • Facilities and Equipment Grants • Security and Clean-Up Fees • Matching Grants • Signage Fees • Seed Money or Start Up Grants • Lottery/Conservation Trust Fund and • Management or Technical Assistance GOCO grants Grants • Cell Towers and Wi-Fi • Private Grants and Philanthropic Agencies • Concession Management • Community Resources • Merchandising Sales or Service • Philanthropic Support • Private Concessionaires • Foundation Gifts • Booth Lease Space • Volunteers/In-Kind Services • Catering Permits and Services • Community Gardens Tier 2 These funding sources are potential funding opportunities the FVMRD would consider for additional funding of capital and operational expenditures.

• Subordinate Easements• Working with Towns for use of Recreational/Natural Area Easements Development Impact Fees and Land Dedication • Enterprise Funds • Camping Fees and Hook-Up Fees • Shared Purchasing • Capital Improvement Fees • Private Developers • Lighting Fees • Land Trusts • Working with Towns to develop Utility • Maintenance Endowments Roundup Programs • Raffling • Hospitality Centers • Intermodal Surface Transportation • Land Swaps Efficiency Act • Leasebacks on Recreational Facilities • Irrevocable Remainder Trusts • Manufacturing and Product Testing and • Life Estates Display Parks, Recreation, and Golf Master Plan Update

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Tier 3 These funding sources are potential funding opportunities FVMRD could consider for additional funding of capital and operational expenditures. These funding sources may not be currently available in the State of Colorado, or an intergovernmental agreement may be necessary for implementation. These funding sources may meet with some resistance and be more difficult to implement.

• Transaction Surcharge • Sales Tax – through the Towns or County • Business Excise Tax • Industrial Development Bonds • Revenue Bonds • Entertainment Tax • Annual Appropriation/Leasehold • Food and Beverage Tax Financing • Hotel, Motel, and Restaurant Tax • Commercial Property Endowment Model• Real Estate Transfer- Tax/Assessment/Fee Operating Foundation • Agricultural Leases • Franchise Fee on Cable • Licensing Rights • Parking Fee • Patron Cards • Recreation Service Fee • Sale of Development Rights • Recreation Surcharge Fees on Sports and • Sale of Mineral Rights Entertainment Tickets, Classes, • Designated License Plate for Parks MasterCard, Visa • Family Tree Program • Room Overrides on Hotels for Sports • Product Sales Tournaments and Special Events • Trail Fee

Increasing Space for Activities During the Winter Season

Space is a limited commodity during the winter months for the District. Most activities move indoors, and the community recreation center is restricted to how much additional programming can be absorbed. As mentioned earlier in the study, the District has identified many facilities and amenities that can be added, expanded, or improved. In order to address this issue, the District would benefit from the following: • Explore new and creative ways to fund for capital projects.

• Identify local partnerships to outsource, lease, or co-op for additional indoor space.

• Evaluate current usage to maximize the best use of facilities.

Training and Developing Staff

FVMRD strives to develop and retain quality staff and places an emphasis on providing the residents and users of the District with a high level of customer service. In addition to internal staff trainings, the District has also identified the need to provide professional development opportunities to attract, retain, and develop staff for the long-term benefit of the District. Opportunities to address this need include: • Establishing regular staff trainings for full time and variable hourly staff.

• Identifying and addressing key areas of weaknesses or those areas needed for improvement.

• Providing regular staff evaluations.

• Incorporating staff feedback and discussion into staff meeting.

• Encouraging staff to provide input concerning policies, procedures, and operations.

• Allowing staff members opportunities to cross train and attend professional development.

Opportunities

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Recommendations to Operate and Fund Amazing Experiences 1. Attract, retain, and develop talent. a. Cross-train staff members at FVMRD. b. Work with staff to develop training programs and offerings. c. Involve staff in yearly review of the Master Plan. d. Continue to review compensation packages on a bi-annual basis. e. Continue to recognize staff members who provide amazing experiences. f. Increase use of technology to aid operational efficiency.

2. Manage potential operational issues regarding special events. a. Adopt a special events policy.

3. Maintain financial efficiency by maximizing current revenue streams, pursuing alternative revenue sources and effectively managing expenses. a. Diversify funding streams. b. Continue to review and update fees and charges. c. Explore Tier-2 and Tier-3 funding opportunities identified.

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D. Marketing Amazing Experiences Improving Advocacy through Expanding Marketing Efforts

FVMRD should be commended for having dedicated marketing staff whose responsibilities include program brochures, website management, social media, and advertisements. These activities should continue in the short-term, with efforts focused on developing the strategic marketing plan. Like a systems plan, a marketing plan should not and cannot happen through a patchwork approach. It needs to be developed strategically, and over time. To begin to develop this strategy it is important the following steps occur: 1. Develop a consistent brand of the Department.

FVMRD already has a brand, or perception, but needs to determine if that reputation is providing appropriate value to its users. For example, FVMRD’s vision is to “connect people to amazing experiences,” and each effort by the marketing team should reflect that.

2. Develop goals for the marketing effort as a whole.

These goals should be unique to FVMRD’s brand. One of the biggest mistakes made in marketing is not defining goals that promote the brand, story, and authenticity of an agency. Defining goals that are not unique to the FVMRD will make it difficult to communicate its value to its users.

3. Define target markets and segments.

Defining the target market for FVMRD goes deeper than “everyone.” Focusing efforts on market segments streamlines communication, and allows FVMRD to communicate directly to a select group rather than having its messages muddled when trying to communicate with the community as a whole.

4. Define the goals for each channel of communication.

Due to the nature of the FVMRD’s services, its marketing channels take on wide-variety of forms, including: • Recreational programming • Customer service • Events, festivals, and concerts • Print media • Valley History • Online media/video • Environmental education and • Mobile applications conservation • Online searches • Level of service • Text • Pricing • Email • Social media, including the website • Signage/wayfinding • Staff benefits, including training

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Each channel, and subsequent goal, should be developed with specific target markets in mind. For example, Millennial populations should be engaged through fitness opportunities promoted through mobile applications.

5. Define the content guidelines for each channel.

Content guidelines should also be developed, so that messages consistently reinforce the brand, story, and goals of the marketing efforts.

6. Define evaluation methods for marketing efforts.

Lastly, evaluation methods should be based on the brand, segments, goals, and content that is unique to FVMRD. To establish and reinforce FVMRD as an authentic brand, it needs to focus on evaluating its own efforts. If efforts are evaluated based on other benchmarks, FVMRD may inaccurately conclude the success or failure of its effort.

As the marketing and management team goes through these steps, it should become clear where and how to invest resources, and areas from which they can divest.

Recommendations to Raise Awarenes of Amazing Experiences 1. Expand public outreach, brand recognition, and support for FVMRD. a. Establish a consistent brand message for FVMRD. b. Utilize strategic marketing plan to define specific marketing goals for FVMRD. c. Define target markets and segments. d. Define marketing channels and goals. e. Define content guidelines for each channel. f. Define evaluation methods specific to FVMRD’s marketing efforts.

2. Foster public and private partnerships to support and enhance FVMRD’s facilities and programs. a. Continue to review all Inter-governmental agreements (IGAs). b. Continue to review/update/formalize partnership agreements. c. Explore new partnership agreements. d. Communicate and promote partnerships to users.

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IV. Action Plan The following Action Plan has been developed for the Department through input and analysis of key issues. Many of the 2007 Master Plan Goals are still relevant today, and this action plan represents new issues facing the Department. For the purposes of this action plan, four timeframes were used: • Ongoing – The Department is currently taking action, whether it be in planning or currently implementing.

• Short-Term – The Department should plan to accomplish the action in 1 – 3 years.

• Mid-Term – The Department should plan to accomplish the action in 3 – 5 years.

• Long-Term – The Department should plan to accomplish the action in 5 – 10 years.

Since the priorities of the Department will change and evolve throughout the lifetime of this plan, the following are not ranked in order of importance priority.

A. Amazing Outdoor Experiences Objective 1.1: Provide and maintain high quality, safe, diversified, sustainable, and accessible parks, recreation, and golf system.

Primary Resource Timeframe Actions Responsibility/ Impact/Budget to Complete Support Requirement 1.1.a Conduct facility assessment to identify FVMRD Staff time Short-Term small/achievable areas for improving user experiences at all facilities. $500,000 – 1.1.b FVMRD/Board/ $700,000/field Mid-Term Explore sites for adding artificial turf fields.

Towns (capital) 1.1.c Estimates Consider upgrades to lighting and parking area at FVMRD Short-Term needed FVSC. 1.1.d Project in current Ongoing Continue to upgrade cart paths at Pole Creek using FVMRD budget phased approach.

1.1.e Identify potential funding opportunities to upgrade FVMRD Staff time Short-Term the driving range at Pole Creek.

1.1.f Identify partnership opportunities with Towns to provide additional water access. Areas to consider FVMRD/Board/ Staff time and include: Short-Term Towns partnerships i.

Splash pads ii.

Docks/ramps iii.

Trail improvements

Parks, Recreation, and Golf Master Plan Update

67

1.1.g Upgrade Bike Park to the standard of FVMRD. 1.1.h Continue funding strategies to complete refrigeration project at the Ice Box. 1.1.i Determine feasibility of providing amenities within the Ice Box during summer season. Opportunities to consider include: i.

Artificial turf ii.

Miniature golf iii.

Sport-court/multi-use surface 1.1.j Continue to develop playground area at FVSC using a phased approach.

1.1.k Determine potential location and partnerships to provide a dog park.

1.1.l Continue to address accessibility at all facilities – ADA. 1.1.m Update GIS datasets as resource allow.

Objective 1.2: Find and procure additional land.

Actions 1.2.a Consider purchasing land to maintain Acres per Capita Level of Service Standard.

1.2.b Establish regular meetings with Town planning departments.

1.2.c Establish regular communication with developers & land owners within FVMRD. 1.2.d Explore additional partnerships within FVMRD boundaries to increase opportunities through contracted use or purchase/lease agreements.

1.2.e Develop CIP with the intent to purchase land.

68

FVMRD

Approx. $35,000

Short-Term

FVMRD

Project currently in fundraising stage

Ongoing

FVMRD

Cost of specific amenity

Short-Term

FVMRD

Project currently being budgeted for

Ongoing

FVMRD/Towns

Staff time and partnerships

Short-Term

FVMRD

Address through annual budget

Ongoing

FVMRD

Staff time/ partnerships

Mid-Term

Primary Responsibility/ Support FVMRD

Resource Impact/Budget Requirement Amount allocated in CIP will be based on other projects

Timeframe to Complete Short-Term

FVMRD/ Board/ Towns

Staff time

Short-Term

FVMRD/ Board

Staff time

Short-Term

FVMRD/ Board

Staff time

Short-Term

FVMRD/ Board

Staff time

Short-Term

Fraser Valley Metropolitan Recreation District

B. Amazing Indoor Experiences Objective 2.1 Expand programming reach and frequency of use in a way that aligns with community feedback.

Primary Resource Timeframe to Actions Responsibility/ Impact/Budget Complete Support Requirement 2.1.a Staff and Increase teen/tween and senior programming FVMRD programming Short-Term through partnerships. resources 2.1.b Staff and Increase arts and cultural programming through FVMRD/Towns programming Short-Term partnerships. resources Objective 2.2 Determine appropriate expansion of Grand Park Community Recreation Center.

Primary Resource Timeframe to Actions Responsibility/ Impact/Budget Complete Support Requirement 2.2.a Conduct a feasibility study to determine costs of expansion. Programming areas to consider during the study include: FVMRD Approx. $25,000 Mid-Term i. Fitness/functional training ii. Court/gymnasium sports iii. Events iv. Indoor, artificial turf Objective 2.3 Explore opportunities to develop a large, stand-alone fieldhouse within FVMRD. Primary Resource Timeframe to Actions Responsibility/ Impact/Budget Complete Support Requirement 2.3.a Conduct feasibility study to determine potential FVMRD Approx. $45,000 Mid-Term costs, revenues, partnerships, and funding opportunities.

Parks, Recreation, and Golf Master Plan Update

69

C. Operating and Funding Amazing Experiences Objective 3.1: Attract, retain, and develop talent.

Actions 3.1.a Cross-train staff members at FVMRD. 3.1.b Work with staff to develop training programs and offerings.

3.2.c Involve staff in yearly review of the Master Plan.

3.1.d Continue to review compensation packages on a biannual basis.

3.1.e Continue to recognize staff members who provide amazing experiences.

Objective 3.2: Upgrade technology services.

Actions

Primary Responsibility/ Support

Resource Impact/Budget Requirement

Timeframe to Complete

FVMRD

Staff time

Ongoing

FVMRD

Staff time

Ongoing

FVMRD

Staff time

Short-Term

FVMRD

Staff time

Short-Term

FVMRD

Staff time

Ongoing

Primary Responsibility/ Support

Resource Impact/Budget Requirement

Timeframe to Complete

3.2.a Dependent of Explore options to streamline operations through FVMRD Ongoing service/function technology.

3.2.b Dependent of Ongoing Explore opportunities to improve user experiences FVMRD service/function with the District.

Objective 3.3: Manage potential operational issues regarding special events.

Primary Resource Timeframe to Actions Responsibility/ Impact/Budget Complete Support Requirement 3.3.a FVMRD Staff time Short-Term Adopt a special events policy.

Objective 3.4: Maintain financial efficiency by maximizing current revenue streams, pursuing alternative revenue sources and effectively managing expenses.

Primary Resource Timeframe to Actions Responsibility/ Impact/Budget Complete Support Requirement 3.4.a FVMRD Staff time Short-Term Diversify funding streams within FVMRD.

70

Fraser Valley Metropolitan Recreation District

3.4.b Continue to review fees and charges in FVMRD. 3.4.c Explore Tier-2 and Tier-3 funding opportunities identified.

FVMRD

Staff time

Short-Term

FVMRD

Staff time

Short-Term

D. Marketing Amazing Experiences Objective 4.1 Expand public outreach, brand recognition, and support for FVMRD. Primary Resource Timeframe to Actions Responsibility/ Impact/Budget Complete Support Requirement 4.1.a FVMRD Staff time Short-Term Establish a consistent brand message for FVMRD. 4.1.b Utilize strategic marketing plan to define specific FVMRD Staff time Short-Term marketing goals for FVMRD. 4.1.c FVMRD Staff time Short-Term Define target markets and segments.

4.1.d FVMRD Staff time Short-Term Define marketing channels and goals.

4.1.e FVMRD Staff time Short-Term Define content guidelines for each channel.

4.1.f Define evaluation methods specific to FVMRD’s FVMRD Staff time Short-Term marketing efforts.

Objective 4.2 Foster public and private partnerships to support and enhance FVMRD’s facilities and programs.

Primary Dept.

Resource Timeframe to Actions Responsibility/ Impact/Budget Complete Support Requirement 4.2.a Continue to review all Inter-governmental FVMRD Staff time Ongoing agreements (IGAs).

4.2.b Continue to review/update/formalize partnership FVMRD Staff time Ongoing agreements.

4.2.c FVMRD Staff time Short-Term Explore new partnership agreements.

4.2.d FVMRD Staff time Ongoing Communicate and promote partnerships to users.

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Appendix A – Benchmarking Analysis

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FVMRD Pricing Analysis Daily/Drop‐in FVMRD Child $8.00 Youth $9.00 Adult $11.00 Senior $9.00 Family (2 adult/2 children) N/A Family (2 adult/4 children) N/A Fitness Class $5.00 Tramp Class $10.00 Family Gym $10 / $7 Sibling Resident rate available?

Y

Breckenridge

Estes Park**

Silverthorne

Steamboat Springs*****

WECMRD

N/A $7.50 $15.00 $26.00 $38.00 $50.00 N/A N/A N/A Y

N/A $8.00 $12.00 $8.00 N/A N/A N/A N/A N/A Y

$6.00 $7.00 $12.00 $10.00 N/A N/A N/A N/A N/A Y***

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A $5.00 $7.00 $5.00 $20.00 N/A N/A N/A N/A N/A

Silverthorne

Steamboat Springs

WECMRD

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

FVMRD Pricing Analysis 10 Visit Card FVMRD Resident Child Resident Youth Resident Adult Resident Senior County Resident Child (3‐12) County Resident Youth (13‐17) County Resident Adult County Resident Senior (60+) Non‐resident Child Non‐resident Youth Non‐resident Adult Non‐resident Senior

$45.00 $55.00 $65.00 $55.00 $60.00 $70.00 $80.00 $70.00 $70.00 $80.00 $100.00 $80.00

Breckenridge (15)* Estes Park (per punch) N/A $75.00 $130.00 $95.00 N/A N/A N/A N/A N/A N/A N/A N/A

N/A $3.25 $4.75 $3.25 N/A N/A N/A N/A N/A $6.50 $9.50 $6.50

FVMRD Pricing Analysis 20 Visit Card Resident Child Resident Youth Resident Adult Resident Senior County Resident Child (3‐12) County Resident Youth (13‐17) County Resident Adult County Resident Senior (60+)

FVMRD

Breckenridge (25)

Estes Park

Silverthorne

Steamboat Springs

WECMRD

$80.00 $96.00 $112.00 $96.00 $96.00 $112.00 $136.00 $112.00

N/A $87.00 $145.00 $116.00 N/A N/A N/A N/A

N/A See Note Above See Note Above See Note Above N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A N/A

Non‐resident Child Non‐resident Youth Non‐resident Adult Non‐resident Senior

$112.00 $128.00 $160.00 $128.00

N/A $105.00 $175.00 $140.00

N/A See Note Above See Note Above See Note Above

N/A N/A N/A N/A

N/A N/A N/A N/A

N/A N/A N/A N/A

FVMRD Pricing Analysis 1‐Month Pass Resident Child Resident Youth Resident Adult Resident Senior Resident Household County Resident Child (3‐12) County Resident Youth (13‐17) County Resident Adult County Resident Senior (60+) County Resident Household Non‐resident Child Non‐resident Youth Non‐resident Adult Non‐resident Senior Non‐resident Household

FVMRD

Breckenridge

Estes Park

Silverthorne

Steamboat Springs

WECMRD

$45.00 $55.00 $65.00 $55.00 $110.00 $45.00 $55.00 $65.00 $55.00 $110.00 N/A N/A N/A N/A N/A

N/A $35.00 $55.00 $45.00 N/A N/A N/A N/A N/A N/A N/A $35.00 $55.00 $45.00 N/A

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A $27.20 $46.40 $35.20 $94.40 N/A N/A N/A N/A N/A N/A $34.00 $58.00 $44.00 $118.00

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

FVMRD Pricing Analysis 3‐Month Pass Resident Child Resident Youth Resident Adult Resident Senior Resident Household County Resident Child (3‐12) County Resident Youth (13‐17) County Resident Adult County Resident Senior (60+) County Resident Household Non‐resident Child Non‐resident Youth Non‐resident Adult Non‐resident Senior

FVMRD

Breckenridge

Estes Park

ilverthorne*** (2 person

Steamboat Springs

WECMRD

$55.00 $120.00 $155.00 $120.00 $265.00 $70.00 $145.00 $185.00 $145.00 $305.00 N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A $139.20 $236.80 $179.20 N/A N/A N/A N/A N/A N/A N/A $174.00 $296.00 $224.00

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

FVMRD Pricing Analysis 6‐Month Pass Resident Child Resident Youth Resident Adult Resident Senior Resident Household County Resident Child (3‐12) County Resident Youth (13‐17) County Resident Adult County Resident Senior (60+) County Resident Household Non‐resident Child Non‐resident Youth Non‐resident Adult Non‐resident Senior Non‐resident Household

FVMRD

Breckenridge

Estes Park

Silverthorne

Steamboat Springs

WECMRD

$90.00 $190.00 $245.00 $190.00 $420.00 $110.00 $230.00 $295.00 $230.00 $485.00 N/A N/A N/A N/A N/A

N/A $135.00 $223.00 $178.00 N/A N/A N/A N/A N/A N/A N/A $162.00 $268.00 $214.00 N/A

N/A $165.00 $235.00 $165.00 $445.00 N/A N/A N/A N/A N/A N/A $330.00 $470.00 $330.00 $890.00

N/A $130.40 $222.40 $168.80 $452.80 N/A N/A N/A N/A N/A N/A $163.00 $278.00 $211.00 $566.00

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

FVMRD Pricing Analysis Annual Pass Resident Child Resident Youth Resident Adult Resident Senior Resident Household Resident Adult plus Child (1) Resident Couple Resident Senior Couple County Resident Child (3‐12) County Resident Youth (13‐17) County Resident Adult County Resident Senior (60+) County Resident Household Non‐resident Child Non‐resident Youth Non‐resident Adult Non‐resident Senior Non‐resident Household

FVMRD

Breckenridge

Estes Park

Silverthorne

Steamboat Springs

WECMRD

$150.00 $325.00 $420.00 $325.00 $700.00 N/A N/A N/A $190.00 $395.00 $510.00 $395.00 $825.00 N/A N/A N/A N/A N/A

N/A $230.00 $387.00 $310.00 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $276.00 $464.00 $372.00 N/A

N/A $235.00 $335.00 $235.00 $635.00 N/A N/A N/A N/A N/A N/A N/A N/A N/A $470.00 $670.00 $470.00 $890.00

N/A $228.80 $389.60 $296.00 $792.80 N/A N/A N/A N/A N/A N/A N/A N/A N/A $286.00 $487.00 $370.00 $991.00

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

N/A $250.00 $450.00 $650.00 $750.00 $550.00 $650.00 $550.00 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

FVMRD Pricing Analysis Additional Services 10‐punch Fitness 20‐punch Fitness 50‐punch Fitness

FVMRD

Breckenridge

Estes Park

Silverthorne

Steamboat Springs

WECMRD

$45.00 $80.00 $150.00

N/A N/A N/A $8 ($10 for non member) $55 ($75 for non member) N/A N/A

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A N/A

N/A N/A

N/A N/A

N/A N/A

Hourly Rate ‐ Childwatch

$4.00

10‐punch ‐ Childwatch

$30.00

20‐punch ‐ Childwatch 50‐punch ‐ Childwatch

$55.00 $125.00

FVMRD Pricing Analysis Golf Prices****** FVMRD Midweek until June $73.00 Midweek Peak $93.00 Midweek after Sept 15 $83.00 Weekend until June $79.00 Weekend Peak $99.00 Weekend after Sept 16 $89.00 9 hole until June $48.00 9 hole Peak $58.00 9 hole after Sept 17 $54.00 Twilight until June $48.00 Twilight Peak $58.00 Twilight after Sept 17 $54.00 Senior until June $63.00 Senior Peak $87.00 Senior after Sept 17 $79.00 Junior 50% Holes 27 * Breckenridge also offers a 6‐punch pass ** Estes Park fee structure is PROPOSED *** Silverthorne offer a 20% resident discount on all pricing ****Silverthorne offers a 6‐m0nth 2 person pass *****No center in Steamboat ******Pricing schedules vary differently than FVMRD

Breckenridge

Estes Park

Silverthorne

Steamboat Springs

WECMRD

$67.00 $87.00 $117.00 $67.00 $87.00 $115.00 $35.00 $43.00 $59.00 $67.00 $67.00 $85.00 N/A N/A N/A N/A 27

$22.00 $26.00 $22.00 $22.00 $26.00 $22.00 $16.00 $18.00 $16.00 N/A N/A N/A N/A N/A N/A Yes 27

$75.00 $169.00 $139.00 $75.00 $169.00 $139.00 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 18

$79.00 $115.00 $79.00 $79.00 $115.00 $79.00 N/A N/A N/A $79.00 $79.00 $79.00 N/A N/A N/A $49.00 18

$39.00 $39.00 $39.00 $49.00 $49.00 $49.00 $30.00 $30.00 $30.00 $30.00 $30.00 $30.00 N/A N/A N/A N/A 18