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HomeMy WebLinkAboutPackets - Parks and Recreation Advisory Board (92)       AGENDA TOWN OF ORO VALLEY PARKS AND RECREATION ADVISORY BOARD REGULAR SESSION APRIL 20, 2021 VIA ZOOM Click Here Phone: (669) 900 6833 Meeting ID: 967 4826 2265 Passcode: 298251        REGULAR SESSION AT OR AFTER 6:00 PM   CALL TO ORDER   ROLL CALL   CALL TO AUDIENCE - at this time, any member of the public is allowed to address the Commission on any issue not listed on today’s agenda. Pursuant to the Arizona open meeting law, individual Commission members may ask Town staff to review the matter, ask that the matter be placed on a future agenda, or respond to criticism made by speakers. However, the Commission may not discuss or take legal action on matters raised during "Call to Audience." In order to speak during "Call to Audience", please specify what you wish to discuss when completing the blue speaker card.   COUNCIL LIAISON COMMENTS   REGULAR SESSION AGENDA   1.REVIEW AND APPROVAL OF THE JANUARY 19, 2021 REGULAR SESSION, FEBRUARY 9, AND MARCH 23, 2021 STUDY SESSION MEETING MINUTES   2.DISCUSSION AND POSSIBLE ACTION TO RECOMMEND APPROVAL OF THE PARKS AND RECREATION MASTER PLAN TO THE ORO VALLEY TOWN COUNCIL   FUTURE AGENDA ITEMS   ADJOURNMENT   POSTED: 04/14/2021 at 5:00 p.m. by pp. When possible, a packet of agenda materials as listed above is available for public inspection at least 24 hours prior to the Board meeting in the Town Clerk's Office between the hours of 8:00 a.m. – 5:00 p.m. The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person with a disability needs any type of accommodation, please notify the Town Clerk’s Office at least five days prior to the Board meeting at 229-4700. INSTRUCTIONS TO SPEAKERS Members of the public have the right to speak during any posted Public Hearing. However, those items not Members of the public have the right to speak during any posted Public Hearing. However, those items not listed as a Public Hearing are for consideration and action by the Parks and Recreation Advisory Board during the course of their business meeting. Members of the public may be allowed to speak on these topics at the discretion of the Chair. In accordance with Amendment #2 of the Mayoral Proclamation of Emergency issued on March 27, 2020, the following restrictions have been placed on all public meetings until further notice: In-person attendance by members of the public is prohibited.1. Members of the public can either watch the public meeting online https://www.orovalleyaz.gov/town/departments/town-clerk/meetings-and-agendas or, if they would like to participate in the meeting (e.g. speak at Call to Audience or speak on a Regular Agenda item), they can attend the meeting and participate via the on-line meeting application, Zoom, https://orovalley.zoom.us/j/96748262265?pwd=QllGQUpCOEk4a0dMN3RJelpiRGZLUT09 or may participate telephonically only by dialing (669) 900-6833 Meeting ID: 967 4826 2265 Passcode: 298251 prior to or during the posted meeting. 2. If a member of the public would like to speak at either Call to Audience or on a Regular Agenda item, please “raise your hand” during the meeting when the chair announces that it is the appropriate time to do so. For those participating in the meeting through zoom, place your cursor towards the bottom, middle of the page and look for the “raise hand” icon and click on it to “raise your hand” to speak. For those participating via phone only, press *9 to “raise your hand”. 3. All members of the public who participate in the Zoom meeting either with video or telephonically will enter the meeting with microphones muted. For those participating via computer/tablet/phone device, you may choose whether to turn your video on or not. Those participating via computer/tablet/phone device can click the “raise your hand” button during the Call to the Public or Regular Agenda item, and the Chair will call on you in order. For those participating by phone, you can press *9, which will show the Chair that your hand is raised. When you are recognized at the meeting by the Chair, your microphone will be unmuted by a member of staff and you will have three minutes to speak before your microphone is again muted. 4. If a member of the public would like to submit written comments to the Parks and Recreation Advisory Board for their consideration prior to the meeting, please email those comments to blaue@orovalleyaz.gov no later than sixty minutes before the public meeting. Those comments will then be electronically distributed to the public body prior to the meeting. 5. If you have questions, please contact Facility Manager, Brandon Laue, at 520-229-5032 or email at blaue@orovalleyaz.gov. “Notice of Possible Quorum of the Oro Valley Town Council, Boards, Commissions and Committees: In accordance with Chapter 3, Title 38, Arizona Revised Statutes and Section 2-4-4 of the Oro Valley Town Code, a majority of the Town Council, Board of Adjustment, Historic Preservation Commission, Parks and Recreation Advisory Board, Stormwater Utility Commission, and Water Utility Commission may attend the above referenced meeting as a member of the audience only.”    Parks and Recreation Advisory Board 1. Meeting Date:04/20/2021   Submitted By:MaryAnne Tolmie, Parks and Recreation SUBJECT: REVIEW AND APPROVAL OF THE JANUARY 19, 2021 REGULAR SESSION, FEBRUARY 9, AND MARCH 23, 2021 STUDY SESSION MEETING MINUTES RECOMMENDATION: Staff recommends approval. EXECUTIVE SUMMARY: N/A BACKGROUND OR DETAILED INFORMATION: N/A FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE to approve (approve with changes) the January 19, 2021 Regular Session Meeting Minutes, the February 9, 2021 Study Session Meeting Minutes and the March 23, 2021 Study Session Meeting Minutes.  Attachments 2021 01 19 PRAB DRAFT MINUTES  2021 02 09 PRAB STUDY DRAFT MINUTES  2021 03 23 PRAB STUDY DRAFT MINUTES  D R A F T MINUTES TOWN OF ORO VALLEY PARKS AND RECREATION ADVISORY BOARD REGULAR SESSION JANUARY 19, 2021            REGULAR SESSION AT OR AFTER 6:00 PM   CALL TO ORDER    Chair Temple called the meeting to order at 6:02 p.m.   ROLL CALL Present: Vice Chair Anna Clark Member Joseph Coyle Member Antonia Landau Member Ronald Odell Member Philip Saletta Member Matthew Wood Chair Gary Temple Staff Present:Joe Andrews, Chief Civil Deputy Town Attorney Kristy Diaz-Trahan, Parks and Recreation Director Matthew Jankowski, Parks and Recreation Deputy Director Brandon Laue, Aquatics Manager MaryAnne Tolmie, Senior Office Specialist Attendees: Joyce Jones-Ivey, Council Member Mike Svetz, PROS Consulting Rebeca Field, Kimley-Horn and Associates, Inc. Klindt Breckenridge, Breckenridge Group Architects/Planners CALL TO AUDIENCE    Chair Temple opened call to the audience. No one wished to speak. Chair Temple closed call to the audience.   COUNCIL LIAISON COMMENTS    Council Member Jones-Ivey invited everyone to help CDO High School's end of year graduation celebration. Please go to their website to make a donation.     CONSENT AGENDA   1.REVIEW AND APPROVAL OF THE NOVEMBER 17, 2020 REGULAR SESSION MEETING MINUTES       Chair Temple called for changes to the November 17, 2020 minutes. There were no changes.    Motion by Chair Gary Temple, seconded by Member Matthew Wood to approve the November 17, 2020 Regular Session Meeting Minutes of the Parks and Recreation Advisory Board.  Vote: 6 - 0 Carried   2.CONSIDERATION AND ADOPTION OF CALENDAR YEAR 2021 PARKS AND RECREATION ADVISORY BOARD MEETING SCHEDULE       Chair Temple asked if the 2021 meeting schedule was appropriate as written.    Motion by Chair Gary Temple, seconded by Member Ronald Odell to approve the meeting dates of calendar year 2021 for the Parks and Recreation Advisory Board.  Vote: 6 - 0 Carried   REGULAR SESSION AGENDA   1.WELCOME NEW MEMBER       Chair Temple welcomed new member Antonia Landau who made some remarks. Ms. Diaz-Trahan thanked Charles Cachoeira for his service to the PRAB and he made some comments. The Board then introduced themselves to Ms. Landau.   2.ELECTION OF PARKS AND RECREATION ADVISORY BOARD CHAIR    Chair Temple is resigning and asked if anyone would like to replace him as he serves his final year as a Board Member. Board Member Coyle joined the meeting and discussion followed.    Motion by Chair Gary Temple, seconded by Member Matthew Wood to elect Anna Clark as Chair for the 2021 calendar year.  Vote: 7 - 0 Carried   3.ELECTION OF PARKS AND RECREATION ADVISORY BOARD VICE CHAIR    Chair Temple asked for nominations and reported this person would fill in for the Chair should she be absent for some reason.    Motion by Vice Chair Anna Clark, seconded by Member Antonia Landau to elect Joseph Coyle as Vice Chair for the 2021 calendar year.  Vote: 7 - 0 Carried   4.PRESENTATION AND DISCUSSION REGARDING THE PARKS AND RECREATION MASTER PLAN PROJECT       Mrs. Diaz-Trahan made some opening comments. Mike Svetz, Rebeca Field and Klindt Breckenridge gave a presentation and answered questions regarding: Connectivity Analysis Concept Plans Capital Improvement Recommendations Funding Strategies Chair Temple opened the item for public comment. No one wished to speak. Chair Temple closed the item for public comment.   DEPARTMENT UPDATE       Ms. Diaz-Trahan is very thankful for the conversation tonight. She reported that OVAC and CRC continue to be opened with stringent safety requirements. Access to both sites are by appointment only. There is limited programming, Spring Break programs will again be virtual on M-W-F and T-Th will offer masked up hikes at Catalina State Park. The new parking lot is curing at Naranja park. The restroom at Naranja park is on order and should be completed late spring. Batting cage improvements at Riverfront Park, a partnership with the Oro Valley Fast Pitch Softball group, is expected to be completed this spring. The Conquistador Golf Course (west of La Canada) is moving forward. An irrigation consultant has been hired to design and bids will begin early March. Steam Pump Ranch will be providing live, in-person concerts with COVID protocols. The Garage restoration is beginning, a consultant has been hired. There will be enhancements to the Pusch House security system and fire suppression system. Ms. Diaz-Trahan looks forward to additional conversation and concluded with much appreciation to Chair Temple for his leadership this past year.   FUTURE AGENDA ITEMS    Chair Temple called for future agenda items. There were none.   ADJOURNMENT    Motion by Chair Gary Temple, seconded by Vice Chair Anna Clark to adjourn at 9:11 p.m.  Vote: 7 - 0 Carried     I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the regular session of the Town of Oro Valley Parks and Recreation Advisory Board of Oro Valley, Arizona, held on the 19th day of January 2021. I further certify that the meeting was duly called and held and that a quorum was present. ___________________________ MaryAnne Tolmie Senior Office Specialist D R A F T MINUTES PARKS AND RECREATION ADVISORY BOARD STUDY SESSION February 9, 2021 VIA ZOOM            STUDY SESSION AT OR AFTER 6:00 PM   CALL TO ORDER    Chair Clark called the meeting to order at 6:01 p.m.   ROLL CALL Present: Joseph Coyle, Vice Chair Antonia Landau, Member Ronald Odell, Member Philip Saletta, Member Gary Temple, Member Matthew Wood, Member Anna Clark, Chair Staff Present:Joe Andrews, Legal Services Director Kristy Diaz-Trahan, Parks and Recreation Director Matthew Jankowski, Parks and Recreation Deputy Director Brandon Laue, Aquatics Manager MaryAnne Tolmie, Senior Office Specialist Attendees: Joyce Jones-Ivey, Council Member Mike Svetz, PROS Consulting CALL TO AUDIENCE    Chair Clark opened call to the audience. No one wished to speak. Chair Clark closed call to the audience.   STUDY SESSION AGENDA   1.PRESENTATION AND DISCUSSION REGARDING THE PARKS AND RECREATION MASTER PLAN PROJECT       Ms. Diaz-Trahan introduced the presentation. Mr. Svetz presented the attached which included:  Ms. Diaz-Trahan introduced the presentation. Mr. Svetz presented the attached which included: Program Assessment Cost of Service/Cost of Recovery Goals Partnership Opportunities - Amphi School District Capital Improvement Plan and Funding Strategies Next Steps - to be determined. Questions and comments were made after each section.   ADJOURNMENT    Motion by Chair Anna Clark, seconded by Member Gary Temple to adjourn at 7:30 p.m.  Vote: 7 - 0 Carried     I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the study session of the Town of Oro Valley Parks and Recreation Advisory Board of Oro Valley, Arizona, held on the 9th February, 2021. I further certify that the meeting was duly called and held and that a quorum was present. ___________________________ MaryAnne Tolmie Senior Office Specialist D R A F T MINUTES TOWN OF ORO VALLEY PARKS AND RECREATION ADVISORY BOARD STUDY SESSION MARCH 23, 2021 VIA ZOOM            STUDY SESSION AT OR AFTER 6:00 PM   CALL TO ORDER    Chair Anna Clark called the meeting to order at 6:03 p.m.   ROLL CALL Present: Joseph Coyle, Vice Chair Antonia Landau, Member Ronald Odell, Member Philip Saletta, Member Gary Temple, Member Matthew Wood, Member Anna Clark, Chair Staff Present:Joe Andrews, Deputy Town Attorney Kristy Diaz-Trahan, Parks and Recreation Director Brandon Laue, Aquatics Manager MaryAnne Tolmie, Senior Office Specialist Attendees: Joyce Jones-Ivey, Council Liaison Mike Svetz, PROS Consulting CALL TO AUDIENCE    Chair Clark opened call to the audience. No one wished to speak. Chair Clark closed call to the audience.   STUDY SESSION AGENDA   1.PRESENTATION AND DISCUSSION REGARDING CIP PRIORITIES AND FUNDING OF THE PARKS AND RECREATION MASTER PLAN PROJECT       Chair Clark turned the meeting over to Ms. Diaz-Trahan who reported on the Plan progress to date. Mr.  Chair Clark turned the meeting over to Ms. Diaz-Trahan who reported on the Plan progress to date. Mr. Svetz asked if anyone had additional questions before beginning his presentation. Member Landau asked questions regarding connectivity and Naranja Park. The following items were presented for discussion: Preliminary Recommended Priority Projects - $40,650,000 Sustainable Lifecycle Replacement Projects - $16,515,000 Visionary Shared Use Path Projects - $6,050,000 Amphi School District Partnership - $1,500,000 Unfunded Visionary Park and Facility Projects Full Amount - $26,000,000 Funding assumptions and priorities were discussed and recommendations were made. Ms. Diaz-Trahan recapped the conversation to be sure she understood the Board's direction. She reminded everyone they may like to attend the Community Meeting on March 30. A copy of the updated presentation will be emailed to the Board. Chair Clark opened for public comment. No one wished to speak. Chair Clark closed the public comment.   ADJOURNMENT    Motion by Member Philip Saletta, seconded by Vice Chair Joseph Coyle to adjourn at 7:41 p.m.  Vote: 7 - 0 Carried     I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the study session of the Town of Oro Valley Parks and Recreation Advisory Board of Oro Valley, Arizona, held on the 23rd day of March 2021. I further certify that the meeting was duly called and held and that a quorum was present. ___________________________ MaryAnne Tolmie Senior Office Specialist    Parks and Recreation Advisory Board 2. Meeting Date:04/20/2021   Submitted By:MaryAnne Tolmie, Parks and Recreation SUBJECT: DISCUSSION AND POSSIBLE ACTION TO RECOMMEND APPROVAL OF THE PARKS AND RECREATION MASTER PLAN TO THE ORO VALLEY TOWN COUNCIL  RECOMMENDATION: Staff recommends approval. EXECUTIVE SUMMARY: The purpose of this report is to summarize the process of developing the Parks and Recreation Master Plan for the Town of Oro Valley, the actions taken to date, and the remaining items to be completed before the report is presented to Town Council for adoption.  To date, Phase I of the report was completed and presented to Council in May 2020.  Many of the tasks for Phase II, which have required additional technical analysis, have been presented to the Parks and Recreation Advisory Board (PRAB) at its January 19 and February 9, 2021 meetings.    Town Council addressed information regarding prioritized needs, park classifications, levels of service standards, equity mapping, Connectivity Analysis (trails), concept plans, the Capital Improvement Plan (CIP) and next steps in its study session on March 3 and March 17, 2021.  Following that effort, PRAB provided additional input on CIP items and funding expectations on March 23.  A community meeting focusing on CIP and funding issues took place on March 30.   At its April 20 meeting, the final version of the Master Plan will be presented to the PRAB for its approval.  Town Council will again address the plan at its May 19 meeting, and may recommend adoption.  If adoption is recommended, the Oro Valley Parks and Recreation Master Plan will be adopted by Town Council on June 2, and will provide a blueprint for parks development and funding for the next 10 years.   BACKGROUND OR DETAILED INFORMATION: The Oro Valley Town Council Strategic Leadership Plan (FY19/20 – FY20/21) Goal 2A states, “Invest in and maintain a high quality parks, recreation and trail system that is accessible, comprehensive, connected and serves the community’s needs.”  The Parks and Recreation Master Plan objectives include:   1. Conduct a comprehensive, community-wide needs assessment for parks and recreation amenities and programs, including such things as sports fields, courts, play structures, water/splash features and community space, to help inform future investment decisions and plans. 2. Using the needs assessment information, develop a comprehensive, Town-wide Parks and Recreation Master Plan with input from the community, including individual plans for the Community Center, James D. Kriegh Park, Riverfront Park and Naranja Park. 3. Review the Steam Pump Master Plan and Needs Assessment and prioritize capital investments and programming opportunities consistent with community and Town Council input. In September 2019, the Town issued a Request for Proposals for a Parks and Recreation Needs Assessment and Master Planning Consultant . As a result of the competitive bid process, the Town received four (4) formal submittals, leading to the selection of PROs Consulting. Other subcontractors who have worked on the project since inception include Kimley-Horn, ETC Institute and Klindt Breckenridge.   The project was structured to be split into two phases:   Phase I - A Needs Assessment in FY 19/20 Phase II - A Comprehensive Master Plan in FY 20/21 Phase I: Needs Assessment The Needs Assessment, completed in the spring of 2020, identified community needs to create a foundation for future development of recreational facilities and opportunities for the Town over the next 10 years.  The Needs Assessment process consisted of a multi-pronged approach to gathering data about and from the community, including:  Review of current Oro Valley planning documents Market Analysis, including current and future information related to population, age segmentation, race and ethnicity, as well as households and income.  A tapestry segmentation analysis indicated that Oro Valley consists primarily of residents who are approaching retirement or who are already retired, a fact which may provide some guidance for programming and facilities in the future. Park and Facility Assessments, which rated the condition of amenities within each park following an onsite inspection of each park, facility and grounds property managed by the Department.  In addition, evaluation of the lifecycle of each amenity was completed. Direct community data gathering from user groups, stakeholders, Town staff and Town residents, utilizing a variety of methods, including in-person meetings, opportunities to comment online or by email, online comments, as well as several surveys.  These efforts can be summarized as follows:  Residents had several months, from January to May 2020, to express their opinions regarding the Town’s parks and facilities using the Master Plan Project website, www.planyourparksov.com established by PROs Consulting in conjunction with Town staff.   Community members submitted 928 separate comments, giving their thoughts and opinions on the current Parks and Recreation facilities and program offerings, as well as their desires for future amenities.  Focus group and stakeholder meetings were held in January 2020, with 37 participants, including the school districts, team sports representatives, developers, and youth leadership representatives.  A community meeting was also held in January 2020 in Council Chambers; more than 130 residents attended to offer input and suggestions on the recreation needs of the community. In February and March of 2020, the consultant team and PRAB members conducted a series of intercept surveys to gather input from residents regarding the importance of park and recreation facilities and amenities to their households. The intercept surveys were conducted utilizing a display board-dot methodology during nine community events and locations, such as the Farmer’s Market and at Safeway.  These intercept surveys had 404 community participants.  A statistically valid survey was conducted from February through April of 2020 by a professional survey company, ETC Institute.  A survey packet was mailed to a random sample of households within the Town of Oro Valley.  Residents could return the survey by mail or complete it online.   The goal was to obtain completed surveys from at least 375 residents to ensure a statistically significant sample of the Town’s population. This goal was exceeded with a total of 443 residents completing the survey. Many residents wanted to participate in the household survey, but were not chosen as part of the random pool selected by ETC Institute.  To allow these residents to offer their preferences, the consultant team, in conjunction with the Parks and Recreation Department, conducted an online, Survey Monkey survey from April 20 – May 3, 2020.  This survey instrument resulted in 372 completed surveys. Utilizing this input which expressed the importance of certain programs and amenities that are currently offered or should be offered in the future, the Needs Assessment Priority Rankings were developed.   The rankings, developed by PROs, involved the integration of both quantitative and qualitative data. Quantitative data included the Town’s demographics, national and local recreation trends, the statistically valid survey, and the online survey. The qualitative data utilized included stakeholder interviews, staff input, intercept surveys, the project website, and planning team observations.  The priorities for recreation programs/services and facilities/amenities were determined by a weighted scoring system. The weighted scores provided an overall score and priority ranking for the system. The results of the priority ranking were tabulated into three categories: High Priority (top third), Medium Priority (middle third), and Low Priority (bottom third). The High Priority Recreation Program/Services were identified as: Community Special Events; Fitness and wellness programs; Adult learning classes; Senior programs and services; and Art classes. The High Priority Facility/Amenity category included the following: Trails (natural surface); Trails (multi-use paved); Open space natural conservation areas/trails; Neighborhood parks; Restroom buildings; Large community parks; Performing Arts Venue (stage); and Community gardens.  The development of the Program/Service and Facility/Amenity Priority Rankings was the culmination of all the data created in the Needs Assessment Phase of the Master Plan. The rankings were critical foundational information to the development of Phase Two of the Master Plan. According to the PROs analysis, community input confirmed that Oro Valley’s parks are enjoyed and appreciated, but there are gaps in service and amenities and additional Town investment is needed to maintain and develop new parks for the growing community. Participants see the system as one that is well-maintained with great staff. They enjoy the numerous programs and amenities offered, but unmet needs exist as the demand for certain services is currently outweighing the available facilities and/or existing amenities. The Phase I report was presented to the PRAB on May 19, 2020 and to Town Council on May 20, 2020.   Phase II: Comprehensive Master Plan Phase II of the Master Plan includes the following tasks:  Park Level of Service Standards and Geographical Analysis through Mapping Recreation Programming Assessment and Operational Funding Analysis Connectivity Analysis Capital Improvement Plan Funding and Revenue Strategies for Capital Improvement Plan Strategic Action Plan Development Final Master Plan Development These elements can be further described as follows:  Park Classifications and Level of Service Standards – review, confirm, modify, or add to existing park classifications, and preferred facility standards for all park sites. Classification considers size, population served, length of stay and amenity types. Level of Service Standards will incorporate the information gathered through inventory and community input to measure the level of service currently being provided. The PROs team will analyze how this information reconciles and will include relevant alternative recreation facilities and potential partners (schools for example) to provide an analysis of duplication of services and to identify opportunities for collaborative efforts. Connectivity Analysis – the Consulting Team will participate in discussions with the Town regarding potential trail connections, collectively brainstorm options to improve connectivity, and explore the feasibility of meeting unmet needs as defined by Phase I. Geographical Analysis/Equity Mapping – identify service area analysis for specific facilities and programs to include mapping by classification and major amenities by facility standards and applied to population density and geographic area. Prioritized Facility and Program Priority Rankings – synthesize the findings from community engagement, standards, demographics, trends etc. The priority listing will be compared against gaps or surplus in recreation services, parks, facilities, and amenities which will provide guidance for the future Capital Improvement Plans. A set of prioritized recommendations for maintenance and renovations of existing facilities will also be developed. Recreation Programming Assessment – identify how well existing programs and events align with community needs. Will include the creation of a dynamic recreation program plan that results in increase registration, drives customer retention and loyalty, improves customer satisfaction, and increases revenue. Resource and Funding Analysis (Pricing Policy/Cost Recovery) – this analysis will look at the budget, pricing policy, user fees, current and other revenue generating opportunities, grants, opportunities, and the revenue forecast. A recommendation for updating the Department's current fee philosophy and pricing model will be included. Partnership Review – identify and expand partnerships/volunteer support for facilities and services and review and suggest new rules/regulations related to parks. Specifically, identify opportunities for Town/school partnerships and Town/business partnerships to include programs, land, facility improvements and future development. Capital Improvement Plan (CIP) – develop a three-tier plan that will assist in balancing priorities and associated expenditure.  Critical Alternative – plan for prioritized spending within existing budget targets and focuses on deferred maintenance and lifecycle replacement. The intent of this tier is to make the most of existing resources with the goal of maintain high quality services. a. Sustainable Alternative – describes the extra services or capital improvements that should be undertaken when additional funding is available. This includes strategically enhancing and renovating existing parks and facilities to better meet the needs of the residents but will require additional operational and/or capital funding. b. Visionary Alternative – represents the complete set of services and facilities desired by the community. It is fiscally unconstrained but can help provide policy guidance by illustrating the ultimate goals for the parks and recreation system by and providing a long-range look to address future needs and deficiencies. c. Funding and Revenue Strategies for CIP – funding strategies will be reviewed for recommendation and will include: fees for service; endowments; sponsorships; partnerships; dedicated funding sources; development agreements; earned income options; land or facility leases; grants. Conceptual Site Plans – based on results from Phase I community engagement, conceptual site plans for Naranja Park, Riverfront Park, James D. Kriegh Park, the Community Center and Steam Pump Ranch will be developed and will include estimated capital and operational costs. Develop Vision, Mission, Goals/Objectives – the existing vision and mission will be affirmed and/or redeveloped. Action strategies will be identified and will be outlined in a strategy matrix with priorities, timelines, measurements, and teams within the Town or external partners to focus on. PRAB Meeting – September 15, 2020 At the September 15, 2020 PRAB meeting, PROs principal Mike Svetz reviewed the tasks that were underway for Phase Two of the Master Plan process, and provided a preliminary schedule of government and community meetings for the future. PRAB Meeting – October 20, 2020 At its October 20, 2020 meeting, PRAB members reviewed the previously prioritized community needs, levels of service, equity mapping, and concept plan framework presented by PROs. The level of service (LOS) measurement determines whether a parks and recreation department provide enough park acreage per resident.  These LOS determinations are often done by type of park – community parks, regional parks, recreation/special use areas, greenbelts/trail corridors, and conservation areas/trail parks.   The community parks, regional parks, and recreation/special use areas that are owned and managed by the Town were reviewed based on their current acreage, as well as whether they would meet the LOS standards in 2035.  The Town’s parks did meet the standards; however, Homeowner’s Association (HOA) parks did not meet the future standards for neighborhood parks, with an estimated additional 21 acres of that type of park needed by 2035.  The LOS analysis for Town-owned amenities and indoor programs, as well as for the HOA, both showed that there should be additional investments needed to bring the number of amenities up to meet the 2035 standards. The equity mapping process identified all park and recreation amenities across the Town, including private and HOA park spaces.  This assessment helps Town staff understand the type and location of all amenities that serve Oro Valley residents, to assure that all areas of Town are served by parks and recreation services and facilities.  The PRAB was also presented with a Concept Plan Framework for the Community Center, Naranja Park, CDO Riverfront Park, James D. Kriegh Park, and Steam Pump Ranch.  This presentation reviewed facility changes and modifications for these existing parks based on community engagement results. Public Presentation – November 12, 2020 The consulting team made a Public Presentation (via Zoom) for interested community members on November 12, 2020.  The presentation addressed the following Plan elements that had been completed: the Summary of Community Needs; Park/Facility Assessments; Park Classification; Level of Service Standards; Equity Mapping; and the Framework of concept plans including aerial images. PRAB meeting – November 17, 2020 The next refinement of Concept Plans for the five existing facilities were presented to PRAB at this meeting.  These plans were compiled from information received through the Needs Assessment structure, public presentation, as well as additional in-person analysis of the current conditions at each park, such as the need for critical replacement of items such as replacing the playground at James D. Kriegh Park.  Town Council also requested additional of items such as replacing the playground at James D. Kriegh Park.  Town Council also requested additional refinement of the Connectivity Analysis plans; the analysis had been added to the scope of the Master Plan project in June 2020. Town Council Meeting – November 18, 2020 At its November 18, 2020 meeting, Town Council recommend that staff focus on providing access and connectivity of the trail systems. The plan should also identify funding priorities for the trail system similar as they are to the other Town parks. Phase II Public Input Opportunity – November 18 – December 18, 2020 The preliminary concept plans were available from November 18 – December 18, 2020 through the “Discuss” feature on the Town’s website.  Each location had an individual web page and links for more information and a link to 'discuss' where each citizen could enter their feedback. There were 281 comments submitted with an additional 40+ sent directly to staff and/or Council.  Town staff also met with representatives from the Sports Alliance and other power user groups to obtain additional input on the concept plans. Based upon the comments received, the consulting team made modifications to the concept plans for each park.  Public Meeting – January 7, 2021 On January 7, 2021 the Oro Valley Parks and Recreation Department held a Community Discussion Meeting (via Zoom) to discuss the Parks Master Plan.  Only two community members expressed concerns; one was about the Steam Pump Ranch facility use, and the other commenter had concerns about lighting at night and security in the parks.  PRAB Meeting – January 17, 2021 The PRAB was presented with the updated concept plans at its January 19 Zoom meeting.  Highlights of the changes included:   Community Center (outdoor)  Positive feedback regarding pickleball court expansion and tennis court upgrades Improved parking lot Children's play area Not included/changed – basketball courts and EV charging stations Community Center (inside)  Positive feedback to increase recreation and fitness space Reduce the size of the bar to increase seating Outdoor covered patio Improved locker/shower facilities (golf side) Not included – keeping restaurant upstairs Steam Pump Ranch  No additional lawn Parking challenges – encourage non-vehicular travel Honor the historic significance of the site Continue heritage plantings/native orchards Not included – children’s play structure  James D. Kriegh Park  Positive feedback of new playground, off-leash dog park, expansion of aquatic center and parking connections Consider adding lights to walking loop Additional basketball courts Lighting sand volleyball court Noise/light considerations for neighbors Not included – keeping racquetball courts Riverfront Park  Positive feedback of splash pad and updated playground Concern regarding removal of multi-use fields (note: they will remain) Additional basketball court Lighting sand volleyball court Relocate expanded parking Not included – converting rectangle fields to diamond fields  Naranja Park  Positive feedback of skate park, pump track and splash pad Consider adding walking path around the park and more dirt trails Consider adding more pickleball courts Archery course remains intact Not included – diamond fields The consultant team also presented the Connectivity Analysis, which included: (1) identifying missing trail segments; (2) identifying opportunities to generally expand the trail system; and (3) prioritizing the opportunities to better connect and expand the trail system.  The connections that were identified focused on paved, shared use paths (SUP) that expand the currently existing extensive path system.  The new connections closed gaps in the current system or created new opportunities for residents to reach destinations of interest such as schools, shopping, parks, and employment, as well as providing a recreational amenity that is free of vehicular traffic.   The Capital Improvement Program (CIP) contains a large projected cost associated with (1) lifecycle replacement and repair of existing facilities, (2) connectivity analysis, and (3) the concept plans. The CIP is categorized into three "buckets": (1) sustainable, (2) expanded services, and (3) visionary. Initial cost estimates based on 2021 construction costs total $62,115,000.   A preliminary project priority list was presented at this meeting with a cost of $40,650,000 for the following items:   Naranja Park Phase I includes new multisport fields, new splashpad, new parking, new north roadway, new restroom Community Center Building (Phase I includes expansion of recreation space on top floor and restaurant move to bottom floor) and Site amenities Tangerine Road to Rancho Vistoso Boulevard Shared Use Path (SUP) extension (Loop extension in partnership with Pima County) Pedestrian bridge across CDO wash CDO Wash to James D. Kriegh Park SUP Naranja Drive SUP (in conjunction with roadway project) Oro Valley Aquatic Center Steam Pump Ranch Amphi School District Partnership Overall, the PRAB was supportive of the preliminary project list.  Members had a strong desire to complete Naranja Park, rather than it being built as funding becomes available over several generations of residents. No action was taken at that meeting. PRAB Meeting – February 9, 2021 At the February 9, 2021 PRAB Study Session, the consulting team reviewed a further breakdown of program and service prioritization by household type for both high priority and medium priority amenities, which indicated a definite dichotomy in identified importance between households with children and households without children.  These results should be addressed in the future when determining programming and service options. An analysis of the current programs offered by the Parks and Recreation department indicated that contrary to many national trends, the Department does not currently have any programs on the downward trajectory of a standard program life cycle.  This factor may account for residents’ approval of the current program offerings, pre-COVID-19.  A classification of services and programs was presented, including pricing strategies, as well as current and future values for cost recovery of recreation programs to meet goals and increase revenue.  By increasing the cost recovery percentage to 149% from 115.9%, the Department could theoretically increase its revenue by $112,400. As part of its funding analysis, PROs also elaborated on the benefits of potential partnerships with the Amphitheater Unified School District to expand its facility bases, as well as to benefit both the Town and the School District through additional programming and shared costs.  Based upon the priority CIP project list as identified at the January 19, 2021 meeting, the consulting team presented a funding analysis by project – where potential funding for each could be found.  These potential sources included bonds, grants, general fund CIP, Pima County, donations/contributions/sponsorships, partnerships, park impact fees, and/or other sources.  Each priority project was then also grouped by the type of CIP “bucket” service identified previously – sustainable, expanded service, and visionary.  A financial analysis on operational impacts was then performed to show the amount needed in general CIP dollars to complete the priority projects. PRAB Meeting – March 23, 2021 Based on the Town Council input from its March 17, 2021 meeting, Mike Svetz presented an updated priority list of projects.  This list was modified to include: (1) additional Connectivity Analysis elements; (2) lifecycle replacement of existing assets and their incoprtation into the CIP; (3) tying the recommended priority projects back to the expressed community needs regardless of costs; (4) reducing the $46 million in projects to $25 million; and (5) including Council’s commitment to both Naranja Park and the Community Center. The updated list of projects for lifecycle replacement included a slight change in the scope for the Community Center outdoor projects, which now includes tennis and pickleball court replacement as well as golf course irrigation.  The La Cañada Shared Use Path (from Lambert to Naranja) and the Rancho Vistoso Shared Use Project were added to the list of priority path projects.   In support of both PRAB and Town Council’s expressed desire to move forward with Naranja Park and Community Center upgrades, a phased approach was presented.  Lastly, the opportunity for a partnership with Amphitheater Unified School District was included as part of the new priority list. The resulting Capital Improvement Plan funding strategy that utilized the new priority list was presented to PRAB.  Although the total for the new list was approximately $39 million, the Town’s share was estimated to be $28 million, with the remainder of the funding from other entities such as the RTA and Pima County Flood Control, as well as grants, donations, and other partnership opportunities. PRAB expressed its support of both the re-prioritized list including the phasing of Naranja Park and Community Center projects, as well as the estimated funding amounts. Public Meeting – March 30, 2021 On March 30, the public had the opportunity to participate in a public meeting via Zoom about the plan.  Mike Svetz briefly reviewed the Master Plan process to date, including the Connectivity Analysis, and the Concept Plans, as well as Town Council and PRAB’s feedback to date.  The public then was able to evaluate the re-prioritized list of projects, with the proposed CIP funding.   This meeting was sparsely attended by the public.  Participants wanted to know more about Phase I of the Naranja Park project, about trail connectivity, and about the Department’s contingency plans if the Rancho Vistoso golf course was purchased by the Town. Public Input Through data gathering and analysis, public and stakeholder participation, as well as careful review by Council and PRAB, the plan provides a blueprint for the future for both facilities and programing using a fiscally responsible approach that will guide the Town’s parks and recreation services forward for the next ten years. Throughout this process, the community has had numerous opportunities to comment and shape the direction of Oro Valley Parks and Recreation for the next ten years; there will be additional opportunities at upcoming public meetings. Next Steps – Schedule The next dates for the Master Plan process have been identified as follows:      April 20                   PRAB                                   Recommendation for approval      May 19                   Town Council                        Recommendation for adoption      June 16                  Town Council                        Adoption of Master Plan FISCAL IMPACT: N/A SUGGESTED MOTION: I MOVE to recommend that the Town Council approve the Town of Oro Valley Parks and Recreation Master Plan finding that the outlined improvements, maintenance and replacement of Park facilities within the Plan will best serve Oro Valley Residents for the foreseeable future. Attachments Final Draft Master Plan  Final Presentation Master Plan  2021 Town of Oro Valley Parks and Recreation Master Plan Parks and Recreation Master Plan i ACKNOWLEDGMENT This plan is made possible by the tireless dedication of Oro Valley’s Town Council, Parks and Recreation Advisory Board and staff, and to their commitment to parks and recreation. A special thanks to the residents and individual stakeholders who offered valuable input and insight by their participation in various engagement methods through the process in the development of the Town of Oro Valley Parks and Recreation Master Plan. Oro Valley Town Council Joe Winfield, Mayor Melanie Barrett, Vice Mayor Tim Bohen Harry “Mo” Green Joyce Jones-Ivey Josh Nicolson Steve Solomon Parks and Recreation Advisory Board Anna Clark, Chair Joseph Coyle, Vice Chair Antonia Landau Ron Odell Philip Saletta Gary Temple Matthew Wood Town Administration Mary Jacobs, Town Manager Chris Cornelison, Assistant Town Manager Parks and Recreation Department Kristy Diaz-Trahan, Director Matt Jankowski, Deputy Director Lynanne Dellerman-Silverthorn, Recreation Nancy Ellis, Asst. Recreation Manager Tom Ellis, Park Superintendent Brandon Laue, Aquatics Manager Nick Scala, Community Center Manager Consulting Team Mike Svetz, PROS Consulting Ryan Murray, ETC Institute Klindt Breckenridge, The Breckenridge Group Rebeca Fields, Kimley-Horn Town of Town of Oro Valley Parks and Recreation ii Table of Contents ICHAPTER ONE – EXECUTIVE SUMMARY ............................................................................................... 1 PROJECT PURPOSE AND GOAL .................................................................................................. 1 PROJECT PROCESS....................................................................................................................... 1 SUMMARY OF DEMOGRAPHICS ANALYSIS ................................................................................ 1 SUMMARY OF COMMUNITY INPUT THEMES ................................................................................ 2 SUMMARY OF PROGRAM/SERVICE AND PARK/FACILITY PRIORITY RANKINGS ....................... 2 SUMMARY OF LEVEL OF SERVICE ANALYSIS ............................................................................... 3 SUMMARY OF CAPITAL IMPROVEMENT PLAN ............................................................................ 6 SUMMARY OF PRIORITIZED CAPITAL IMPROVEMENT PROJECTS ............................................... 7 STRATEGIC DIRECTION ................................................................................................................. 8 IMPLEMENTING THE MASTER PLAN ............................................................................................ 8 CHAPTER TWO - COMMUNITY NEEDS ASSESSMENT ............................................................................. 9 QUALITATIVE INPUT SUMMARY .................................................................................................... 9 INTECEPT SURVEY FINDINGS ...................................................................................................... 10 PROJECT WEBSITE INPUT ............................................................................................................ 12 ON-LINE SURVEY ......................................................................................................................... 13 STASTICALLY VALID SURVEY ....................................................................................................... 17 SUMMARY OF COMMUNITY NEEDS - PRIORITY RANKINGS ...................................................... 33 CHAPTER THREE – PROGRAM AND SERVICES ASSESSMENT .............................................................. 35 OVERVIEW OF PRIORITIES AND CORE PROGRAM AREAS ....................................................... 35 AGE SEGMENT ANALYSIS ........................................................................................................... 38 LIFECYCLE ANALYSIS .................................................................................................................. 38 PROGRAM AND SERVICE CLASSIFICATION.............................................................................. 40 UNDERSTANDING THE FULL COST OF SERVICE ......................................................................... 46 OTHER KEY FINDINGS ................................................................................................................. 49 OTHER KEY RECOMMENDATIONS ............................................................................................. 50 PROGRAM PLAN SUMMARY...................................................................................................... 51 CHAPTER FOUR – PARK AND FACILITY INVENTORY/ASSESSMENTS ................................................... 52 PARK CLASSIFICATION AND PARK DESIGN PRINCIPLES .......................................................... 52 DEVELOPED PARK/FACILITY INVENTORY AND ASSESSMENT ................................................... 59 LEVEL OF SERVICE STANDARDS ................................................................................................. 65 TECHNICAL NEEDS ANALYSIS KEY FINDINGS ............................................................................ 71 CHAPTER FIVE - SHARED USE PATH CONNECTIVITY ANALYSIS .......................................................... 87 CONNECTIVITY ANALYSIS MAP - OVERALL .............................................................................. 87 CONNECTIVITY ANALYSIS – RANCHO VISTOSO COMMUNITY LOOP ..................................... 88 CONNECTIVITY ANALYSIS – CATALINA STATE PARK ................................................................. 88 CONNECTIVITY ANALYSIS – NARANJA PARK AND COMMUNITY CENTER ............................. 89 CONNECTIVITY ANALYSIS - COMMUNITY CENTER AND LAMBERT LANE ................................ 89 CONNECTIVITY ANALYSIS - RIVERFRONT PARK TO JAMES D. KRIEGH PARK .......................... 90 CONNECTIVITY ANALYSIS – JAMES D. KRIEGH PARK AND RETAIL CENTER ............................ 90 Parks and Recreation Draft Master Plan iii CONNECTIVITY ANALYSIS – NORTHERN AVENUE ..................................................................... 91 CONNECTIVITY ANALYSIS COST ESTIMATES .............................................................................. 91 PROPOSED PRIORITY SHARED USE PATH SEGMENTS .............................................................. 92 CHAPTER SIX – CONCEPT PLAN DEVELOPMENT ................................................................................ 93 CONCEPT PLAN DEVELOPMENT MILESTONES .......................................................................... 93 FINAL CONCEPT PLANS ............................................................................................................. 94 CONCEPT PLAN COST ESTIMATES ........................................................................................... 102 CHAPTER SEVEN – PARTNERSHIPS ...................................................................................................... 103 PARTNERSHIP OPPORTUNITIES WITH AMPHITHEATER PUBLIC SCHOOLS ............................... 103 CHAPTER EIGHT - 10 YEAR CAPITAL IMPROVEMENT PLAN .............................................................. 106 10-YEAR CAPITAL IMPROVEMENT PLAN – GENERAL ASSUMPTIONS ..................................... 106 SUSTAINABLE PROJECT RECOMMENDATIONS – MAINTAINING WHAT WE HAVE ................ 107 EXPANDED SERVICES RECOMMENDATIONS – IMPROVING WHAT WE HAVE ...................... 107 VISIONARY RECOMMENDATIONS – DEVELOPING NEW OPPORTUNITIES ............................. 108 CAPITAL IMPROVEMENT SUMMARY BY TIER ........................................................................... 110 PRIORITIZED CAPITAL IMPROVEMENTS .................................................................................... 110 CHAPTER NINE - CAPITAL IMPROVEMENT PLAN FUNDING .............................................................. 114 PRIMARY FUNDING SOURCES.................................................................................................. 114 OTHER FUNDING SOURCE OPTIONS ....................................................................................... 115 PRIORITIZED CAPITAL IMPROVEMENT PROJECTS – FUNDING STRATEGY .............................. 117 OPERATIONAL IMPACT OF PRIORITIZED CAPITAL IMPROVEMENT PROJECTS ...................... 118 CHAPTER TEN - STRATEGIC IMPLEMENTATION .................................................................................. 119 CHAPTER ELEVEN - CONCLUSION ..................................................................................................... 123 APPENDIX A - ECONOMIC IMPACT OF PARKS AND RECREATION ................................................. 124 APPENDIX B - COMMUNITY PROFILE ................................................................................................. 127 APPENDIX C - RECREATION TRENDS ANALYSIS ................................................................................ 137 APPENDIX D - PARTNERSHIP POLICY GUIDELINES ............................................................................ 154 Parks and Recreation Master Plan 1 CHAPTER ONE – EXECUTIVE SUMMARY PROJECT PURPOSE AND GOAL The purpose of Town of Oro Valley’s Parks and Recreation Master Plan is to create a roadmap for future renovation and expansion of parks, trails, open space and facilities and programming for the Town over the next 10 years. This plan is based on recognized park planning principles and standards, and reflects input from residents and stakeholders in Oro Valley, Town staff, the Parks and Recreation Advisory Board and the Town Council. The Master Plan focuses on identifying the Town’s current and future recreation needs to aid Town staff and decision-makers in providing and expanding an equitable distribution of recreational facilities and opportunities to Town of Oro Valley residents and stakeholders. PROJECT PROCESS The foundation of the Master Plan was to incorporate a variety of data and mine local knowledge using a comprehensive stakeholder participation process and community surveys. The stakeholder input process incorporated a variety of methods that included interviews, focus group meetings, and public forums/presentations. The data generated from these critical community interactions helped to define the true unmet recreation needs of the community, as well as address key operational issues, provide recommendations for business-related changes, and strategize on how to best position the Town and Parks and Recreation Department to move forward for optimum results. SUMMARY OF DEMOGRAPHICS ANALYSIS • Population: The population is increasing and is projected to experience 20% population growth over the next 15 years. With a modestly growing population, park and recreation services will need to strategically invest, develop, and maintain parks and facilities in relation to current and future housing development areas. • Age Segmentation: Oro Valley currently has a very broad and slightly unbalanced age segmentation with the largest group being 55+ with the second largest group being 0-17. Over the next 15 years, the 55+ age segment, which currently is the largest age segment in Oro Valley, will increase by 3.6% while those who are 0-17 are projected to decrease by 2.2%, making up 24.7% of the population by 2034. This is assumed to be a consequence of a vast amount of the Baby Boomer generation shifting into the senior age segment. • Race and Ethnicity: A homogenous population will likely focus the Town on providing traditional programming and service offerings while always seeking to identify emerging activities and sports. • Household Income: With median and per capita household income averages well above state and national averages, it is important for the Town to prioritize providing offerings that are first class with exceptional customer service while seeking opportunities to create revenue generation. • Tapestry Segmentation: A highly unique tapestry segmentation indicates that Oro Valley is comprised primarily of residents that are approaching or in retirement. Town of Oro Valley Parks and Recreation 2 SUMMARY OF COMMUNITY INPUT THEMES Input from the community confirmed that Oro Valley’s parks are loved by many, but there are gaps in service and amenities and additional Town investment is needed to maintain and enhance existing parks for the growing community. Participants see the system as one that is well-maintained with great staff. They also enjoy the numerous programs and amenities offered. Unmet needs exist as the demand for select services is currently outweighing the available facilities and/or existing amenities. The following summarizes the themes of community input: • Economic Development through Park Development - Opportunity exists for park development to enhance and/or advance economic development. There is also an opportunity for economic development to enhance and support park development. • Investing in the Existing Parks System - Continue to focus on reinvesting in and maintaining existing parks. • Open Space - Desire to preserve the defunct Rancho Vistoso golf course, at least in part, as an open space conservation area was consistently expressed through all community input opportunities. • Trails and Connectivity - Desire for a connected, accessible recreational trail system that also supports active transportation and safe routes to school. • Advocacy and Awareness - Increased and targeted Communication/Marketing is needed to develop more advocacy for, and the awareness of, the parks and recreation system. • Funding the Parks and Recreation System - Multiple fiscally sustainable funding strategies, without increasing taxes, may be required to meet the needs of the community over the next 10 years. SUMMARY OF PROGRAM/SERVICE AND PARK/FACILITY PRIORITY RANKINGS The purpose of the Program/Service and Park/Facility Priority Rankings is to provide a prioritized list of facility/amenity needs and recreation program and service needs for the community served by the Town. The analysis completed evaluated both quantitative and qualitative data including the following community engagement initiatives that occurred January-May 2020: • Master Plan Project Website January – May, 2020 - www.planyourparksov.com o 927 comments received • Focus Group and Stakeholder Meetings – January 23rd and 24th, 2020 o 37 participants • Town Hall Meeting – January 23rd, 2020 o 130 participants • Intercept Surveys – Nine dates – February – March, 2020 o 404 participants • Statistically Valid Survey – February – April, 2020 o 443 completed surveys representing • On-Line Survey – April – May, 2020 o 372 completed surveys Parks and Recreation Master Plan 3 The results of the priority rankings are tabulated into three categories: High Priority (top third), Medium third) and are summarized below: SUMMARY OF LEVEL OF SERVICE ANALYSIS LEVEL OF SERVICE KEY FINDINGS These resources provide LOS guidelines based on population to inform and support investment decisions related to parks, facilities and amenities. When coupled with local input on the needs of the Oro Valley community, these standards help to identify park and facility/amenity gaps and surpluses. The findings of the LOS standards analysis are summarized below. HOMEOWNER ASSOCIATION PARK INVENTORY AND LEVEL OF SERVICE (LOS) • Homeowner associations provide parks and recreation amenities to their residents within three park classifications. • Some park and recreation amenities in homeowner associations are ONLY available to residents of those communities, such as swimming pools and tennis courts. • Currently, homeowner associations offer a LOS of 6.03 acres of parkland per 1,000 population that complements the Town’s public park system. Recreation Program/Service Priority Community special events Fitness & wellness programs Adult learning classes Senior programs & services Art classes Walking/jogging/running/cycling clubs Performing arts programs Golf lessons/clinics Environmental education programs Pickleball lessons/clinics Open swim Water fitness programs/lap swimming Weightlifting/bodybuilding programs Running events Reservation/rental of picnic shelters After school programs/out ‐ of ‐ school camps Tennis lessons & leagues Family ‐ oriented programs Bicycle lessons & clubs Learn to swim programs Volleyball programs Soccer programs Programs for people with special needs Reservation/rental of indoor meeting space Archery Basketball programs Sand volleyball programs Recreation/competitive swim team Gymnastics Softball programs Reservation/rental of athletic fields Football programs Baseball programs Lacrosse programs High Medium Low Facility/Amenity Priority Trails (natural surface) Trails (multi ‐ use paved) Open space conservation areas/trails Neighborhood parks Restroom buildings Large community parks Performing Arts Venue (stage) Community gardens Golf Dog parks (off ‐ leash) Recreation/community center Playgrounds Pavilions/picnic sites Amphitheater Aquatics facility ‐ recreation/lap pool Aerobics/dance rooms/dance floors Aquatics facility ‐ splash pad/water play features Pickleball courts Environmental education center Disc golf course Tennis courts Skateboarding/bicycle parks (concrete) Banquet/meeting rooms Basketball/volleyball courts ‐ inside Baseball/softball fields Sand volleyball courts Remote control (RC) hobby facility Football/soccer/lacrosse fields Dirt bicycle pump/BMX track Basketball/volleyball courts ‐ outside Archery range Aquatics facility ‐ competition pool High Medium Low Town of Oro Valley Parks and Recreation 4 TOWN OF ORO VALLEY PARK INVENTORY AND LEVEL OF SERVICE (LOS) • The Town of Oro Valley provides publicly accessible parks to all residents by offering 16.018 acres of parkland within five park classifications. • Currently, the Town offers 1.11 square feet of indoor recreation/community center per person to its residents, • Linear miles of shared use paths and soft surface trails were not calculated in this population- based service level analysis because they are based on connected networks rather than population. LEVEL OF SERVICE KEY RECOMMENDATIONS Based on a thorough review of the parks and recreation system and stakeholder input, it is recommended that the Town pursue further development of specific parks and recreation amenities that meet the needs and address the gaps per park type to increase the current LOS standard for the projected population in 2035. LEVEL OF SERVICE ASSUMPTIONS • The Town of Oro Valley’s population will increase to 54,986 within next 15 years. • Homeowner associations will provide some park and recreation amenities to residents living within the homeowner associations. • The Town of Oro Valley will need to take a two-pronged approach to further developing the parks and recreation system. 1. Level of Service provided by Homeowner Associations 2. Level of Service provided by the Town of Oro Valley Parks and Recreation Master Plan 5 LEVEL OF SERVICE RECOMMENDATION FOR HOMEOWNER ASSOCIATIONS LEVEL OF SERVICE RECOMMENDATION FOR THE TOWN OF ORO VALLEY Park Type Meet Standard/ Need Exists Mini Park 0.79 acres per 1,000 0.10 acres per 1,000 Meets Standard - Acre(s) Neighborhood Parks 1.16 acres per 1,000 1.25 acres per 1,000 Need Exists 16 Acre(s) Recreation/Special Use Area 4.08 acres per 1,000 3.25 acres per 1,000 Meets Standard - Acre(s) Total Developed Park Acreage 6.03 acres per 1,000 4.60 acres per 1,000 Needs Exists 16 Acre(s) Recommended Park Development by HOA Needs Exists 16 Acre(s) OUTDOOR AMENITIES Basketball Court 1.00 court per 3,976 1.00 court per 4,000 Need Exists 2 Court(s) Playgrounds 1.00 site per 2,177 1.00 site per 2,350 Need Exists 2 Site(s) Ramadas - Small Group 1.00 site per 1,577 1.00 site per 1,750 Need Exists 2 Site(s) Swimming Pool - Neighborhood 1.00 site per 1,988 1.00 site per 3,500 Meets Standard - Site(s) Tennis Courts 1.00 court per 6,532 1.00 court per 8,000 Meets Standard - Court(s) Volleyball Courts - Outdoors 1.00 court per 7,621 1.00 court per 30,000 Meets Standard - Court(s) Current Service Levels Recommended Developed Park Service Levels 2035 Standards Current Service Level Recommended Developed Park Service Levels Additional Developed Parks/Facilities/ Amenities Needed Park Type Town of Oro Valley Total Inventory Meet Standard/ Need Exists Community Parks 48.00 48.00 1.05 acres per 1,000 1.10 acres per 1,000 Need Exists 12 Acre(s) Regional Parks 213.00 213.00 4.66 acres per 1,000 3.50 acres per 1,000 Meets Standard - Acre(s) Recreation/Special Use Area 320.00 320.00 7.00 acres per 1,000 5.75 acres per 1,000 Meets Standard - Acre(s) Total Developed Park Acreage 581.00 581.00 12.71 acres per 1,000 10.35 acres per 1,000 Need Exists 12 Acre(s) Greenbelt/Trail Corridor 5.80 5.80 0.13 acres per 1,000 NA acres per 1,000 NA - Acre(s) Conservation Area/Trail Park 154.70 154.70 3.38 acres per 1,000 NA acres per 1,000 NA - Acre(s) Recommended Land Acquisition (Needs Exist less the Current Undeveloped Park Land)Need Exists 12 Acre(s) OUTDOOR AMENITIES Archery Range (Fixed)1.0 1.00 1.00 range per 45,726 1.00 range per 75,000 Meets Standard - Range(s) Archery Range (Walking)1.0 1.00 1.00 range per 45,726 1.00 range per 75,000 Meets Standard - Range(s) Baseball / Softball Diamond (Lighted)7.0 7.00 1.00 field per 6,532 1.00 field per 5,000 Need Exists 4 Field(s) Basketball Court 2.0 2.00 1.00 court per 22,863 1.00 court per 12,000 Need Exists 3 Court(s) Dog Park (off-leash dog area)2.0 2.00 1.00 site per 22,863 1.00 site per 20,000 Need Exists 1 Site(s) Golf Course (18 hole)2.5 2.50 1.00 Course per 18,290 1.00 Course per 25,000 Meets Standard - Course(s) Multi-purpose Field (Lighted)10.0 10.00 1.00 field per 4,573 1.00 field per 3,000 Need Exists 8 Field(s) Outdoor Swimming Facility 2.0 2.00 1.00 court per 22,863 1.00 site per 60,000 Meets Standard - Court(s) Pickleball Court 6.0 6.00 1.00 court per 7,621 1.00 court per 4,000 Need Exists 8 Court(s) Playgrounds 3.0 3.00 1.00 site per 15,242 1.00 site per 15,000 Need Exists 1 Site(s) Ramadas - Large Group 13.0 13.00 1.00 site per 3,517 1.00 site per 3,500 Need Exists 3 Site(s) Skatepark/BMX Park 0.0 - 1.00 site per #DIV/0!1.00 site per 100,000 Need Exists 1 Site(s) Splash Pad 1.0 1.00 1.00 site per 45,726 1.00 site per 30,000 Need Exists 1 Site(s) Tennis Courts 32.0 32.00 1.00 court per 1,429 1.00 court per 2,000 Meets Standard - Court(s) Volleyball Courts - Outdoors 2.0 2.00 1.00 court per 22,863 1.00 court per 30,000 Meets Standard - Court(s) INDOOR RECREATION CENTER Indoor Recreation Center Space (square feet)50,783 50,783 1.11 SF per person 1 SF per Person Need Exists 4,203 Square Feet 2020 Park Inventory Current Service Levels Recommended Developed Park Service Levels 2035 Standards Current Service Level Recommended Developed Park Service Levels Additional Developed Parks/Facilities/ Amenities Needed Town of Oro Valley Parks and Recreation 6 LEVEL OF SERVICE RECOMMENDATIONS SUMMARY Based on the assumptions and LOS recommendations above, • Homeowner associations should be expected to develop 16 acres of neighborhood parks by 2035. o It is recommended that the size of each neighborhood park be no less than 2 acres. If the developer cannot provide this size of park, the Town should consider receiving cash in-lieu. • The Town of Oro Valley should be expected to develop one community park no less than 12 acres in size by 2035. These community parks will serve all residents of the Town. o It is recommended that this community park be developed north of Tangerine Road and be viewed as a long term project that takes place after 2030 unless an opportunity arises that allows the project to be expedited. SUMMARY OF CAPITAL IMPROVEMENT PLAN To plan and prioritize capital improvement projects, recommendations include balancing the maintenance of current assets with the expansion of existing facilities. The departmental Capital Improvement Plan (CIP) framework is utilized to determine CIP projects in concert with an implementable financial plan. A key priority is also focused on maintaining the integrity of the current infrastructure and facilities before expanding and/or enhancing programs and facilities. Maintaining current infrastructure with limited funding will inhibit the Town’s ability to take care of all existing assets and enhance facilities. A three-tier plan is recommended to help guide the decision-making process for CIP investments. The three-tiered plan acknowledges a fiscal reality, leading to the continuous rebalancing of priorities and their associated expenditures. Each tier reflects different assumptions about available resources. A complete list of the projects in each is identified in Chapter 11. The three tiers include: • Sustainable - Critical maintenance projects, including lifecycle replacement, repair of existing equipment, and safety and ADA improvements. • Expanded Services - Projects that include strategic changes to the existing parks system to better meet the unmet needs of the community, including adding such features as splashpads, outdoor basketball courts, playgrounds and lighted multi-purpose fields. • Visionary - Complete park renovation, land acquisition and enhanced park/trail development, such as the phased in renovation of the Community Center and expansion of Naranja Park. The table below summarizes the three-tier approach to the development of the capital improvement plan associated with the Master Plan. Tier Estimated Total Project Cost Sustainable Projects $16,515,000 Expanded Service Projects $9,950,000 Visionary Projects $37,150,000 TOTAL $63,615,000 SUMMARY BY TIER Parks and Recreation Master Plan 7 SUMMARY OF PRIORITIZED CAPITAL IMPROVEMENT PROJECTS In order to help prioritize projects based on limited funding sources, staff developed draft criteria for evaluating a project’s ability to meet a variety of park and recreation needs and provide additional benefits. The criteria are as follows: • Financial Viability • Health and Safety Projects • Benefit-Driven Projects • Opportunity-Driven Projects The table below provides a complete list of the prioritized capital improvements recommended for completion within the next 10 years. Project Estimated Capital Project Cost Community Center Site and El Conquistador Lifecycle Replacement (Parking. Golf Course Irrigation, Tennis and Pickleball Courts Replaced, Other)$7,700,000 Honey Bee Canyon Park Lifecycle Replacement $200,000 James D. Kriegh Park Lifecycle Replacement $1,500,000 Oro Valley Aquatic Center Lifecycle Replacement $1,500,000 Riverfront Park Lifecycle Replacement $2,500,000 Steam Pump Ranch Lifecycle Replacement $3,000,000 Tho'ag Park Lifecycle Replacement $15,000 West Lambert Lane Park Lifecycle Replacement $100,000 SUBTOTAL LIFECYCLE REPLACEMENT PROJECTS $16,515,000 Project Estimated Capital Project Cost Tangerine Road to Rancho Vistoso Community Shared Use Path Extension (2.1 Miles)$750,000 Pedestrian Bridge across CDO Wash (500 linear feet)$1,000,000 CDO Wash to James D. Kriegh Park Shared Use Path (1.5 miles)$1,000,000 Naranja Drive Shared Use Path (2 miles)$1,000,000 La Cañada Shared Use Path (1 Mile)$500,000 Rancho Vistoso Shared Use Path (6 miles)$1,800,000 $6,050,000 Project Estimated Capital Project Cost Naranja Park - Phase 1 $10,000,000 Community Center - Phase 1 $5,000,000 Amphi School District Partnership $1,500,000 SUBTOTAL VISIONARY PARK PROJECTS $16,500,000 GRAND TOTAL RECOMMENDED PRIORITY PROJECTS $39,065,000 RECOMMENDED PRIORITY PROJECTS SUSTAINABLE (LIFCYCLE REPLACEMENT) PROJECTS VISIONARY PARK AND FACILITY PROJECTS PRIORITIZED SHARED USE PATH PROJECTS SUBTOTAL SHARED USE PATH PROJECTS Town of Oro Valley Parks and Recreation 8 STRATEGIC DIRECTION Overall, the park system is highly valued by community residents and leaders. It serves multiple purposes including recreational, environmental, educational, social, economic development and higher quality of life. Adequate funding for upkeep of existing parks is a priority for residents as well as developing, renovating and expanding parks and facilities. In short, investment in the Town’s park and recreation system should be a priority. The Town of Oro Valley is a steadily growing and aging community and based on population projections will continue to grow and age over the next 15 years. As of today, the Town does not lack sufficient park land to meet the needs of residents, however, there are some geographical inequities particularly for community parks. As a result, other amenities provided through this park type are in shortage such as playgrounds, ramadas and athletic fields. While most of these inequities will require long-term solutions, some areas of improvement in the short-term can be accomplished with partnerships such as joint-use opportunities with Amphi School District as well as close coordination with the development community. To ensure that the Town has a plan for capital projects, a three-tier approach was developed that organizes projects into the following categories: Sustainable projects, Expanded Services projects and Visionary projects. Each of these approaches provides a way to categorize and prioritize projects which ultimately furnished a comprehensive capital improvement plan totaling $65M with approximately $39M of that being identified as priority projects. IMPLEMENTING THE MASTER PLAN Findings have been synthesized into a framework of strategic recommendations for the Town of Oro Valley Parks and Recreation Department. It is recommended that the strategies align with seven major categories: 1. Maintaining the Parks and Recreation System: Maintain the proportion of park acres per population through a variety of park type amenities, and open space options. 2. Connectivity: Establish connectivity between parks and greenways that is accessible by pedestrians, bikes and parks and open space in Oro Valley. 3. Park Land Improvements: Provide a park and recreation system offering the community a variety of parks and services that integrate environmental design, safety, community needs and emerging trends. 4. Economic Development through Parks: Invest in infrastructure and services at the Community Center, Steam Pump Ranch and Naranja Park. 5. Programming: Continually provide programming in alignment with community priorities while seeking to increase community participation in programs and services. 6. Operations and Staffing: Continue to empower and train current department employees while growing staff to meet the emerging needs of the community. 7. Financing the Park System: Pursue partnerships and adequate funding to support existing parks, the renovation of parks, and expansion of the shared use path system. Parks and Recreation Master Plan 9 CHAPTER TWO - COMMUNITY NEEDS ASSESSMENT The efforts in creating the Phase One of the Master Plan were based on an evaluation of existing resources and capacity as well as community input. Thus, a key consideration to creating a vision for parks and recreation in Town of Oro Valley is to understand current community values, needs, and desires. The assessment of these values is accomplished by triangulating information generated from focus groups with staff, public input received via the project website, a statistically valid survey, and reinforced through intercept and electronic surveys. The surveys were written to reflect issues and wishes that emerged from the qualitative data gathered through discussions with staff. Triangulation occurs when findings of the qualitative work is supported by the quantitative work. The following sections discuss this process and resulting findings. QUALITATIVE INPUT SUMMARY In January of 2020, the consultant team conducted a series of town hall, stakeholder and focus group meetings in partnership with Town staff that included representatives from various stakeholder groups, including the school districts, athletic organizations, youth leadership boards, and the development community. The results of these focus group discussions, as well as the input received via the project website, were condensed to a series of key themes that emerged. Input from the community confirmed that Oro Valley’s parks are loved by many, but there are gaps in service and amenities and additional Town investment is needed to maintain and enhance existing parks for the growing community. Participants see the system as one that is well-maintained with great staff. They also enjoy the numerous programs and amenities offered. Unmet needs exist as the demand for select services is currently outweighing the available facilities and/or existing amenities. The following summarizes the themes of community input: ECONOMIC DEVELOPMENT THROUGH PARK DEVELOPMENT Opportunity exists for park development to enhance and/or advance economic development. There is also an opportunity for economic development to enhance and support park development. • Parks and recreation can play a significant role in business attraction, residential development, and the overall quality of life attributes desired by the community. • Investment in parks reflects the community’s value set and the Town’s overall attitude of being an active player in the betterment of the community. • The completion of Naranja Park and the reinvestment in Steam Pump Ranch can potentially serve as economic catalysts. • Generalized opportunities to enhance the economic impact via tourism were cited through a number of existing Town offerings, including, but not limited to golf, pickleball, tennis, athletic field sports, competitive swimming and festivals/events. INVESTING IN THE EXISTING PARKS SYSTEM • Continue to focus on reinvesting in and maintaining existing parks. • Opportunities exist to, in part, help meet the recreational needs of the community, in partnership with the development community and the Amphitheater Unified School District. Town of Oro Valley Parks and Recreation 10 OPEN SPACE • Desire to preserve the defunct Rancho Vistoso golf course, at least in part, as an open space conservation area was consistently expressed through all community input opportunities. TRAILS AND CONNECTIVITY • Desire for a connected, accessible recreational trail system that also supports active transportation and safe routes to school. ADVOCACY AND AWARENESS • Increased and targeted Communication/Marketing is needed to develop more advocacy for, and the awareness of, the parks and recreation system. FUNDING THE PARKS AND RECREATION SYSTEM • Multiple fiscally sustainable funding strategies, without increasing taxes, may be required to meet the needs of the community over the next 10 years. • Continuing to secure funding through grant programs will be critical for funding park development over the next 10 years. INTECEPT SURVEY FINDINGS In February and March of 2020, the consultant team and the Town of Oro Valley’s Parks and Recreation Advisory Board conducted a series of intercept surveys to gather input from residents regarding the importance of park and recreation facilities and amenities. The intercept surveys were conducted utilizing a display board-dot exercise methodology on the following dates and events: • Friday, February 7th at First Friday (evening) • Saturday, February 8th at Farmer’s Market (morning) • Wednesday, March 4th at Riverfront Park (evening) • Sunday, March 8th at Safeway (mid-day) • Monday, March 9th at Naranja Park (evening) • Wednesday, March 11th at Naranja Park (evening) • Thursday, March 12th at Aquatic Center (mid-day) • Sunday, March 15th at Safeway (mid-day) • Monday, March 16th at Community Center (morning) The graphic on the following page summarizes the findings of the intercept surveys Parks and Recreation Master Plan 11 Town of Oro Valley Parks and Recreation 12 PROJECT WEBSITE INPUT As part of the community input process, the consultant team, in conjunction with the Parks and Recreation Department, developed and administered a project website, www.planyourparksov.com. The website provided residents with an open participation portal to provide feedback on their park and recreation needs. The below provides a summary of the 926 responses received via the project website from January-May 2020. Area of Interest Volume of Comments Preserving Golf Course in Vistoso as Open Space Reinvesting in Community Center Reinvesting in Golf Courses Take Care of What We Already Have Community Connectivity through Trails Expansion of Trails in Parks (Naranja Park) Expansion of Pickleball Courts Expansion of Athletic Fields Aquatic Center Expansion and Fees Community Special Events are desired Dog Parks are Important Conservation at SteamPump Ranch Completing Naranja Park Expansion of Tennis Courts Skateparks and BMX Parks Increased Programs and Services for Children Disc Golf Courses Low Medium High Parks and Recreation Master Plan 13 ON-LINE SURVEY As part of the community input process, the consultant team, in conjunction with the Parks and Recreation Department, conducted an on-line, Survey Monkey survey from April 20 – May 3, 2020. This survey was completed as an additional way to provide residents an opportunity of their parks and recreation preferences. A summary of the results of the 372 completed surveys are as follows: 2.4.1 PROGRAM/SERVICE IMPORTANCE Recreation Program/Service Priority Community special events (concerts, festivals, etc.) Fitness and wellness programs (Yoga/Tai Chi classes, etc.) Walking/jogging/running/cycling clubs Senior programs and services Environmental education programs Reservation/rental of picnic shelters Performing arts programs Art classes (pottery, painting, music, etc.) Reservation/rental of indoor meeting space Water fitness programs/lap swimming Open Swim Weightlifting/bodybuilding programs Bicycle lessons and clubs Golf lessons/clinics Adult learning classes (language, tech, etc.) Tennis lessons and leagues Learn to swim programs Sand volleyball programs Basketball Programs Pickleball lessons/clinics Disc golf course Volleyball programs Running events (5K, 10K, Marathons) Soccer programs Programs for people with special needs Softball programs Baseball Programs Reservation/rental of athletic fields After school programs/out-of-school camps Family-oriented programs (Mommy & Me, Daddy & Me, etc.) Gymnastics Football programs Recreation/competitive swim team Lacrosse programs Archery High Medium Low Town of Oro Valley Parks and Recreation 14 2.4.2 FACILITY IMPORTANCE Facility/Amenity Priority Open space conservation areas/trails Trails (natural surface) Trails (multi-use paved) Neighborhood parks Restroom buildings in parks Large community parks Pavilions/picnic sites Community gardens Environmental education center Performing Arts Venue (stage) Recreation/Community Center Playgrounds Dog parks (off-leash) Amphitheater Skateboarding/Bicycle parks (concrete) Tennis courts Basketball/Volleyball courts – outside Basketball/Volleyball courts – inside Golf Pickleball courts Disc golf course Sand volleyball courts Football/Soccer/Lacrosse fields Aquatics Facility – recreation/lap pool Aquatics Facility – splash pad/water play features Baseball/Softball fields Banquet/meeting rooms Dirt bicycle pump/BMX track Remote Control (RC) Hobby facility Aerobics/dance rooms/dance floors Aquatics Facility – competition pool Archery range Low High Medium Parks and Recreation Master Plan 15 2.4.3 FUNDING SUPPORT TO IMPROVE EXISTING SYSTEM – WITHOUT INCREASING TAXES 72%78%79%79%79%80%81%82%84%85%87%89%90%Expand current archery range in Naranja ParkAdd/expand trails/walking loops in existing parksAdd Wi-Fi/Other technology improvements to existing parksAdd splashpads to existing parksImprove existing trail systems (paved trails, mountain biking trails, unpavedwalking trails, etc.)Improve/expand Community Center (including parking)Improve/expand open space/natural turf areas in existing parksGeneral repair and increased maintenance (existing parks, golf courses,community center)Improve ADA/disabled persons accessibility at existing parksAdd amphitheater to an existing parkAdd playgrounds to existing parksImprove existing athletic facilities (synthetic turf, lighting, courts, etc.)Improve restroom facilities in existing parks0%10%20%30%40%50%60%70%80%90%100%Not SupportiveNot SureVery/SomewhatSupportive Town of Oro Valley Parks and Recreation 16 2.4.4 FUNDING SUPPORT TO EXPAND SYSTEM – WITHOUT INCREASING TAXES 34%35%70%80%83%44%39%34%28%28%Develop area for remote control recreation activities (i.e. drones,model airplanes)Develop a new skate/bike park (skateboards, BMX, pump tracks,etc.)Develop additional outdoor pool facilitiesDevelop new off-leash dog parksDevelop an outdoor adventure area (ropes course, ziplines, etc.)Develop new sports facilities (athletic fields, disc golf, basketball,pickleball, etc.)Develop new area for community-wide eventsDevelop new walking, biking, equestrian trails with connections toother amenitiesDevelop new parks that generally meet the highest needs of thecommunityPurchase land to preserve open space0%10%20%30%40%50%60%70%80%90%Not SupportiveNot SureVery/SomewhatSupportive Parks and Recreation Master Plan 17 S TASTICALLY VALID SURVEY 2.5.1 OVERVIEW ETC Institute administered a needs assessment survey for Town of Oro Valley February-April 2020. The survey was administered as part of the Town’s Parks and Recreation Needs Assessment for their residents. The survey results will aid the Town in taking a resident-driven approach to making decisions that will enrich and positively affect the lives of residents. 2.5.2 METHODOLOGY ETC Institute mailed a survey packet to a random sample of households in Town of Oro Valley. Each survey packet contained a cover letter, a copy of the survey, and a postage-paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it on-line. The goal was to obtain completed surveys from at least 375 resident households. The goal was exceeded with a total of 443 resident households completing the survey. The overall results for the sample of households have a precision of at least +/-4.8% at the 95% level of confidence. The following scatterplot graph indicates where completed surveys were received from residents in Town of Oro Valley. The major findings of the survey are summarized on the following pages. Complete survey results are provided as a separate document. Town of Oro Valley Parks and Recreation 18 2.5.3 AGREEMENT WITH THE BENEFITS OF PARKS AND RECREATION Respondents were asked to indicate their level of agreement with the benefits of Oro Valley’s Recreation system. • Ninety-three percent (93%) indicated that the system Makes Oro Valley a More Desirable Place to Live. o Other benefits most agreed with include:  Preserves Open Space and Protects the Environment (85%).  Increases My Property Value (77%).  Is Age-Friendly to All People (76%).  Is Physically Accessible to All People (75%).  Helps to Attract New Residents and Businesses (74%).  Improves My Physical Health and Fitness (70%).  Helps to Reduce Crime (67%).  Positively Impacts Economic/Business Development (66%).  Promotes Tourism to the Town (63%). Parks and Recreation Master Plan 19 2.5.4 PARK AND FACILITY UTILIZATION AND CONDITION RATINGS • Utilization: • Fifty-four percent (54%) indicated they have utilized both Steam Pump Ranch and Paved Trails in the last six months. o Other most utilized parks and facilities in Oro Valley include:  Natural Surface Trails (40%).  CDO Riverfront Park (walking) (39%).  Honey Bee Canyon Park (29%).  Community Center (28%).  Community Center Golf Courses (23%). Town of Oro Valley Parks and Recreation 20 • Condition Ratings of Parks and Facilities: o Ninety-four percent (95%) of Oro Valley’s parks and recreation facilities were given a condition rating that exceeded the national benchmark for excellent of 29%. The only two locations that received below national benchmark ratings were: • James D. Kriegh Dog Park (14%). • Naranja Park Dog Park (27%). Parks and Recreation Master Plan 21 2.5.5 PROGRAM PARTICIPATION AND QUALITY RATINGS • Program Participation and Ratings: o Forty-one percent (45%) of households participated in Oro Valley Parks and Recreation Department programs and services over the past 12 months. The national benchmark for program participation is 33%. Town of Oro Valley Parks and Recreation 22 • Program Quality: o Of households who participated in programs, only two percent (2%) rated the programs as “excellent”. The national benchmark for excellent is 33%. Parks and Recreation Master Plan 23 2.5.6 WAYS HOUSEHOLDS CURRENTLY LEARN ABOUT PROGRAMS AND ACTIVITIES • Newspaper (51%) Was the Most Utilized Source of Information When Learning About Program and Activity Offerings. o Forty-seven percent (47%) of households indicated they relied on Friends & Neighbors as an information source. o Other most used sources include: • Town Website (35%). • Local Magazines/Publications (34%). • Temporary Signs at Parks or Around Town (31%). • Emails/E-Blasts (31%). The national benchmark for newspaper is 31%. The national benchmark for from friends and neighbors is 43%. The national benchmark for website is 31%. Town of Oro Valley Parks and Recreation 24 2.5.7 WAYS HOUSEHOLDS WOULD PREFER TO LEARN ABOUT PROGRAMS AND ACTIVITIES • Emails/E-Blasts (40%) Was the Most Preferred Source of Information When Learning About Program and Activity Offerings. o Twenty-eight percent (28%) of households indicated they would prefer to continue to receive parks and recreation information source via the newspaper. o Other most preferred sources include: • Town Website (25%). • Local Magazines/Publications (19%). • Flyers and Brochures (17%). Parks and Recreation Master Plan 25 2.5.8 FACILITY NEEDS, UNMET NEEDS AND IMPORTANCE Respondents were asked to indicate from a list of facilities/amenities whether or not they had a need. If the respondent indicated a need for the facility, they were then asked to rate how well their needs were being met. • Facility Needs: o Sixty-one percent (61%) indicated a need for Multi-Use Paved Trails. o Other most needed facilities include:  Natural Surface Trails (59%).  Open Space Conservation Areas/Trails (59%).  Neighborhood Parks (55%).  Restroom Buildings (49%).  Large Community Parks (47%).  Recreation/Community Center (35%).  Pavilions/Picnic Sites (31%).  Golf (30%). Town of Oro Valley Parks and Recreation 26 • Facility Importance: o Based on the sum of respondents’ top four choices, 38% indicated Multi-Use Paved Trails were the most important to their household. o Other most important facilities include:  Natural Surface Trails (36%).  Open Space Conservation Areas and Trails (27%).  Golf (22%).  Neighborhood Parks (20%). National benchmark for Multi-Use Paved Trails is 45%. National benchmark for Golf is 9%. Parks and Recreation Master Plan 27 • How Well Household Needs Are Being Met for Facilities: o Based on the number of households who indicated their needs were only being met 50% or less, 5,114 households (23%) indicated an unmet need for Neighborhood Parks. o Other unmet needs include:  Restroom Buildings - 4,606 households (21%).  Open Space Conservation Areas and Trails - 4,495 households (20%).  Community Gardens - 4,279 households (19%).  Performing Arts Venue (Stage) - 4,195 households (19%).  Natural Surface Trails - 3,891 households (18%).  Large Community Parks - 3,650 households (17%).  Multi-Use Paved Trails - 3,410 households (15%). Town of Oro Valley Parks and Recreation 28 2.5.9 PROGRAM NEEDS, UNMET NEEDS AND IMPORTANCE • Recreation Program Needs: o Fifty-four percent (54%) of households indicated a need for Community Special Events. o Other most needed programs include:  Fitness and Wellness Programs (46% of households).  Adult Learning Classes (32% of households).  Senior Programs and Services (28% of households).  Walking/Jogging/Running/Cycling Clubs (28% of households).  Art Classes (27% of households). Parks and Recreation Master Plan 29 • Recreation Program Importance: o Based on the percentage of households who indicated the program as one of their top four choices, 31% indicated Community Special Events were the most important to their household. o Other most important recreation programs include:  Fitness and Wellness Programs (27% of households).  Adult Learning Classes (17% of households).  Senior Programs and Services (16% of households).  Walking/Jogging/Running/Cycling Clubs (14% of households).  Art Classes (13% of households). National benchmark for Community Special Events is 21%. Town of Oro Valley Parks and Recreation 30 • How Well Needs Are Being Met for Programs: o Based on the number of households who indicated their needs were only being met 50% or less, 7,381 households (34%) responded that Fitness and Wellness Programs had the greatest level of unmet need. o Other unmet needs include:  Community Special Events - 7,211 households (33%).  Adult Learning Classes - 5,944 households (27%).  Art Classes - 5,133 households (23%).  Senior Programs and Services - 4,756 households (22%).  Walking/Jogging/Running/Cycling Clubs - 4,138 households (19%). Parks and Recreation Master Plan 31 2.5.10 SPECIAL EVENT CONCEPTS MOST INTERESTED IN • Based on the percentage of households who indicated a concept as one of their top three choices, 60% indicated Cultural Celebrations/Festivals was the concept most interesting to their household. o Other special event concepts most interested in include:  Entertainment (58% of households).  Food/Beverage (47% of households).  Health and Wellness Events (38% of households). Town of Oro Valley Parks and Recreation 32 2.5.11 POTENTIAL IMPROVEMENTS MOST WILLING TO SUPPORT WITHOUT A TAX INCREASE Respondents were asked to indicate their level of funding support for the improvements to the Oro Valley parks, trails, and recreation system. • Based on the percentage of households who indicated support for improvements, 36% were most supportive of General Repair and Increased Maintenance to the existing systems. • Other most supported actions include: o Improve Existing Trail Systems (34%). o Purchase Land to Preserve Open Space (30%). o Add/Expand Trails/Walking Loops in Existing Parks (28%). Parks and Recreation Master Plan 33 SUMMARY OF COMMUNITY NEEDS - P RIORITY RANKINGS The purpose of the Program/Service and Facility/Amenity Priority Rankings is to provide a prioritized list of facility/amenity needs and recreation program needs for the community served by Town of Oro Valley Parks and Recreation. This model evaluates the integration of both quantitative and qualitative data. • Quantitative data includes the local demographics, recreation trends, statistically valid survey and the on-line. • Qualitative data includes community input via stakeholder interviews, staff input, intercept surveys, the project website, and planning team observations. A weighted scoring system was used to determine the priorities for recreation programs/services and facilities/amenities. These weighted scores provide an overall score and priority ranking for the system as a whole. The results of the priority ranking are tabulated into three categories: High Priority (top third), Medium Priority (middle third), and Low Priority (bottom third). PROGRAM/SERVICE AND FACILITY/AMENITY RANKINGS – TOWN AS A WHOLE Town of Oro Valley Parks and Recreation 34 2.6.2 PROGRAM AND SERVICE HIGH PRIORITY RANKINGS BY HOUSEHOLD TYPE 2.6.3 FACILITY AND AMENITY HIGH PRIORITY RANKINGS BY HOUSEHOLD TYPE High Priority Programs and Services Town-Wide Households with Young Children Ages 0-9 Households with Teens/Young Adults Children Ages 10-19 Households Young/Middle Age Adults Ages 20-54 NO Children Households Ages 55-69 NO Children Households Ages 70+ NO Children Community special events Fitness & wellness programs Adult learning classes Senior programs & services Art classes After school programs/out‐of‐school camps Family‐oriented programs Program and Service Prioritization by Household Type High Priority Facilities and Amenities Town-Wide Households with Young Children Ages 0-9 Households with Teens/Young Adults Children Ages 10-19 Households Young/Middle Age Adults Ages 20-54 NO Children Households Ages 55-69 NO Children Households Ages 70+ NO Children Trails (natural surface) Trails (multi‐use paved) Open space conservation areas/trails Neighborhood parks Restroom buildings Large community parks Performing Arts Venue (stage) Community gardens Aquatics facility‐splash pad/water play features Community recreation center Golf Off leash dog areas Playgrounds Facility and Amenity Prioritization by Household Type Parks and Recreation Master Plan 35 CHAPTER THREE – PROGRAM AND SERVICES ASSESSMENT OVERVIEW OF PRIORITIES AND CORE PROGRAM AREAS The Oro Valley Parks and Recreation Department has a professional staff that annually delivers a comprehensive parks and recreation program to Oro Valley residents. Department staff are responsible for the management and implementation of a diverse array recreation programs, special community- wide events, and the operation of multiple facilities. All functions within the Department combine to provide hundreds of offerings in the areas of youth camps, outdoor adventure, aquatics, sports, health, fitness, senior services and special events. But in addition to the provision of services provided directly by the Department, partnerships with other organizations are utilized throughout the service area. Formal and informal cooperative relationships with various nonprofit agencies and other community partners assist with delivering select programs and indoor space to provide access for programs. CORE PROGRAM APPROACH The vision of the Department is to be a premier parks and recreation system in the region providing all residents access to high-quality programs and experiences. Part of realizing this vision involves identifying Core Program Areas to create a sense of focus around activities and outcomes of greatest importance to the community as informed by current and future needs. However, public recreation is challenged by the premise of being all things to all people, especially in a community such as Oro Valley. The philosophy of the Core Program Area assists staff, policy makers, and the public focus on what is most important. Program areas are considered as Core if they meet a majority of the following categories: • The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the community. • The program area consumes a relatively large portion (5% or more) of the agency’s overall budget. • The program area is offered 3-4 seasons per year. • The program area has wide demographic appeal. • There is a tiered level of skill development available within the offerings of a program area. • There is full-time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage (20% or more) of the local market. Town of Oro Valley Parks and Recreation 36 3.1.1 ORO VALLEY PARKS AND RECREATION DEPARTMENT CORE PROGRAM AREAS The Parks and Recreation currently offers programs in seven Core Program Areas. These core program areas are listed below: PLEASE NOTE: The Department offers programs and services that are directly administered by staff and contracted through third party partner organizations. Approximately 20% of programs/services are provided by third party partners and 80% are directly provided by the Parks and Recreation Department. 3.1.2 ENSURING THE RIGHT CORE PROGRAM MIX The Core Program Areas provided by Oro Valley currently appear to meet some of the community’s major needs as identified in the survey results, but the program mix must be evaluated on a regular basis to ensure that the offerings within each Core Program Area – and the Core Program Areas themselves – align with changing leisure trends, demographics, and needs of residents. NRPA recommends that six determinants be used to inform what programs and services are provided by the Department. According to NRPA, those determinants are: • Conceptual foundations of play, recreation, and leisure – Programs and services should encourage and promote a degree of freedom, choice, and voluntary engagement in their structure and design. Programs should reflect positive themes aimed at improving quality of life for both individuals and the overall community. • Organizational philosophy, mission, and vision – Programs and services should support the Town’s and the Department’s vision statements, values, goals, and objectives. These generally center on promoting personal health, community well-being, social equality, environmental awareness, and economic vitality. Core Program Area Contracted Service with Another Organization (Yes or No) Brief Description Aquatics No Recreational swim, lap swim, pool rentals, OVAC memberships and aquatics classes at Oro Valley Aquatic Center and Community and Recreation Center Camps Yes/No Provide camps as a quality method of day care for adults who work in the summer and school breaks. Located at multiple sites with varying subject matter offered, theraputic and adaptive options as well. Community Events No Large and small events that bring the community together including residents, surrounding communities and local businesses. Culture and Enrichment Programs No Programs and activities focus on the educational component for both both adult and youth. Golf Yes Golf operations Recreation and Fitness Yes/No Programs and activities focused on movement. Provide opportunities to increase physical and mental health through movement, exercise, engagement in life‐giving activitites Rental Spaces Yes/No Provide quality indoor and outdoor spaces that residents and non‐ residents can reserve to administer their personal events and activities, and special groups a space to have meetings include tennis Parks and Recreation Master Plan 37 • Constituent interests and desired needs – Departments should actively seek to understand the recreational needs and interests of their constituency. This not only ensures an effective (and ethical) use of taxpayer dollars, but also helps to make sure that programs perform well and are valued by residents. • Creation of a constituent-centered culture – Programs and services reflect a Departmental culture where constituents’ needs are the prime factor in creating and providing programs. This should be reflected not only in program design, but in terms of staff behaviors, architecture, furniture, technology, dress, forms of address, decision-making style, planning processes, and forms of communication. • Experiences desirable for clientele – Programs and services should be designed to provide the experiences desirable to meet the needs of the participants/clients in a community and identified target markets. This involves not only identifying and understanding the diversity of needs in a community, but also applying recreation programming expertise and skills to design, implement, and evaluate a variety of desirable experiences for residents to meet those needs. • Community opportunities – When planning programs and services, a Department should consider the network of opportunities afforded by other organizations such as nonprofits, schools, other public agencies, and the private sector. Departments should also recognize where gaps in service provision occur and consider how unmet needs can be addressed. 3.1.3 COMMUNITY INPUT FINDINGS The efforts in creating this Master Plan were based on an evaluation of existing resources and capacity, as well as community input. Thus, a key consideration to creating a roadmap for parks and recreation programming in Oro Valley is to understand current community values, needs, and interests. The assessment of these values is accomplished by triangulating information generated from focus groups with staff, public input received via the project website input, a statistically valid survey, and reinforced thru intercept and electronic surveys. The high priority program and service priority rankings by household type resulting from this analysis are as follows: High Priority Programs and Services Town-Wide Households with Young Children Ages 0-9 Households with Teens/Young Adults Children Ages 10-19 Households Young/Middle Age Adults Ages 20-54 NO Children Households Ages 55-69 NO Children Households Ages 70+ NO Children Community special events Fitness & wellness programs Adult learning classes Senior programs & services Art classes After school programs/out‐of‐school camps Family‐oriented programs Program and Service Prioritization by Household Type Town of Oro Valley Parks and Recreation 38 AGE SEGMENT ANALYSIS The table below depicts each program along with the age segments they serve. Recognizing that many programs serve multiple age segments, Primary and secondary markets were identified. 3.2.1 AGE SEGMENT ANALYSIS – CURRENT SEGMENTS SERVED Findings from the analysis show that the Department provides a strong balance of programs across all age segments. All segments, except Preschool, are targeted as a primary market for three or more core program areas. This balance should be maintained moving forward, and the Department should update this Age Segment Analysis every year to note changes or to refine age segment categories. Given the growing population trend for residents ages 55 and over and the growing demand for services in this age bracket, it is also recommended that the Department further segment this group into 65-74 and 75+. These two sub- segments will have increasingly different needs and expectations for programs and services in coming years, and program planning will be needed to provide differing requirements. Age Segment Analyses should ideally be done for every program offered by the Department. Program coordinators/managers should include this information when creating or updating program plans for individual programs. An Age Segment Analysis can also be incorporated into Mini Business Plans for comprehensive program planning. LIFECYCLE ANALYSIS A lifecycle analysis involves reviewing every program identified by Town of Oro Valley staff to determine the stage of growth or decline for each as a way of informing strategic decisions about the overall recreation program portfolio. The various stages of program lifecycles are as follows: • Introduction - New program; modest participation. • Take-Off - Rapid participation growth. • Growth - Moderate, but consistent participation growth. • Mature - Slow participation growth. • Saturated - Minimal to no participation growth; extreme competition. • Decline - Declining participation. Core Program Area Preschool (5 and Under) Elementary (6-12) Teens (13-17) Young Adult (18-34) Adult (35-54) Active Adult (55-64) Senior (65+) Aquatics S P P P P P P Camps P P S Community Events P P P P P P P Culture and Enrichment Programs S P P P Golf S S P P P P Recreation and Fitness P P P P Rental Spaces P P P P S 2 4 3 5 6 6 5 AGES SERVED Primary Market (P) or Secondary Market (S) Parks and Recreation Master Plan 39 This analysis is not based on strict quantitative data, but rather is based on staff’s knowledge of their program areas. The table below shows the percentage distribution of the various lifecycle categories of the Department’s recreation programs. These percentages were obtained by comparing the number of programs in each individual stage with the total number of programs listed by staff. 3.3.1 RECREATION PROGRAM LIFECYCLE ANALYSIS - CURRENT DISTRIBUTION AND RECOMMENDATIONS Overall, the lifecycle analysis results indicate a slightly unbalanced distribution of all programs across the life cycle. This is to be expected as many program and services have been introduced to the community within the last five years due to the purchase of the El Conquistador Golf & Tennis at Pusch Ridge and Community Center. A combined total of 50% of programs fall into the Introduction, Take-off and Growth stages. In addition to the purchase of the golf course and community center, this lifecycle distribution is due to the increase in program offerings in recent years provided by partner organizations – 56% of programs/services offered via third party contractors and partner organizations are in the Introduction, Take-off and Growth stage. A comparison of the program/service lifecycle stages between Town provided and Contractor/Partner provided is in the table to the right: While it is important to provide new programs to align with trends and help meet the evolving needs of the community, it is also important to have a stable core segment of programs that are in the Mature stage. Currently, 50% of programs are in this category. It is recommended that this be approximately 40% so as to provide stability to the overall program portfolio, but without dominating the portfolio with programs that are advancing to the later stages of the lifecycle. Programs in the Mature stage should be Percentage Number Actual Distribution Best Practice Distribution Introduction 12%13 Take-Off 11%12 Growth 27%30 Mature 50%55 50.0%40% Saturated 0%0 Decline 0%0 Total 100%110 All Programs: Lifecycle Stage 50.0%50‐60% 0.0%0‐10% Town Provided Contractor / Partner Provided Introduction 14%0% Take-Off 13%0% Growth 22%56% Mature 51%44% Saturated 0%0% Decline 0%0% Total 100% 100% Lifecycle Stage Comparison Town of Oro Valley Parks and Recreation 40 tracked for signs they are entering the Saturation or Decline stages. There should be an ongoing process to evaluate program participation and trends to ensure that program offerings continue to meet the community’s needs. A total of 0% of programs/services are saturated or declining, which is below that of the best practice recommendation of 10%. It is recommended to keep as few programs as possible in these two stages, but it is understood that programs eventually evolve into saturation and decline. If programs never reach these stages, it is an indication that staff may be “over-tweaking” their offerings and abbreviating the natural evolution of programs. This prevents programs from reaching their maximum participation, efficiency, and effectiveness. For Departments challenged with doing the most they can with limited resources, this has the potential to be an area of concern. As programs enter into the Decline stage, they must be closely reviewed and evaluated for repositioning or elimination. When this occurs, it is recommended to modify these programs to begin a new lifecycle with the introductory stage or to add new programs based upon community needs and trends. Staff should complete a lifecycle review on an annual basis and ensure that the percentage distribution closely aligns with desired performance. PROGRAM AND SERVICE CLASSIFICATION The Parks and Recreation Department currently does not classify its programs and services. Classifying programs and services is an important process for an agency to follow in order to remain aligned with the community’s interests and needs, the mission of the organization, and to sustainably operate within the bounds of the financial resources that support it. The criteria utilized and recommended in program classification stems from the concept detailed by Dr. John Crompton, Distinguished University Professor in the Recreation, Park and Tourism Sciences Department at Texas A&M University and Dr. Charles W. Lamb, Chair, Department of Information Systems and Supply Chain Management at Texas Christian University. In Marketing Government and Social Services, they purport that programs need to be evaluated on the criteria of type, who benefits, and who bears the cost of the program. This is illustrated below: Parks and Recreation Master Plan 41 The approach taken in this analysis expands classifying services in the following ways: • For whom the program is targeted? • For what purpose? • For what benefits? • For what cost? • For what outcome? 3.4.1 PARAMETERS FOR CLASSIFYING PROGRAM TYPES The first milestone is to develop a classification system for the services and functions of the Town of Oro Valley Parks and Recreation Department. These systems need to reflect the statutory obligations of the Town, the support functions performed, and the value-added programs that enrich both the customer’s experience and generate earned revenues in mission-aligned ways to help support operating costs. In order to identify how the costs of services are supported and by what funding source, the programs are to be classified by their intended purpose and what benefits they provide. Then funding source expectations can then be assigned and this data used in future cost analysis. The results of this process are a summary of classification definitions and criteria, classification of programs within the Town of Oro Valley Parks and Recreation Department and recommended cost recovery targets for each service based on these assumptions. Program classification is important as financial performance (cost recovery) goals are established for each category of services. This is then linked to the recommendations and strategies for each program. These classifications need to be organized to correspond with cost recovery expectations defined for each category. For the Master Plan effort, each program area is assigned a specific cost recovery target that aligns to these expectations. 3.4.2 SERVICE CLASSIFICATION PROCESS The service classification process consists of the following steps: 1. Develop a definition for each program classification that fits the legislative intent and expectations of the Department; the ability of the Department to meet public needs within the appropriate areas of service; and the mission and core values of Town of Oro Valley’s Parks and Recreation Department. 2. Develop criteria that can be used to evaluate each program and function within the Department and determine the classification that best fits. 3.4.3 PROGRAM CLASSIFICATION DESCRIPTIONS The program classification matrix was developed as a guide for the Department staff to follow when classifying programs, and how that program needs to be managed with regard to cost recovery. By establishing clarification of what constitutes a “Essential Public Service,” “Important Public Service,” and “Value Added Service” will provide the Department and its stakeholders a better understanding of why and how to manage each program area as it applies to public and private value. Additionally, the effectiveness of the criteria linked to performance management expectations relies on the true cost of programs (direct and indirect cost) being identified. Where a program falls within this matrix can help to determine the most appropriate cost recovery rate that should be pursued and measured. This includes being able to determine what level of public and private benefit exists as they apply to each program area. Public benefit is described as, “everyone receives the same level of benefit Town of Oro Valley Parks and Recreation 42 with equal access”. Private benefit is described as “the user receives exclusive benefit above what a general taxpayer receives for their personal benefit”. PROGRAM CLASSIFICATIONS Program Characteristics ESSENTIAL Programs IMPORTANT Programs VALUE-ADDED Programs Public interest; Legal Mandate; Mission Alignment • High public expectation • High public expectation • High individual and interest group expectation Financial Sustainability • Free, nominal or fee tailored to public needs • Requires public funding • Fees cover some direct costs • Requires a balance of public funding and a cost recovery target • Fees cover most direct and indirect costs • Some public funding as appropriate Benefits (i.e., health, safety, protection of assets). • Substantial public benefit (negative consequence if not provided) • Public and individual benefit • Primarily individual benefit Competition in the Market • Limited or no alternative providers • Alternative providers unable to meet demand or need • Alternative providers readily available Access • Open access by all • Open access • Limited access to users • Limited access to users 3.4.4 CLASSIFICATION OF SERVICES - KEY RECOMMENDATIONS The following recommendations should be considered to improve the fiscal performance and the delivery of programs and services. • Implement the Classification of Services and Cost Recovery Goals: Through the program assessment analysis, the major functional program areas were assessed and classified based on the criteria identified in Section 6.4. This process included determining which programs and services fit into each classification criteria. Then cost recovery goals were established based on the guidelines included in this plan. The percentage of cost recovery is based on the classification of services and will typically fall within these ranges, although anomalies will exist:  Core 0-25%.  Important 25-75%.  Value Added 75%+. The tables on the following page represents a summary of programs and services, and the classification of those programs. Parks and Recreation Master Plan 43 RECREATION AND CULTURE Programs Benefit Level Service Category Recreation & Culture 2nd Saturday @ SPR Community/Individual Important 4th of July Community/Individual Important Archery Class Community Essential Archery Expo Community Essential Archery Memberships Individual Value‐Added Archery Shoots Community Essential Archry drop in's Individual Value‐Added Beyond Event Community Essential Bike Swap Sell Community Essential Celebrate Oro Valley Community Essential Concerts at the Ranch Community Essential Crazy 4 horses Individual Value‐Added Dog obedience Individual Value‐Added Eggstravangaza Community Essential Fall Break Nature Camp Individual Value‐Added Field Rentals Individual Value‐Added Hot Cocoa 5K Individual Value‐Added Inhouse leagurs Individual Value‐Added Monster Mash/Haunted Hay (car) Ride Community Essential Move Across 2 Ranges Individual Value‐Added National Trails Day Community Essential Roundup at the Ranch Individual Value‐Added Sliversneakers Individual Value‐Added Spring Break Nature Camp Individual Value‐Added Steam Pump Ranch Rentals Individual Value‐Added Stem + Art = Steam @ SPR Community/Individual Important Team Dance Individual Value‐Added Town of Oro Valley Parks and Recreation 44 AQUATICS COMMUNITY RECREATION CENTER – OPEN PROGRAMS Programs Benefit Level Service Category Aquatics Group Swim Lessons Individual Value Added Lap and Recreational Swim Individual Value Added Lifeguarding Courses Individual Value Added One Time/Short Term Users Individual Value Added OVAC Classroom Individual Value Added OVAC Membership Community/Individual Important Sunfish Ramada Individual Value Added Swim Meets Individual Value Added Swim Team Individual Value Added Programs Benefit Level Service Category Community Recreation Center (CRC) Programs/Services - Open Art Class Individual Value Added Community Center Trips Individual Value Added Fall Break Camp Individual Value Added Lego Camp Individual Value Added Martial Arts Individual Value Added Spooktacular Community Essential Spring Break Camp Individual Value Added Summer Break Camp Individual Value Added Winter Break Camp Individual Value Added Parks and Recreation Master Plan 45 COMMUNITY RECREATION CENTER – MEMBERSHIP DRIVEN PROGRAMS AND SERVICES Programs Benefit Level Service Category Community Recreation Center (CRC) Programs/Services - Membership Driven Memberships Individual Value Added Aqua Class Program/Service included as part of membership Value Added Cardio, Core, Tone Classes Program/Service included as part of membership Value Added Dance Classes Program/Service included as part of membership Value Added Kids Korner Program/Service included as part of membership Value Added Movies on the Lawn Program/Service included as part of membership Value Added Pickleball Program/Service included as part of membership Value Added Pilates Classes Program/Service included as part of membership Value Added Pool Program/Service included as part of membership Value Added Spin Class Program/Service included as part of membership Value Added Stretch Classes Program/Service included as part of membership Value Added Tai Chi, Qigong Class Program/Service included as part of membership Value Added Tennis Program/Service included as part of membership Value Added Yoga Class Program/Service included as part of membership Value Added Zumba Class Program/Service included as part of membership Value Added Town of Oro Valley Parks and Recreation 46 UNDERSTANDING THE FULL COST OF SERVICE To properly fund all programs, either through tax subsidies or user fees, and to establish the right cost recovery targets, a Cost of Service Analysis should be conducted on each program, or program type, that accurately calculates direct (i.e., program-specific) and indirect (i.e., comprehensive, including administrative overhead) costs. Completing a Cost of Service Analysis not only helps determine the true and full cost of offering a program but provides information that can be used to price programs based upon accurate delivery costs. The figure to the right illustrates the common types of costs that must be accounted for in a Cost of Service Analysis. The methodology for determining the total Cost of Service involves calculating the total cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or activity units may include: • Number of participants. • Number of tasks performed. • Number of consumable units. • Number of service calls. • Number of events. • Required time for offering program/service. Agencies use Cost of Service Analyses to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as well as to benchmark different programs provided by Oro Valley between one another. Cost recovery goals are established once Cost of Service totals have been calculated. Department staff should be trained on the process of conducting a Cost of Service Analysis and the process undertaken on a regular basis. 3.5.1 COST OF SERVICE RECOMMENDATIONS To more accurately track cost of service and cost recovery, the consulting team recommends the following: 1. Develop New Pricing Policy Based on Classification of Programs and Services: Given the recommended shift in philosophical approach, it is important to refocus the division on cost recovery goals by functional program area or line of service. Pricing based on established operating budget recovery goals will provide flexibility to maximize all pricing strategies to the fullest. Allowing the staff to work within a pricing range tied to cost recovery goals will permit them to set prices based on market factors and differential pricing (prime-time/non-primetime, season/off-season rates) to maximize user participation and also encourage additional group rate pricing where applicable. The Oro Valley Parks and Recreation Department worked with the Consultant Team to establish direct cost only recovery targets for all recreation and culture programs and services offered by the Department. These targets were based on best practice benchmarks established by high performing park and recreation agencies in the southwestern United States that are similar in Parks and Recreation Master Plan 47 size and demographics to the Town as well as current cost recovery achieved by the Department. The following tables outline current cost recovery as well as targeted cost recovery and the increase in net revenue for each program if the targets were achieved. RECREATION AND CULTURE PROGRAMS A QUATICS Programs Total Revenues Direct Program Expenditures Total Revenues Over/(Under) Total Expenditures Current Cost Recovery Target Cost Recovery Potential Net Revenue Increase Recreation & Culture 2nd Saturday @ SPR $2,100 $4,263 ($2,163)49.3%60%$458 4th of July $14,100 $27,811 ($13,711)50.7%60%$2,587 Archery Class $0 $5,348 ($5,348)0.0%25%$1,337 Archery Expo $0 $600 ($600)0.0%25%$150 Archery Memberships $13,532 $8,527 $5,005 158.7%100%$0 Archery Shoots $0 $718 ($718)0.0%25%$179 Archry drop in's $7,342 $0 $7,342 100.0%100%$0 Beyond Event $0 $440 ($440)0.0%25%$110 Bike Swap Sell $0 $700 ($700)0.0%25%$175 Celebrate Oro Valley $400 $8,000 ($7,600)5.0%25%$1,600 Concerts at the Ranch $0 $1,800 ($1,800)0.0%25%$450 Crazy 4 horses $7,640 $6,876 $764 111.1%100%$0 Dog obedience $4,145 $3,316 $829 125.0%100%$0 Eggstravangaza $0 $3,000 ($3,000)0.0%25%$750 Fall Break Nature Camp $3,075 $2,500 $575 123.0%50%$0 Field Rentals $91,080 $0 $91,080 100.0%100%$0 Hot Cocoa 5K $4,500 $3,768 $732 119.4%100%$0 Inhouse leagurs $12,000 $8,200 $3,800 146.3%100%$0 Monster Mash/Haunted Hay (car) Ride $3,300 $9,206 ($5,906)35.8%25%$0 Move Across 2 Ranges $6,500 $8,000 ($1,500)81.3%100%$1,500 National Trails Day $0 $700 ($700)0.0%25%$175 Roundup at the Ranch $4,000 $2,000 $2,000 200.0%100%$0 Sliversneakers $2,010 $1,608 $402 125.0%100%$0 Spring Break Nature Camp $3,078 $2,500 $578 123.1%100%$0 Steam Pump Ranch Rentals $5,000 $2,000 $3,000 250.0%100%$0 Stem + Art = Steam @ SPR $11,340 $22,911 ($11,571)49.5%60%$2,407 Team Dance $23,917 $21,525 $2,392 111.1%100%$0 Recreation & Culture Totals $219,059 $156,317 $62,742 140.1%$11,878 Programs Total Revenues Direct Program Expenditures Total Revenues Over/(Under) Total Expenditures Current Cost Recovery Target Cost Recovery Potential Net Revenue Increase Aquatics $0 Group Swim Lessons $30,000 $0 $30,000 100.0%100%$0 Lap and Recreational Swim $50,000 $0 $50,000 100.0%100%$0 Lifeguarding Courses $2,070 $1,517 $553 136.5%100%$0 One Time/Short Term Users $60,000 $0 $60,000 100.0%100%$0 OVAC Classroom $975 $0 $975 100.0%100%$0 OVAC Membership $188,000 $575,000 ($387,000)32.7%50%$99,500 Sunfish Ramada $450 $0 $450 100.0%100%$0 Swim Meets $60,000 $0 $60,000 100.0%100%$0 Swim Team $125,000 $0 $125,000 100.0%100%$0 Aquatics Totals $486,495 $576,517 ($90,022)84.4%$99,500 Town of Oro Valley Parks and Recreation 48 C OMMUNITY RECREATION CENTER – OPEN PROGRAMS COMMUNITY RECREATION CENTER – MEMBERSHIP DRIVEN PROGRAMS/SERVICES In summary, the Oro Valley Parks and Recreation Department can increase its revenue by 8% (or $112,140) by implementing the cost of service recommendations. The cost recovery goals are expected to be achieved over a 2-3 year period and there should be no expectation that they be realized immediately. It is expected that an iterative implementation process of introducing the classification methodology and a new pricing policy along with the completion of the Department’s cost of service analysis will occur in 2021/2022. This process will have an impact on cost recovery as it will result in the refinement of foundational business elements including but not limited to service levels, service delivery, pricing and the guidelines developed to secure external operational funding sources such as grants, donations and partnerships. Additionally, external factors such as economic conditions and changes to the Town’s financial policies will have a bearing on achieving a cost recovery goal in which revenue offsets 150% of direct expenditures. Programs Total Revenues Direct Program Expenditures Total Revenues Over/(Under) Total Expenditures Current Cost Recovery Target Cost Recovery Potential Net Revenue Increase Community Recreation Center (CRC) Programs/Services - Open Art Class $20,650 $16,520 $4,130 125.0%100+%$0 Community Center Trips $3,732 $3,040 $692 122.8%100+%$0 Fall Break Camp $5,528 $4,810 $718 114.9%100+%$0 Lego Camp $7,962 $6,500 $1,462 122.5%100+%$0 Martial Arts $11,100 $8,800 $2,300 126.1%100+%$0 Spooktacular $0 $3,046 ($3,046)0.0%25%$762 Spring Break Camp $5,500 $4,800 $700 114.6%100+%$0 Summer Break Camp $122,000 $100,000 $22,000 122.0%100+%$0 Winter Break Camp $3,390 $3,347 $43 101.3%100+%$0 CRC Open Totals $703,457 $498,178 $205,279 141.2%$762 Programs Total Revenues Direct Program Expenditures Total Revenues Over/(Under) Total Expenditures Current Cost Recovery Target Cost Recovery Potential Net Revenue Increase Community Recreation Center (CRC) Programs/Services - Membership Driven Memberships $523,345 $147,456 $375,889 354.9%100+%$0 Aqua Class $0 $5,967 ($5,967)0.0%100+%$0 Cardio, Core, Tone Classes $0 $22,421 ($22,421)0.0%100+%$0 Dance Classes $0 $1,474 ($1,474)0.0%100+%$0 Kids Korner $250 $30,839 ($30,589)0.8%100+%$0 Movies on the Lawn $0 $3,946 ($3,946)0.0%100+%$0 Pickleball $0 $1,550 ($1,550)0.0%100+%$0 Pilates Classes $0 $2,211 ($2,211)0.0%100+%$0 Pool $0 $96,390 ($96,390)0.0%100+%$0 Spin Class $0 $9,514 ($9,514)0.0%100+%$0 Stretch Classes $0 $3,905 ($3,905)0.0%100+%$0 Tai Chi, Qigong Class $0 $4,960 ($4,960)0.0%100+%$0 Tennis $0 $3,334 ($3,334)0.0%100+%$0 Yoga Class $0 $9,664 ($9,664)0.0%100+%$0 Zumba Class $0 $3,685 ($3,685)0.0%100+%$0 CRC - Membership Driven Totals $523,595 $347,316 $176,279 150.8%$0 Parks and Recreation Master Plan 49 2. Develop Pricing Strategies: As the Parks and Recreation Department embarks on the implementation of a new pricing policy, it will be necessary to expand upon and implement pricing strategies that will not only increase sales but also maximize the utilization of the Town’s parks, programs and recreation facilities. By creating pricing options, customers are given the opportunity to choose which option best fits their schedule and price point. It is recommended that the Department continue to explore pricing strategies that create options for the customer. The following table offers examples of pricing options. O THER KEY FINDINGS • Program Evaluation: Assessment and evaluation tools to measure the success of programs and services are in place and utilized consistently across all core program areas. • Customer Satisfaction and Retention: The Department does track customer satisfaction ratings and customer retention percentages. • Staff Training/Evaluation: The Department has a staff training program and solid evaluation methods in place. • Public Input: The Department does not consistently utilize survey tools to continually gather feedback on the quality of current program offerings or the community’s needs and unmet needs for programming. • Marketing: The Department utilizes a number of marketing strategies to inform Town residents of the offerings of the community; however, its current Marketing Plan should be updated to include target marketing strategies such as: o Mass marketing: The target market for this kind of strategy is a large, varied group of people such special events that appeal to all Town residents. o Differentiated marketing: The target market for this strategy is large groups of people within a targeted market who share specific character traits such as age specific programming. o Niche marketing: For this kind of target marketing, the Department targets a smaller, select group of people who share particular interests in a specific type of program or service, such as swim lessons. o Micromarketing: This strategy involves offering customized and individualized services to Town residents, such as pavilion reservations for birthday parties. • Volunteers: The Department has a strong volunteer program. • Partnerships: The Department utilizes a number of partner providers to deliver programs to Oro Valley residents but does not have a developed formal partnership policy or codified, written agreements with all partners. • Competition: The Department has a general understanding of other service providers. • Primetime • Incentive Pricing • Non-primetime • Length of Stay Pricing • Season and Off-season Rates • Cost Recovery Goal Pricing • Multi-tiered Program Pricing • Level of Exclusivity Pricing • Group Discounting and Packaging • Age Segment Pricing • Volume Pricing • Level of Private Gain Pricing Town of Oro Valley Parks and Recreation 50 OTHER KEY RECOMMENDATIONS • Expand programs and services in the areas of greatest demand: Ongoing analysis of the participation trends of programming and services in Oro Valley is significant when delivering high quality programs and services. By doing so, staff will be able to focus their efforts on the programs and services of the greatest need and reduce or eliminate programs and services where interest is declining. Specific efforts should be made to increase programming in the areas of greatest UNMET need as identified in the survey. • Ongoing Evaluation: The Division should continue to utilize its current evaluation tools to measure the success of its performance. As the Division does so, it should ask itself three simple questions: o Service Rationale - Do we need to provide this service? o Service Level and Scope - What quality and quantity of service do we need to provide? o Service Effectiveness - Is the service achieving its intended outcomes? • Public Input: The Department should seek to incorporate opportunities to continually engage the residents of Oro Valley utilizing tools such as pre-program surveys, focus group meetings, town hall meetings, and bi-annual needs based surveys utilizing Shape Oro Valley. • Marketing: Develop a formalized approach to marketing programs and services to the community – including those offered by partner organizations. Parks and Recreation Master Plan 51 PROGRAM PLAN SUMMARY The Department is delivering programs, services and events to Town residents; however, it does have opportunity for improvement. The chart below provides a summary of the recommended actions that the Department should implement in developing a program plan to meet the needs of residents. Recreation Program/Service Action Timeline Community special events CONTINUE/EXPAND IMMEDIATELY Fitness & wellness programs CONTINUE/EXPAND UPON RENOVATION OF COMMUNITY CENTER Adult learning classes CONTINUE/EXPAND UPON RENOVATION OF COMMUNITY CENTER Senior programs & services CONTINUE/EXPAND UPON RENOVATION OF COMMUNITY CENTER Art classes CONTINUE/EXPAND UPON RENOVATION OF COMMUNITY CENTER Walking/jogging/running/cycling clubs EVALUATE SHORT-TERM Performing arts programs EVALUATE SHORT-TERM Golf lessons/clinics CONTINUE/EXPAND SHORT-TERM Environmental education programs EVALUATE SHORT-TERM Pickleball lessons/clinics CONTINUE SHORT-TERM Open swim CONTINUE SHORT-TERM Water fitness programs/lap swimming CONTINUE SHORT-TERM Weightlifting/bodybuilding programs CONTINUE UPON RENOVATION OF COMMUNITY CENTER Running events FACILITATE SHORT-TERM Reservation/rental of picnic shelters CONTINUE SHORT-TERM After school programs/out ‐ of ‐ school camps CONTINUE SHORT-TERM Tennis lessons & leagues FACILITATE SHORT-TERM VIA PARTNERSHIP Family ‐ oriented programs CONTINUE SHORT-TERM Bicycle lessons & clubs EVALUATE LONG-TERM Learn to swim programs FACILITATE SHORT-TERM VIA PARTNERSHIP Volleyball programs FACILITATE SHORT-TERM VIA PARTNERSHIP Soccer programs FACILITATE SHORT-TERM VIA PARTNERSHIP Programs for people with special needs EVALUATE LONG-TERM Reservation/rental of indoor meeting space FACILITATE SHORT-TERM Archery FACILITATE SHORT-TERM VIA PARTNERSHIP Basketball programs FACILITATE SHORT-TERM Sand volleyball programs FACILITATE LONG-TERM VIA PARTNERSHIP Recreation/competitive swim team FACILITATE SHORT-TERM VIA PARTNERSHIP Gymnastics EVALUATE LONG-TERM VIA PARTNERSHIP Softball programs FACILITATE SHORT-TERM VIA PARTNERSHIP Reservation/rental of athletic fields FACILITATE SHORT-TERM Football programs FACILITATE SHORT-TERM VIA PARTNERSHIP Baseball programs FACILITATE SHORT-TERM VIA PARTNERSHIP Lacrosse programs FACILITATE SHORT-TERM VIA PARTNERSHIP Town of Oro Valley Parks and Recreation 52 CHAPTER FOUR – PARK AND FACILITY INVENTORY/ASSESSMENTS PARK CLASSIFICATION AND PARK DESIGN PRINCIPLES In developing design principles for parks, it is important that each park be programmed, planned, and designed to meet the needs of its service area and classification within the overall parks and recreation system. The term programming, when used in the context of planning and developing parkland, refers to a list of uses and facilities and does not always include staff-managed recreation programs. The program for a site can include such elements as ball fields, spray parks, shelters, restrooms, game courts, trails, natural resource stewardship, open meadows, nature preserves, or interpretive areas. These types of amenities are categorized as lead or support amenities. The needs of the population of the park it is intended to serve should be considered and accommodated at each type of park. Every park, regardless of type, needs to have an established set of outcomes. Park planners and designers design to those outcomes, including operational and maintenance costs associated with the design outcomes. Each park classification category serves a specific purpose, and the features and facilities in the park must be designed for the number of age segments the park is intended to serve, the desired length of stay deemed appropriate, and the uses it has been assigned. Recreation needs and services require different design standards based on the age segments that make up the community that will be using the park. A varying number of age segments will be accommodated with the park program depending on the classification of the park. PLEASE NOTE: All parks and recreation facilities and amenities are required, by federal law, to adhere to Americans with Disabilities Act (ADA) regulations. 4.1.1 TERMINOLOGY UTILIZED IN PARK DESIGN PRINCIPLES • Land Usage: The percentage of space identified for either passive use or active use in a park. A Parks, Recreation and Open Space Master Plan should follow land usage recommendations. • Programming: Can include active or passive programming. Active means it is organized and planned with pre-registration by the user. Examples of active programming include sports leagues, day camps, and aquatics. Passive programming is self-directed by the user at their own pace. Examples of passive programming include playground usage, picnicking, disc golf, reading, or walking the dog. • Park/Facility Classifications: Includes Pocket Park, Neighborhood Park, Community Park, Regional Park, Sports Complex Facility, Recreation/Special Use Park and Greenbelts and Conservation. • Revenue Facilities: These include facilities that charge to play on them in the form of an access fee, player fee, team fee, or permit fee. These could include pools, golf courses, tennis courts, recreation centers, sport field complexes, concession facilities, hospitality centers, reservable shelters, outdoor or indoor theatre space, and special event spaces. • Signature Facility/Amenity: This is an enhanced facility or amenity which is viewed by the community as deserving of special recognition due to its design, location, function, natural resources, etc. Design Principles for each park classification are included in the following sections. Parks and Recreation Master Plan 53 4.1.2 MINI PARKS A mini park is a small outdoor space, usually less than 0.25 acres up to three acres, most often located in an urban area surrounded by commercial buildings or houses. Mini parks are small spaces that may serve a variety of functions, such as: small event space, play areas for children, spaces for relaxing and socializing, taking lunch breaks, etc. Successful mini parks have four key qualities: they are accessible; allow people to engage in activities; are comfortable spaces and inviting; and are sociable places. In general, mini parks offer minimal amenities on site and are not designed to support programmed activities. The service area for mini parks is usually less than a quarter-mile and they are intended for users within close walking distance of the park. Though the Town of Oro Valley does not own any mini parks, Homeowner Associations in Oro Valley do provide 45 individual mini parks totaling 36 acres to their residents. 4.1.3 NEIGHBORHOOD PARK A neighborhood park should be three to 10 acres; however, some neighborhood parks are determined by use and facilities offered and not by size alone. The service radius for a neighborhood park is one mile. Neighborhood parks should have safe pedestrian access for surrounding residents; parking typically not provided for neighborhood parks less than 5 acres in size, but if included accounts for less than ten cars and provides for ADA access. Neighborhood parks serve the recreational and social focus of the adjoining neighborhoods and contribute to a distinct neighborhood identity. Though the Town of Oro Valley does not own any neighborhood parks, Homeowner Associations in Oro Valley do provide eight (8) neighborhood parks totaling 53 acres to their residents. • Service radius: 1.0-mile radius. • Site Selection: On a local or collector street. If near an arterial street, provide natural or artificial barrier. Where possible, next to a school. Encourage location to link subdivisions and linked by trails to other parks. • Length of stay: One-hour experience or less. • Amenities: One signature amenity (e.g. playground, spray ground park, sport court, gazebo); no restrooms unless necessary for signature amenity; may include one non-programmed sports field; playgrounds for ages 2-5 and 5-12; no reservable shelters; loop trails; one type of sport court; benches, small picnic shelters next to play areas. • Landscape Design: Appropriate design to enhance the park theme/use/experience. • Revenue facilities: none. • Land usage: 85 percent active/15 percent passive. • Programming: Typically, none, but a signature amenity may be included which is programmed. • Maintenance Standards: Provide the highest-level maintenance with available funding. Seek a goal of Level 2 maintenance standards. Some amenities may require Level 1 maintenance. • Signage: Directional signage and facility/amenity regulations to enhance user experience. • Parking: Design should include widened on-street parking area adjacent to park. Goal is to maximize usable park space. As necessary, provide 5-10 spaces within park including accessible spaces. Traffic calming devices encouraged next to park. Town of Oro Valley Parks and Recreation 54 • Lighting: Security only. • Size of park: Typically, Three to 10 acres. 4.1.4 COMMUNITY PARK Community parks are intended to be accessible to multiple neighborhoods and should focus on meeting community-based recreational needs, as well as preserving unique landscapes and open spaces. Community parks are generally larger in scale than neighborhood parks, but smaller than regional parks and are designed typically for residents who live within a three-mile radius. When possible, the park may be developed adjacent to a school. Community parks provide recreational opportunities for the entire family and often contain facilities for specific recreational purposes: athletic fields, tennis courts, extreme sports amenity, loop trails, picnic areas, reservable picnic shelters, sports courts, restrooms with drinking fountains, large turfed and landscaped areas and a playground or spray ground. Passive outdoor recreation activities such as meditation, quiet reflection, and wildlife watching also take place at community parks. Community parks generally range from 10 to 75 acres depending on the community. Community parks serve a larger area – radius of one to three miles and contain more recreation amenities than a Neighborhood park. James D. Kriegh Park and Riverfront Park are examples of Town of Oro Valley parks that fit the Community Park classification. • Service radius: One to three-mile radius. • Site Selection: On two collector streets minimum and preferably one arterial street. If near an arterial street, provide natural or artificial barrier. Minimal number of residences abutting site. Preference is streets on four sides, or three sides with school or municipal use on fourth side. Encourage trail linkage to other parks. • Length of stay: Two to three hours experience. • Amenities: Four signature amenities at a minimum: (e.g., trails, sports fields, large shelters/ pavilions, community playground for ages 2-5 and 5-12 with some shaded elements, recreation center, pool or family aquatic center, sports courts, water feature); public restrooms with drinking fountains, ample parking, and security lighting. Sport Fields and Sport Complexes are typical at this park. • Revenue facilities: One or more (e.g. pool, sports complex, pavilion). • Land usage: 65 percent active and 35 percent passive. • Maintenance Standards: Provide the highest-level maintenance with available funding. Seek a goal of Level 2 maintenance standards. Some amenities may require Level 1 maintenance. • Parking: Sufficient to support the amenities; occupies no more than 10 percent of the park. Design should include widened on-street parking area adjacent to park. Goal is to maximize usable park space. Traffic calming devices encouraged within and next to the park. • Lighting: Amenity lighting includes sport field light standards. • Signage: Directional signage and facility/amenity regulations to enhance user experience. May include kiosks in easily identified areas of the facility. Parks and Recreation Master Plan 55 • Landscape Design: Appropriate design to enhance the park theme/use/experience. Enhanced landscaping at park entrances and throughout park. • Other: Strong appeal to surrounding neighborhoods; loop trail connectivity; linked to Regional Park, trail or recreation facility. • Size of park: Typically, 10 to 75 acres. 4.1.5 REGIONAL PARK A regional park functions as a destination location that serves a large area of several communities, residents within a Town, City or County, or across multiple counties. Depending on activities within a Regional park, users may travel as many as 60 miles for a visit. Regional parks include recreational opportunities such as soccer, softball, golf, boating, camping, conservation-wildlife viewing and fishing. Although regional parks usually have a combination of passive areas and active facilities, they are likely to be predominantly natural resource-based parks. A common size for a regional park is 75 to 1,000 acres but some parks can be 2,000 to 5,000 acres in size. A regional park focuses on activities and natural features not included in most types of parks and often based on a specific scenic or recreational opportunity. Facilities could include those found in a community park and have specialized amenities such as an art center, amphitheater, boating facility, golf course, or natural area with interpretive trails. Regional parks can and should promote tourism and economic development. Regional parks can enhance the economic vitality and identity of the entire region. Naranja Park is an example of a Town of Oro Valley park that fits the Regional Park classification. • Service radius: Three mile or greater radius. • Site Selection: Prefer location which can preserve natural resources on-site such as wetlands, streams, and other geographic features or sites with significant cultural or historic features. Significantly large parcel of land. Access from public roads capable of handling anticipated traffic. • Length of stay: All or multiple day experience. • Amenities: 10 to 12 amenities to create a signature facility (e.g. golf course, tennis complex, sports complex, lake, regional playground, 3+ reservable picnic shelters, camping, outdoor recreation/extreme sports, recreation center, pool, gardens, trails, zoo, specialty facilities); restrooms with drinking fountains, concessions, restaurant, ample parking, special event site. Sport Fields and Sport Complexes are typical at this park. • Revenue facilities: Typically, park designed to produce revenue to offset operational costs. • Land usage: Up to 50 percent active/50 percent passive. • Maintenance Standards: Provide the highest-level maintenance with available funding. Seek a goal of Level 2 maintenance standards. Some amenities may require Level 1 maintenance. • Parking: Sufficient for all amenities. Traffic calming devices encouraged within and next to park. • Lighting: Amenity lighting includes sport field light standards. • Signage: Directional signage and facility/amenity regulations to enhance user experience, may include kiosks in easily identified areas of the facility. Town of Oro Valley Parks and Recreation 56 • Landscape Design: Appropriate design to enhance the park theme/use/experience. Enhanced landscaping at park entrances and throughout park. • Other: Linked to major trails systems, public transportation available, concessions, and food and retail sales available, dedicated site managers on duty. Wi-Fi and Telephone/Cable TV conduit. • Size of park: Typically, 75 to 1,000 acres. 4.1.6 SPORTS COMPLEX Sports complexes at community parks, regional parks, and stand-alone sports complexes are developed to provide 4 to 16+ fields or courts in one setting. A sports complex may also support extreme sports facilities, such as BMX and skateboarding. Sports complexes can be single focused or multi-focused and can include indoor or outdoor facilities to serve the needs of both youth and adults. Outdoor fields should be lighted to maximize value and productivity of the complex. Agencies developing sports complexes focus on meeting the needs of residents while also attracting sport tournaments for economic purposes to the community. Sport field design includes appropriate field distances for each sport’s governing body and support amenities designed to produce revenue to offset operational costs. Signature sports complexes include enhanced amenities such as artificial turf, multipurpose field benches and bleachers, scoreboards, amplified sound, scorer’s booths, etc. Enhanced amenities would be identified through discussion between Town and Schools and or sports associations and dependent upon adequate funding. The Town of Oro Valley does not own any parks that fit the Sports Complex classification. • Service radius: Determined by community demand. • Site Selection: Stand-alone sports complexes are strategically located on or near arterial streets. Refer to community or regional Park sections if sport complex located within a park. Preference is streets on four sides, or three sides with school or municipal use on fourth side. • Length of stay: Two to three hours experience for single activities. Can be all day for tournaments or special events. • Amenities: Four to sixteen or more fields or sports courts in one setting; restrooms, ample parking, turf types appropriate for the facility and anticipated usage, and field lighting. • Revenue facilities: Four or more (e.g. fields, concession stand, picnic pavilion). • Land usage: 95 percent active and 5 percent passive. • Programming: Focus on active programming of all amenities. • Parking: Sufficient to support the amenities. Traffic calming devices encouraged within the park. • Lighting: Amenity lighting includes sport field light standards. • Signage: Directional signage and facility/amenity regulations to enhance user experience. May include kiosks in easily identified areas of the facility. • Landscape Design: Appropriate design to enhance the park theme/use/experience. Enhanced landscaping at entrances and throughout complex. • Size of park: Preferably 20 or more acres for stand-alone complexes. Parks and Recreation Master Plan 57 4.1.7 SPECIAL USE AREAS Special use areas are those spaces that don’t fall within a typical park classification. A major difference between a special use facility and other parks is that they usually serve a single purpose whereas other park classifications are designed to offer multiple recreation opportunities. It is possible for a special use facility to be located inside another park. Special use facilities generally fall into four categories: The Aquatic Center, the Community Center, Steam Pump Ranch, Greenock Park and Tho’ag Park and El Conquistador Golf & Tennis at Pusch Ridge are examples of Town of Oro Valley assets that fit the Special Use Areas classification. • Cemeteries - burial-ground that is generally viewed as a large public park or ground laid out expressly for the interment of the dead. Cemeteries are normally distinct from churchyards, which are typically consecrated according to one denomination and are attached directly to a single place of worship. Cemeteries can be viewed as historic sites. • Historic/Cultural/Social Sites – unique local resources offering historical, educational, and cultural opportunities. Examples include historic downtown areas, plaza parks, performing arts parks, arboretums, display gardens, performing arts facilities, indoor theaters, churches, and amphitheaters. Frequently these are located in community or regional parks. • Indoor Recreation Facilities – specialized or single purpose facilities. Examples include community centers, senior centers and community theaters. Frequently these are located in community or regional Parks. • Outdoor Recreation Facilities – Examples include baseball stadiums, aquatic parks, disc golf, skateboard, BMX, and dog parks, which may be located in a park. o Size of park: Depends upon facilities and activities included. Their diverse character makes it impossible to apply acreage standards. o Service radius: Depends upon facilities and activities included. Typically serves special user groups while a few serve the entire population. o Site Selection: Given the variety of potential uses, no specific standards are defined for site selection. o Length of stay: varies by facility. o Amenities: varies by facility. o Revenue facilities: Due to nature of certain facilities, revenue may be required for construction and/or annual maintenance. This should be determined at a policy level before the facility is planned and constructed. o Land usage: varies by facility. o Programming: varies by facility. o Maintenance Standards: Provide the highest-level maintenance with available funding. o Parking: On-street or off-street parking is provided as appropriate. Goal is to maximize usable park space. As necessary, provide a minimum of five to 10 spaces within park including accessible spaces. Traffic calming devices encouraged next to park. o Lighting: Security or amenity only. Town of Oro Valley Parks and Recreation 58 o Signage: Directional and regulation signage to enhance user experience. o Landscape Design: Appropriate design to enhance the park theme/use/experience. 4.1.8 CONSERVATION AREA/TRAIL PARKS Conservation area/trail parks are undeveloped but may include natural or paved trails. Conservation area/trail parks contain natural resources that can be managed for recreation and natural resource conservation values such as a desire to protect wildlife habitat, water quality and endangered species. Conservation area/trail parks also can provide opportunities for nature-based, unstructured, low-impact recreational opportunities such as walking and nature viewing. Honey Bee Canyon Park and West Lambert Lane Park are examples of Town of Oro Valley parks that fit the Conservation Area/Trail Park classification. • Amenities: May include paved or natural trails, wildlife viewing areas, mountain biking, disc golf, interpretation and education facilities. • Maintenance standards: Demand-based maintenance with available funding. • Lighting: None. • Signage: Interpretive kiosks as deemed appropriate. • Landscape Design: Generally, none. Some areas may include landscaping, such as entryways or around buildings. In these situations, sustainable design is appropriate. 4.1.9 LINEAR PARKS/TRAILS CORRIDORS Linear Parks/Trails Corridors are recognized for their ability to connect people and places while serving as active transportation facilities. Linking neighborhoods, parks, recreation facilities, attractions, and natural areas with a multi-use trail fulfills three guiding principles simultaneously: protecting natural areas along river and open space areas and providing people with a way to access and enjoy them. Multi- use trails also offer a safe, alternative form of active transportation, provide substantial health benefits, habitat enhancements for plants and wildlife, and unique opportunities for outdoor education and cultural interpretation. CDO Shared Use Path is an example of a Town of Oro Valley asset that fits the Greenbelt/Trails Corridor classification. • Site Selection: Located consistent with approved Bicycle, Pedestrian and Trails Master Plan or the like. • Amenities: Parking and restrooms at major trailheads. May include small parks along the trail. • Maintenance standards: Demand-based maintenance with available funding. Biological management practices observed. • Lighting: Security lighting at trailheads and along trail is preferred. • Signage: Mileage markers at ¼ mile intervals. Interpretive kiosks at all trailheads and as deemed necessary. • Landscape Design: Coordinated planting scheme in urban areas. Limited or no planting in open space areas. • Other: Connectivity to parks or other Town attractions and facilities is desirable. Parks and Recreation Master Plan 59 • Size: Typically, at least 30 ft. width of unencumbered land for a Linear Park. May include a trail to support walk, bike, run, equestrian type activities. Typically, an urban trail is 8-10 feet wide to support pedestrian and bicycle uses. Trails incorporate signage to designate where a user is located and where the trails connect in the Town. DEVELOPED PARK/FACILITY INVENTORY AND ASSESSMENT An assessment and general onsite inspection of each park, facility and grounds property managed by the Department was completed utilizing the following asset condition rating system. An inventory and overall assessment for the entire system has been provided as separate stand-alone documents. 4.2.1 CONDITION RATING CRITERIA A = Excellent • Looks new and is in excellent mechanical and aesthetic condition. B = Very Good • Has minor mechanical and equipment defects but is in excellent mechanical and aesthetic condition. C = Good • Has some repairable mechanical and equipment defects and is free of major problems. D = Fair • Has some mechanical and equipment defects that require major repair and/or replacement. F = Poor • Has major defects and requires significant lifecycle replacement. 4.2.2 LIFECYCLE STAGE CRITERIA In addition to conducting an overall assessment of each park, a determination was made on the lifecycle stage of the assets of each park. Lifecycle stage was identified as: Priority 1 = Currently Critical • Conditions in this category require immediate action by the end of the current fiscal year. Priority 2 = Potentially Critical • Conditions in this category, if not corrected expeditiously, will become critical soon. Priority 3 = Necessary, But Not Yet Critical • Conditions in this category require appropriate attention to preclude predictable deterioration and associated damage or higher costs if deferred further. Priority 4 = Recommended • Conditions in this category include items that represent a sensible improvement to existing conditions, include finishes that have deteriorated and are required to maintain the required aesthetic standards. These are not required for the most basic functioning of the facility. Town of Oro Valley Parks and Recreation 60 Priority 5 = Early in Lifecycle • Conditions in this category function properly and are early enough in their lifecycle that improvements are not currently needed. The table below summarizes the assessment of the Town’s parks system. A comprehensive inventory and assessment technical report has been provided to the Town as a stand- alone document. Park Address Park Classification Acreage Overall Condition Rating CDO Shared Use Path La Canada Drive to Steam Pump Ranch Greenbelt/Trail Corridor 5.8 B Greenock Park Greenock Dr and Oracle Rd Recreation/Special Use Area 0.5 C Honey Bee Canyon Park 13880 North Rancho Vistoso Boulevard Conservation Area/Trail Park 7.7 A James D. Kriegh Park 23 West Calle Concordia Community Park 18 C Linda Vista Trailhead 730 E Linda Vista Rd Conservation Area/Trail Park 107 B‐C Naranja Park 810 W Naranja Drive Regional Park 213 B‐C Oro Valley Community Center & El Conquistador Golf and Tennis 10555 W. La Canada Drive Recreation/Special Use Area 255 B‐C Pusch Ridge Golf 10000 N. Oracle Road Recreation/Special Use Area 47 B Riverfront Park 551 West Lambert Lane Community Park 30 B Steam Pump Ranch 10901 N. Oracle Road Recreation/Special Use Area 15.2 B‐C Tho’ag Park N Rams Field Pl and Oracle Rd Recreation/Special Use Area 2.3 B West Lambert Lane Park 1750 W. Lambert Lane Conservation Area/Trail Park 40 B Facility Address Facility Classification Inventory Condition Rating Oro Valley Aquatic Center 23 West Calle Concordia Aquatic Facility 1 aquatic center B Oro Valley Community Center 10555 W. La Canada Drive Community Center 50,783 square feet B‐C EXISTING TOWN‐OWNED PARKS EXISTING TOWN‐OWNED RECREATION FACILITIES Parks and Recreation Master Plan 61 TOWN OF ORO VALLEY CURRENT PARK SYSTEM SUMMARY MAP Town of Oro Valley Parks and Recreation 62 ORO VALLEY HOMEOWNER ASSOCIATION MINI PARKS Parks and Recreation Master Plan 63 ORO VALLEY HOMEOWNER ASSOCIATION NEIGHBORHOOD PARKS Town of Oro Valley Parks and Recreation 64 TOWN OF ORO VALLEY CURRENT SHARED USE PATH SYSTEM SUMMARY MAP Parks and Recreation Master Plan 65 LEVEL OF SERVICE STANDARDS Level of Service (LOS) standards are guidelines that define service areas based on population that support investment decisions related to parks, facilities and amenities. LOS standards can and will change over time; as the population increases, the need to acquire additional land and develop parks also increases as will the costs to do so. The consultant team evaluated and developed LOS standards using a combination of local, regional and national resources, including: • Demographic projections (including population, age and diversity segmentation). • General Plan Policy Document. • National Recreation and Park Association (NRPA) guidelines. • Recreation activity participation rates reported by the Sports & Fitness Industry Association’s (SFIA) 2020 Study of Sports. • Market Potential Recreation participation as it applies to activities that occur in the United States and Oro Valley area. • Ability for the Town to acquire park land for developed parks, trails and open space. • Community and stakeholder input including the online survey and general observations. • Planned yet not developed parks in the Town. • The ability for the Town to financially sustain a high-quality park, open space and trail system. 4.3.1 LEVEL OF SERVICE STANDARDS KEY FINDINGS These resources provide LOS guidelines based on population to inform and support investment decisions related to parks, facilities and amenities. When coupled with local input on the needs of the Oro Valley community, these standards help to identify park and facility/amenity gaps and surpluses. The findings of the LOS standards analysis are summarized below HOMEOWNER ASSOCIATION PARK INVENTORY AND LEVEL OF SERVICE (LOS) • Homeowner associations provide parks and recreation amenities to their residents within three park classifications o Mini Parks o Neighborhood Parks o Special Use Parks (Vista Views Golf Course). • Some park and recreation amenities in homeowner associations are ONLY available to residents of those communities, including but not limited to: o Swimming Pools o Tennis Courts o Pickleball Courts o Golf Course Town of Oro Valley Parks and Recreation 66 • Currently, homeowner associations offer a LOS of 6.03 acres of parkland per 1,000 population that complements the Town’s public park system (275.71 acres of mini, neighborhood and special use parks). TOWN OF ORO VALLEY PARK INVENTORY AND LEVEL OF SERVICE (LOS) • The Town of Oro Valley provides publicly accessible parks to the community within five park classifications to all residents of the Town. 1. Community Parks – 1.05 acres per 1,000 population (48 acres) 2. Regional Parks – 4.66 acres per 1,000 population (213 acres) 3. Special Use Parks – 6.99 acres per 1,000 population (319.5 acres) 4. Conservation/Trail Parks – 3.38 acres per 1,000 population (154.7 acres) 5. Linear Parks/Trail Corridors – 0.13 acres per 1,000 population (5.8 acres) • Currently, the Town offers 1.11 square feet of indoor recreation/community center per person to its residents, • Linear miles of shared use paths and soft surface trails were not calculated in this population- based service level analysis because they are based on connected networks rather than population. KEY UNMET PARK AND AMENITY NEEDS o Neighborhood Parks. o Community Parks. o Baseball/Softball Diamonds (lighted). o Outdoor Basketball Courts. o Dog Parks (off-leash dog area). o Multi-purpose Fields (lighted). o Pickleball Courts. o Playgrounds. o Reservable Ramadas. o Ramadas - Small Group. o Skatepark/BMX Park. o Splash Pad. 4.3.2 LEVEL OF SERVICE KEY RECOMMENDATIONS Based on a thorough review of the parks and recreation system and stakeholder input, it is recommended that the Town pursue further development of specific parks and recreation amenities that meet the needs and address the gaps per park type to increase the current LOS standard for the projected population in 2035. LEVEL OF SERVICE ASSUMPTIONS • The Town of Oro Valley’s population will increase to 54,986 within next 15 years. • Homeowner associations will provide some park and recreation amenities to residents living within the homeowner associations. • The Town of Oro Valley will need to take a two-pronged approach to further developing the parks and recreation system. Parks and Recreation Master Plan 67 3. Level of Service provided by Homeowner Associations - The appropriate LOS of neighborhood parks and recreation amenities that homeowner associations should provide to residents of homeowner associations by 2035. 4. Level of Service provided by the Town of Oro Valley - The appropriate LOS of community, regional and special use parks and trails as well as recreation amenities that the Town should provide to all of the Town’s projected population of 54,986 by 2034. LEVEL OF SERVICE RECOMMENDATIONS FOR HOMEOWNER ASSOCIATIONS Park TypeMeet Standard/Need ExistsMini Park0.79 acres per1,000 0.10 acres per1,000 Meets Standard- Acre(s)Neighborhood Parks1.16 acres per1,000 1.25 acres per1,000 Need Exists16 Acre(s)Recreation/Special Use Area4.08 acres per1,000 3.25 acres per1,000 Meets Standard- Acre(s)Total Developed Park Acreage6.03 acres per1,000 4.60 acres per1,000 Needs Exists16 Acre(s)Recommended Park Development by HOA Needs Exists16 Acre(s)OUTDOOR AMENITIESBasketball Court1.00 court per3,976 1.00court per4,000 Need Exists2 Court(s)Playgrounds1.00 site per2,177 1.00site per2,350 Need Exists2 Site(s)Ramadas - Small Group1.00 site per1,577 1.00site per1,750 Need Exists2 Site(s)Swimming Pool - Neighborhood1.00 site per1,988 1.00site per3,500 Meets Standard- Site(s)Tennis Courts1.00 court per6,532 1.00court per8,000 Meets Standard- Court(s)Volleyball Courts - Outdoors1.00 court per7,621 1.00court per30,000 Meets Standard- Court(s) Current Service Levels Recommended Developed Park Service Levels 2035 StandardsCurrent Service LevelRecommended Developed Park Service Levels Additional Developed Parks/Facilities/Amenities Needed Town of Oro Valley Parks and Recreation 68 LEVEL OF SERVICE RECOMMENDATIONS FOR THE TOWN OF ORO VALLEY Park TypeTown of Oro ValleyTotal InventoryMeet Standard/Need ExistsCommunity Parks 48.00 48.00 1.05 acres per1,000 1.10 acres per1,000 Need Exists12 Acre(s)Regional Parks 213.00 213.00 4.66 acres per1,000 3.50 acres per1,000 Meets Standard- Acre(s)Recreation/Special Use Area320.00 320.00 7.00 acres per1,000 5.75 acres per1,000 Meets Standard- Acre(s)Total Developed Park Acreage581.00 581.00 12.71 acres per1,000 10.35 acres per1,000 Need Exists12 Acre(s)Greenbelt/Trail Corridor5.80 5.80 0.13 acres per1,000 NA acres per1,000 NA- Acre(s)Conservation Area/Trail Park154.70 154.70 3.38 acres per1,000 NA acres per1,000 NA- Acre(s)Recommended Land Acquisition (Needs Exist less the Current Undeveloped Park Land)Need Exists12 Acre(s)OUTDOOR AMENITIESArchery Range (Fixed)1.0 1.00 1.00 range per45,726 1.00range per75,000 Meets Standard- Range(s)Archery Range (Walking)1.0 1.00 1.00 range per45,726 1.00range per75,000 Meets Standard- Range(s)Baseball / Softball Diamond (Lighted)7.0 7.00 1.00 field per6,532 1.00field per5,000 Need Exists4 Field(s)Basketball Court2.0 2.00 1.00 court per22,863 1.00court per12,000 Need Exists3 Court(s)Dog Park (off-leash dog area)2.0 2.00 1.00 site per22,863 1.00site per20,000 Need Exists1 Site(s)Golf Course (18 hole)2.5 2.50 1.00 Course per18,290 1.00Course per25,000 Meets Standard- Course(s)Multi-purpose Field (Lighted)10.0 10.00 1.00 field per4,573 1.00field per3,000 Need Exists8 Field(s)Outdoor Swimming Facility2.0 2.00 1.00 court per22,863 1.00site per60,000 Meets Standard- Court(s)Pickleball Court6.0 6.00 1.00 court per7,621 1.00court per4,000 Need Exists8 Court(s)Playgrounds3.0 3.00 1.00 site per15,242 1.00site per15,000 Need Exists1 Site(s)Ramadas - Large Group13.0 13.00 1.00 site per3,517 1.00site per3,500 Need Exists3 Site(s)Skatepark/BMX Park0.0- 1.00 site per#DIV/0!1.00site per100,000 Need Exists1 Site(s)Splash Pad1.0 1.00 1.00 site per45,726 1.00site per30,000 Need Exists1 Site(s)Tennis Courts32.0 32.00 1.00 court per1,429 1.00court per2,000 Meets Standard- Court(s)Volleyball Courts - Outdoors2.0 2.00 1.00 court per22,863 1.00court per30,000 Meets Standard- Court(s)INDOOR RECREATION CENTERIndoor Recreation Center Space (square feet)50,783 50,783 1.11 SF perperson1SF perPersonNeed Exists4,203 Square Feet 2020 Park Inventory Current Service Levels Recommended Developed Park Service Levels 2035 StandardsCurrent Service LevelRecommended Developed Park Service Levels Additional Developed Parks/Facilities/Amenities Needed Parks and Recreation Master Plan 69 LEVEL OF SERVICE RECOMMENDATIONS SUMMARY Based on the assumptions and LOS recommendations above, • Homeowner associations should be expected to develop 16 acres of neighborhood parks by 2035. These neighborhood parks will likely serve only homeowner association residents. o It is recommended that the size of each neighborhood park be no less than 2 acres. If the developer cannot provide a park of this size, the Town should consider receiving cash in-lieu. • The Town of Oro Valley should be expected to develop one community park no less than 12 acres in size 2035. These community parks will serve all residents of the Town. o It is recommended that this community park be developed north of Tangerine Road. o It is recommended that the development of a 12+ acre community park be viewed as a long term project that takes place after 2030 unless an opportunity arises that allows the project to be expedited. Based on a thorough review of the parks and recreation system and public input, it is recommended that the Town pursue further development of specific parks and recreation amenities that meet community need and address the gaps per park type to increase the current level of service standard for the projected population in 2035. Town of Oro Valley Parks and Recreation 70 The table below details the COMBINED (Town of Oro Valley and homeowner associations) and recommended Level of Service. Park TypeTown of Oro ValleyOther InventoryTotal InventoryMeet Standard/Need ExistsMini Park36.17 36.17 0.79 acres per1,000 0.10 acres per1,000 Meets Standard- Acre(s)Neighborhood Parks- 53.19 53.19 1.16 acres per1,000 1.25 acres per1,000 Need Exists16 Acre(s)Community Parks 48.00 - 48.00 1.05 acres per1,000 1.10 acres per1,000 Need Exists12 Acre(s)Regional Parks 213.00 - 213.00 4.66 acres per1,000 3.50 acres per1,000 Meets Standard- Acre(s)Recreation/Special Use Area319.50 186.35 505.85 11.06 acres per1,000 9.00 acres per1,000 Meets Standard- Acre(s)Total Developed Park Acreage580.50 275.71 856.21 18.72 acres per1,000 14.95 acres per1,000 Need Exists28 Acre(s)Linear Parks/Trail Corridors5.80 - 5.80 0.13 acres per1,000 NA acres per1,000 NA- Acre(s)Conservation Area/Trail Park154.70 - 154.70 3.38 acres per1,000 NA acres per1,000 NA- Acre(s)Recommended Land Acquisition (Needs Exist less the Current Undeveloped Park Land)Needs Exists28 Acre(s)OUTDOOR AMENITIES Archery Range (Fixed) 1.01.00 1.00 range per45,726 1.00range per75,000 Meets Standard- Range(s) Archery Range (Walking) 1.01.00 1.00 range per45,726 1.00range per75,000 Meets Standard- Range(s) Baseball / Softball Diamond (lighted) 7.07.00 1.00 field per6,532 1.00field per5,000 Need Exists4 Field(s) Basketball Court 2.0 11.5 13.50 1.00 court per3,387 1.00court per3,000 Need Exists5 Court(s)Dog Park (off-leash dog area)2.02.00 1.00 site per22,863 1.00site per20,000 Need Exists1 Site(s)Golf Course (18 hole)2.52.50 1.00 Course per18,290 1.00Course per25,000 Meets Standard- Course(s)Multi-purpose Field (Lighted)10.010.00 1.00 field per4,573 1.00field per3,000 Need Exists8 Field(s)Outdoor Swimming Facility2.02.00 1.00 site per22,863 1.00site per60,000 Meets Standard- Site(s)Pickleball Court6.06.00 1.00 court per7,621 1.00court per4,000 Need Exists8 Court(s)Playgrounds3.0 21.0 24.00 1.00 site per1,905 1.00site per2,000 Need Exists3 Site(s)Reservable Ramadas 13.02.0 15.00 1.00 site per3,048 1.00site per3,000 Need Exists3 Site(s)Ramadas - Small Group29.0 29.00 1.00 site per1,577 1.00site per1,750 Need Exists2 Site(s)Skatepark/BMX Park- 1.00 site per#DIV/0!1.00site per100,000 Need Exists1 Site(s)Splash Pad1.01.00 1.00 site per45,726 1.00site per30,000 Need Exists1 Site(s)Swimming Pool - Neighborhood23.0 23.00 1.00 site per1,988 1.00site per3,500 Meets Standard- Site(s)Tennis Courts32.07.0 39.00 1.00 court per1,172 1.00court per1,500 Meets Standard- Court(s)Volleyball Courts - Outdoors2.06.0 8.00 1.00 court per5,716 1.00court per7,500 Meets Standard- Court(s)INDOOR RECREATION CENTERIndoor Recreation Center Space (square feet)50,78350,783 1.11 SF perperson1SF perPersonNeed Exists4,203 Square Feet 2020 Park Inventory Current Service Levels Recommended Developed Park Service Levels 2035 StandardsCurrent Service LevelRecommended Developed Park Service Levels Additional Developed Parks/Facilities/Amenities Needed Parks and Recreation Master Plan 71 TECHNICAL NEEDS ANALYSIS KEY FINDINGS 4.4.1 SERVICE AREA EQUITY MAPPING – CURRENT INVENTORY The Oro Valley Parks and Recreation system has evolved over time and distribution of sites and facilities throughout the community is reflected in the current site locations. To further illustrate the distribution of current park types and amenities in the Town, an equity-mapping analysis was conducted to show the service areas and the gaps in service of the current inventory of park types and amenities based on the recommended LOS standard. The recommended standard established per 1,000 residents per acre of park type or number of residents per type of amenity are also indicated in the map title. The service area is calculated by the quantity of inventory of each site extended in a uniform radius until the population served by the recommended standard is reached. Shaded areas indicate the extent of the service area based on recommended inventories; unshaded areas indicate locations that would remain outside of the standard service area for each park type or park asset. Unshaded areas are not always the most appropriate location for future parks or park assets. They only represent areas that might be more thoroughly reviewed for potential additional facilities. Although there are occasions when the service area may extend beyond the Town’s borders, only Oro Valley’s population was utilized for calculating service area standards in this analysis. Community-wide maps of existing park types or classifications identified in this Master Plan, as well as the major park amenities, are provided in the pages that follow. The maps on the following pages ONLY identify the following existing Town of Oro Valley parks and amenities. The do not provide equity mapping analysis of homeowner association parks and amenities as, as stated previously, these parks and amenities are not typically available to all Oro Valley residents. • Community Parks • Regional Parks • Special Use Parks • Archery Range (Fixed) • Archery Range (Walking) • Baseball / Softball Diamond (lighted) • Basketball Court • Dog Park (off-leash dog area) • Multi-purpose Field (Lighted) • Outdoor Swimming Facility • Pickleball Court • Playgrounds • Reservable Ramadas • Splash Pad • Swimming Pool - Neighborhood • Indoor Recreation/Community Centers Town of Oro Valley Parks and Recreation 72 Community Parks – Address the need for a community park in the northern part of the community as shown by the graphic. Parks and Recreation Master Plan 73 Regional Parks – Naranja Park provides unique opportunities and significant equity for almost the entire Town. Town of Oro Valley Parks and Recreation 74 Special Use Parks – These parks provide unique opportunities and significant equity throughout the entire community. Parks and Recreation Master Plan 75 Archery Range Fixed – The existing archery range (fixed) provides full coverage throughout the community. Town of Oro Valley Parks and Recreation 76 Archery Range Walking – The existing walking archery range provides full coverage throughout the community. Parks and Recreation Master Plan 77 Baseball / Softball Diamond (lighted) – Existing rectangular fields provide adequate equity for the southern half of the Town. Town of Oro Valley Parks and Recreation 78 Basketball Court – Opportunities exist to add basketball courts throughout the entire parks and recreation system. Parks and Recreation Master Plan 79 Dog Parks (off-leash dog areas) – Opportunity exists to develop an additional dog park to provide coverage for the northern part of the community. Town of Oro Valley Parks and Recreation 80 Multi-purpose Field (Lighted) - Existing lighted multi-purpose fields provide adequate coverage in the central part of the Town. Parks and Recreation Master Plan 81 Outdoor Swimming Facility - Existing pools provide equity for the majority of the community. Town of Oro Valley Parks and Recreation 82 Pickleball Courts - Opportunities exist to add pickleball courts to provide for better equity for the community. Parks and Recreation Master Plan 83 Playgrounds - Opportunities exist to add playgrounds to the parks and recreation system to existing community parks. Town of Oro Valley Parks and Recreation 84 Reservable Ramadas - Opportunities exist to add reservable ramadas to the parks and recreation system within existing community parks. Parks and Recreation Master Plan 85 Splash Pad – Opportunities exist to add splashpads to the parks and recreation system within existing community and regional parks. Town of Oro Valley Parks and Recreation 86 Indoor Recreation/Community Centers – The existing community center provides adequate equity for the community. Parks and Recreation Master Plan 87 CHAPTER FIVE - SHARED USE PATH CONNECTIVITY ANALYSIS As part of the master plan, a high level connectivity analysis was performed to prioritize the opportunities to create a more connected trail network in Oro Valley with the following goals: 1. Identify missing shared use path segments. 2. Identify possible opportunities to generally expand the shared use path system 3. Prioritize the opportunities to better connect and expand the shared use path system. CONNECTIVITY ANALYSIS MAP - OVERALL Town of Oro Valley Parks and Recreation 88 The following sections provide an up close look of opportunities that increase connectivity within certain geographical areas of the community. CONNECTIVITY ANALYSIS – RANCHO VISTOSO COMMUNITY LOOP CONNECTIVITY ANALYSIS – CATALINA STATE PARK Parks and Recreation Master Plan 89 CONNECTIVITY ANALYSIS – NARANJA PARK AND COMMUNITY CENTER CONNECTIVITY ANALYSIS - COMMUNITY CENTER AND LAMBERT LANE Town of Oro Valley Parks and Recreation 90 CONNECTIVITY ANALYSIS - RIVERFRONT PARK TO JAMES D. KRIE GH PARK CONNECTIVITY ANALYSIS – JAMES D. KRIE GH PARK AND RETAIL CENTER Parks and Recreation Master Plan 91 CONNECTIVITY ANALYSIS – NORTHERN AVENUE CONNECTIVITY ANALYSIS COST ESTIMATES The chart to the right provides a cost estimate for each recommended segment resulting from the shared use path system. Map Label Asset Estimated Total Project Cost A Tangerine Road to Rancho Vistoso Community Shared Use Path Extension $750,000 B Shared Use Path to Catalina State Park $200,000 C Pedestrian Bridge across CDO Wash $1,000,000 D CDO Wash to James D. Kriegh Park Shared Use Path $1,000,000 E Linda Vista Trailhead Shared Use Path $300,000 F Naranja Drive Shared Use Path $1,000,000 G La Cañada Shared Use Path $500,000 H James D. Kriegh Park to Retail Shared Use Path $350,000 I Northern Avenue Shared Use Path #1 $750,000 J Northern Avenue Shared Use Path #2 $350,000 K School Connectivity Shared Use Path - Cross Middle School to Harelson Elementary $250,000 L Rancho Vistoso Shared Use Path $1,800,000 M Vistoso Golf Course Property Shared Use Path $350,000 N Moore Road Shared Use Path $750,000 $9,350,000 NEW SHARED USE PATHS SUBTOTAL SHARED USE PATH DEVELOPMENT Town of Oro Valley Parks and Recreation 92 PROPOSED PRIORITY SHARED USE PATH SEGMENTS Upon presenting the results of the complete connectivity analysis in work sessions with the community, the Parks and Recreation Advisory Board and Town Council, a prioritization of shared use path segments was developed. The following table provides the prioritized shared use path segments. Map Label Project Estimated Capital Project Cost A Tangerine Road to Rancho Vistoso Community Shared Use Path Extension (2.1 Miles)$750,000 C Pedestrian Bridge across CDO Wash (500 linear feet)$1,000,000 D CDO Wash to James D. Kriegh Park Shared Use Path (1.5 miles)$1,000,000 F Naranja Drive Shared Use Path (2 miles)$1,000,000 G La Cañada Shared Use Path (1 Mile)$500,000 L Rancho Vistoso Shared Use Path (6 miles)$1,800,000 $6,050,000 PRIORITIZED SHARED USE PATH PROJECTS SUBTOTAL SHARED USE PATH PROJECTS Parks and Recreation Master Plan 93 CHAPTER SIX – CONCEPT PLAN DEVELOPMENT Based on the outcomes of the park and facility assessments as well as the community needs and level of service analyses, the consulting team, working in coordination with the residents of Oro Valley and the Town, developed conceptual site plans for six existing parks/facilities as follows: 1. Community Center Site 2. Community Center 3. Riverfront Park 4. James D. Kriegh Park 5. Steam Pump Ranch 6. Naranja Park PLEASE NOTE: Site specific concept plans are not intended to fully reflect what will happen as parks and facilities are developed or re-developed. Rather, concept plans create a visual of what is realistically possible within any given location. CONCEPT PLAN DEVELOPMENT MILESTONES The development of each of the concept plans was an iterative process that combined the technical expertise of staff and the consulting team with community consensus. The following reflects the milestones of the concept plan development process: • October, 2020 – Draft concept plans were developed by the consulting team. • November 12, 2020 – Draft concept plans were presented to the public via Zoom. • November 17, 2020 – Draft concept plans were presented to the Parks and Recreation Advisory Board. • November 18-December 18, 2020 – Draft concept plans were posted on the Town’s website for public review and comment. o 321 comments were provided by Town of Oro Valley residents • December 19, 2020 – January 6, 2021 – The consulting team reviewed each comment and grouped the comments into “categories”. These categories of comments were then evaluated utilizing several criteria to determine if changes could be incorporated into the plans, including, but not limited to: o Community Need o Quality of experience o Safety o Condition of existing facilities and amenities o Consistency with previous planning efforts o Functionality o Compatibility with adjacent experiences within a specific park or other parks in the system o Impact on adjacent residential Town of Oro Valley Parks and Recreation 94 o Topography o General operational impact o Pedestrian/bicycle/vehicular circulation within the park o Ingress/Egress o Lighting o Natural, historic and cultural resources o Noise and light pollution • January 7, 2021 – Final concept plans were presented to the public via Zoom. • January 19, 2021 – Final concept plans were presented to the Parks and Recreation Advisory Board. • March 3, 2021 – Final concept plans were presented to the Town Council. FINAL CONCEPT PLANS 6.2.1 COMMUNITY CENTER SITE C ONCEPT PLAN Highlights include: • Reconfigured and expanded parking • Complete renovation of tennis and pickleball courts • Expansion of pickleball courts • Creation of outdoor play area Parks and Recreation Master Plan 95 6.2.2 COMMUNITY CENTER CONCEPT PLAN FIRST LEVEL – MAIN ENTRY AND GOLF OPERATIONS Highlights include: • Single point of entry and improved ADA accessibility including installation of an elevator. • Improved men’s and women’s golf locker rooms. • Improved circulation. • Development of covered terrace and flexible exterior space. Town of Oro Valley Parks and Recreation 96 FIRST LEVEL – RECREATION AND COMMUNITY SPACE Highlights include: • Expansion of health, fitness and wellness center including group exercise rooms. • Expansion of flexible multi-purpose rooms • Development of child watch space. • Renovated and relocated locker rooms that provide direct access to outdoor swimming pool. Parks and Recreation Master Plan 97 SECOND LEVEL – COMMUNITY AND RECREATION SPACE Highlights include: • Expansion of cardio and strength training equipment space. • Creation of flexible multi-purpose space. • Town of Oro Valley Parks and Recreation 98 6.2.3 JAMES D. KRIEGH PARK AND ORO VALLEY AQUATIC CENTER CONCEPT PLAN Highlights include: • Lifecycle replacement of park amenities including playground and aquatic center pump room. • Lighted ¾ mile walking loop trail. • New off-leash dog area. • New playground and small ramadas near diamond fields. • Lighted sand volleyball court. • New outdoor basketball courts. • Expanded parking and improved vehicular circulation. Parks and Recreation Master Plan 99 6.2.4 RIVERFRONT PARK CONCEPT PLAN Highlights include: • Lifecycle replacement of park amenities including athletic field lighting, irrigation and playground. • New splash pad. • Expanded parking. • Renovated open lawn amphitheater area and new stage with shade structure. • New covered outdoor basketball courts. Town of Oro Valley Parks and Recreation 100 6.2.5 STEAM PUMP RANCH CONCEPT PLAN Highlights: • Alignment with 2015 Master Plan Update. • Preservation of historic core including restoration of all historic structures. • Updated vehicular circulation. • New entry building with restrooms and event space. • Development of trailhead and access points to The Loop shared use path. • Expansion of Heritage Garden. Parks and Recreation Master Plan 101 6.2.6 NARANJA PARK CONCEPT PLAN Highlights include: • Soft surface trail development throughout the park. • Lighted paved trail around core of park. • New skatepark and bike pump track. • Development of two new large multi-purpose athletic fields. • Addition of pickleball and outdoor basketball courts. • Expanded parking. • New splash pad. Town of Oro Valley Parks and Recreation 102 CONCEPT PLAN COST ESTIMATES The following chart provides a cost estimate for each concept plan. Project Estimated Capital Project Cost Community Center Site $7,700,000 Community Center Facility $9,000,000 James D. Kreigh Park and Aquatic Center $6,500,000 Naranja Park $17,000,000 Riverfront Park $4,000,000 Steam Pump Ranch $6,000,000 CONCEPT PLAN COST ESTIMATES $50,200,000 CONCEPT PLAN COST ESTIMATES Parks and Recreation Master Plan 103 CHAPTER SEVEN – PARTNERSHIPS Oro Valley Parks and Recreation would like to identify other entities that would like to partner with them to develop recreational facilities and/or programs. A major component in exploring any potential partnership will be to identify collaborating partners that may help provide a synergistic working relationship in terms of resources, community contributions, knowledge, and political sensitivity. These partnerships should be mutually beneficial for all proposing partners including Oro Valley Parks and Recreation, and particularly beneficial for the citizens of Oro Valley. In working with Town staff, the Amphitheater Public Schools were identified as the key partner to assist the Parks and Recreation Department in meeting some of the recommendations identified in the Master Plan. PARTNERSHIP OPPORTUNITIES WITH AMPHITHEATER PUBLIC SCHOOLS 7.1.1 OPPORTUNITY #1 – GENERAL JOINT USE OF SCHOOL BUILDINGS AND AQUATIC FACILITIES • Joint Use Agreements - Contractual relationships entered into between two or more local units of government and/or between a local unit of government and a non-profit organization for the joint usage of facilities. o Oro Valley Parks and Recreation Role and Benefit – general access to elementary school and middle school facilities, including but not limited to gymnasiums, multi-purpose rooms, athletic fields, etc. for purposes of providing recreation programs to the residents of Oro Valley that cannot be provided within the Town’s facilities and parks. o Amphitheater Public Schools Role and Benefit – access to Oro Valley aquatic facilities for purposes of supporting swim team needs, including but not limited to practices, clinics, and meets. o Amphitheater School District Requirements for Joint Use of School Buildings o Department would need to utilize District facility rental program to reserve and schedule space with the understanding that school functions are the priority. o If the program provides a benefit to District students, fees can be reduced or waived to reflect the value in kind being provided to students. o An Inter-Governmental Agreement would be required to the Town of Oro Valley to receive reduced/discounted fees. Town of Oro Valley Parks and Recreation 104 7.1.2 OPPORTUNITY #2 – INTERLOCAL AGREEMENT FOR IMPROVEMENT OF CORONADO K-8 SCHOOL ATHLETIC FIELDS AT 3401 E WILDS RD, TUCSON, AZ 85739 • Interlocal Agreements - Contractual relationships entered into between two or more local units of government and/or between a local unit of government and a non-profit organization for the joint usage/maintenance and enhancement of sports fields or other facilities. o Property Ownership: Pima County o Amphitheater Public Schools: Lease Property from Pima County • Oro Valley Parks and Recreation Role and Benefit – Share in the investment, reinvestment and expansion (restroom facilities) of the athletic field maintenance and infrastructure of the athletic fields at Coronado K-8 School so as to provide a higher quality and experience to the community, specifically for the Oro Valley Little League. https://www.orovalleyll.com/ • Amphitheater Public School Role and Benefit – Share in the investment, reinvestment and expansion (restroom facilities) of the maintenance and infrastructure of the athletic fields at Coronado K-8 School so as to provide a higher quality and experience for school extracurricular activities. • Pima County Role – Pima County has an existing IGA with the Amphitheater School District that will expire in 2023. In summary, the agreement requires that the fields be made available to the public for use when not utilized by the school district. In turn, the County maintains the athletic field lighting and assumes responsibility for the operational costs associated with the lights. If a partnership is sought within the next three years, Pima County would need to be included as a partner due to the existing IGA. If the partnership is not pursued within the next 3 years (after the expiration of the existing IGA), Pima County would not need to be involved. Parks and Recreation Master Plan 105 7.1.3 OPPORTUNITY #3 – INTERLOCAL AGREEMENT FOR DEVELOPMENT OF PROPERTY ADJACENT TO IRONWOOD RIDGE HIGH SCHOOL AT 2475 W NARANJA DR, TUCSON, AZ 85742 • Interlocal Agreements - Contractual relationships entered into between two or more local units of government and/or between a local unit of government and a non-profit organization for the joint development and operations/maintenance of recreational facilities. • Description of Land o Location: Ironwood Ridge High School o Size: Approximately 14 acres o Ownership: Amphitheater Public Schools • Oro Valley Parks and Recreation Role and Benefit – Share in the investment, reinvestment and expansion of the recreational facilities that would benefit the Oro Valley community. For example, development and operations of an aquatic facility that are guided by both capital construction and operations and management agreements between the Town and Amphitheater Public Schools. • Amphitheater Public Schools Role and Benefit – Share in the investment, reinvestment and expansion of the recreational facilities that would benefit the Oro Valley community and schools. For example, development and operations of an aquatic facility that are guided by both capital construction and operations and management agreements between the Town and Amphitheater Public Schools. Town of Oro Valley Parks and Recreation 106 CHAPTER EIGHT - 10 YEAR CAPITAL IMPROVEMENT PLAN To plan and prioritize capital improvement projects, recommendations include balancing the replacement of current assets with the expansion and/or renovation of existing facilities. The departmental Capital Improvement Plan (CIP) framework is utilized to determine CIP projects in concert with an implementable financial plan. A key priority is also focused on maintaining the integrity of the current infrastructure and facilities before expanding and/or enhancing programs and facilities. Maintaining current infrastructure with limited funding will inhibit the Town’s ability to take care of all existing assets and expand/renovate existing parks and facilities. A three-tier plan is recommended to help guide the decision-making process for CIP investments. The three-tiered plan acknowledges a fiscal reality, leading to the continuous rebalancing of priorities and their associated expenditures. Each tier reflects different assumptions about available resources. A complete list of the projects in each is identified in this chapter. The three tiers include: • Sustainable - Critical maintenance projects, including lifecycle replacement, repair of existing equipment, and safety and ADA improvements. Many of these types of improvements typically require one-time funding and are not likely to increase annual operations and maintenance costs. In many cases, these types of projects may reduce annual operations and maintenance costs. • Expanded Services - Projects that include strategic changes to the existing parks system to better meet the unmet needs of the community, including adding such features as splashpads, outdoor basketball courts, playgrounds and lighted multi-purpose fields. These types of improvements typically require one-time funding and may trigger slight increases in annual operations and maintenance costs, depending on the nature of the improvements. • Visionary - Complete park renovation, land acquisition and enhanced park/trail development, such as the phased in renovation of the Community Center and expansion of Naranja Park. These improvements will likely increase annual operations and maintenance costs. Visionary projects also include planning efforts to support expansion/future development. 10-YEAR CAPITAL IMPROVEMENT PLAN – GENERAL ASSUMPTIONS The following are the general assumptions utilized in the development of the recommended 10-year capital improvement plan: • All projects reflect the park and recreation values of the community. • Only projects likely to be implemented within 10-year plan period are included in the plan. • Projects must be consistent with other planning efforts, where applicable. • Cost estimates are provided in 2021 dollars. The following sections detail the complete capital improvement plan associated with the Master Plan. Parks and Recreation Master Plan 107 SUSTAINABLE PROJECT RECOMMENDATIONS – MAINTAINING WHAT WE HAVE This section outlines the projects that focus on the repair and lifecycle replacement of existing parks and facilities. EXPANDED SERVICES RECOMMENDATIONS – IMPROVING WHAT WE HAVE Options described in this section provide the extra services or capital improvement that could be undertaken to meet need(s) with a focus on enhancements to existing parks facilities. The following provides a summary of the expanded service options. Asset Brief Description Estimated Total Project Cost Timeline Community Center Site Lifecycle Replacement via Concept Plan Implementation $7,700,000 Short Term (1‐5 years) Honeybee Canyon Park Restroom replacement (prefab); irrigation and landscape replacement $200,000 Short Term (1‐5 years) James D. Kriegh Park Lifecycle Replacement via Concept Plan Implementation $1,500,000 Long Term (6‐10 years) Riverfront Park Lifecycle Replacement via Concept Plan Implementation $2,500,000 Long Term (6‐10 years) Steam Pump Ranch Lifecycle Replacement via Concept Plan Implementation $3,000,000 Short Term (1‐5 years) Tho’ag Park FFE replacement; signage $15,000 Short Term (1‐5 years) West Lambert Lane Park Interpretive signage replacement; renovate trails $100,000 Long Term (6‐10 years) $15,015,000 Asset Brief Description Estimated Total Project Cost Brief Description Oro Valley Aquatic Center Pump room, pool deck, slide, locker room shower replacement $1,500,000 Short Term (1‐5 years) $1,500,000 $16,515,000 TOTAL SUSTAINABLE PROJECTS SUBTOTAL EXISTING PARKS SUBTOTAL EXISTING RECREATION FACILITIES SUSTAINABLE PROJECTS (Lifecycle Replacement) EXISTING PARKS EXISTING RECREATION FACILITIES Asset Brief Description Estimated Total Project Cost Timeline Big Wash Trailhead Restroom and Parking lot $250,000 Long Term (6‐10 years) CDO Shared Use Path Increase accessibility to Pusch Ridge $200,000 Long Term (6‐10 years) James D. Kriegh Park Expanded Services via Concept Plan Implementation $5,000,000 Long Term (6‐10 years) Riverfront Park Expanded Services via Concept Plan Implementation $1,500,000 Long Term (1‐5 years) Steam Pump Ranch Expanded Services via Concept Plan Implementation $3,000,000 Long Term (6‐10 years) $9,950,000 $9,950,000 TOTAL EXPANDED SERVICE PROJECTS SUBTOTAL EXISTING PARKS EXPANDED SERVICE PROJECTS (Upgrade and Renovation) EXISTING PARKS Town of Oro Valley Parks and Recreation 108 VISIONARY RECOMMENDATIONS – DEVELOPING NEW OPPORTUNITIES Recommendations described in this section represent the complete set of improvements to parks and facilities desired by the community. It can help provide policy guidance by illustrating the ultimate goals of the community, and by providing a long-range look to address future needs and deficiencies. The following new development and redevelopment projects have been identified as relevant to the interests and needs of the community and are relevant to the Town’s focus because they feature a high probability of success. 8.4.1 EXISTING PARKS AND FACILITIES 8.4.2 ADMINISTRATIVE PROJECTS Asset Brief Description Estimated Total Project Cost Timeline Amphi School District Partnerships Improvement to Diamond Athletic Fields $1,500,000 Short‐Term (1‐5 years) Naranja Park Implementation of Concept Plan $17,000,000 Short‐Term (1‐5 years) $18,500,000 Asset Brief Description Estimated Total Project Cost Timeline Community Center Site Expanded Services via Concept Plan Implementation $1,000,000 Short Term (1‐5 years) Community Center Building Implementation of Concept Plan $8,900,000 Short‐Term (1‐5 years) $8,900,000 EXISTING PARKS EXISTING RECREATION FACILITIES VISIONARY PROJECTS (New/Major Upgrade) SUBTOTAL EXISTING PARKS SUBTOTAL EXISTING RECREATION FACILITIES Asset Brief Description Estimated Total Project Cost Timeline Park Master Plan Update 2030 Update 2021 Master Plan $200,000 Long‐Term (6‐10 years) Trails Master Plan Complete a Comprehensive Trails Master Plan $200,000 Long‐Term (6‐10 years) $400,000 ADMINISTRATIVE PROJECTS VISIONARY PROJECTS (New/Major Upgrade) SUBTOTAL ADMINISTRATIVE PROJECTS Parks and Recreation Master Plan 109 8.4.3 SHARED USE PATHS 8.4.4 VISIONARY PROJECTS SUBTOTAL $18,500,000 $8,900,000 $9,350,000 $400,000 $37,150,000 SUBTOTAL EXISTING RECREATION FACILITIES VISIONARY PROJECTS (New/Major Upgrade) SUBTOTAL EXISTING PARKS SUBTOTAL SHARED USE PATH DEVELOPMENT SUBTOTAL ADMINISTRATIVE PROJECTS TOTAL VISIONARY PROJECTS Asset Brief Description Estimated Total Project Cost Timeline Tangerine Road to Rancho Vistoso Community Shared Use Path Extension Extend shared use path north of Tangerine Road to provide connection to Rancho Vistoso Community and retail (funded through Pima County)$750,000 Short‐Term (1‐5 years) Shared Use Path to Catalina State Park Direct connection from North to Catalina State Park $200,000 Long‐Term (6‐10 years) Pedestrian Bridge across CDO Wash Pedestrian bridge across CDO Wash to connect to 2.69 mi CDO Linear Park shared use path.$1,000,000 Short‐Term (1‐5 years) CDO Wash to James D. Kriegh Park Shared Use Path New shared use path providing connection to James D. Kriegh Park.$1,000,000 Short‐Term (1‐5 years) Linda Vista Trailhead Shared Use Path New shared use path providing connection to Linda Vista Trailhead.$300,000 Long‐Term (6‐10 years) Naranja Drive Shared Use Path New shared use path along Naranja Drive between La Cañada and 1st Avenue.$1,000,000 Short‐Term (1‐5 years) La Cañada Shared Use Path New shared use path along La Cañada to provide connection to Community Center.$500,000 Long‐Term (6‐10 years) James D. Kriegh Park to Retail Shared Use Path New shared use path providing connection to James D. Kriegh Park and retail.$350,000 Long‐Term (6‐10 years) Northern Avenue Shared Use Path #1 New shared use path along Northern Avenue between Hardy and Magee Roads to provide connection to James D. Kriegh Park and retail.$750,000 Long‐Term (6‐10 years) Northern Avenue Shared Use Path #2 New shared use path along Northern Avenue south of Magee Road to provide connection to Tohono Chul Park and retail.$350,000 Long‐Term (6‐10 years) School Connectivity Shared Use Path #1 New shared use path providing connection to Cross Middle School and Harelson Elementary School.$250,000 Long‐Term (6‐10 years) Rancho Vistoso Shared Use Path Convert sidewalk on one side of Rancho Vistoso Boulevard to shared use path and provide connections to Honey Bee Canyon Park, Honey Bee Preserve and schools.$1,800,000 Long‐Term (6‐10 years) Vistoso Golf Course Property Shared Use Path Connection to former Vistoso Golf Course property.$350,000 Long‐Term (6‐10 years) Moore Road Shared Use Path New shared use path along Moore Road to provide connection West.$750,000 Long‐Term (6‐10 years) $9,350,000 SUBTOTAL SHARED USE PATH DEVELOPMENT NEW SHARED USE PATHS Town of Oro Valley Parks and Recreation 110 CAPITAL IMPROVEMENT SUMMARY BY TIER The table to the right summarizes the three-tier approach to the development of the capital improvement plan associated with the Master Plan. PRIORITIZED CAPITAL IMPROVEMENTS In order to help prioritize projects based on limited funding sources, staff developed draft criteria for evaluating a project’s ability to meet a variety of park and recreation needs and provide additional benefits. The criteria utilized are as follows: • Financial Viability – All projects must demonstrate that funding is available for both capital and long-term operations and maintenance costs. The Town should not take on a project that it cannot afford to maintain including a phased in approach for the Community Center facility and Naranja Park. • Immediate Projects - Projects needed due to health, safety, legal and/or ADA issues, as well as to protect the Town’s current investment in facilities. • Benefit-Driven Projects - Projects that meet the park land and amenity needs of the community, complete a partially-developed project, capitalize on a viable partnership and/or serve as a potential catalyst for economic development. • Opportunity-Driven Projects - Projects that leverage resources and offer partnership opportunities, are located on a significant site and/or promote economic development opportunities. Tier Estimated Total Project Cost Sustainable Projects $16,515,000 Expanded Service Projects $9,950,000 Visionary Projects $37,150,000 TOTAL $63,615,000 SUMMARY BY TIER Parks and Recreation Master Plan 111 8.6.1 COMMUNITY CENTER – PHASE ONE The following represents the concept plan for a proposed Phase One for the renovation of the existing Community Center. FIRST LEVEL – MAIN ENTRY AND GOLF OPERATIONS Highlights include: • Single point of entry and improved ADA accessibility including installation of an elevator. • Improved men’s and women’s golf locker rooms. • Improved circulation. • Development of covered terrace and flexible exterior space. Town of Oro Valley Parks and Recreation 112 8.6.2 NARANJA PARK – PHASE ONE Highlights include: • New multi-purpose rectangular fields. • New splash pad. • New northern entrance. • New parking lot. • New restrooms and other support facilities. Parks and Recreation Master Plan 113 The following table provides a complete list of the prioritized capital improvements recommended for completion within the next 10 years. Project Estimated Capital Project Cost Community Center Site and El Conquistador Lifecycle Replacement (Parking. Golf Course Irrigation, Tennis and Pickleball Courts Replaced, Other)$7,700,000 Honey Bee Canyon Lifecycle Replacement $200,000 James D. Kreigh Lifecycle Replacement $1,500,000 Oro Valley Aquatic Center Lifecycle Replacement $1,500,000 Riverfront Park Lifecycle Replacement $2,500,000 Steam Pump Ranch Lifecycle Replacement $3,000,000 Tho'ag Park Lifecycle Replacement $15,000 West Lambert Lane Park Lifecycle Replacement $100,000 SUBTOTAL LIFECYCLE REPLACEMENT PROJECTS $16,515,000 Project Estimated Capital Project Cost Tangerine Road to Rancho Vistoso Community Shared Use Path Extension (2.1 Miles)$750,000 Pedestrian Bridge across CDO Wash (500 linear feet)$1,000,000 CDO Wash to James D. Kriegh Park Shared Use Path (1.5 miles)$1,000,000 Naranja Drive Shared Use Path (2 miles)$1,000,000 La Cañada Shared Use Path (1 Mile)$500,000 Rancho Vistoso Shared Use Path (6 miles)$1,800,000 $6,050,000 Project Estimated Capital Project Cost Naranja Park - Phase 1 $10,000,000 Community Center - Phase 1 $5,000,000 Amphi School District Partnership $1,500,000 SUBTOTAL VISIONARY PARK PROJECTS $16,500,000 GRAND TOTAL RECOMMENDED PRIORITY PROJECTS $39,065,000 RECOMMENDED PRIORITY PROJECTS SUSTAINABLE (LIFCYCLE REPLACEMENT) PROJECTS VISIONARY PARK AND FACILITY PROJECTS PRIORITIZED SHARED USE PATH PROJECTS SUBTOTAL SHARED USE PATH PROJECTS Town of Oro Valley Parks and Recreation 114 CHAPTER NINE - CAPITAL IMPROVEMENT PLAN FUNDING In order to continue to build and maintain the parks and recreation system, funding should be pursued for operations and capital improvement projects, such as those presented in this plan. New, sustainable funding sources are essential to implementing a capital improvement plan. There is substantial potential for increasing revenues for the parks and recreation system while still providing affordable recreation opportunities. The following are high level funding options that should be vetted as the Department updates its Needs Assessment and develops a one to ten-year capital improvement program in 2021. PRIMARY FUNDING SOURCES 9.1.1 SALES TAX One potential funding source for the parks, recreation, open space and trails system is an additional percentage sales tax that is committed to maintaining park sites, infrastructure, recreational fields, and trails. The advantage of a sales tax is that it collects revenues from both residents and non-residents who shop, eat, recreate and conduct business in the Town of Oro Valley. 9.1.2 GRANTS The grant market continues to grow annually. Grant writers and researchers are essential if the Department is to pursue grants. Matching dollars are required for most federal grants and many state grants. 9.1.3 CAPITAL IMPROVEMENT FEES Many park and recreation systems add a capital-improvement fee onto an existing user fee when they develop or enhance major recreation facilities. This is usually applied to golf courses, aquatic facilities, recreation centers, ice rinks, amphitheaters, and special-use facilities like sports complexes. The dollars gained either offset the cost of the capital improvement or the revenue bond that was used to develop or enhance the special-use facility. Once the capital improvement is paid off, the fee typically expires and is discontinued. 9.1.4 PARK DEVELOPMENT FEES (IMPACT FEES) Many municipalities seek developer contributions for parklands and for the development of trails that run through the property being developed. The developer perceives the enhanced value such improvements mean for her or his development. Park or trail dedication as a requirement of subdivision development is a reliable means for maintaining equity of access to parks and trails. 9.1.5 PARK, OPEN SPACE, AND TRAIL BOND ISSUES Agencies typically seek park bonds to meet park related needs. The key is to use debt financing through bonds to address needs that are both unmet and clearly a community priority. It is best to propose a capital-bond project that serves a variety of users and needs. Even in the worst economic downturn, most bond issues have been passing because communities are the direct recipient of the money, and the funding directly benefits residents. Parks and Recreation Master Plan 115 9.1.6 PARTNERSHIPS Partnerships are joint-development funding sources or operational funding sources formed between separate agencies, such as two government entities, a non-profit and a public agency, or a private business and a public agency. Partners jointly develop revenue-producing park and recreation facilities and share risk, operational costs, responsibilities, and asset management based on the strengths of each partner. OTHER FUNDING SOURCE OPTIONS 9.2.1 FRIENDS’ ASSOCIATION Friends’ associations are typically formed to raise money for a single purpose, such as a specific park facility or program that will better the community. 9.2.2 CORPORATE AND PERSONAL LEAD GIVING Corporate and personal giving involves the Department seeking corporate funds or personal gifts via a foundation partner or through personal contacts that are used to catalyze wider giving in support of a specific project or operation. The lead donations set the precedent for additional giving over a period of one year up to five years. 9.2.3 DONATIONS Private donations are a popular form of fundraising by public agencies, particularly for facilities and services that are highly visible and valued by the public. Donations can be channeled through a foundation or friends group aligned with the parks and recreation system’s priorities. Donations can be made through one or more of the following methods: • Donations of cash to a specific park or trail segment by community members and businesses • Donations of services by large corporations to reduce the cost of park or trail implementation, including equipment and labor to construct and install elements of a specific park or trail • Reductions in the cost of materials purchased from local businesses that support parks and trails implementation, and can supply essential products for facilities 9.2.4 USER FEES User fees are fees paid by a user of recreational facilities or programs to offset the costs of services in operating a park or a recreation facility, or in delivering programs. A perception of “value” needs to be instilled in the community for the benefits the agency is providing to the user for exclusive use. Future fees could be charged by the agency based on cost-recovery goals for the parks and core recreation services, based on the level of exclusivity the user receives compared to the general taxpayer. 9.2.5 RECREATION SERVICE FEES This is a dedicated user fee for the purpose of constructing and maintaining recreation facilities. The fee can apply to all activities that require a reservation. Examples of such activities include adult basketball, volleyball, tennis, and softball leagues, youth baseball, soccer, football and Town of Oro Valley Parks and Recreation 116 softball leagues, and special-interest classes. The fee allows participants an opportunity to contribute toward the upkeep of the facilities being used. 9.2.6 PARK REVOLVING FUND This is a dedicated fund replenished on an ongoing basis from various funding sources such as grants, sponsorships, advertising, program-user fees, and rental fees within one or more parks. The agency could establish a revolving fund to support maintenance at multiple parks. 9.2.7 ADVERTISING SALES Advertising can occur with trash cans, playgrounds, dog parks, trails, flower pots, and as part of special events to pay for operational costs. 9.2.8 MAINTENANCE ENDOWMENT FUND This is a fund dedicated exclusively for a park’s maintenance and is funded by a percentage of user fees from programs, events, and rentals. The fee is paid by users and is added to a dedicated fund for facility and equipment replacement, such as fitness equipment, water slides, lights, artificial turf, and park-maintenance equipment. 9.2.9 LEASE BACKS This is another source of capital funding wherein banks or private placement-fund companies develop a park or recreation attraction or complex by purchasing the land, developing a recreational attraction, and then leasing it back to the agency to pay off the land or capital costs over a 30- to 40-year period. Agencies may find this source attractive because typically they can increase operational budgets more easily than finding capital dollars to pay off the lease over a set period of time. 9.2.10 FRANCHISE FEE FOR UTILITY RIGHT-OF-WAYS Many agencies have sold the development rights below the ground to utility companies for fiber optic lines, water, sewer, electricity lines, and cable conduits on a linear foot basis. 9.2.11 CATERING PERMITS AND SERVICES This allows caterers to work in the park-and-recreation system on a permit basis with a set fee or a percentage of food sales returning to the Department. Many Departments have their own catering-service contracts and receive a percentage (10-15%) from the sale of food and drinks. This may be most suitable for large or special events occurring on publicly-owned properties. Another form of fee income is the temporary business license. 9.2.12 PRIVATE CONCESSIONAIRES OPERATING WITHIN A LAND LEASE Contracts with private businesses to provide and operate desirable recreational activities provide compensation to the agency through a land lease. Contractors may include coffee shops, grill and food concessions, small restaurants, ice cream shops, bicycle shops, farmers markets, and small businesses. Land leases are usually based on 15% of the value of the land plus a percentage of gross revenues from the contractor on an annual basis. Parks and Recreation Master Plan 117 PRIORITIZED CAPITAL IMPROVEMENT PROJECTS – FUNDING STRATEGY To determine the financial viability of the prioritized capital improvement plan identified in Chapter , the consulting team and Town staff developed a funding strategy framework for each project as identified in the table below: Project Estimated Capital Project Cost Town of Oro Valley Funding Other Funding Sources Notes Community Center Site and El Conquistador Lifecycle Replacement (Parking. Golf Course Irrigation, Tennis and Pickleball Courts Replaced, Other)$7,700,000 $5,775,000 $1,925,000 75% TOV; 25% Grants Honey Bee Canyon Lifecycle Replacement $200,000 $200,000 100% TOV James D. Kreigh Lifecycle Replacement $1,500,000 $1,125,000 $375,000 75% TOV; 25% Grants Oro Valley Aquatic Center Lifecycle Replacement $1,500,000 $1,500,000 100% TOV Riverfront Park Lifecycle Replacement $2,500,000 $1,875,000 $625,000 75% TOV; 25% Grants Steam Pump Ranch Lifecycle Replacement $3,000,000 $1,500,000 $1,500,000 50% TOV; 50% (Grants, Partnerships, Donations; Pima County) Tho'ag Park Lifecycle Replacement $15,000 $15,000 100% TOV West Lambert Lane Park Lifecycle Replacement $100,000 $50,000 $50,000 50% TOV; 50% (Partnerships, Grants) SUBTOTAL LIFECYCLE REPLACEMENT PROJECTS $16,515,000 $12,040,000 $4,475,000 Project Estimated Capital Project Cost Town of Oro Valley Funding Other Funding Sources Notes CDO Wash to James D. Kriegh Park Shared Use Path (1.5 miles)$1,000,000 $500,000 $500,000 50% TOV; 50% Grants La Cañada Shared Use Path (1 Mile)$500,000 $500,000 100% TOV Naranja Drive Shared Use Path (2 miles)$1,000,000 $1,000,000 100% (PAG/RTA) Pedestrian Bridge across CDO Wash (500 linear feet)$1,000,000 $500,000 $500,000 50% TOV; 50% Grants Rancho Vistoso Shared Use Path (6 miles)$1,800,000 $900,000 $900,000 50% TOV; 50% Grants Tangerine Road to Rancho Vistoso Community Shared Use Path Extension (2.1 Miles)$750,000 $750,000 100% Pima Co Flood Control District SUBTOTAL SHARED USE PATH PROJECTS $6,050,000 $2,400,000 $3,650,000 Project Estimated Capital Project Cost Town of Oro Valley Funding Other Funding Sources Notes Naranja Park - Phase 1 $10,000,000 9,000,000$ 1,000,000$ 90% TOV; 10% Other Community Center - Phase 1 $5,000,000 4,500,000$ 500,000$ 90% TOV; 10% Other Amphi School District Partnership $1,500,000 $500,000 $1,000,000 33% TOV; 67% (Amphi, Pima Co) SUBTOTAL VISIONARY PARK PROJECTS $16,500,000 $14,000,000 $2,500,000 GRAND TOTAL RECOMMENDED PRIORITY PROJECTS $39,065,000 $28,440,000 $10,625,000 FUNDING FUNDING FUNDING RECOMMENDED PRIORITY PROJECTS SUSTAINABLE (LIFCYCLE REPLACEMENT) PROJECTS VISIONARY SHARED USE PATH PROJECTS VISIONARY PARK AND FACILITY PROJECTS Town of Oro Valley Parks and Recreation 118 OPERATIONAL IMPACT OF PRIORITIZED CAPITAL IMPROVEMENT PROJECTS It is critically important to view the financial sustainability of the Parks and Recreation system through the concept of “Total Cost of Ownership” as shown in the graphic below. As shown above, understanding the annual, ongoing expenditures associated with the operations and maintenance of each capital improvement project is an important component of the total cost of ownership concept and is necessary to ensure the financial viability of the parks system. The following table summarizes the operational impact of each prioritized capital improvement proposed in Chapter 8. In summary, there will be an NET increase of approximately $365,000 (in 2021 dollars) to the Parks and Recreation Department’s annual operating budget if each of the prioritized project is implemented. Project Estimated Annual Operations and Maintenance Costs Increase in Annual Operations and Maintenance Costs Estimated Annual Revenue Generated Estimated Annual General Fund Subsidy Required Estimated ANNUAL INCREASE in NET in General Fund Subsidy Required Naranja Park - Phase 1 $250,000 $85,000 $91,000 $159,000 $45,000 Community Center Building Phase 1 $1,200,000 $220,000 $1,025,000 $175,000 $175,000 Community Center Site $50,000 $0 $0 $0 $0 Tangerine Road to Rancho Vistoso Community Shared Use Path Extension (funded through Pima County) (2.1 Miles)$11,550 $11,550 $0 $11,550 $11,550 Pedestrian Bridge across CDO Wash (500 linear feet)$1,000 $1,000 $0 $1,000 $1,000 CDO Wash to James D. Kriegh Park Shared Use Path (1.5 miles)$8,250 $8,250 $0 $8,250 $8,250 Naranja Drive Shared Use Path (in conjunction with roadway project) (2 miles)$11,000 $11,000 $0 $11,000 $11,000 Rancho Vistoso Shared Use Path (6 miles)$33,000 $33,000 $0 $33,000 $33,000 La Cañada Shared Use Path (1 Mile)$5,500 $5,500 $0 $5,500 $5,500 Community Center Site and El Conquistador Lifecycle Replacement (Parking. Golf Course Irrigation, Tennis and Pickleball Courts Replaced, Other)($15,000) ($15,000)$0 ($15,000)($15,000) Honey Bee Canyon Lifecycle Replacement $0 $0 $0 $0 $0 James D. Kreigh Lifecycle Replacement ($15,000) ($15,000)$0 ($15,000)($15,000) Oro Valley Aquatic Center Lifecycle Replacement $0 $0 $0 $0 $0 Riverfront Park Lifecycle Replacement ($5,000)($5,000)$0 ($5,000)($5,000) Steam Pump Ranch Lifecycle Replacement ($15,000) ($15,000)$0 ($15,000)($15,000) Tho'ag Park Lifecycle Replacement $0 $0 $0 $0 $0 West Lambert Lane Park Lifecycle Replacement $0 $0 $0 $0 $0 Amphi School District Partnerships $125,000 $125,000 $0 $125,000 $125,000 TOTAL OPERATIONAL IMPACT - PRIORITIZED PROJECTS $1,645,300 $450,300 $1,116,000 $479,300 $365,300 RECOMMENDED PRIORITY PROJECTS FUTURE OPERATIONAL IMPACT Parks and Recreation Master Plan 119 CHAPTER TEN - STRATEGIC IMPLEMENTATION The consultant synthesized its findings to develop a framework of strategic recommendations for the Town of Oro Valley Parks and Recreation Department. It is recommended that the strategies align with seven major categories of best practices: 1. Maintaining the Parks and Recreation System. 2. Connectivity. 3. Park Land Improvements. 4. Economic Development through Parks. 5. Programming. 6. Operations and Staffing. 7. Financing the Park System. The implementation matrix should be evaluated and refined as development, economic and political circumstances shift and be used to validate the Town’s vision and mission. 1. Maintaining the Parks and Recreation System Maintain the proportion of park acres per population through a variety of park type amenities, and open space options. Strategy Collaborate with local partners, primarily the development community and Amphitheater Public Schools to develop parks, recreation facilities, and spaces to achieve the levels of service targeted in this plan and that are aligned with other planning efforts. Strategy Develop a network of parks, trails and open spaces that protect the natural areas in public spaces in Oro Valley and connect to population centers that will support the needs of all residents through well designed parks and recreation amenities. Strategy Utilize the design principles in this plan for each type of park (community, regional, special use, etc.) to guide landscape architects when re‐designing parks and operational staff to follow for maintaining the park or amenity after it is developed. Strategy Determine if any current or future parks (other than Naranja Park and the Community Center) are to be defined as destination location parks that frame the highest quality of land management maintenance and park related services. Strategy Continually update the lifecycle asset management plan for the Department while incorporating the necessary improvements identified within this plan to ensure a safe, viable and sustainable system. Town of Oro Valley Parks and Recreation 120 2. Connectivity Establish connectivity between parks and greenways that is accessible by pedestrians, bikes and parks and open space in Oro Valley. Strategy Work with other Town departments to implement the prioritized “connectivity” projects to create a more walkable and bikeable community while improving access to desirable destinations. Strategy Prioritize existing Town‐owned land and future land acquisition decisions to focus investments in the shared use path system that achieves active transportation strategies and the development of a contiguous network. Strategy Coordinate with the plans in surrounding jurisdictions to ensure a connected system of shared use paths within Pima County. Strategy Continually update the lifecycle asset management plan for the ongoing maintenance of the trail system. Strategy Continually encourage and seek funding for the development of shared use paths and amenities and a comprehensive shared use path and soft surface trails master plan. 3. Park Land Improvements Provide a park and recreation system offering the community a variety of parks and services that integrate environmental design, safety, community needs and emerging trends. Strategy Utilizing this master plan as a guide, implement improvements that are mindful of environmental stewardship to aid in the protection of park resources and ensure that they will be protected for future generations. Strategy Make all parks and services welcome and accessible to all level of users, i.e., adults, children, seniors, and all‐abilities through clean restrooms when feasible, seating or benches, running water fountains or water stations, and park features usable for all abilities in parks (ADA). Strategy Consider the incorporation of technology into the design of parks and programming through partnerships to produce a state‐of‐the‐art park system (systems such as cameras, irrigation, Wi‐Fi, pedestrian counters, automated restrooms, solar, Sybertech trash receptables, etc.). Parks and Recreation Master Plan 121 4. Economic Development through Parks Invest in infrastructure and services at the Community Center, Steam Pump Ranch and Naranja Park. Strategy Develop athletic fields that can support sports tourism through mid‐scale soccer, lacrosse, rugby and football tournaments as part of the development of Naranja Park. Strategy Continue to grow local participation in tennis and pickleball through the re‐development of the outdoor courts at the Community Center site while encouraging those courts to be utilized for regional tournaments. Strategy Consider the development of Naranja Park in a way that supports the expansion of special events and festivals that appeal to people living within a 2 hour drive time of Oro Valley. 6. Operations and Staffing Empower and train current department employees while growing staff to meet the emerging needs of the community. Strategy Ensure job descriptions are reviewed and updated and salary assessments are completed to meet pay levels that keep salaries competitive. Strategy Seek to achieve Gold Medal Certification within the next 5 years and CAPRA accreditation within the next 10 years. Strategy Create a succession plan for the Department. 5. Recreation Programming Continually seek to increase community participation in programs and services. Strategy Refine core program services that align with community need. Strategy Track lifecycles of programs and drop programs in their down cycle by adding new programs to take their place. Strategy Create additional target marketing strategies to inform residents of the services being provided. Strategy Develop a yearly program plan specifically for the core program areas. Strategy Update the special event policy to ensure equitable utilization of Town resources when supporting external events. Strategy Create equitable partnerships across the system with sports and not‐for‐profit groups. Strategy Engage volunteers in the delivery of programs and services to build advocacy and support for the park and recreation system. Town of Oro Valley Parks and Recreation 122 Strategy Continually encourage and seek funding to meet the emerging functions of the Department, including, but not limited to, trail maintenance, work order management, open space management, etc. 7. Financing the Parks System Pursue adequate funding to support existing parks, expanding parks, and other park types. Strategy Ensure a fiscally sustainable parks system by leveraging financially‐driven decisions. Strategy Ensure the Development Impact Fee for Parks and funding from other funding sources, including grants, are pursued to maintain the current level of service for parks and recreation within the community. Strategy Create a partnership policy that creates the framework for equitable and mutually beneficial partnerships with the private sector, non‐profits and other governmental agencies. Strategy Seek additional funding opportunities to support capital and operational needs as identified in the Plan. Strategy Establish a performance measure for the Recreation Division to recover 150% of direct costs from user fees, permits, reservations, earned income and effective partnerships. Parks and Recreation Master Plan 123 CHAPTER ELEVEN - CONCLUSION The Town of Oro Valley’s Parks and Recreation Master Plan was developed to provide the organization a roadmap for the future using knowledge gained from community input, park and program inventory review, comparison to national standards and trends and an assessment of the current economic and political climate. The planning process incorporated a comprehensive series of discovery and analysis strategies to understand the workings of the organization and included a strong community engagement process. Several strategic recommendations resulted from this effort and were aligned into the seven major categories of implementation actions found in Chapter 10. Overall, the park system is highly valued by community residents and leaders. It serves multiple purposes including recreational, environmental, educational, social, economic development and higher quality of life. Adequate funding for upkeep of existing parks is a priority for residents as well as developing, renovating and expanding parks and facilities. Improved communication between the community and the Department is another opportunity for enhancing programs, services and project activities. In short, investment in the Town’s park and recreation system should be a priority. Programmatically, the Oro Valley Parks and Recreation Department is meeting some of the major needs of the community, but a regular review of offerings will ensure successful outcomes. Operationally, the department is meeting expectations. The continued development of processes that will allow for improved maintenance decision-making and utilization of contractual services is recommended as staffing and funding levels are below needs. The Town of Oro Valley is a steadily growing community and based on population projections will continue to grow over the next 15 years. While growth can be positive it can also stress the existing park system if strategies and policies are not in place to meet the new growth. As of today, the Town does not lack sufficient park land to meet the needs of residents, however, there are some geographical inequities particularly for community parks. As a result, other amenities provided through this park type are in shortage such as playgrounds, ramadas and athletic fields. While most of these inequities will require long-term solutions, some areas of improvement in the short-term can be accomplished with enhanced partnerships such as joint-use opportunities with Amphi School District as well as close coordination with the development community. To ensure that the Town has a plan for capital projects, a three-tier approach was developed that organizes projects into the following categories: Sustainable projects, Expanded Services projects and Visionary projects. Each of these approaches provides a way to categorize and prioritize projects which ultimately furnished a comprehensive capital improvement plan totaling $63M with approximately $39M of that being identified as priority projects. The Parks and Recreation Master Plan includes a system-wide approach for accomplishing short and long- term goals, initiatives, tactics and measurements to ensure that as the Town grows in population, the Department does so as well – effectively, efficiently and sustainably – while providing world-class services, programs, parks, and facilities to the community for many years to come. Town of Oro Valley Parks and Recreation 124 APPENDIX A - ECONOMIC IMPACT OF PARKS AND RECREATION The following summarizes the research findings from 2015 when the National Recreation and Parks Association (NRPA) joined forces with the Center for Regional Analysis at George Mason University to estimate the impact of spending by local park and recreation agencies on the U.S. economy. The research adds to the growing body of evidence that the benefits of parks extend well beyond their role as a public amenity and an enhancement to quality of life in their communities. The analyses covered three areas: a national-level study, state-level assessments, and economic impacts of selected case study parks. Key characteristics of the research include the following: • The study is focused exclusively on the direct, indirect (business transactions of park agency vendors) and induced (employees spending their earnings) effects local and regional park agencies’ spending have on economic activity. The research does not measure the effects of visitor spending or the benefits local and regional park agencies generate for the environment, health and wellness, and property values. • Data for this analysis comes from the U.S. Census Bureau survey of local government employment and spending data from 1,169 local and regional park agencies accessed from NRPA’s PRORAGIS database and/or park system budget data posted online. Data for the case study park analyses were supplied by the relevant park agencies. • The analyses provide estimates of economic activity (output or the value of transactions), value added (equivalent to gross domestic product), labor income (salaries, wages and benefits) and employment (headcount jobs). America’s local and regional public park agencies generated over $154 BILLION IN ECONOMIC AC TIVITY and supported almost 1.1 MILLION JOBS from their operations and capital spending alone in 2015 Parks and Recreation Master Plan 125 KEY FINDINGS FROM THE NATIONAL STUDY The U.S. Census Bureau reports that local park and recreation agencies had nearly 371,000 people on their payrolls in 2015. That translates into nearly $31 billion of operations spending by these agencies. That $31 billion ripples through the U.S. economy as park and recreation employees spend their paychecks, and park and recreation agency vendors hire workers and purchase products and services to serve their clients. As a result, $31 billion of local park and recreation agency operations spending expanded to nearly $91 billion in total economic activity during 2015. That activity boosted real gross domestic product (GDP) by $48.7 billion and supported more than 732,000 jobs that accounted for nearly $34 billion in salaries, wages and benefits across the nation. Further, local park and recreation agencies also invested an estimated $23.2 billion on capital programs in 2015. The capital spending led to an additional $63.6 billion in economic activity, a contribution of $32.3 billion to GDP, $21.3 billion in labor-related income and nearly 378,000 jobs. Combining the impact of operations and capital spending finds the nation’s local park and recreation agencies generated $154.4 billion in economic activity in 2015, nearly $81.1 billion in value added and more than 1.1 million jobs that boosted labor income by $55.1 billion. Operations and capital spending by local and regional public park agencies generated over $154 billion in economic activity and supported almost 1.1 million jobs in 2015. WHAT THE RESULTS MEAN These estimates of the economic impact generated from park and recreation agency spending come from an input-output model that estimates direct, indirect and induced effects of those expenditures. • Direct Effects are the spending by local park and recreation agencies, whether for operations or capital programs, and include spending for equipment, utilities, goods, services and personnel. • Indirect Effects capture the spending associated with local park and recreation agencies’ vendors. An example is an agency contracting with a local company to spray for mosquitoes. The pest control company will need to hire employees, purchase pesticides and contract with a bookkeeping service. The bookkeeping service rents office space, hires workers, and purchases office supplies, etc. • Induced Effects reflect the impact of consumer spending (from wages) by park and recreation agency employees and employees working for an agency’s vendors. The model estimates the total effects on output, labor income, value added and employment. Output is essentially a measure of the value of transactions. Labor income includes salaries, wages and benefits. Value added is the measure most equivalent to GDP and includes property income, dividends, corporate profits and other measures. Employment is the number of headcount jobs. The databases used to build the economic input-output model account for fulltime versus part-time employment in the relevant sectors of the economy. ADDITIONAL ECONOMIC BENEFITS Oro Valley’s Parks and Recreation Department generates additional economic benefits. While the figures presented in this report are significant, they represent only one aspect of the economic benefits of public parks, and consequently are conservative estimates of the full economic benefits of local parks and recreation. Town of Oro Valley Parks and Recreation 126 Beyond the impact of local park and recreation agency spending, other critical economic contributions from public parks include: • Economic Development: Parks and recreation improves the quality of life in communities and benefits the local economic development of a region. A recent survey notes that three-quarters of corporate executives’ rate quality-of-life features as important factors when choosing a location for a headquarters, factory or other company facility. • Visitor Spending: Many local park and recreation agency amenities spur tourism to their respective locales, generating significant economic activity, including (but not limited to) increased sales at local restaurants/bars and hotels. The August 2017 NRPA Park Pulse poll found that park and recreation amenities—such as beaches, parks, trails and secluded and relaxing places—are important to people when choosing a vacation destination. • Health and Wellness: Parks and recreation promotes improved physical and mental health. This not only helps people feel better but can also help lower medical and insurance costs for those people taking advantage of those facilities and activities. Three in five respondents to the November 2017 NRPA Park Pulse poll indicate they would take up walking or jogging in local parks, trails or around their neighborhoods if advised by their doctors to be more physically active. • Conservation and Resiliency: Park and recreation agencies’ protection of land, water, trees, open spaces and wildlife improves air and water quality in communities. Through effective land management methods and green infrastructure investments, parks and recreation services make communities more resilient to natural disasters, reducing disaster recovery and insurance costs, Eighty-seven percent of respondents to the 2017 NRPA Americans’ Engagement with Parks Survey agree that their local government and local park and recreation agency should make the needed investments to ensure their communities are more resilient to natural disasters. • Property Values: Economic research has demonstrated consistently that homes and properties located near parklands have higher values than those farther away. Higher home values not only benefit the owners of these properties but, in many communities across the United States, add to the tax base of local governments. Eighty-five percent of respondents to the 2017 NRPA Americans’ Engagement with Parks Survey seek high-quality park and recreation amenities when they are choosing a place to live. SUMMARY Park and recreation agencies advance our nation’s communities in many ways. Not only are parks leading the way in terms of conservation, health and wellness and social equity, they are also engines of significant economic activity. The powerful impact parks and recreation has on economic activity, when combined with the ability to deliver healthier and happier communities, highlights the fact that these offerings are not merely a “nice-to-have,” luxury government service. Rather, parks and recreation facilities, programs and services are a critical aspect of what makes a Town, City or County a vibrant and prosperous community. Parks and Recreation Master Plan 127 APPENDIX B - COMMUNITY PROFILE DEMOGRAPHIC ANALYSIS The Demographic Analysis provides an understanding of the population of the Town of Oro Valley, Arizona. This analysis reflects the total population, and its key characteristics such as age segments, income levels, race, and ethnicity. Future projections are all based on historical patterns. Unforeseen circumstances during or after the time of the projections could have a significant bearing on the validity of the final projections. METHODOLOGY Demographic data used for the analysis was obtained from U.S. Census Bureau and from ESRI, the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in November 2019 and reflects actual numbers as reported in the 2010 Censuses, and estimates for 2019 and 2024 as obtained by ESRI. Straight line linear regression was utilized for projected 2029 and 2034 demographics. This information will help support the development of the Town’s Parks and Recreation Master Plan. Town of Oro Valley Parks and Recreation 128 RACE AND ETHNICITY DEFINITIONS The Census 2010 data on race are not directly comparable with data from the 2000 Census and earlier censuses; caution must be used when interpreting changes in the racial composition of the US population over time. The latest (Census 2010) definitions and nomenclature are used within this analysis as follows: • American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment • Asian – This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam • Black – This includes a person having origins in any of the black racial groups of Africa • Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands • White – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa • Some Other Race - Includes all other responses not included in the "White", "Black or African American", "American Indian and Alaska Native", "Asian" and "Native Hawaiian and Other Pacific Islander" race categories described above. • Two or more races - People may have chosen to provide two or more races either by checking two or more race responses • Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture or origin, regardless of race Parks and Recreation Master Plan 129 ORO VALLEY POPULACE POPULATION The Town’s population has experienced a growing trend in recent years and is estimated at 45,726 individuals in 2019. Projecting ahead, the total population is expected to continue to grow over the next 15 years. Based on predictions through 2034, the Town is expected to have 54,986 residents living within 24,051 households – this equates to a household size of 2.29. 41,037 45,726 48,169 51,722 54,986 17,816 19,927 21,000 22,593 24,051 0 5,000 10,000 15,000 20,000 25,000 30,000 0 10,000 20,000 30,000 40,000 50,000 60,000 2010 Census 2019 Estimate 2024 Projection 2029 Projection 2034 Projection POPULATION AND HOUSEHOLDS Population Households Town of Oro Valley Parks and Recreation 130 AGE SEGMENT Evaluating the population by age segments, the Town exhibits an unbalanced distribution among the major age segments. Currently, the largest grouping of age segments is the 55+ segment, making up 48.7% of the population. Looking forward, the overall age composition of the population within the Town is projected to age significantly. Over the next 15 years, the 55+ age segment, which currently is the largest age segment in Oro Valley, will increase by 9.4% while all other major age segments are projected to decrease. This is assumed to be a consequence of a vast amount of the Baby Boomer generation shifting into the senior age segment and the overall attraction of Oro Valley to retirees. Given the differences in how the active adults (55 and older) participate in recreation programs, the trend is moving toward having at least three different program age segments for older adults. When updating the park and recreation system, the Town should evaluate recreation experiences that would cater to active adults who are 55-64, 65–74, and 75+ age segments. 12.5%10.8%10.3%9.4%8.7% 6.8%5.5%5.0%4.3%3.8% 13.0%13.5%12.9%13.1%13.1% 25.9%21.5%20.5%18.1%16.3% 15.7% 16.9%15.8%16.3%16.3% 13.6%17.1%18.4%20.4%21.9% 12.5%14.7%17.0%18.5%19.9% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2010 Census 2019 Estimate 2024 Projection 2029 Projection 2034 Projection POPULATION BY AGE SEGMENT 0-12 13-17 18-34 35-54 55-64 65-74 75+ Parks and Recreation Master Plan 131 RACE AND ETHNICTY In analyzing race, the Town’s current population is not highly diverse. The 2018 estimates show that 87% of the Town’s population falls into the White Alone category, while the Asian category (4%) represents the largest minority. The predictions for 2034 expect that the Town’s population by race will diversity slightly with a decrease in the White Alone population by approximately 4% while the Asian and Some Other Race categories will increase by 2% each. Based on the 2019 estimate, those of Hispanic/Latino origin represented 14% of the Town’s total population. The Hispanic/Latino population is expected to experience a slight increase to 19% by 2034. 90%87%86%84%83% 3%4%5%5%6% 3%3%4%4%5% 2010 CENSUS 2019 ESTIMATE 2024 PROJECTION 2029 PROJECTION 2034 PROJECTION POPULATION BY RACE White Alone Black Alone American Indian Asian Pacific Islander Some Other Race Two or More Races 14%19% 86%81% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2019 Estimate 2034 Projection HISPANIC POPULATION Hispanic / Latino Origin (any race)All Others Town of Oro Valley Parks and Recreation 132 HOUSEHOLDS AND INCOME The Town’s per capita and median household income levels are well above that of state and national averages. $49,475 $28,634 $31,950 $85,173 $54,974 $58,100 Oro Valley Arizona U.S.A. COMPARATIVE INCOME CHARACTERISTICS Per Capita Income Median Household Income Parks and Recreation Master Plan 133 TAPESTRY SEGMENTATION Tapestry segmentation provides an accurate, detailed description of Oro Valley’s residents in which distinctive lifestyle segments are identified based on their socioeconomic and demographic composition. Many jurisdictions have 10+ tapestry segments that make up the majority (50%+) of its population. Oro Valley has five segments that comprise 78.4% of its population. The five tapestry segments that make- up a majority of the Town’s population are illustrated in the chart below as well as how they compare to the United States. Simply, the make-up of the Oro Valley is very unique. The tapestry segmentation data is useful information that can assist the department in better understanding the community that they serve. The following provides a brief description of the five largest tapestry segments in Oro Valley. EXURBANITES Exurbanites are now approaching retirement but showing few signs of slowing down. They are active in their communities, generous in their donations, and seasoned travelers. They take advantage of their proximity to large metropolitan centers to support the arts, but prefer a more expansive home style in less crowded neighborhoods. They have cultivated a lifestyle that is both affluent and urbane. MEDIAN AGE: 51 MEDIAN HOUSEHOLD INCOME: $103,400 MARKET PROFILE: • Prefer vehicles are late model luxury cars or SUVs. • They are active supporters of the arts and public television/radio. • Attentive to ingredients, they prefer natural or organic products. • Gardening and home improvement are priorities. Tapestry Segment Descriptor Household Size Median Age Median Household Income Percent of Town Households (2018) Percent of US Households (2018) Exurbanites Active in their communities, generous in their donations, and seasoned travelers. Expansive home style in less crowded neighborhoods. Lifestyle is both affluent and urbane. 2.5 51.0 $103,400 32.9%1.9% Golden Years Independent, active seniors nearing the end of their careers or already in retirement. Actively pursuing travel, sports, dining out, museums, and concerts. Focused on physical fitness, and enjoying their lives. 2.06 52.3 $71,700 15.7%1.3% The Elders Favor communities designed for senior or assisted living. Housing varies from mobile homes to single- family residences to high-rise apartments. These seniors are informed, independent, and involved. 1.68 72.3 $42,800 11.2%0.7% Silver & Gold Most affluent senior market and growing. Affluence provides the opportunity to retire to sunnier climates that feature exclusive communities. Possess free time, stamina, and resources to enjoy the good life. 2.03 63.2 $72,100 9.9%0.8% Savvy Suburbanites Well educated, well read, and well capitalized. Suburban lifestyle includes home remodeling and gardening plus sports and exercise. Enjoy good food and wine, plus cultural events. 2.85 45.1 $108,700 8.7%3.0% Subtotal 78.4%7.7% Town of Oro Valley Parks and Recreation 134 • Financially active with wide-ranging investments. GOLDEN YEARS Independent, active seniors nearing the end of their careers or already in retirement best describes Golden Years residents. This market is primarily singles living alone or empty nesters. Those still active in the labor force are employed in professional occupations; however, these consumers are actively pursuing a variety of leisure interests—travel, sports, dining out, museums, and concerts. They are involved, focused on physical fitness, and enjoying their lives. This market is smaller, but growing, and financially secure. MEDIAN AGE: 52 MEDIAN HOUSEHOLD INCOME: $71,700 MARKET PROFILE: • Avid readers, they regularly read daily newspapers, particularly the Sunday edition. • Subscribe to cable TV; news and sports programs are popular. • Use professional services to maintain their homes inside and out and minimize their chores. • Leisure time is spent on sports (tennis, golf) or simple exercise like walking. • Good health is a priority; Healthy eating, coupled with vitamins and dietary supplements. • Active social lives include travel, especially abroad, plus going to concerts and museums. • Residents maintain actively managed financial portfolios THE ELDERS With a median age of 72.3 years, this is Tapestry Segmentation’s oldest market. The Elders residents favor communities designed for senior or assisted living, primarily in warmer climates with seasonal populations. Most of these householders are homeowners, although their housing varies from mobile homes to single-family residences to high-rise apartments. These seniors are informed, independent, and involved. MEDIAN AGE: 72 MEDIAN HOUSEHOLD INCOME: $42,800 MARKET PROFILE: • Vehicles are just a means of transportation, but their first choice is luxury sedans. • Banking is commonly done in person; shopping is by phone or in person. • Shopping includes apparel and exercise equipment. • Avid readers, with audio books and e-readers. Newspapers and magazines are staples for news and entertainment. Cable TV is also a must, primarily watching news or movie channels, but also golf, weather, and history channels. • Sociable seniors, partial to a variety of clubs and organizations and generous with their time and support. Parks and Recreation Master Plan 135 SILVER & GOLD This is the most affluent senior market and is still growing. The affluence of Silver and Gold has afforded the opportunity to retire to sunnier climates that feature exclusive communities and vacation homes. These consumers have the free time, stamina, and resources to enjoy the good life. MEDIAN AGE: 63 MEDIAN HOUSEHOLD INCOME: $72,100 MARKET PROFILE: • Partial to luxury cars or SUVs; highest demand market for convertibles. • Maintain a regular exercise regimen and pay attention to healthier eating habits. • Pursue the luxuries that well-funded retirement affords: an active social life, travel, hobbies, and sports (especially golf) and liberal use of home maintenance services to minimize chores. • Avid readers of newspapers, magazines, and books. • Generous supporters of charitable organizations. FRESH AMBITIONS Residents are well educated, well read, and well capitalized. Families include empty nesters and empty nester wannabes, who still have adult children at home. Located in older neighborhoods outside the urban core, their suburban lifestyle includes home remodeling and gardening plus the active pursuit of sports and exercise. They enjoy good food and wine, plus the amenities of the Town’s cultural events. MEDIAN AGE: 45 MEDIAN HOUSEHOLD INCOME: $108,700 MARKET PROFILE: • Residents prefer late model, family-oriented vehicles: SUVs, minivans, and station wagons. • Gardening and home remodeling are priorities, usually Do It Yourself. • There is extensive use of housekeeping and personal care services. • Foodies: They like to cook and prefer natural or organic products. • These investors are financially active; not afraid of debt. • Physically fit, residents actively pursue a number of sports, from skiing to golf, and invest heavily in sports gear and exercise equipment. Town of Oro Valley Parks and Recreation 136 ORO VALLEY DEMOGRAPHIC IMPLICATIONS The following implications are derived from the analyses provided above. POPULATION • The population is increasing and is projected to experience 20% population growth over the next 15 years. • With a modestly growing population, park and recreation services will need to strategically invest, develop, and maintain parks and facilities in relation to current and future housing development areas. AGE SEGMENTATION • Oro Valley currently has a very broad and slightly unbalanced age segmentation with the largest group being 55+ with the second largest group being 0-17. • Over the next 15 years, the 55+ age segment, which currently is the largest age segment in Oro Valley, will increase by 3.6% while those who are 0-17 are projected to decrease by 2.2%, making up 24.7% of the population by 2033. • This is assumed to be a consequence of a vast amount of the Baby Boomer generation shifting into the senior age segment. • This is significant as providing access to services and programs will need to be focused on multitude of age segments simultaneously as age segmentation is a strong determinant of recreational preferences. • Equal distribution across all age segments will require the Town to continue to provide programs, services, parks and facilities that appeal to all residents of the community. RACE AND ETHNICITY • A homogenous population will likely focus the Town on providing traditional programming and service offerings while always seeking to identify emerging activities and sports. HOUSEHOLDS AND INCOME • With median and per capita household income averages well above state and national averages, it is important for the Town to prioritize providing offerings that are first class with exceptional customer service while seeking opportunities to create revenue generation. TAPESTRY SEGMENTATION • Highly unique tapestry segmentation that indicates that Oro Valley is comprised primarily of residents that are approaching or in retirement. Parks and Recreation Master Plan 137 APPEND IX C - RECREATION TRENDS ANALYSIS The Trends Analysis provides an understanding of national, regional, and local recreational trends as well as recreational interest by age segments. Trend data used for this analysis was obtained from Sports & Fitness Industry Association’s (SFIA), National Recreation and Park Association (NRPA), and Environmental Systems Research Institute, Inc. (ESRI). All trend data is based on current and/or historical participation rates, statistically valid survey results, or NRPA Park Metrics. METHODOLOGY The Sports & Fitness Industry Association’s (SFIA) Sports, Fitness & Recreational Activities Topline Participation Report 2020 was utilized in evaluating the following trends: • National Recreation Participatory Trends. • Core vs. Casual Participation Trends. • Non-Participant Interest by Age Segment. The study is based on findings from surveys carried out in 2019 by the Physical Activity Council (PAC), resulting in a total of 18,000 online interviews. Surveys were administered to all genders, ages, income levels, regions, and ethnicities to allow for statistical accuracy of the national population. A sample size of 18,000 completed interviews is considered by SFIA to result in a high degree of statistical accuracy. A sport with a participation rate of five percent has a confidence interval of plus or minus 0.32 percentage points at a 95 percent confidence level. Using a weighting technique, survey results are applied to the total U.S. population figure of 302,756,603 people (ages six and older). The purpose of the report is to establish levels of activity and identify key participatory trends in recreation across the U.S. This study looked at 122 different sports/activities and subdivided them into various categories including: sports, fitness, outdoor activities, aquatics, etc. CORE VS. CASUAL PARTICIPATION In addition to overall participation rates, SFIA further categorizes active participants as either core or casual participants based on frequency of participation. Core participants have higher participatory frequency than casual participants. The thresholds that define casual versus core participation may vary based on the nature of each individual activity. For instance, core participants engage in most fitness activities more than 50-times per year, while for sports, the threshold for core participation is typically 13-times per year. In a given activity, core participants are more committed and tend to be less likely to switch to other activities or become inactive (engage in no physical activity) than casual participants. This may also explain why activities with more core participants tend to experience less pattern shifts in participation rates than those with larger groups of casual participants. Town of Oro Valley Parks and Recreation 138 NATIONAL SPORT AND FITNESS PARTICIPATORY TRENDS NATIONAL TRENDS IN GENERAL SPORTS PARTICIPATION LEVELS The sports most heavily participated in the United States were Basketball (24.9 million) and Golf (24.3 million), which have participation figures well in excess of the other activities within the general sports category. Followed by Tennis (17.7 million), Baseball (15.8 million), and Outdoor Soccer (11.9 million). The popularity of Basketball, Golf, and Tennis can be attributed to the ability to compete with relatively small number of participants. Basketball’s success can also be attributed to the limited amount of equipment needed to participate and the limited space requirements necessary, which make basketball the only traditional sport that can be played at the majority of American dwellings as a drive-way pickup game. Even though Golf has experienced a recent decrease in participation in the last 5-years, it still continues to benefit from its wide age segment appeal and is considered a life-long sport. In Addition, target type game venues or Golf Entertainment Venues have increased drastically (84.7%) as a 5-year trend. Using Golf Entertainment as a new alternative may breathe life back into the game of golf. FIVE-YEAR TREND Since 2014, Golf- Entertainment Venues (84.7%), Pickleball (40.5%), and Flag Football (23.1%) have emerged as the overall fastest growing sports. During the last five-years, Baseball (20.2%) and Indoor Soccer (17.8%) have also experienced significant growth. Based on the trend from 2014-2019, the sports that are most rapidly declining include Ultimate Frisbee (-49.4%), Squash (-23.4%), Touch Football (- 21.5%), Badminton (-15.1%), and Tackle Football (-14.6%). ONE-YEAR TREND In general, the most recent year shares a similar pattern with the five-year trends; with Boxing for Competition (8.2%), Golf-Entertainment Venues (6.7%), and Pickleball (4.8%) experiencing the greatest increases in participation this past year. However, some sports that increased rapidly over the past five years have experienced recent decreases in participation, such as Rugby (-10.8%) and Gymnastics (-1.5%). Other sports including Ultimate Frisbee (-15.5%), Sand Volleyball (-7.8%), Roller Hockey (-6.8%), and Touch Football (-6.3) have also seen a significant decrease in participation over the last year. CORE VS. CASUAL TRENDS IN GENERAL SPORTS Highly participated in sports, such as Basketball, Baseball, and Slow Pitch Softball, have a larger core participant base (participate 13+ times per year) than casual participant base (participate 1-12 times per year). In the past year, Ice Hockey and Softball -Fast Pitch have increased core participation. While less mainstream sports, such as Boxing for Competition, Roller Hockey, Badminton, and Racquetball have larger casual participation base. These participants may be more inclined to switch to other sports or fitness activities. Basketball 24.9 Million Golf 24.3 Million Tennis 17.7 Million Baseball 15.8 Million Soccer 11.9 Million Parks and Recreation Master Plan 139 2014 2018 2019 5-Year Trend 1-Year Trend Basketball 23,067 24,225 24,917 8.0% 2.9% Golf (9 or 18‐Hole Course)24,700 24,240 24,271 ‐1.7% 0.1% Tennis 17,904 17,841 17,684 ‐1.2%‐0.9% Baseball 13,152 15,877 15,804 20.2%‐0.5% Soccer (Outdoor)12,592 11,405 11,913 ‐5.4% 4.5% Golf (Entertainment Venue)5,362 9,279 9,905 84.7% 6.7% Softball (Slow Pitch)7,077 7,386 7,071 ‐0.1%‐4.3% Football, (Flag)5,508 6,572 6,783 23.1% 3.2% Volleyball (Court)6,304 6,317 6,487 2.9% 2.7% Badminton 7,176 6,337 6,095 ‐15.1%‐3.8% Soccer (Indoor)4,530 5,233 5,336 17.8% 2.0% Football, (Touch)6,586 5,517 5,171 ‐21.5%‐6.3% Football, (Tackle)5,978 5,157 5,107 ‐14.6%‐1.0% Gymnastics 4,621 4,770 4,699 1.7%‐1.5% Volleyball (Sand/Beach)4,651 4,770 4,400 ‐5.4%‐7.8% Track and Field 4,105 4,143 4,139 0.8%‐0.1% Cheerleading 3,456 3,841 3,752 8.6%‐2.3% Pickleball 2,462 3,301 3,460 40.5% 4.8% Racquetball 3,594 3,480 3,453 ‐3.9%‐0.8% Ice Hockey 2,421 2,447 2,357 ‐2.6%‐3.7% Ultimate Frisbee 4,530 2,710 2,290 ‐49.4%‐15.5% Softball (Fast Pitch)2,424 2,303 2,242 ‐7.5%‐2.6% Lacrosse 2,011 2,098 2,115 5.2% 0.8% Wrestling 1,891 1,908 1,944 2.8% 1.9% Roller Hockey 1,736 1,734 1,616 ‐6.9%‐6.8% Boxing for Competition 1,278 1,310 1,417 10.9% 8.2% Rugby 1,276 1,560 1,392 9.1%‐10.8% Squash 1,596 1,285 1,222 ‐23.4%‐4.9% National Participatory Trends - General Sports Activity Participation Levels % Change Legend:Large Increase (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease (0% to ‐25%) Large Decrease (less than ‐25%) NOTE: Participation figures are in 000's for the US population ages 6 and over Town of Oro Valley Parks and Recreation 140 NATIONAL TRENDS IN GENERAL FITNESS PARTICIPATION LEVELS Overall, national participatory trends in fitness have experienced strong growth in recent years. Many of these activities have become popular due to an increased interest among Americans to improve their health and enhance quality of life by engaging in an active lifestyle. These activities also have very few barriers to entry, which provides a variety of options that are relatively inexpensive to participate in and can be performed by most individuals. The most popular general fitness activities amongst the U.S. population include: Fitness Walking (111.4 million), Treadmill (56.8 million), Free Weights (51.4 million), Running/Jogging (49.5 million), and Stationary Cycling (37.1 million). FIVE-YEAR TREND Over the last five years (2014-2019), the activities growing most rapidly are Trail Running (46.0%), Yoga (20.6%), Cross Training Style Workout (20.2%), and Stationary Group Cycling (17.5%). Over the same time frame, the activities that have undergone the biggest decline include: Traditional Triathlon (-9.2%), Running/Jogging (-8.7%), Free Weights (-8.3%), and Fitness Walking (-1.0%) ONE-YEAR TREND In the last year, activities with the largest gains in participation were Trail Running (9.9%), Dance, Step, & Choreographed Exercise (7.0%), and Yoga (6.0%). From 2018-2019, the activities that had the largest decline in participation were Traditional Triathlons (-7.7%), Non-Traditional Triathlon (-7.4%), Bodyweight Exercise (-2.8%), and Running/Jogging (-2.6%). CORE VS. CASUAL TRENDS IN GENERAL FITNESS The most participated in fitness activities all have a strong core users base (participating 50+ times per year). These fitness activities include: Fitness Walking, Treadmill, Free Weights, Running/Jogging, Stationary Cycling, Weight/Resistant Machines, and Elliptical Motion/Cross Training, all having 48% or greater core users. Fitness Walking 111.4 Million Treadmill 56.8 Million Dumbbell Free Weights 51.4 Million Running/ Jogging 49.5 Million Stationary Cycling 37.1 Million Parks and Recreation Master Plan 141 2014 2018 2019 5-Year Trend 1-Year Trend Fitness Walking 112,583 111,001 111,439 ‐1.0% 0.4% Treadmill 50,241 53,737 56,823 13.1% 5.7% Free Weights (Dumbbells/Hand Weights)56,124 51,291 51,450 ‐8.3% 0.3% Running/Jogging 54,188 50,770 49,459 ‐8.7%‐2.6% Stationary Cycling (Recumbent/Upright)35,693 36,668 37,085 3.9% 1.1% Weight/Resistant Machines 35,841 36,372 36,181 0.9%‐0.5% Elliptical Motion Trainer 31,826 33,238 33,056 3.9%‐0.5% Yoga 25,262 28,745 30,456 20.6% 6.0% Free Weights (Barbells) 25,623 27,834 28,379 10.8% 2.0% Dance, Step, & Choreographed Exercise 21,455 22,391 23,957 11.7% 7.0% Bodyweight Exercise 22,390 24,183 23,504 5.0%‐2.8% Aerobics (High Impact/Intensity Training HIIT) 19,746 21,611 22,044 11.6% 2.0% Stair Climbing Machine 13,216 15,025 15,359 16.2% 2.2% Cross‐Training Style Workout 11,265 13,338 13,542 20.2% 1.5% Trail Running 7,531 10,010 10,997 46.0% 9.9% Stationary Cycling (Group)8,449 9,434 9,930 17.5% 5.3% Pilates Training 8,504 9,084 9,243 8.7% 1.8% Cardio Kickboxing 6,747 6,838 7,026 4.1% 2.7% Boot Camp Style Cross‐Training 6,774 6,695 6,830 0.8% 2.0% Martial Arts 5,364 5,821 6,068 13.1% 4.2% Boxing for Fitness 5,113 5,166 5,198 1.7% 0.6% Tai Chi 3,446 3,761 3,793 10.1% 0.9% Barre 3,200 3,532 3,665 14.5% 3.8% Triathlon (Traditional/Road)2,203 2,168 2,001 ‐9.2%‐7.7% Triathlon (Non‐Traditional/Off Road)1,411 1,589 1,472 4.3%‐7.4% National Participatory Trends - General Fitness Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over Large Increase (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease (0% to ‐25%) Large Decrease (less than ‐25%)Legend: Town of Oro Valley Parks and Recreation 142 NATIONAL TRENDS IN OUTDOOR RECREATION PARTICIPATION LEVELS Results from the SFIA report demonstrate a contrast of growth and decline in participation regarding outdoor/adventure recreation activities. Much like the general fitness activities, these activities encourage an active lifestyle, can be performed individually or within a group, and are not as limited by time constraints. In 2019, the most popular activities, in terms of total participants, from the outdoor/adventure recreation category include: Day Hiking (49.7 million), Road Bicycling (39.4 million), Freshwater Fishing (39.2 million), and Camping within ¼ mile of Vehicle/Home (28.2 million), and Recreational Vehicle Camping (15.4 million). FIVE-YEAR TREND From 2014-2019, BMX Bicycling (55.2%), Day Hiking (37.2%), Fly Fishing (20.1%), Salt Water Fishing (11.6%), and Mountain Bicycling (7.2%) have undergone the largest increases in participation. The five- year trend also shows activities such as In-Line Roller Skating (-20.5%), Archery (-11.7%), and Adventure Racing (-9.5%) experiencing the largest decreases in participation. ONE-YEAR TREND The one-year trend shows activities growing most rapidly being BMX Bicycling (6.1%), Day Hiking (3.8%), and Birdwatching (3.8%). Over the last year, activities that underwent the largest decreases in participation include: Climbing (-5.5%), In-Line Roller Skating (-4.4%), and Camping with a Recreation Vehicle (-3.5%). CORE VS. CASUAL TRENDS IN OUTDOOR RECREATION A majority of outdoor activities have experienced participation growth in the last five- years. Although this a positive trend, it should be noted that all outdoor activities participation, besides adventure racing, consist primarily of casual users. This is likely why we see a lot of fluctuation in participation numbers, as the casual users likely found alternative activities to participate in. Hiking (Day) 49.7 Million Bicycling (Road) 39.4 Million Fishing (Freshwater) 39.2 Million Camping (<¼mi. of Car/Home) 28.2 Million Camping (Recreational Vehicle) 15.4 Million Parks and Recreation Master Plan 143 2014 2018 2019 5-Year Trend 1-Year Trend Hiking (Day) 36,222 47,860 49,697 37.2% 3.8% Bicycling (Road)39,725 39,041 39,388 ‐0.8% 0.9% Fishing (Freshwater)37,821 38,998 39,185 3.6% 0.5% Camping (< 1/4 Mile of Vehicle/Home)28,660 27,416 28,183 ‐1.7% 2.8% Camping (Recreational Vehicle)14,633 15,980 15,426 5.4%‐3.5% Fishing (Saltwater)11,817 12,830 13,193 11.6% 2.8% Birdwatching (>1/4 mile of Vehicle/Home)13,179 12,344 12,817 ‐2.7% 3.8% Backpacking Overnight 10,101 10,540 10,660 5.5% 1.1% Bicycling (Mountain)8,044 8,690 8,622 7.2%‐0.8% Archery 8,435 7,654 7,449 ‐11.7%‐2.7% Fishing (Fly)5,842 6,939 7,014 20.1% 1.1% Skateboarding 6,582 6,500 6,610 0.4% 1.7% Roller Skating, In‐Line 6,061 5,040 4,816 ‐20.5%‐4.4% Bicycling (BMX) 2,350 3,439 3,648 55.2% 6.1% Climbing (Traditional/Ice/Mountaineering)2,457 2,541 2,400 ‐2.3%‐5.5% Adventure Racing 2,368 2,215 2,143 ‐9.5%‐3.3% National Participatory Trends - Outdoor / Adventure Recreation Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:Large Increase (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease (0% to ‐25%) Large Decrease (less than ‐25%) Town of Oro Valley Parks and Recreation 144 NATIONAL TRENDS IN AQUATICS PARTICIPATION LEVELS Swimming is deemed as a lifetime activity, which is most likely why it continues to have such strong participation. In 2019, Fitness Swimming was the absolute leader in overall participation (28.2 million) amongst aquatic activities, largely due to its broad, multigenerational appeal. FIVE-YEAR TREND Assessing the five-year trend, all aquatic activities have experienced growth. Aquatic Exercise stands out having increased (22.7%) from 2014-2019, most likely due to the ongoing research that demonstrates the activity’s great therapeutic benefit, followed by Fitness Swimming (11.5%) and Competition Swimming (4.1%). ONE-YEAR TREND From 2018-2019, Competition Swimming (-7.3%) was the only aquatic activity that declined in participation. While both Aquatic Exercise (6.4%) and Fitness swimming (2.3%) experienced increases when assessing their one-year trend. CORE VS. CASUAL TRENDS IN AQUATICS All aquatic activities have undergone increases in participation over the last five years, primarily due to large increases in casual participation (1-49 times per year). From 2014 to 2019, casual participants for Aquatic Exercise (35.7%), Competition Swimming (22.7%), and Fitness Swimming (18.4%) have all grown significantly. However, all core participation (50+ times per year) for aquatic activities have decreased over the last five-years. Swimming (Fitness) 28.2 Million Aquatic Exercise 11.2 Million Swimming (Competition) 2.8 Million 2014 2018 2019 5-Year Trend 1-Year Trend Swimming (Fitness)25,304 27,575 28,219 11.5% 2.3% Aquatic Exercise 9,122 10,518 11,189 22.7% 6.4% Swimming (Competition)2,710 3,045 2,822 4.1%‐7.3% National Participatory Trends - Aquatics Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:Large Increase (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease (0% to ‐25%) Large Decrease (less than ‐25%) Parks and Recreation Master Plan 145 NATIONAL TRENDS IN WATER SPORTS / ACTIVITIES PARTICIPATION LEVELS The most popular water sports / activities based on total participants in 2019 were Recreational Kayaking (11.4 million), Canoeing (8.9 million), and Snorkeling (7.7 million). It should be noted that water activity participation tends to vary based on regional, seasonal, and environmental factors. A region with more water access and a warmer climate is more likely to have a higher participation rate in water activities than a region that has a long winter season or limited water access. Therefore, when assessing trends in water sports and activities, it is important to understand that fluctuations may be the result of environmental barriers which can greatly influence water activity participation. FIVE-YEAR TREND Over the last five years, Stand-Up Paddling (29.5%) and Recreational Kayaking (28.5%) were the fastest growing water activity, followed by White Water Kayaking (9.9%) and Surfing (8.9%). From 2014-2019, activities declining in participation most rapidly were Water Skiing (-20.1%), Jet Skiing (-19.6%), Scuba Diving (-13.7%), Wakeboarding (-12.7%), and Snorkeling (-12.5%). ONE-YEAR TREND Similarly, to the five-year trend, Recreational Kayaking (3.3%) and Stand-Up Paddling (3.2%) also had the greatest one-year growth in participation, from 2018-2019. Activities which experienced the largest decreases in participation in the most recent year include: Boardsailing/Windsurfing (-9.7%), Sea Kayaking (-5.5), and Water Skiing (-4.8%) CORE VS. CASUAL TRENDS IN WATER SPORTS/ACTIVITIES As mentioned previously, regional, seasonal, and environmental limiting factors may influence the participation rate of water sport and activities. These factors may also explain why all water-based activities have drastically more casual participants than core participants, since frequencies of activities may be constrained by uncontrollable factors. These high casual user numbers are likely why a majority of water sports/activities have experienced decreases in participation in recent years. Kayaking 11.4 Million Canoeing 9.0 Million Snorkeling 7.7 Million Jet Skiing 5.1 Million Sailing 3.6 Million Town of Oro Valley Parks and Recreation 146 2014 2018 2019 5-Year Trend 1-Year Trend Kayaking (Recreational)8,855 11,017 11,382 28.5% 3.3% Canoeing 10,044 9,129 8,995 ‐10.4%‐1.5% Snorkeling 8,752 7,815 7,659 ‐12.5%‐2.0% Jet Skiing 6,355 5,324 5,108 ‐19.6%‐4.1% Sailing 3,924 3,754 3,618 ‐7.8%‐3.6% Stand‐Up Paddling 2,751 3,453 3,562 29.5% 3.2% Rafting 3,781 3,404 3,438 ‐9.1% 1.0% Water Skiing 4,007 3,363 3,203 ‐20.1%‐4.8% Surfing 2,721 2,874 2,964 8.9%3.1% Wakeboarding 3,125 2,796 2,729 ‐12.7%‐2.4% Scuba Diving 3,145 2,849 2,715 ‐13.7%‐4.7% Kayaking (Sea/Touring)2,912 2,805 2,652 ‐8.9%‐5.5% Kayaking (White Water)2,351 2,562 2,583 9.9%0.8% Boardsailing/Windsurfing 1,562 1,556 1,405 ‐10.1%‐9.7% National Participatory Trends - Water Sports / Activities Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:Large Increase (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease (0% to ‐25%) Large Decrease (less than ‐25%) Parks and Recreation Master Plan 147 NON-PARTICIPANT INTEREST BY AGE SEGMENT In addition to participation rates by generation, SFIA also tracks non-participant interest. These are activities that the U.S. population currently does not participate in due to physical or monetary barriers, but is interested in participating in. Below are the top five activities that each age segment would be most likely to partake in, if they were readily available. Overall, the activities most age segments are interested in include: Camping, Bicycling, Fishing, and Swimming for Fitness. All of which are deemed as low-impact activities, making them obtainable for any age segment to enjoy. Fishing Camping Soccer Martial Arts Basketball 6-12 Year-Olds Fishing Camping Working out w/ Weights Volleyball Running/Jogging 13-17 Year-Olds Camping Fishing Martial Arts Volleyball Kayaking 18-24 Year-Olds Camping Fitness Swimming Bicycling Fishing Kayaking 25-34 Year-Olds Fitness Swimming Camping Bicycling Fishing Hiking 35-44 Year-Olds Bicycling Fishing Camping Fitness Swimming Hiking 45-54 Year-Olds Bicycling Fishing Fitness Swimming Camping Hiking 55-64 Year-Olds Fishing Fitness Swimming Bicycling Birdwatching/Wildlife viewing Working out using machines 65+ Year-Olds Town of Oro Valley Parks and Recreation 148 NATIONAL AND REGIONAL PROGRAMMING TRENDS PROGRAMS OFFERED BY PARK AND RECREATION AGENCIES (PACIFIC SOUTHWEST REGION) NRPA’s Agency Performance Review 2019 summarize key findings from NRPA Park Metrics, which is a benchmark tool that compares the management and planning of operating resources and capital facilities of park and recreation agencies. The report contains data from 1,069 park and recreation agencies across the U.S. as reported between 2015 and 2019. The report shows that the typical agencies (i.e., those at the median values) offer 161 programs annually, with roughly 60% of those programs being fee-based activities/events. According to the information reported to the NRPA, the top five programming activities most frequently offered by park and recreation agencies, both in the U.S. and regionally, are described in the table below. When comparing Pacific Southwest agencies to the U.S. average, team sports, themed special events, social recreation events, fitness enhancement classes, and health and wellness education were all identified as the top five most provided program areas offered regionally and nationally. Top 5 Most Offered Core Program Areas (Offered by Parks and Recreation Agencies) U.S. (% of agencies offering) Pacific Southwest Region (% of agencies offering) • Team sports (86%) • Team sports (88%) • Themed special events (84%) • Themed special events (84%) • Social recreation events (81%) • Fitness enhancement classes (83%) • Fitness enhancement classes (78%) • Social recreation events (81%) • Health and wellness education (78%) • Health and wellness education (81%) Pacific Southwest Region Parks and Recreation Master Plan 149 In general, Pacific Southwest park and recreation agencies offered programs at a slightly higher rate than the national average. Based on a discrepancy threshold of 5% or more, Pacific Southwest agencies are offering fitness enhancement classes, safety training, aquatics, martial arts, performing arts, and cultural crafts at a higher rate than the national average. Contradictory, the Pacific Southwest Region is trailing the national average in regards to trips and tours and natural and cultural history activities. A complete comparison of regional and national programs offered by agencies can be found below. 44% 45% 60% 65% 71% 75% 58% 57% 66% 74% 77% 81% 83% 81% 84% 88% 47% 53% 56% 58% 61% 61% 62% 64% 68% 69% 70% 78% 78% 81% 84% 86% Golf Natural and cultural history activities Visual arts Cultural crafts Performing arts Martial arts Racquet sports Trips and tours Individual sports Aquatics Safety training Health and wellness education Fitness enhancement classes Social recreation events Themed special events Team sports Core Program Areas Offered by Parks and Recreation Agencies (Percent of Agencies) U.S.Pacific Southwest Town of Oro Valley Parks and Recreation 150 TARGETED PROGRAMS FOR CHILDREN, SENIORS, AND PEOPLE WITH DISABILITIES For better understanding of targeted programs by age segment, the NRPA also tracks program offerings that cater specifically to children, seniors, and people with disabilities, on a national and regional basis. This allows for further analysis of these commonly targeted populations. According to the 2019 NRPA Agency Performance Review, approximately 79% of agencies offer dedicated senior programming, while 62% of park and recreation agencies provide adaptive programming for individuals with disabilities. Based on information reported to the NRPA, the top three activities that target children, seniors, and/or people with disabilities most frequently offered by park and recreation agencies are described in the table below. Top 3 Most Offered Core Program Areas (Targeting Children, Seniors, and/or People with Disabilities) U.S. (% of agencies offering) Pacific Southwest Region (% of agencies offering) • Summer camp (84%) • Summer camp (80%) • Senior programs (79%) • Senior programs (78%) • Teen programs (63%) • Teen programs (70%) Agencies in the Pacific Southwest tend to offer targeted programs at a significantly higher rate than the national average. This is especially evident when looking at specific teen programs, after school programs, and preschool school programs. A complete comparison of regional and national programs offered by agencies can be found below. 10% 25% 47% 67% 62% 70% 78% 80% 8% 21% 36% 55% 62% 63% 79% 84% Full daycare Before school programs Preschool After school programs Programs for people with disabilities Specific teen programs Specific senior programs Summer camp Core Program Areas Targeting Children, Seniors, and/or People with Disabilities (Percent of Agencies) U.S.Pacific Southwest Parks and Recreation Master Plan 151 LOCAL SPORT AND MARKET POTENTIAL The following charts show sport and leisure market potential data from ESRI. A Market Potential Index (MPI) measures the probable demand for a product or service within the Town and its surrounding area. The MPI shows the likelihood that an adult resident of the target area will participate in certain activities when compared to the US National average. The national average is 100, therefore numbers below 100 would represent a lower than average participation rate, and numbers above 100 would represent higher than average participation rate. The Town is compared to the national average in three (3) categories – general sports, fitness and outdoor recreation. Overall, Oro Valley demonstrates above average market potential index (MPI) numbers. Looking at the three categories (general sports, fitness, and outdoor recreation), even though they each have a few activities with MPI scores above the national averages, a majority of the activities’ MPI scores are above 100. These overall MPI scores show that Oro Valley has average to below average participation rates when it comes to programs, services and activities. This becomes significant for when the Town considers expanding facilities/parks or starting up new programs; giving them a strong tool to estimate resident attendance. In an aging community, it is expected that the lowest MPI numbers would be in the general sports category, as most team sports are participated in by people under the age of 40. High index numbers (100+) are significant because they demonstrate that there is a greater potential that residents of the Town will actively participate in offerings provided by the Town. GENERAL SPORTS MPI 85 85 77 104 133 117 99 75 119 78 0 20 40 60 80 100 120 140 General Sports Oro Valley National Average 100 Town of Oro Valley Parks and Recreation 152 G ENERAL FITNESS MPI OUTDOOR ACTIVITY MPI 119 106 119 131 133 126 139 99 0 20 40 60 80 100 120 140 160 Aerobics Jogging/ Running Pilates Swimming Walking for Exercise Weight Lifting Yoga Zumba Fitness Oro Valley National Average 100 122 105 145 114 110 131 86 119 80 95 0 20 40 60 80 100 120 140 160 Outdoor Activity Oro Valley National Average 100 Parks and Recreation Master Plan 153 SUMMARY It is critically important for the Oro Valley Parks and Recreation Department to understand the local and national participation trends in recreation activities. In doing so, the Department can gain general insight into the lifecycle stage of recreation programs and activities (emerging, stable and declining) and thereby anticipate potential changes in need and demand for the programs and activities that it provides to the residents of Oro Valley. Here are some major takeaways for local and national recreation trends: • Basketball remained the most popular sport nationally while golf is the most popular sport locally. • Nationally, pickleball has emerged as the overall fastest growing sport offered at by local park and recreation agencies and it has made its presence felt in Oro Valley. • Tackle football and touch football are losing participants nationally and locally. • All listed aquatic activities have experienced strong participation growth over the last five years, both locally and nationally though competition swimming has seen a decrease in the last year. • Fitness walking remained the most popular fitness activity nationally and locally and will likely grow in popularity in Oro Valley as the trail system expands over the next 10 years. • Outdoor recreational activities are on the rise nationally. Hiking is extremely popular both nationally and locally. • Based on national measurements, income level has a negative impact on inactivity rate. Lower income households tend to have higher inactivity rate. • Age is also a significant factor to inactivity level. Generation Z (age 6-17) had the lowest inactivity rate while the boomers (age 55+) had the highest inactivity rate. • Besides income and age factors, non-participants are more likely to join sports or fitness activities if a friend accompanies them. • Ownership of health and fitness tracking devices has increased in recent years. Town of Oro Valley Parks and Recreation 154 APPENDIX D - PARTNERSHIP POLICY GUIDELINES PURPOSE OF PARTNERSHIPS The purpose of a partnership policy is to guide the process for the Oro Valley Parks and Recreation in their desire to partner with private, non-profit, or other governmental entities for the development, design, construction and/or operation of partnered recreational facilities and/or programs that may occur on Oro Valley Parks and Recreation owned or leased property. Oro Valley Parks and Recreation would like to identify for-profit, non-profit, and governmental entities that are interested in proposing to partner with them to develop recreational facilities and/or programs. A major component in exploring any potential partnership will be to identify additional collaborating partners that may help provide a synergistic working relationship in terms of resources, community contributions, knowledge, and political sensitivity. These partnerships should be mutually beneficial for all proposing partners including Oro Valley Parks and Recreation, and particularly beneficial for the citizens of Oro Valley. ISSUES ADDRESSED Oro Valley Parks and Recreation has developed partnerships over many years that have helped to support the management of parks and recreation facilities, programs and services, while also providing educational and recreational opportunities for the citizens of Oro Valley. The recommended policy will promote fairness and equity within the existing and future partnerships while helping staff to manage against what may cause conflicts internally and externally. Certain partnership principles should be adopted by Oro Valley Parks and Recreation for existing and future partnerships to work effectively. These partnership principles are as follows: • All partnerships will require an upfront presentation to the Oro Valley Parks and Recreation Director that describes the reason for creation of the partnership and establishes an outcome that benefits each partner’s involvement. • All partnerships will require a working agreement with measurable outcomes that hold each partner accountable to the outcomes desired and to each other and will be evaluated on a yearly basis with reports back to the Parks Board on the outcomes of the partnership and how equitable the partnership remains. • All partnerships will track direct and indirect costs associated with the partnership investment to demonstrate the level of equity each partner is investing. • Each partner will not treat one another as a client-to-client relationship, but will create a partnership culture that focuses on planning together on a yearly basis or as appropriate; communicating weekly/or monthly on how the partnership is working; and annually reporting to each other’s board or owners on how well the partnership is working and the results of their efforts to the taxpayers of Oro Valley. • Full disclosure by both partners to each other will be made available when issues arise. • Annual informing of each other’s staff on the respective partner’s values and yearly goals and work plans so both partners are in-tune with issues the partners may be dealing with that could affect the partnership policy or agreement as it applies to finances, staffing, capital costs, political elements or changes in operating philosophies. Parks and Recreation Master Plan 155 EXPECTED OUTCOMES AND BENEFITS • Increased visibility • Increase in services and programs • Tax dollars spent on services are maximized through collaboration • Promotes a positive image • Provides alternatives for manpower, recreation sites, financial resources, supplies, materials, etc. for a more comprehensive system • Aligned vision and goals • Reach more people, provide more services, reduce expenditures and generate more revenue • Eliminates duplication of efforts, strengthens the community and achieve greater outcomes • Public believes in and supports the role of Oro Valley Parks and Recreation in partnerships • Public involvement enriches their understanding of Oro Valley Parks and Recreation • Engaged public enhances current and future development of programs and facilities GUIDING PROCEDURES PUBLIC/PUBLIC PARTNERSHIPS The policy for public/public partnerships is evident with Oro Valley Parks and Recreation based on its work with other cities, towns, schools, and other municipal services in the area. Working together on the development, sharing, and/or operating, parks and recreation facilities and programs will be as follows in the future: • Each partner will meet annually to plan and share activity-based costs and equity invested by each partner in the partnership. • Partners will establish measurable outcomes and work through key issues to focus on for the coming year between each partner to meet the outcomes desired. • Each partner will focus on meeting a balance of 50% equity for each agreed-to partnership and track investment costs accordingly. • Each partner will assign a liaison to serve each partnership agency for communication and planning purposes. • Measurable outcomes will be reviewed quarterly and shared with each partner, with adjustments made as needed. • Each partner will act as an agent for the other partner, thinking collectively as one, not two separate agencies for purposes of the agreement. • Each partner will meet with the other partner’s respective board or owner annually, to share results of the partnership agreement. • A working partnership agreement will be developed and monitored together on a quarterly or as- needed basis. Town of Oro Valley Parks and Recreation 156 • If conflicts arise between partners, the Director of Oro Valley Parks and Recreation Board along with the other public agency’s highest ranking officer will meet to resolve the partnership issue. It should be resolved at the highest level or the partnership will be dissolved. • No exchange of money between partners will be made until the end of the partnership year. A running credit will be established that can be settled at the end of the planning year or will be carried over to the following year as a credit with adjustments made to the working agreement to meet the 50% equity level desired. PUBLIC/NOT-FOR-PROFIT PARTNERSHIPS The partnership policy for public/not-for-profit partnerships with Oro Valley Parks and Recreation and the not-for-profit community of service providers is seen in associations working together in the development and management of facilities and programs within the Oro Valley Parks and Recreation system. These principles are as follows: • The not-for-profit partner agency or group involved with Oro Valley Parks and Recreation must first recognize that they are in a partnership with the Department to provide a public service or good; conversely, the Department must manage the partnership in the best interest of the community as a whole, not in the best interest of the not-for-profit agency. • The partnership working agreement will be year-to-year and evaluated based on the outcomes determined for the partnership agencies or groups during the planning process at the start of the partnership year. At the planning workshop, each partner will share their needs for the partnership and outcomes desired. Each partner will outline their level of investment in the partnership as it applies to money, people, time, equipment, and the amount of capital investment they will make in the partnership for the coming year. • Each partner will focus on meeting a balance of 50% equity or as negotiated and agreed upon as established in the planning session with Oro Valley Parks and Recreation. Each partner will demonstrate to the other the method each will use to track costs, and how it will be reported on a monthly basis, and any revenue earned. • Each partner will appoint a liaison to serve each partnering agency for communication purposes. • Measurable outcomes will be reviewed quarterly and shared with each partner, with adjustments made, as needed. • Each partner will act as an agent for the other partner to think collectively as one, not two separate agencies. Items such as financial information will be shared if requested by either partner when requested to support a better understanding of the resources available to the partnership. • Each partner will meet the other’s respective board on a yearly basis to share results of the partnership agreement. • If conflicts should arise during the partnership year, the Oro Valley Parks and Recreation Director and the highest-ranking officer of the not- for-profit agency will meet to resolve the issue. • It should be resolved at this level, or the partnership will be dissolved. No other course of action will be allowed by either partner. • Financial payments by the not-for-profit agency will be made monthly to Oro Valley Parks and Recreation as outlined in the working agreement to meet the 50% equity level of the partnership. Parks and Recreation Master Plan 157 PUBLIC/PRIVATE PARTNERSHIPS The policy for public/private partnerships is relevant to Oro Valley Parks and Recreation and includes businesses, private groups, private associations, or individuals who desires to make a profit from use of Department facilities or programs. It would also be evident if the business, group, association, or individual wishes to develop a facility on park property, to provide a service on Department-owned property, or who has a contract with the Department to provide a task or service on the Department’s owned facilities. The partnership principles are as follows: • Upon entering into an agreement with a private business, group, association or individual, Oro Valley Parks and Recreation staff must recognize that they must allow that entity to make a profit. • In developing a public/private partnership, the Oro Valley Parks and Recreation staff, as well as the private partner will enjoy a designated fee from the contracting agency, or a designated fee plus a percentage of gross dollars less sales tax on a monthly, quarterly or yearly basis, as outlined in the contract agreement. • In developing a public/private partnership, the Oro Valley Parks and Recreation staff, as well as contracted partners will establish a set of measurable outcomes to be achieved. A tracking method of those outcomes will be established and monitored by Oro Valley Parks and Recreation Staff. The outcomes will include standards of quality, financial reports, customer satisfaction, payments to the Department, and overall coordination with the Department for the services rendered. • Depending on the level of investment made by the private contractor, the partnership agreement can be limited to months, a year or multiple years. • The private contractor will provide on a yearly basis a working management plan they will follow to ensure the outcomes desired by the Oro Valley Parks and Recreation staff to achieve the goals of the partnership set out in the partnership recital. The work management plan can and will be negotiated, if necessary. Monitoring of the work management plan will be the responsibility of both partners. The Oro Valley Parks and Recreation staff must allow the contractor to operate freely in their best interest, as long as the outcomes are achieved. • The Department has the right to advertise for private contracted partnership services, or negotiate on an individual basis with a bid process based on the professional level of the service to be provided. • If conflicts arise between both partners, the Director of Oro Valley Parks and Recreation and the highest ranked officer from the other partnership will try to resolve the issue before going to each partner’s legal counsels. If none can be achieved, the partnership shall be dissolved. Town of Oro Valley Parks and Recreation 158 THE PARTNERING PROCESS The steps for the creation of a partnership with Oro Valley Parks and Recreation are as follows: • Oro Valley Parks and Recreation will create a public notification process that will help inform any and all interested partners of the availability of partnerships with Oro Valley Parks and Recreation. This will be done through notification in area newspapers, listing in the brochure, or through any other notification method that is feasible. • The proposing partner takes the first step to propose partnering with Oro Valley Parks and Recreation. • If initial review of a Preliminary Proposal yields interest and appears to be mutually beneficial based on Oro Valley Parks and Recreation Mission and Goals, and the Selection Criteria, an Oro Valley Parks and Recreation staff person or appointed representative will be assigned to work with potential partners. • The Oro Valley Parks and Recreation representative is available to answer questions related to the creation of an initial proposal, and after initial interest has been indicated, will work with the proposing partner to create a checklist of what actions need to take place next. Each project will have distinctive planning, design, review and support issues. The Oro Valley Parks and Recreation representative will facilitate the process of determining how the partnership will address these issues. This representative can also facilitate approvals and input from any involved Oro Valley Parks and Recreation staff member, providing guidance for the partners as to necessary steps. • An additional focus at this point will be determining whether this project is appropriate for additional collaborative partnering, and whether this project should prompt Oro Valley Parks and Recreation to seek a Request for Proposal (RFP) from competing/ collaborating organizations. • Request for Proposal (RFP) Trigger: In order to reduce concerns of unfair private competition, if a proposed project involves partnering with a private "for profit" entity and a dollar amount greater than $5,000, and Oro Valley Parks and Recreation has not already undergone a public process for solicitation of that particular type of partnership, then Oro Valley Park will request Partnership Proposals from other interested private entities for identical and/or complementary facilities, programs or services. A selection of appropriate partners will be part of the process. • For development projects, a Formal Proposal from the partners for their desired development project will need to be presented for the Oro Valley Park’s official development review processes and approvals. The project may require approval by the Legal Counsel of the Town. • Depending on project complexity and anticipated benefits, responsibilities for all action points are negotiable, within the framework established by law, to assure the most efficient and mutually beneficial outcome. Some projects may require that all technical and professional expertise and staff resources come from outside the Oro Valley Parks and Recreation staff, while some projects may proceed most efficiently if Oro Valley Parks and Recreation contributes staff resources to the partnership. • The partnership must cover the costs the partnership incurs, regardless of how the partnered project is staffed, and reflect those costs in its project proposal and budget. The proposal for the partnered project should also discuss how staffing and expertise will be provided, and what documents will be produced. If Oro Valley Parks and Recreation staff resources are to be used by the partnership, those costs should be allocated to the partnered project and charged to it. Parks and Recreation Master Plan 159 • Specific Partnership Agreements appropriate to the project will be drafted jointly. There is no specifically prescribed format for Partnership Agreements, which may take any of several forms depending on what will accomplish the desired relationships among partners. The agreements may be in the form of: o Lease Agreements o Management and/or Operating Agreements o Maintenance Agreements o Intergovernmental Agreements (IGAs) o Or a combination of these and/or other appropriate agreements • Proposed partnership agreements might include oversight of the development of the partnership, concept plans and project master plans, environmental assessments, architectural designs, development and design review, project management, and construction documents, inspections, contracting, monitoring, etc. Provision to fund the costs and for reimbursing Oro Valley Parks and Recreation for its costs incurred in creating the partnership, facilitating the project’s passage through the Development Review Processes, and completing the required documents should be considered. • If all is approved, the Partnership begins. Oro Valley Parks and Recreation is committed to upholding its responsibilities to Partners from the initiation through the continuation of a partnership. Evaluation will be an integral component of all Partnerships. The agreements should outline who is responsible for evaluation; the types of measures used, and detail what will occur should the evaluations reveal Partners are not meeting their Partnership obligations. Inspiring communities to action Oro Valley Parks and Recreation Master Plan PRAB –April 20, 2021 Agenda •Demographics •Community Input Themes and Prioritized Needs •Levels of Service Standards •Capital Improvement Plan •Community Center and Naranja Park Phase 1 Plans •Implementing the Plan •Next Steps •Questions Demographics Population •Town Average Annual Growth rate = 1% •US Average Annual Growth Rate = 0.8% Age Segmentation •Today, 48.7% of the population is 55+ •By 2034, 58.1% of population will be 55+ Community Input and Prioritized Needs Focus Group/Town Hall Meeting –Key Themes •Strong Advocacy and Appreciation for the System •Economic Development through Park Development •Invest in Existing Park System •Open Space Preservation •Trails, Trails, Trails •Financial Strategies to maintain and grow the system Recreation Programs and Services Prioritized Needs Recreation Program/Service Priority Community special events Fitness & wellness programs Adult learning classes Senior programs & services Art classes High Recreation Program/Service Priority Walking/jogging/running/cycling clubs Performing arts programs Golf lessons/clinics Environmental education programs Pickleball lessons/clinics Open swim Medium Recreation Program/Service Priority Water fitness programs/lap swimming Weightlifting/bodybuilding programs Running events Reservation/rental of picnic shelters After school programs/out ‐ of ‐ school camps Tennis lessons & leagues Family ‐ oriented programs Bicycle lessons & clubs Learn to swim programs Volleyball programs Soccer programs Programs for people with special needs Reservation/rental of indoor meeting space Archery Basketball programs Sand volleyball programs Recreation/competitive swim team Gymnastics Softball programs Reservation/rental of athletic fields Football programs Baseball programs Lacrosse programs Low Park, Facility, and Amenity Prioritized Needs Facility/Amenity Priority Trails (natural surface) Trails (multi ‐ use paved) Open space conservation areas/trails Neighborhood parks Restroom buildings Large community parks Performing Arts Venue (stage) Community gardens High Facility/Amenity Priority Golf Dog parks (off ‐ leash) Recreation/community center Playgrounds Pavilions/picnic sites Amphitheater Aquatics facility ‐ recreation/lap pool Aerobics/dance rooms/dance floors Aquatics facility ‐ splash pad/water play features Pickleball courts Medium Facility/Amenity Priority Environmental education center Disc golf course Tennis courts Skateboarding/bicycle parks (concrete) Banquet/meeting rooms Basketball/volleyball courts ‐ inside Baseball/softball fields Sand volleyball courts Remote control (RC) hobby facility Football/soccer/lacrosse fields Dirt bicycle pump/BMX track Basketball/volleyball courts ‐ outside Archery range Aquatics facility ‐ competition pool Low Levels of Service Level of Service Methodology Level of Service population based standards are developed using a combination of local, regional and national resources, including: •Current Level of Service –Do NOT add park land if adequate developed park land already exists •Current Inventory and its condition ratings (is there a greater need to take care of what already exists vs. construct new?) •Opportunity to acquire and develop parkland •National Recreation and Park Association (NRPA) guidelines. •Recreation participation rates reported by the Sports & Fitness Industry Association’s (SFIA) 2020 Study of Sports. •Market Potential Indices •Prioritization of Community Need •Financial Sustainability –Operations and maintenance funding needed to support new investment Recommended Levels of Service –Parks and Acreage -TOWN Park Type Town of Oro Valley Meet Standard/ Need Exists Community Parks 48.00 1.05 acres per 1,000 1.10 acres per 1,000 Need Exists 12 Acre(s) Regional Parks 213.00 4.66 acres per 1,000 3.50 acres per 1,000 Meets Standard - Acre(s) Recreation/Special Use Area 320.00 7.00 acres per 1,000 5.75 acres per 1,000 Meets Standard - Acre(s) Total Developed Park Acreage 581.00 12.71 acres per 1,000 10.35 acres per 1,000 Need Exists 12 Acre(s) Greenbelt/Trail Corridor 5.80 0.13 acres per 1,000 NA acres per 1,000 NA - Acre(s) Conservation Area/Trail Park 154.70 3.38 acres per 1,000 NA acres per 1,000 NA - Acre(s) Recommended Land Acquisition (Needs Exist less the Current Undeveloped Park Land)Need Exists 12 Acre(s) 2020 Park Inventory Current Service Levels Recommended Developed Park Service Levels 2035 Standards Current Service Level Recommended Developed Park Service Levels Additional Developed Parks/Facilities/ Amenities Needed Recommended Levels of Service –Parks and Acreage -HOA Park Type Other Inventory Meet Standard/ Need Exists Mini Park 39.00 0.85 acres per 1,000 0.10 acres per 1,000 Meets Standard - Acre(s) Neighborhood Parks 47.70 1.04 acres per 1,000 1.25 acres per 1,000 Need Exists 21 Acre(s) Total Developed Park Acreage 86.70 1.90 acres per 1,000 1.35 acres per 1,000 Needs Exists 21 Acre(s) Recommended Park Development by HOA Needs Exists 21 Acre(s) Current Service Level Recommended Developed Park Service Levels Additional Developed Parks/Facilities/ Amenities Needed 2020 Park Inventory Current Service Levels Recommended Developed Park Service Levels 2035 Standards Capital Improvements Sustainable Expanded Services Visionary Overall Summary By Tier Prioritized Sustainable Projects Project Estimated Capital Project Cost Community Center Site and El Conquistador Lifecycle Replacement (Parking. Golf Course Irrigation, Tennis and Pickleball Courts Replaced, Other)$7,700,000 Honey Bee Canyon Park Lifecycle Replacement $200,000 James D. Kriegh Park Lifecycle Replacement $1,500,000 Oro Valley Aquatic Center Lifecycle Replacement $1,500,000 Riverfront Park Lifecycle Replacement $2,500,000 Steam Pump Ranch Lifecycle Replacement $3,000,000 Tho'ag Park Lifecycle Replacement $15,000 West Lambert Lane Park Lifecycle Replacement $100,000 SUBTOTAL LIFECYCLE REPLACEMENT PROJECTS $16,515,000 RECOMMENDED PRIORITY PROJECTS SUSTAINABLE (LIFCYCLE REPLACEMENT) PROJECTS Prioritized Shared Use Path Projects Project Estimated Capital Project Cost Tangerine Road to Rancho Vistoso Community Shared Use Path Extension (2.1 Miles)$750,000 Pedestrian Bridge across CDO Wash (500 linear feet)$1,000,000 CDO Wash to James D. Kriegh Park Shared Use Path (1.5 miles)$1,000,000 Naranja Drive Shared Use Path (2 miles)$1,000,000 La Cañada Shared Use Path (1 Mile)$500,000 Rancho Vistoso Shared Use Path (6 miles)$1,800,000 $6,050,000 RECOMMENDED PRIORITY PROJECTS PRIORITIZED SHARED USE PATH PROJECTS SUBTOTAL SHARED USE PATH PROJECTS Prioritized Visionary Projects and Total Project Estimated Capital Project Cost Naranja Park - Phase 1 $10,000,000 Community Center - Phase 1 $5,000,000 Amphi School District Partnership $1,500,000 SUBTOTAL VISIONARY PARK PROJECTS $16,500,000 GRAND TOTAL RECOMMENDED PRIORITY PROJECTS $39,065,000 RECOMMENDED PRIORITY PROJECTS VISIONARY PARK AND FACILITY PROJECTS Concept Plans –Phase 1 Community Center –Phase 1 Concept Plan •Single point of entry and improved ADA accessibility including installation of an elevator. •Improved men’s and women’s golf locker rooms. •Improved circulation. •Development of covered terrace and flexible exterior space. Naranja Park –Phase 1 Concept Plan •New multi-purpose rectangular fields. •New splash pad. •New northern entrance. •New parking lot. •New restrooms and other support facilities. Implementation Implementation Strategy 1.Maintaining the Parks and Recreation System: Maintain the proportion of park acres per population through a variety of park type amenities, and open space options. 2.Connectivity: Establish connectivity between parks and greenways that is accessible by pedestrians, bikes and parks and open space in Oro Valley. 3.Park Land Improvements: Provide a park and recreation system offering the community a variety of parks and services that integrate environmental design, safety, community needs and emerging trends. Implementation Strategy 4.Economic Development through Parks: Invest in infrastructure and services at the Community Center, Steam Pump Ranch and Naranja Park. 5.Programming: Continually provide programming in alignment with community priorities while seeking to increase community participation in programs and services. 6.Operations and Staffing: Continue to empower and train current department employees while growing staff to meet the emerging needs of the community. Implementation Strategy 7.Financing the Park System: Pursue partnerships and adequate funding to support existing parks, the renovation of parks, and expansion of the shared use path system. Next Steps Next Steps •Town Council Worksession: May 19th –Draft Plan Worksession •Town Council Meeting: June 16th -Adoption