Fort Collins Southeast Community Recreation & Arts Center

Fort Collins

Southeast Community

Recreation & Arts

Center

Summary of Needs and

Development Plan

October 29, 2013

October 29, 2013

Mr. Bob AdamsCity of Fort CollinsRecreation Director112 E. Willow StreetFort Collins, CO 80522

Subject: Southeast Community Recreation & Arts Center Feasibility Study

Mr. Adams:

The project team of BRS Architecture, Ballard*King and Logan Simpson Design Inc. would like to take this opportunity to convey to the City what a pleasure it has been working with the them and the City Staff over the past few months. Since our team was engaged to work with you we have learned much about the City –from our workshops with the staff Committee, our visits with the public, and listening to the needs of the stakeholders.

The needs assessment, programming and conceptual design process we have undertaken has been enjoyable, thorough, and necessary to arrive at the conclusion of the feasibility study we are presenting to you and the City today. This report summarizes the process and illustrates how the new Southeast Community Recreation and Arts Center strives to exceed the needs and expectations of your constituents, while providing the greatest value for the future.

Respectfully submitted,

The Project Team

Steve Blackburn, AIA LEED APPrincipal-in-Charge

BRS Architecture

Dave Hammel, AIA LEED APDesign Principal

BRS Architecture

Jeff King, CPRPPresident

Ballard*King & Associates

Jana McKenzie, FASLA LEED APPrincipal

Logan Simpson Design Inc.

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1 | E X E C U T I V E S U M M A R YM a r k e t A n a l y s i sN e e d s A s s e s s m e n tC o m m u n i t y I n p u t P r o c e s s

2 | P R O J E C T T E A M & P R O C E S SP r o j e c t T e a mF e a s i b i l i t y S t u d y P r o c e s s

3 | S I T E E V A L U A T I O N & R E C O M M E N D A T I O NE v a l u a t i o n & R e c o m m e n d a t i o n

4 | P R O G R A M , B U D G E T, & O P E R A T I O N SP r e f e r r e d B u i l d i n g P r o g r a mP r e f e r r e d P r o g r a m & P r o j e c t B u d g e tA l t e r n a t i v e P r o g r a m s & P r o j e c t B u d g e t s B u s i n e s s P l a n & P r o F o r m a S u m m a r y

5 | C O N C E P T U A L D E S I G N & K E Y F E A T U R E SC o n c e p t u a l S i t e P l a nB u i l d i n g L a y o u t B u i l d i n g D e s i g n & C h a r a c t e rA l t e r n a t i v e P l a n L a y o u t s

A P P E N D I XA l t e r n a t i v e S i t e S t u d i e sM e e t i n g M i n u t e sM a r k e t A n a l y s i s N e e d s A s s e s s m e n tB u s i n e s s P l a n a n d P r o F o r m a

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1 | EXECUTIVE SUMMARY

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“This report summarizes the process

and illustrates how the new

Southeast Community Recreation

and Arts Center strives to exceed the

needs and expectations of your

constituents, while providing the

greatest value for the future.”

EXECUTIVE SUMMARY

The first step in the feasibility study process began by working with the City staff to develop and refine a work plan to determine the schedule and a defined list of tasks that would ultimately result in a facility program, site selection, and budget. This was achieved through a comprehensive process which included workshops, community input meetings, focus group discussions, analysis of survey data, and a market analysis.

Workshop attendees included the Staff Building Committee and the design team.

• Marty Heffernan – Director of Community Services• Bob Adams – Recreation Director• Jill Stilwell – Cultural Services & Facility Director• Steve Budner – Recreation Manager• Mike McDonnell – Recreation Manager• John Litel – Community Relations

Each workshop focused on specific decisions or approvals and solicited input from the Building Committee for further direction.

Overall, the focus of workshops included Market/ Needs Assessment, Space Programming, Building and Project Budgeting, Site Evaluation and Planning, Facility Layout and Massing, and finally Architectural Character Preferences.

In April of 2013, the team led by Barker Rinker Seacat Architecture (BRS) was commissioned by the City of Fort Collins to perform a feasibility study for a new Southeast Community Recreation & Arts Center and to report a summary of needs and development plan. This process culminated in a program to meet the needs within the community consisting of a 78,900 gross sq. ft. facility in Fossil Creek Park at an estimated total project cost of approximately $35 million. The scope of the project was expanded to explore alternative locations for the Center in south Fort Collins.

The project team included the following consultants:Barker Rinker Seacat Architecture

Architect & Team Leader

Ballard*King & Associates Operations and Business Planning

Logan Simpson Design Inc.Site and Landscape Design

The City of fort Collins is interested in creating a state of the art facility which:

“This Community Center will enhance the entire community by providing a unique venue for citizens to gather, create, and recreate in a positive, safe and healthy environment.”

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The input gathered during these meetings allowed the team to better address community needs as well as any concerns with the potential design of the new Community Recreation & Arts Center. See Appendix for meeting notes.

EXECUTIVE SUMMARY

Workshop presentations occurred on the following dates:

April 22, 2013Workshop #1

Process

Site evaluation

Market analysis

May 22 &30, 2013Stakeholder Mtg w/ combined Youth & P&R

Advisory Bd.

Stakeholder Mtg. w/ Combined Senior &

Cultural Resource Advisory Bd.

June 5, 2013Workshop #2

Survey results

Stakeholder report

Site options

Public Open House

June 25, 2013Program and Budget discussion via GTM

July 11, 2013Workshop #3

Plan options

Character preferences

September 20, 2013Alternative Site discussion

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EXECUTIVE SUMMARY

primary service area is significantly lower than the national level of 37.3 years while the median household income is higher.

Consulting team member Ballard*King & Associates were contracted by the City of Fort Collins to conduct a needs assessment and feasibility study for a new Southeast Community Recreation & Arts Center in Fort Collins. The primary goal of this part of the study was to determine the community need and feasibility of a Community Recreation & Arts Center in Fort Collins that serves the Southeast portion of the community through market analysis, stakeholder meetings, community meetings, community survey and operations analysis.

Market Analysis:

The Southeast Community Recreation & Arts Center primary service area population is growing at a strong rate with the population projected to grow about 6.9% over the next five years to reach a population of 168,404 people by the year 2017. Growth in the 20-minute drive time area is estimated to increase more rapidly than the primary service area with a projected 7.7% increase in population over the next five years to 287,976 people. The demographic profile of the community indicates that the age group distribution is somewhat mixed. There is a higher concentration of 18-24 and 24-44 age groups and less in the age groups of 1-5, 5-17, and over 45 age groups than the national levels. The median age of the

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EXECUTIVE SUMMARY

Age and household income are two determining factors that drive participation in sports wellness, & arts activities. The demographic profile suggests that there will be continued support and demand for recreation activities and programs in the southeast portion of Fort Collins.

Competing FacilitiesThere are other recreation and fitness providers in the primary service area. However, the other service providers have a narrow business focus on the adult fitness market while the wellness and sport opportunity for young people, seniors and athletic teams are underserved in the community. Although the School District has been generous with their support of youth sport activities in Fort Collins it is clear that the existing inventory of space within the School District is no longer sufficient to meet the growing needs of the youth sports programs and expanding school activities. The need for more gymnasium space, swimming pool and fitness component was validated through the public input process used during the market analysis process and community survey results.

National Statistics ComparisonStatistics from the National Sporting Goods Association (NSGA) were overlaid on to the demographic profile of the service areas to determine the market potential for various activities that can take place within a sports and wellness center. The market analysis concluded that the southeast

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Colorado Sports Participation Rates

Sport Colorado Participation

(in thousands)

Age Group Largest Number

Exercise Walking 1,873 65-74 45-54

Exercising w/ Equipment 969 25-34 25-34

Swimming 749 7-11 7-11

Aerobic Exercising 973 35-44 25-34

Running/Jogging 803 12-17 25-34

Workout @ Club 720 25-34 25-34

Weightlifting 591 25-34 25-34

Basketball 266 7-11 12-17

Yoga 495 25-34 25-34

Soccer 61 7-11 7-11

Tennis 150 12-17 25-34

Baseball 79 7-11 7-11

Softball 151 7-11 25-34

Volleyball 140 12-17 12-17

Football 314 12-17 12-17

Lacrosse 0 12-17 12-17

Household Income

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EXECUTIVE SUMMARY

portion of Fort Collins is underserved for indoor sports training and fitness opportunities, especially for family activities, youth fitness and gymnasium space.

Community SurveyThe City of Fort Collins conducted an on-line survey as part of the public engagement process. The purpose of the survey was to help determine the interest and feasibility of constructing a new southeast recreation center to serve citizen recreation, leisure and cultural needs. The survey was designed to obtain results from households throughout the City of Fort Collins. The survey was administered via the City’s web page and 935 households responded.

Features That Would Be Most Likely to Use if Included in a New Recreation Center. Based on the sum of their top 7 choices, the features that residents would be most likely to use if included in a new community recreation & arts center are: indoor leisure pool, indoor running/walking track, cardio fitness, gymnasium, performing arts/theatre space, weight room and aerobic/dance room.

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EXECUTIVE SUMMARY

How Often Households Would Visit a New

Recreation Center if it Had the Recreation,

Fitness, and Aquatic Features They Most Prefer.

Fifty percent (50%) of households indicated they

would visit a new community center several times per

week if it had the features they most prefer. Nineteen

percent (19%) of households would visit a new

community center once per week; 13% would visit a

few times a month, while 5% would visit monthly. Of

the remaining households, 6% would visit a new

community center less than once a month, and 6%

indicated they would never visit. These results are

generally what we have typically seen in other

communities.

How Respondents Feel the Costs for Operating a

New Recreation Center Should be Paid. Over one-

third (39%) of households indicated that taxes should

pay the majority of costs for operating a new

community center, while 51% believe user fees

should pay the majority. Eight percent (8%) indicated

that operating costs should be paid 100% through

user fees, while 2% believe they should be paid 100%

through taxes.

EXECUTIVE SUMMARY

Needs Assessment

In addition to examining the demographic characteristics and market in Fort Collins a series of needs assessment tasks were completed.

Stakeholder Meetings

As part of the feasibility process for a new Southeast Community Recreation & Arts Center, Barker Rinker Seacat and Ballard*King & Associates conducted a series of stakeholder meetings on May 22nd and 30th 2013 to gain insight into cultural needs and the needs of youth, seniors, and adults in the southern Fort Collins area.

Stakeholder meetings were held with the following individuals and organizations:• Youth Advisory Board

• Parks & Recreation Advisory Board

• Senior Advisory Board. • Cultural Resources Board.

For a full report of the stakeholder meetings see the meeting notes in the Appendix section.

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EXECUTIVE SUMMARY

Public Open House

A Public Open House was held on June 5, 2013 at Preston Middle School, to elicit community preferences regarding possible program uses in the proposed community center. Over 120 residents came to the meeting. Bob Adams introduced the project and Dave Hammel presented a community recreation center slide tour of facilities from across the nation. The residents were asked to participate in an exercise called Dot-ocracy. Posters showing possible program uses were mounted to the walls. Residents were given 6 sticky dots and were asked to chose the 6 most important uses that might be provided if a new center were built. At the conclusion, the top 10 uses were announced.

This activity was followed by a discussion of the Market Analysis and the results of the On-Line Survey. Dave Hammel and Jeff King then took questions from the audience.

Here are the Top 10 program preferences from the public meeting: Leisure Pool, Weight /Fitness Equip., MAC Gym, Fitness Lap Swimming, Jog/Walk Track, Party/ Classrooms, 140 Seat Studio Theater, Comp. Lap Pool, Climbing Wall, & Indoor Playground.

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EXECUTIVE SUMMARY

Needs Assessment Conclusion

The program recommendations for the Southeast

Community Recreation and Arts Center were driven by the

information gathered during the market analysis, including

the demographic profile of the community, statistical data

from the NSGA, stakeholder input, public meeting input,

and community survey findings. The project

recommendations reflect the most pressing needs in the

community. Although there is a declining trend in

participation in the arts nationally, this can be attributed, in

part, to the reduction in arts education in school. This

helps to explains the inclusion of an arts component to the

community center. Based on the market analysis,

program assessment and budgetary considerations the

following program summary was developed.

Optional Programs Considered

Three Options were studied; a preferred option; a smaller

option that does not include a pool; and an intermediate

option that has no theater.

The following charts shows the recommended programs

and cost implications for each option. Not all of the top

ten preferences have been included due to the need to

keep the cost within reason. However, space can be

provided for future expansion.

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Option 1 (Pool & Theater)Project Space Program

Gross SF = 78,907

The preferred building program to meet the needs of the City include spaces for:

• Sports, Fitness and Recreation

• Arts and Culture

• Health, Wellness and Life Skills

• Community Gathering and Socializing

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EXECUTIVE SUMMARY

Program Space Net Area Ext

Selected

Program Gross

Area

Facility Administration Spaces 1,908 2,328 SF

Facility Supervisor's office 150

Assistant Facility Supervisor 120

Programmer's Workstations 240

Administrative Assistant 100

Count Room 80

Work Room 250

Break Room 200

Conference Room 200

Computer Server Room 150

Storage 100

Circulation 318

Required Building Support Spaces 11,820 14,420 SF

Pre-Control Lobby 1,500

Lounge 900

Control Desk 300

Men's Locker 1,200

Women's Locker 1,200

Family Lockers (8) 2,000

Vending Machines 150

First Aid 80

Men's Toilets 300

Women's Toilets 300

Custodial Closets 150

Building Mechanical Room 400

Sprinkler Valve Room 90

Main Electrical Distribution Room 250

Maintenance/ Receiving/ Loading 900

Custodial Workroom/ Supply 300

Maintenance Office 100

General Building Storage 1,700

Child Watch / Babysitting 940 1,147 SF

Babysitting 800

Tot toilet 40

Storage 100

240 Person Community Room / Events Hall 4,100 5,002 SF

Community Room 3,600

Storage 500

Option 1 (Pool & Theater)Project Space Program

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EXECUTIVE SUMMARY


Selected

Program Gross

Area

7,000 Leisure Pool 17,300 21,106 SF

Pool 7,000

Natatorium 15,400

Slides, Spray Features, Spa

Lazy River, Body Slide, Tube Slide & Tod Slide

Sprays and Jets (most)

3 Lane x 60 ft. Yard Lap Swim

20-person Spa

Therapy Area for Aqua Aerobics

Supplemental Sanitation Water Treatment

Pool Equipment Room 1,200

Pool Storage 700

Wet Classroom / Party Room(s) 800 976 SF

Classroom 720

Party Room Storage 80

150-Seat Flexible Studio Theater 5,580 6,808 SF

Theater Lobby Lounge 1,500

Audience Seating for 150 1,500

Box Office and Administration 200

Performance Area (stage) 900

Technical Acting Balcony 300

Lighting and Sound Control Booth 120

Stage Lighting Dimmer Room 80

Sound Systems Rack Room 80

Follow Spot Booth 80

Dressing Room A 160

Dressing Room B 160

Concessions & Stor 100

Front of House Stor 80

Backstage Stor. 200

Piano Storage 120

Sustainable Options/LEED Gold

Green Building Design

Solar Hot Water Heating

Pool and domestic water heating system

78,907 SF

Single HS / Double Elem. School Courts Gymnasium 8,540 10,419 SF

Gymnasium 8,140

Storage 400

Long Elevated Walk / Jog Track 6,500 7,930 SF

Walk/Jog Track 5,900

Stretching Area 600

Weight / Fitness 4,500 5,490 SF

Cardiovascular Training 2,000

Circuit Resistance Training 1,250

Free Weight Training 800

Fitness Supervisor Station 50

Stretching Area 300

Equipment

Storage 100

30-36 Person Aerobics/Dance Studio 1,950 2,379 SF

Aerobics/Dance Studio 1,800

Storage 150

Aquatics Support 740 903 SF

Guard Room 300

Aquatics Supervisors Office 120

Head Lifeguard Office 120

First Aid 100

Vending at Pool Deck 100

17,300 21,106 SF

4,500

Option 1 (Pool & Theater) Project Budget

The Total Project Cost of the preferred option, includes:

• Construction of the building and interior spaces.

• Off-site improvements to public property.

• On-site construction for parking, sidewalks, signage, etc.

• Soft costs which may include land acquisition, allocations for art, professional fees, FFE (Furniture, Fixtures, and Equipment), testing, surveys, and other related project costs.

In addition to estimating these costs, a 10% Owner contingency and a 5% Design contingency were applied to the subtotal to arrive at a total project cost.

Building Construction $21,975,000Off-Site Construction 0 Site Construction $2,417,250Soft Costs $6,171,814Subtotal $30,564,064

Contingency (15%) $4,425,140

Total Project Cost $34,989,204

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EXECUTIVE SUMMARY

Option 2 (No Pool)Project Space Program

Gross SF = 54,336

This option deletes the Leisure Pool from the program and allows for it’s addition in the future.

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EXECUTIVE SUMMARY

Option 2 (No Pool) Project Budget

The Total Project Cost of this downsized option includes:




• Soft costs which includes allocations for art, professional fees, FFE (Furniture, Fixtures, and Equipment), testing, surveys, and other related project costs.



Contingency (15%) $2,659,543


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EXECUTIVE SUMMARY

Option 3 (No Theater)Project Space Program

Gross SF = 48,242

This option deletes the theater, adds back the leisure pool, downsizes the weights and fitness, group fitness, but adds a classroom and dedicated arts room to the program and allows for a theater addition in the future.

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EXECUTIVE SUMMARY


Selected

Program Gross

Area

Facility Administration Spaces 1,908 2,328 SF

Facility Supervisor's office 150

Assistant Facility Supervisor 120

Programmer's Workstations 240

Administrative Assistant 100

Count Room 80

Work Room 250

Break Room 200

Conference Room 200


Storage 100

Circulation 318

Required Building Support Spaces 11,120 13,566 SF


Lounge 900

Control Desk 300

Men's Locker 1,200


Family Lockers (8) 2,000


First Aid 80

Men's Toilets 300

Women's Toilets 300









50 Person Classroom 1,025 1,251 SF

Classroom 900

Storage 125

Wet Arts & Crafts Room 1,800 2,196 SF

Classroom 1,200

Equipment

Storage 200

Wet pottery storage 200

Kiln 200

Weight / Fitness 3,650 4,453 SF


Circuit Resistance Training 960



Stretching Area 300

Equipment

Storage 100

16-20 Person Spinning Studio 1,200 1,464 SF

Spinning Studio 800

Storage 400

3,650


Selected

Program Gross

Area

Aquatics Support 740 903 SF

Guard Room 300



First Aid 100


7,000 Leisure Pool 17,300 21,106 SF

Pool 7,000

Natatorium 15,400





20-person Spa




Pool Storage 700

Wet Classroom / Party Room(s) 800 976 SF

Classroom 720


Sustainable Options/LEED Gold


Solar Hot Water Heating


48,242

Option 3 (No Theater) Project Budget

The Total Project Cost of the intermediate downsized option includes:







Contingency (15%) $3,165,775


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EXECUTIVE SUMMARY

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Operations:

An operation analysis was conducted to examine facility costs and revenues for the facilities developed during the programming phase of the study. The operating pro-forma developed represents a conservative approach to estimating expenses and revenues and was completed based on the best information available. A detailed line item budget was developed that outlines all personnel, contractual and commodities expenditures along with an estimate of revenue from admissions, programs and other revenue sources and the budget projections reviewed by City Parks and Recreation staff. Fees and charges utilized for this study were based on existing City of Fort Collins fee structure, community survey and assessment of market value in Fort Collins.

The results of the operations analysis indicate that the proposed Southeast Community Recreation & Arts Center will not recover 100% of its operating costs through revenue. The operating pro-forma did not include debt service since the funding for this project is yet to be determined. It should be noted that the cost recovery rate estimated for the proposed Southeast Community Recreation & Arts Center falls within the

range of other recreation/leisure facilities in Fort Collins and across the country. To illustrate, the cost recovery rate for EPIC is 93%, while the Senior Center is 52%. Most community centers in urban areas around the country recover 75% to 90% of their operating expenses through fees and charges.

Conclusion:

The market conditions are favorable for supporting a new Community Recreation & Arts Center in Southeast Fort Collins. The proposed facility, by virtue of the cultural arts space, leisure pool, multiple gymnasium space, fitness, indoor walking/jogging track, indoor play structure and birthday party rooms differentiate this facility from the other facilities in the Fort Collins area.

Category Facility Budget

Expenditures $1,319,891

Revenue $1,105,026

Difference ($214,865)

Recovery percentage 84%

EXECUTIVE SUMMARY

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The City of Fort Collins is ideally positioned to not only improve the quality of the facilities in Fort Collins, but also to enhance the quality of life for residents and address the need to provide programs, services and facilities in the Southeast portion of Fort Collins.

Without question, a new community center will enhance the quality of life in Fort Collins while improving recreation and wellness opportunities for residents in the southeastern portion of the City. The proposed center fills the service gaps for a variety of recreation, and cultural opportunities and expands the wellness access in the community for children, teenagers, families and seniors. A new center will become a source of tremendous community pride and will bring the community together. The center will also help establish and recognize the facility as a contributor to the economic health and growth in the southeast portion of the community by providing jobs, through the purchase of local goods and services and by generating business trade for the City of Fort Collins.

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

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Fossil Creek Park - Site Analysis

Potential Site

Central Lawn

Collector Road Through Neighbor-hoods

Sledding / Observation Hill

Arterial Road

Main Park Entry

EXECUTIVE SUMMARY

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View toward Basketball Courts

View of Picnic ShelterView toward the Southwest

View from Street

EXECUTIVE SUMMARY

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Potential Community Center

New Entry?

Maintenance Building

134 New Spaces

EXECUTIVE SUMMARY

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Fossil Creek Park – Preliminary Site Sketch

EXECUTIVE SUMMARY

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Alternative Site Analysis

An analysis of alternative sites was also provided to see if other available sites in the southern end of Fort Collins might show

more promise and less impact than the Fossil Creek Park site. Logan Simpson was tasked with assessing each of 4 alternate sites

and give their professional opinion about each one. See the full report in the Appendix.

The four sites plus Fossil Creek Park are noted on the next page showing an aerial photo of the south end of Fort Collins. Each site

was objectively scored against Social Factors, Economic Factors and Environmental Factors.

A summary of the rating Matrix is shown below.

EXECUTIVE SUMMARY

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EXECUTIVE SUMMARY

Architectural Character and Aesthetics

Through the process of needs assessment, gathering input, working through the specific programs and features as they address the priorities and needs of the Community Recreation & Arts Center, the BRS team conceptually designed three alternative layouts of the facility with potential 3 dimensional massing.

An architectural preference exercise was conducted with the Staff Building Committee at Workshop #3. From this exercise, the design team gathered preferences information on what the building exterior image and identity could begin to exhibit. The committee provided direction on the architectural preferences by placing green dots on preferred types and red dots on types to avoid in the design.

In essence, the committee determined that a new Community Recreation and Arts Center should be an iconic piece of architecture that represents stability and permanence through contemporary design, lots of glass, views and warm, natural materials.

The potential layout of a facility was then considered based on the site at Fossil Creek Park. An entry facing northeast with a vehicular drop-off, brings patrons to the main entry.

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EXECUTIVE SUMMARY

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EXECUTIVE SUMMARY

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Option 1 - Preferred Program

EXECUTIVE SUMMARY

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without Pool

Future Pool Addition

EXECUTIVE SUMMARY

32

Future Theater

Classroom

Craftroom


without Theater

Spin Studio

EXECUTIVE SUMMARY

33Ground Level View of Entrance

EXECUTIVE SUMMARY

34Lakeside View of Rear

2 | PROJECT TEAM & PROCESS

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“The BRS team was engaged to

perform a feasibility study for a

new Southeast Community

Recreation & Arts Center for the

City of Fort Collins.”

PROJECT TEAM

FORT COLLINS TEAM

Marty Heffernan – Director of Comm. Services

Bob Adams – Recreation Director

Jill Stilwell – Cultural Services Director

Steve Budner – Recreation Manager

Mike McDonnell – Recreation Manager

John Litel – Community Relations

CONSULTANTS BRS ArchitectureTeam Leader

Steve Blackburn, Principal-in-charge

Dave Hammel, Design Principal

Ballard*King & AssociatesOperations and Business Plan

Jeff King, President

Logan Simpson DesignLandscape Architecture

Jana McKenzie, FASLA LEED AP Principal

In April of 2013, the team led by Barker Rinker Seacat Architecture (BRS) was commissioned by the City of Fort Collins to perform a feasibility study for a new Southeast Community Recreation & Arts Center and to report a summary of needs and development plan. This process culminated in a program to meet the needs within the community consisting of a 78,900 gross sq. ft. facility in the Fossil Creek Park at an estimated total project cost of approximately $35 million.

Workshop attendees included the Staff Building Committee and the design team.

Each workshop focused on specific decisions or approvals and solicited input from the Building Committee for further direction.

Overall, the focus of Workshops included Market/ Needs Assessment, Space Programming, Building and Project Budgeting, Site Evaluation and Planning, Facility Layout and Massing, and finally Architectural Character Preferences.

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Workshops were conducted with the Staff Building Committee and included the following topics for discussion:

• Develop a mission statement for the facility• Review trends and other similar Community Center

facilities nationally and locally• Review market analysis and needs assessment data • Determine the appropriate facility programming and

project budget through prioritization exercises• Discuss potential partnerships and synergies• Site evaluation and site layout• Conceptual floor plan layout and design • Inform and develop the outward architectural character

of the facility

Meeting minutes from the workshops are included in the appendix.

Over the course of the study, the Project Team met with a variety of stakeholder groups gathering input and providing an opportunity for dialogue. Some of specific focus group meetings included:

• Youth Advisory Board

• Parks & Recreation Advisory Board

• Senior Advisory Board. • Cultural Resources Board.

Workshops

FEASIBIL ITY STUDY PROCESS

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T h e t e a m d e v e l o p e d t h e m i s s i o n s t a t e m e n t t h r o u g h a c o l l a b o r a t i v e e x e r c i s e

d i s c u s s i n g t h e g o a l s a n d v i s i o n f o r t h e S o u t h e a s t C o m m u n i t y R e c r e a t i o n &

A r t s C e n t e r .

“This Recreation and Arts Center will enhance the entire community by providing a unique venue for citizens to gather, create, recreate in a positive, safe and healthy environment.”

“Having something in their part of the community.

Creating a space for them.”

“SE side pay taxes but go to other facilities. Providing rec./

cultural services to them is important.”

“Needs a central convergence park / rec / pool

convergence. Value is in the location.”

“Enhance their quality of life. It’s easier to go south then

go downtown.”

“Point of pride. Should be an amenity for Ft. Collins.

Theater and cultural opportunities. Convenient”

“Not just what it provides. It will bring the community in

South Ft. Collins together. Be together as a community

through wellness in body, mind and spirit. Unity creates

community. Become more well. Be with each other.

Anchor the South part of town and connect to mid-town

and then downtown. (We have a great downtown core).

Bring them into being from Ft. Collins, not Windsor or

Loveland.”

B u i l d i n g C o m m i t t e e m e m b e r s w e r e a s k e d :

“ W h a t i s t h e g r e a t e s t v a l u e o f c o n s t r u c t i n g a n e w C o m m u n i t y

C e n t e r f o r t h e S o u t h e a s t F o r t C o l l i n s c o m m u n i t y ? ”


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Architectural Preferences

Participants in the dot polling exercise at Workshop

#3included the Staff, Building Committee.


An architectural preferences exercise was conducted during Workshop #3 with the Staff Building Committee.

During this exercise, participants were given a number of dots, green and red, and asked to place green dots on the images they preferred and the red dots on images they did not feel represented the image of the new Community Center. There were four boards with images of various types of Architectural Forms, Building Entry Types, Other Exteriors and Exterior Materials. The results of this exercise are found on the following pages.

The character the participants would like to see expressed in the architecture are.

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3 | S ITE EVALUATION & RECOMMENDATION

44


4545


Potential Site

Central Lawn

Collector Road Through Neighbor-hoods

Sledding / Observation Hill

Arterial Road

Main Park Entry

46


View toward Basketball Courts

View of Picnic ShelterView toward the Southwest

View from Street


47


Potential Community Center

New Entry?

Maintenance Building

134 New Spaces


48

Fossil Creek Park – Preliminary Site Sketch


4 | PROGRAM, BUDGET & OPERATIONS

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“The program include spaces for

Sports, Fitness and Recreation,

Arts and Culture, Health, Wellness

and Life Skills, Community Gathering

and Socializing.”

BUILDING PROGRAM

Accurately defining the building program that will meet the needs of the community. In order to be confident in the building program, the team used several tools to confirm the correct features, spaces, and components were included.

From the needs assessment, the City and consulting team determined a ‘Wish List’ and then through prioritization and elimination arrived at a program of spaces and a budget that represents what it would take to realize the preferred program. The program included spaces for spaces for Sports, Fitness and Recreation, Arts and Culture, Health, Wellness and Life Skills, Community Gathering and Socializing. Additionally two other alternative programs were developed to represent less expensive options that would allow future additions to be made over time to complete the vision.

During Workshop #2 in June 2013, the building committee synthesized and reconciled the program through a programming session. The committee participated in a Program Prioritization Card Game. With stakeholder input and the on-line survey data in hand, the committee wrestled with creating reasonable budgets and setting priorities that matched up with the community input.

50

Additional refinement occurred throughout the process as the public open house was held. Through this process of refinement and confirmation, the following 78,907 GSF program and $34,989,204 budget are recommended.

51

Option 1Project Space Program

Gross SF = 78,907

Accurately defining the preferred building program to meet the needs of the City include spaces for:

• Sports, Fitness and Recreation

• Arts and Culture

• Health, Wellness and Life Skills

• Community Gathering and Socializing

PROGRAM & PROJECT BUDGET

52

Option 1Project Space Program (cont.)

Gross SF = 78,907



53

Option 1 Project Budget

The Total Project Cost of the preferred option, or the total capital funding required to complete the project, includes:







Contingency (15%) $4,425,140



Gross SF = 54,336


54


Option 2Project Space Program (Cont.)

Gross SF = 54,336


55



The Total Project Cost of the extreme Downsized option, or the total capital funding required to complete the project, includes:




• Soft costs which includes allocations for art, professional fees, FFE (Furniture, Fixtures, and Equipment), testing, surveys, and other related project costs.



Contingency (15%) $2,659,543


56



Gross SF = 48,242

This option deletes the Theater, adds back the Leisure Pool, downsizes the Weights and Fitness, Group Fitness, but adds a Classroom and dedicated Arts room to the program and allows for a Theater addition in the future.

57


Option 3Project Space Program (Cont.)

Gross SF = 48,242

58



The Total Project Cost of the intermediate downsized option, or the total capital funding required to complete the project, includes:







Contingency (15%) $3,165,775


59


60

Operations:

An operation analysis was conducted to examine facility costs and revenues for the preferred base facility developed during the programming phase of the study. The operating pro-forma developed represents a conservative approach to estimating expenses and revenues and was completed based on the best information available and a basic understanding of the project. A detailed line item budget was developed that outlines all personnel, contractual, commodities expenditures along with an estimate of revenue from admissions, programs and other revenue sources and the budget projections reviewed by City Parks and Recreation staff. Fees and charges utilized for this study were based on existing City of Fort Collins fee structure, community survey and assessment of market value in Fort Collins.

The results of the operations analysis indicate that the proposed Southeast Recreation Center will not recover 100% of its operating costs through revenue and consequently the first year of operation. The operating pro-forma did not include debt service since the funding for this project is yet to be determined. It should be noted that the cost recovery rate estimated for the proposed Southeast Recreation Center falls

BUSINESS PLAN & OPERATIONS

within the range of other recreation/leisure facilities in Fort Collins. To illustrate the cost recovery rate for EPIC is 93%, Senior Center is 52% and the Northside Center is 36%. Most community centers in urban areas around the country recover 75% to 90% of their operating expenses through fees and charges.

Conclusion:

The market conditions are favorable for supporting a new recreation center in Southeast Fort Collins. The proposed facility, by virtue of the cultural arts space, leisure pool, multiple gymnasium space, fitness, indoor walking/jogging track, indoor play structure and birthday party rooms differentiate this facility from the other facilities in the Fort Collins area. The City of Fort Collins is ideally positioned to not only improve the quality of the facilities in Fort Collins, but also to enhance the quality of life for residents and address the need to provide programs, services and facilities in the Southeast portion of Fort Collins.



Revenue $1,105,026



61

BUSINESS PLAN & OPERATIONS

quality of the facilities in Fort Collins, but also to enhance the quality of life for residents and address the need to provide programs, services and facilities in the Southeast portion of Fort Collins.

Without question, a new community center will enhance the quality of life in Fort Collins while improving recreation and wellness opportunities for residents in the southeastern portion of the City. The proposed center fills the service gaps for a variety of recreation, and cultural opportunities and expands the wellness access in the community for children, teenagers, families and seniors. A new center will become a source of tremendous community pride and will bring the community together. The center will also help establish and recognize the facility as a contributor to the economic health and growth in the southeast portion of the community by providing jobs, through the purchase of local goods and services and by generating business trade for the City of Fort Collins.

62

5 | CONCEPTUAL DESIGN & KEY FEATURES

CONCEPT DESIGN

63

Fossil Creek Park Site Plan –

Due to the large footprint of

the preferred facility, required

parking, and hearing from

citizens at the Public meeting

voicing concern, the team

also looked at four other

potential sites in the Southern

part of the City. See Appendix

for alternative sites analysis

and investigation.

CONCEPT DESIGN

64


65


without Pool

Future Pool Addition

CONCEPT DESIGN

66

Future Theater

Classroom

Craftroom


without Theater

CONCEPT DESIGN

67Birdseye View of Entrance

CONCEPT DESIGN

68Birdseye View of Rear

CONCEPT DESIGN

69Ground Level View of Entrance

CONCEPT DESIGN

70Lakeside View of Rear

CONCEPT DESIGN

APPENDIX – ALTERNATIVE SITE STUDY

71

ALTERNATIVE SITE STUDY

October 8, 2013 (Draft) - 1

Potential Sites for Fort Collins Southeast Community Center (DRAFT)

Logan Simpson Design / BRS Architects October 8, 2013

1. Introduction

A total of five sites are currently being evaluated for the future Southeast Community Center in Fort

Collins. The original site was planned to be Fossil Creek Community Park, and space for a recreation

center was included in park's master plan. The size of the facility that is currently planned is larger than

the footprint on the park's master plan. Combined with the parking requirements (300 spaces), the

building would need to be located further to the southwest. This is quite workable but it does impact

the existing pond, basketball courts and field areas. The city worked with the BRS/Logan Simpson

Design team to evaluate five sites in south Fort Collins that are currently for sale.

As demonstrated in the map below, five recreational or cultural community centers currently exist north

of Horsetooth Road (blue stars: Museum of Discovery, Northside Aztlan Center, Lincoln Center/Mulberry

Pool, Senior Center, Edora Pool and Ice Rink (EPIC), and Foothills Activity Center. No community centers

currently exist in the southern portion of the city. The potential sites that were researched are indicated

with red stars.


Existing and potential community center sites are shown on top of the city's Structure Plan. Yellow and orange areas indicate existing and future residential areas, and red and purple areas are commercial and employment areas, respectively.

The sites that were selected for further investigation were determined based on:

• Currently available for purchase, or city-owned land,

• Southern area of the city,

• Proximity to the Mason Corridor and College Avenue, and

• Ability to accommodate a facility of this size (11 to 13 acres).

In addition, City staff looked at approximately seven other sites on the Mason Corridor that are vacant,

but they did not meet the size requirements.

The map below shows a more detailed view of the five potential sites on an aerial photograph.


Site C indicates the originally planned location according to the Fossil Creek Park Master Plan. The four

other alternative sites indicated on the map are:

• 13 acres on South College Avenue (Site A),

• 26 acres east of South College Avenue on Smokey Street (Site B),

• The undeveloped Southeast Community Park Site (Site D), and

• A vacant portion of Poudre School District's property on Ziegler Road, adjacent to Fossil Ridge

High School (Site E).

Location of the five alternative sites


2. Assumptions

The building footprint for the community center is based on the recommended program that has been

developed by the staff advisory committee, and refined based on community input. The 79,000 square

foot structure is assumed to be a high-performance building, with LEED gold or better certification. It

will be placed on the site so that the outdoor use areas associated with the community rooms and the

sun deck for the natatorium will have southern, or southwestern exposure. All site development will

incorporate best practices for stormwater quality, energy-efficient lighting, landscaping and other

environmental responsible site strategies. The conceptual floor plan for the community center is shown

below.

Conceptual first floor plan for the future community center.

3. Evaluation Criteria

Factors that vary based on the site location, configuration and attributes have been included in the

analysis. Triple bottom line sustainability performance goals guided the development of the evaluation

criteria. These goals include:


Social:

• Encourage healthy lifestyle behaviors through walking and bicycling to the facility

• Provide densely populated and growing areas convenient access to cultural and recreational

opportunities

• Consider compatibility with adjacent land uses, especially impacts to nearby residential

properties

• Develop partnerships with adjacent schools or medical facilities to increase the numbers of

people who are involved with physical activity

• Provide a positive user experience, including comfort, safety, beauty, and appearance of the

facility as viewed from adjacent properties or roads

Economic:

• Lower cost of land acquisition

• Lower cost of site development

• Lower cost of water for irrigation by using raw water if possible

• Create partnerships with other entities to offset costs (e.g. school district, health care providers)

Environmental:

• Reduce carbon emissions and paved area by locating where patrons can use transit, walking and

bicycling versus single-occupancy vehicles to get to the center

• Limit "cross town" travel and reduce city traffic congestion by providing access to recreational

and cultural opportunities for residents in southern Fort Collins

• Use raw water for irrigation, reducing energy and chemicals associated with treated water

• Reduce impervious area and pavement materials through agreements to share existing parking

lots

• Avoid impacts to sensitive natural areas and waterways

Thirteen criteria have been identified that contribute to achieving one or more of these triple bottom

line goals.

1. Development program fits with no impacts to existing or planned uses on the site (e.g.

expectations are that SE Community Park will have ample space for sports fields, and existing

sports fields and ponds at Fossil Creek Park would be somewhat impacted.)

2. No significant site constraints (e.g. natural areas, slopes.)

3. Conveniently accessed by bicycle or walking (e.g. trails and/or sidewalk network.)

4. Transit service to the site.

5. Compatibility with surrounding land uses (e.g. >250 feet away from residential; within attractive,

safe neighborhood.)

6. Potential partnerships with adjacent land uses (e.g. school, medical facility.)

7. Residential areas within 2 mile radius per the city's Structure Plan.

8. Raw water available for irrigation.

9. Improved roads (e.g. access road and/or roads adjacent to the site do not need significant

upgrades.)

10. Site complements building entry and outdoor use area goals. (e.g. clearly visible entrance, and

screened patios for community rooms and pool deck.)

11. Opportunities for expanded outdoor programs (e.g. planned or existing fields, and park areas.)


12. Potential for shared parking with adjacent land use (e.g. public parking with peak use times that

do not overlap, or possibility of strategic scheduling of recreational activities in parks to reduce

total parking requirement.)

13. Cost of the land.

4. Land Use and Connectivity

Having the community center be accessible by residents by using transit, bicycles or walking is a high

priority. This section includes research into the city's plans for residential areas, transit corridors and

bus routes, trail connections, and bike lanes and walks on adjacent streets.

The map below shows the location of each of the sites in relationship to residential areas on the city's

Structure Plan map. The circles represent a two mile radius around each site, and are color-coded to

match the site with which they are associated.

Residential areas within two miles of each potential site (City of Fort Collins' Structure Plan map).


The map below show the location of each of the sites relative to existing and future major trails,

Transfort bus routes, and the MAX route and south transit center.

Trail connections and transit service near potential sites.

The following five maps shows the surrounding land uses and transit and bike/pedestrian connectivity

for each of the sites in more detail.


Residential areas, transit and bike/pedestrian connectivity around Site A.

Site A is on a bus route, but has poor bicycle and pedestrian connectivity to neighborhoods because of

the lack of walks and bike lanes on the substandard surrounding streets. It also does not have

connectivity to the trail system because of the lack of walks and bicycle facilities on College Avenue. The

S. Mason transit center is approximately one and one-half miles to the north of the site, but cannot be

accessed by bicyclists or pedestrians.


Residential areas, transit and bike/pedestrian connectivity around Site B.

Site B has a bus route 1/4 mile to the west on College, but no connecting walks. Fossil Creek Trail is to

the northwest, but would require a major investment to construct a bridge and trail across the

meandering Fossil Creek floodplain. The S. Mason transit center is approximately one mile to the north

of the site, but cannot be accessed by bicyclists or pedestrians.


Residential areas, transit and bike/pedestrian connectivity around Site C.

Site C has a major trail through it that connects with neighborhoods to the east and west. The trail also

connects to the MAX transit center, which is approximately one and one-half miles to the northwest.

Site C does not have a Transfort bus route; however, a routes could be added after the center is

constructed to provide service. There are bike lanes and wide sidewalks on Lemay Avenue, and all

surrounding streets have sidewalks.


Residential areas, transit and bike/pedestrian connectivity around Site D.

Site D is connected to neighborhoods via the trail system that will be constructed through Southeast

Community Park, bike lanes and broad sidewalks on Ziegler Avenue, and sidewalks in all of the

surrounding neighborhoods. There is one discrepancy that is worth mentioning between the Structure

Plan map and what has occurred in recent years; there have been some large, medium density

residential projects constructed south of Harmony Road and east of Ziegler Road in the area shown on

the Structure Plan as purple, which indicates employment. Two bus routes serve this location and the S.

Mason transit center, is approximately five miles away via the Fossil Creek Trail.


Residential areas, transit and bike/pedestrian connectivity around Site E.

Site E is connected to neighborhoods via the trail system that will be constructed through Southeast

Community Park, bike lanes and broad sidewalks on Ziegler Avenue, and sidewalks in all of the

surrounding neighborhoods. There is one discrepancy that is worth mentioning between the Structure

Plan map and what has occurred in recent years; there have been some large, medium density

residential projects constructed south of Harmony Road and east of Ziegler Road in the area shown on

the Structure Plan as purple, which indicates employment. Two bus routes serve this location and the S.

Mason transit center, is approximately five miles away via the Fossil Creek Trail, or four miles away via

Harmony Road.


5. Site Evaluations

This section describes the sites in more detail, and contains conceptual plans to show how a community

center may fit on each of the sites.

A. 6020 South College Avenue

This 13 acre site is located on the southwest corner of the intersection of College Avenue and Skyway

Drive, and has a fairly significant slope from the west to the east - approximately 5 to 6%. A signalized

intersection exists at Skyway Drive, which provides safe access by vehicles to what would likely be the

main entry drive off of Skyway.

View of College Avenue and Skyway Drive intersection.

College Avenue and Skyway Drive would need significant improvements along the entire property edge,

which would be very expensive. The character of the area is strip commercial and light industrial, and is

not visually attractive. Transit service is available all days until 6 p.m., except Sunday. Some low density

residential areas exist immediate north and west of the site, but this property is mostly surrounded by

commercial development. Several houses face Skyway Drive, across from what may be a main entrance

to the community center.


View east on Skyway Drive, near the entry road to the community center. No curb and gutter exists and residences face the street.

Site development is constrained by a wetlands in the northeast corner, an irrigation ditch through the

western portion of the site, and moderate slopes.

View of wetlands in the northeast corner of the site.

To meet wetlands buffer distance requirements the irrigation ditch would need to be reconstructed to

the west, and the site development moved approximately 50 feet towards the west, provided that this


wetlands is not classified as a critical wetlands, which would increase the buffer distance to 100 feet or

more depending on the findings of a required environmental study.

A conceptual layout plan for this site illustrates how the community center may fit on the parcel.

6020 South College Avenue Site Study

In summary, the greatest benefit of this site is its high visibility on College Avenue and access to transit

(hourly service except evenings and Sunday). Its limitations include potential conflicts with residential

uses; a lower resident population within close proximity; no bicycle access and limited pedestrian

access; substantial costs for adjacent road improvements; development costs to avoid wetlands, and

realign a ditch; and a reduced area available for site development and outdoor uses because of these

constraints.


B. Smokey Street

This approximately 26 acre site is located 1/4 mile east of College Avenue at the end of substandard

roads through a light industrial area. The pavement is deteriorated and there are no sidewalks, trail

connections or bike lanes.

View of Smokey Street near College Avenue. The site is at the end of the road in the distance.

Access to the site could be from Smokey Street, Bueno Drive on the northwest corner of the site, which

is currently used by a trash removal company to store trash receptacles, or a local residential road,

Tennyson Street, near the southeast corner of the site. The residential street is not considered a viable

primary access because of traffic impacts to the neighborhood.


View from the west end of Tennyson Street, which currently is a short dead end road between two houses.

Vehicular access from the Bueno Drive is feasible, but the sight distances along College Avenue are not

as favorable as the intersection of College Avenue and Smokey Street, and the entrance to the site and

structure would be behind a trash collection business. Neither Smokey Street nor Bueno Drive

intersections are signalized.

The site slopes from the west toward the northeast, which would require moderate to extensive grading

to create gently sloping parking areas and to accommodate a large building footprints. The portion of

the site that is not occupied by the community center could be developed as parkland, other community

uses, or sold for private development.


View northeast from the southern end of the Smokey Street site.

Houses border the southern and eastern property boundaries, and the site configuration requires that

the building and parking be placed relatively close to their back property lines, if the primary access is

from Smokey Street. If the access were from Bueno Drive, there would be less impacts to the residential

areas, but as mentioned previously, the desirability and safety of Bueno Drive access is questionable.



Smokey Street Site Study

The greatest limitations to this site are: its entry experience through low quality, light industrial

development; off site road improvements that would be required to provide adequate access to the

site; lack of pedestrian, bicycle and transit facilities; little possibility for synergies with adjacent land

uses; and potential incompatibility with adjacent residential areas.


C. Fossil Creek Community Park

A community center is part of the approved master plan for the existing community park, and the park is

the most centrally located site of the five properties being evaluated. Locating a community center in

this park has the advantage of easy access to outdoor recreational programs and some existing parking

that can be used to reduce the amount of additional parking that needs to be constructed. However,

the desired program for the community center is larger than was originally planned. The building and

site development will impact the existing pond on the southeast corner of the site, the two existing

basketball courts, and the size of the central multi-purpose green that accommodates various field

configurations. The multi-purpose field area would be reduced by approximately 20 to 25%, the pond

would need to be re-graded and edges restored, and one basketball court could fit in the area currently

occupied by the in-line hockey rink, which is seldom used. Parking areas will need to be expanded to

accommodate 210 additional spaces, assuming that 90 of the existing spaces can be used for the

community center. Residential properties are more than 250' from the structure, but this is closer than

the current approved master plan indicates, and the neighbors may express concerns over the proximity

and increased size of the center.

A new primary access road would need to be constructed from Lemay Avenue, just north of the

maintenance facility. It is not known if a traffic signal would be required at this location. The building

entrance would be fairly visible from Lemay Avenue, however the entry experience would be influenced

by the presence of the maintenance complex along Lemay Avenue, adjacent to the center.

View west of existing maintenance facility and location of new entry road on Lemay Avenue.

The site is not currently on a Transfort bus route, but it does have excellent bicycle and pedestrian

access through on-street sidewalks, bike lanes and the Fossil Creek Trail.


A conceptual layout plan for this site illustrates how the community center may fit on the parcel. This

plan has more detail because it is the site that was originally proposed with the park master plan

Fossil Creek Park Site Study


D. Southeast Community Park

This undeveloped site is owned by the city, is currently being designed as a community park, and is

approximately 52 acres in size. Transit service is available all days until 6 p.m., except Sunday.

View of McClelland Creek from Saber Cat Drive.

Because the site has McClelland Creek running through the middle of it there are few options on where

to place a large structure and parking lots for 300 cars. McClelland Creek has a required 100 feet buffer

distance, which somewhat restricts the available development area. For the purposes of this analysis,

the building and parking are shown on the southwest corner of the site, where the land is relatively level

and there is adequate room to accommodate the entire development program. Access roads to the

center could align with intersections of Sage Creek Road and Evening Primrose Lane, both of which are

residential streets. These access points may create challenges for full-movement intersections because

of they are approximately 450 feet away from the intersection of Kechter and Ziegler Roads, both of

which are arterial roads.



Southeast Community Park Site Study

View northwest to site from intersection of Evening Primrose Lane and Kechter Road.


The access road and parking areas are outside of the 100 feet buffer associated with McClelland Creek,

which results in a parking lot configuration that wraps around the north and east side of the center.

There is some potential for shared parking with the park, but the park and community center programs

would need to coordinate so that potentially peak use times on weekday evenings and weekends do not

cause parking to overflow into residential neighborhoods across the street. The outdoor decks for the

pool and community rooms would be facing this intersection, which would require screening from both

roads.

The community center could possibly be placed south of Saber Cat Drive, where a recently constructed

BMX track and softball/baseball field are located, but the development area is narrow because of

McClelland Creek, and all of the parking could not be accommodated there without either constructing a

parking garage, or reconfiguring Fossil Creek High School parking lots to be closer to the center.

View from Saber Cat Drive to the existing BMX track.

Shared parking is a possibility because peak use times (afternoons, evenings and weekends) do not

frequently overlap between a high school and community center. Crosswalks across Saber Cat Drive and

clear pedestrian connections between the school parking lot and the center would need to be

constructed so that the parking areas feel connected to the community center. This location would be

served by existing signalized intersections on Zeigler Road and Saber Cat Drive, and Kechter Road and

Lady Moon Drive. However, the existing recreational facilities would be displaced, and would require

reconstruction elsewhere on the site, or in another location. Because of the challenges and potential

associated costs associated with reconfiguring the school parking areas and displacement of existing

facilities, this areas was not considered further.

Regardless of its placement on the site, a community center would significantly reduce the available

land in the park site for other park uses.


E. Fossil Ridge High School

This 10 to 11 acre site is located between Fossil Ridge High School and Ziegler Road, south of Rock Creek

Drive, on Poudre School District property.

View southeast from corner of Rock Creek Drive and Ziegler Road.

The entry road to the community center could coincide with the two-lane access road south of Rock

Creek Drive to Fossil Ridge High School's staff parking, special needs drop off area and marching band

practice area. Rock Creek Drive has a signalized intersection at Ziegler Road, and also extends to the

east to Lady Moon Drive, providing multiple ways to access the site.


View south from Rock Creek Drive to the existing road to Fossil Ridge High School staff parking lot.

View of site looking southeast from Ziegler Road and Rock Creek Drive.



Fossil Ridge High School Site Study

The building has been oriented at a slight angle to preserve as much of the existing turf areas as possible

to the east. If this area can be impacted, the building should be oriented north-south to create a better

relationship with the high school. Walk connections between the school and the community center

could be installed, and because the buildings are relatively close to one another, there are possibilities

that the school could utilize the center during the school day for classes. The possibility of partnering

with the school district on the aquatics component, or other components of the community center,

could be explored. Increasing the size of the program to accommodate school district needs would

increase the building footprint and parking demands, which has not been analyzed in this report.

The site is less centrally located in the southern portion of the city than the site at Fossil Creek Park, and

may have fewer people living within 2 miles based on the area of residential land use illustrated on the

Structure Plan map. The actual population projections for the areas within 2 miles have not been

calculated, so this is not a definitive conclusion since there are several higher density residential projects

in the vicinity and more under construction.

This site has great attributes for a community center because of its existing road infrastructure, gentle

topography, lack of obstacles to development, access to transit, bike and pedestrian connections,

potential shared parking with staff parking for the high school, and potential synergies with Fossil Creek

High School programs and a planned medical campus to the north. It is also within 600 feet of the


future Southeast Community Park, which may have some synergies in terms of recreational programs

that are staffed from this community center.

6. Summary

Each of the sites received a rating ( -, O, or +) based on their relative performance associated with each

of the evaluation criteria. This evaluation does not assign importance to the criteria, so the best site

cannot be determined by simply tallying the number of pluses or minuses. Development costs

associated with each of the sites has not been studied, however relative construction and utility costs

are part of the considerations of the ratings associated with site constraints, raw water availability, road

improvements and impacts to existing uses on the properties, and are based on professional opinion.

The detailed cost of land acquisition was also not part of this analysis, but sites that are owned by the

city, or have the potential for a partnership agreement with Poudre School District are considered.

Staff Recommendations:

A. Fossil Creek Community Park – Park setting, this is the original site, is city owned, and works

really well for this facility. This is a very nice, appealing and inviting site with good visibility to

Lemay Avenue. Can utilize some of the existing parking spaces. Curb and gutter is already there

and we currently own the site which means more dollars can be spent on the facility rather than

the purchase of land. No access to transit but one might think that with a new multi-million

dollar facility transit routes might change. Does have excellent bike and walkability options to

get to transit centers. The MAX will be one and one-half miles away and connected via bike

path. The encroachment onto the pond and fields is not seen as insurmountable.

B. Fossil Ridge High School – The site is large enough to handle a facility this size. City does not

currently own this land. It would be along the transit line and bike and walk friendly. This site

provides an even greater opportunity to collaborate with the school district and the medical


community. Best opportunity for shared parking. Would be an attractive site that has a large

portion of the community to draw from.

C. Southeast Community Park – Park setting, City owned. The park is currently under design and

this facility is not part of that design. A facility this size will take away significant park land

planned for other recreational uses. McClelland Creek has to be dealt with but this is not

insurmountable. Outside areas associated with the pool and the community rooms back up to

the Ziegler/Kechter Road intersection wouldn’t be ideal for associated outside activities. Park is

in design stage so road improvements, etc. can all be included. The City currently owns the

land. More dollars for the facility. This site gives us opportunities to develop partnerships with

the school district and the medical community. It’s situated along the transit line and is bike and

walk friendly.

D. 6020 South College Avenue – the site is not very attractive and it is not City owned. It is very

industrial, and contains the lowest number of people living within a 2 mile radius. Not bike and

walk friendly. Does have transit but may only be the Fox Trot(?) that runs between FC and

Loveland. Site has a slope and wetlands to deal with. Need to purchase and install curb and

gutter, all which adds to the cost.

E. Smokey Street – Not a very attractive site and not City owned. Not that visible from College

because you travel in a ways before getting to the actual site. Very industrial, not inviting.

Major improvements to access roads needed. Not bike and walk friendly. Need to purchase the

property.

APPENDIX - MEETING MINUTES

73

74

MEETING NOTES

3457 Ringsby Court, Unit 200

Denver, Colorado 80216

303-455-1366 Fax 303-455-7457

Toll Free 866-646-1980

www.brsarch.com

Project: Ft. Collins SECC Project Number: 2013.014.01

Meeting Subject: Kick off Meeitng Issue Date: May 2, 2013

Rev. 05-13-13 Present: Dave Hammel - BRS

Steve Blackburn - BRS Jeff King - B*K Associates Steve Budner - CoFC - Rec. Manager Marty Heffernan - CoFC - Exec. Director Mike McDonnell - CoFC - Rec. Manager John Litel - CoFC - Community Relations Jill Stilwell - CoFC - Cultural Services Bob Adams - CoFC - Recreation Director Ty Sutton - CoFC - Lincoln Center Manager

Meeting Date: April 22, 2013

Copy To: Bob Adams, Jeff King, file

Marty: One Councilmember is concerned about the Fossil Creek site. She would prefer the project be built closer to Mason

Corridor. Darin indicated this is the only Councilmember expressing this concern. It is possible we may need to study another site.

Steve: Need to know as soon as possible! Bob: Two boards need to be included: Youth Advisory Board & Sr. Advisory Board Jeff: Focus Group with each board would be good. Marty: Do public meeting first, then meet with boards as separate focus groups. John: Could you take one board member to represent their board? Jill: It’s challenging to have one board member represent the whole board. Jeff: Do board representatives represent their constituents? Marty: Our board reps do represent their constituents. Jill: In our Cultural plan we meet with producers. We need to engage the business leaders like Otter Box. Jeff: Are special interests groups, such as swimmers, an issue? Marty: Hopefully with the online survey, special interest groups will not dominate the outreach process. What is our schedule goal for the City? Overall on schedule, City Manager has not given a hard and fast schedule. We

would like to finish in late summer. Our current ¼ cent sales tax will expire in 2015. To go to the voters in Nov. of 2014 we need the ballot language by Aug

2014 Council will want to know what outreach did we do, how much will it cost to build and operate? Bob: Study completion may be late August as a more likely target.

Meeting Notes Page 2



303-455-1366 Fax 303-455-7457

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Marty: We will complete the study when we have heard the community well. Steve B: What about the School District? Marty: CSU Swim coach has contacted the City Manager. CSU or school district would need to bring dollars (100% of it) to the

table before they would be considered. Marty: What about private fitness health clubs? Jeff: We need to ID the all of the competing service providers. Bob: Miramont, Raintree, and 24 Hour Fitness, are some of the larger providers. Jeff: Private fitness providers here have not been negatively impacted when EPIC, Sr. Center and the Northside Center

opened. IHRSA may organize against the project. Marty: Let’s give them an invite to our public meeting. We don’t yet know what’s going into the center. Steve Blackburn: What do we say to Miramont if they stand up in the meeting and say “you are going to put us out of business?” Jeff: Prove to us that the market is saturated. Role of the City is to provide equal access to residents. There is a certain percent of residents that don’t feel comfortable

in a private fitness center. The private sector primarily focuses on adults and not so much on families. Marty: We need a community center in the SE part of the city. A fitness center in our facility is an essential element. Marty: Public presentation of study should be a work session. I’ll check if this is possible. A ¼ cent sales tax would support a

$60-65 Million bond program. Council should be interested in a study session as we are the gorilla in the room at $25 Million or more.

Bob: We should plan for the end of August as target. Jeff: What are the operational cost recovery goals? Marty: We’ve gone through some tough times. Recover as much as you can. We had $1Million in cuts in those years. We are

back since the tax passed. Typically, a certain # of years (say 7years) can be built into the bond program. I anticipate a similar package on this project. A $200K gap should be covered by the ¼ cent tax. We’ll need to engage operational services. They have a formula for maintenance they will give us.

Value Questions

Jill: Having something in their part of the community. Creating a space for them. Bob: SE side pay taxes but go to other facilities. Providing rec./ cultural services to them is important. John: Needs a central convergence park / rec / pool convergence. Value is in the location. Mike: Enhance their quality of life. It’s easier to go south then go downtown. Ty: Point of pride. Should be an amenity for Ft. Collins. Theater and cultural opportunities. Convenient Marty: Not just what it provides. It will bring the community in South Ft. Collins together. Be together as a community through

wellness in body, mind and spirit. Unity creates community. Become more well. Be with each other. Anchor the South part of town and connect to mid-town and then downtown. (We have a great downtown core). Bring them into being from Ft. Collins, not Windsor or Loveland.




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Bob: A family oriented place. Steve: Safe, wholesome place for kids to go after school. Ty: The challenge right now is that Windsor & Loveland is easier to get to than downtown Ft. Collins John: A special trip to downtown Ft. Collins is not as easy as we thought. Constraints

Marty: The expense of project. Council wants something which creates something in the South.

Parking will be a physical constraint. The existing roller hockey rink is under-utilized. Sport field has grass growth issues due to low lying and salt. Swimmers could create conflict and remove fun from the process. Blending community and cultural elements might be a challenge.

Steve B: Pool (competitors vs. leisure) will be huge. Neighborhood may complain about increase in traffic. Mike: I don’t think traffic will be an issue like at EPIC. Marty: If we move the site to the South end, traffic might be more of an issue. Jill: Giving up green space to make room for a building may create conflicts Marty: A recreation center has already been built into Master Plan, so building it is consistent with plan. Clay soils, a lot of silt may impact the foundation costs. Hard to grow grass Mike: No deep water for competitive swimming is needed Steve Blackburn: Not so fast. A youth oriented pool may require deep water for rope swing, dive perch, zipline etc. Marty: The Fossil Creek Park is a hub for trails. Ty: Integrating recreation and cultural programs. Figuring out a way to run cultural programs and not put a drain on the rec.

center. Making sure it produces revenue. Jeff: Kroc Centers Benefit is a long history of operating cultural center / theaters. Ty: Staffing is in plan. Lincoln center operates at 75% net revenue Jill: Benefit of cultural facilities master plan. 500 seat is appropriate. Marty: Combo of two is better than stand alone. Ty: In Canadian facilities, most theaters are busy at night, when rec. ctrs.are less used. Marty: Duncan Webb, consultant says kids and adults want to participate in the arts (performing and visualizing). Going beyond

arts and crafts programs Jill: Cultural plan is online Steve Blackburn: Noise between spaces can be a problem. Basketball versus performing arts.




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Jill: Acoustical capability of gym needs to be considered. It is a great gathering space, but typically they have terrible

acoustics, like at N. Rec. Center Ty: Locations: people ask us where can we go on the Southside of town? They are looking for space for Boy Scout, parent

meetings, rec. dance etc. Mike: Parking for a 500 seat theater is a lot. If performance is at the same time as a softball tournament, dog park special

event, parking will be a problem. Marty: Maybe put the CC on the great lawn and rebuild fields toward the street where the soils are better. Slideshow

Dave: Potential program elements Marty: Like to build a campaign over “getting people to walk more.” Ty: For ballet, a capacity 50 – 60 sf. At 1500 SF 20 – 25 capacity. Jeff: In the theater, could it have retractable seats to make it more flexible? Ty: In Midland TX, their theater has retractable seats and used it only 5 times last year. In Ft. Collins we don’t produce any

shows, we book them. Jeff: For climbing walls to do well, it takes an enthusiastic “champion” to build a program. John: We have a lot of climbing walls in Ft. Collins Jill: An interesting component for youth Marty: Do you know of any good examples of Hospital and Senior Center partnering? Jeff: City of Grand Forks North Dakota Steve Blackburn: Cuyahoga Falls, OH 5,000 sf of 116,000. The Hospital was at table from beginning. They amortized the capital cost in a 20 yr. lease. Also Lawrence Memorial Hospital 7,000 sf of 181,000 sf City Rec. Center Bob: Is an outdoor pool in addition to indoor possible? Steve Blackburn: Competing dollars. Would you choose giving up a $4 million theater to build a $4 million outdoor pool in a $25 million building? Marty: $25 Million not a cap. May have to go up to $30 Million Marty: Library district could be a stakeholder Steve Blackburn: Bentonville CC is an example of a hybrid branch library. Ty: Catering kitchen all the way. No cooking facilities. Jill: Want option to serve alcohol in the building Bob: Let’s do tours




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Ty: Performing Arts. Trend is toward Kroc Center with slope vs. Lakewood tiered seating. High expense / medium revenue could be more revenue/expense neutral. Program Card Game

• Group A vs. B 112,000 sf $49 Million • Revised program 102,000 sf $43 Million

See combined program sheet sent out for reference. Survey Discussion Jeff King

• Online survey; Survey Monkey or Survey Gizmo • Statistically valid survey $4-5K more

o Mail and back it up with phone o 5-6 weeks additional time

• Market Analysis 3 Pillars o Statistically valid survey o Who else is providing services o What does the public want – most important pillar

• Age group Distribution o 18 – 24 is high o 25 – 44 is high

• Median Age o 31.2 years vs. 37.3 years Nationally o Ft. Collins is younger than national average

• Median Household Income o Higher in Ft. Collins than average for US and Colorado o More discretionary income in Ft. Collins than national average

• Cost of Living o 13% above US average

• Spending Potential Index o Favorable market conditions

• Race and Ethnicity o 80.9% White o 4.1 % Black o 9.8% Hispanic

• Tapestry o 14.5% College students

• Service Area is defined in the map • Participation Rates

o Tells us what market potential might be • Advisory Ranking (popularity)

1. Exercise walking 2. Exercise with equipment 3. Swimming

• Colorado Participation tends to be high • Activity Trends

1. Lacrosse 2. Yoga 3. Run/Jog

• Performing Arts - National Endowment for the Arts (NEA) Participant Rates o 2008 is the most current numbers o Performing (Jazz, choir, plays) and creating (paint / photo, etc.)




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o Online viewing / listening

Schedule

Marty: Move ahead with online survey I’ll talk to Darin tomorrow Bob: Stakeholder sessions:

• P&R and Youth combined 5/22 • Cultural Resources + Senior Board 5/30 at noon • Open House options: 5/29 1 ½ hours w/ Steve /Jeff or 6/5 w/ Dave/Jeff • Open house location options: Columbine Room in Lincoln Center or Fossil Ridge H.S. or Church at Lamay and Trilby.

Attach:

Note: The above is considered correct unless response to the contrary is received within 7 days from the above date.

Please contact Barker Rinker Seacat Architecture if you feel items are in error.



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Meeting Subject: Stakeholder Mtg

Youth and Parks & Recreation Boards Issue Date: June 22, 2013

Present: Steve Blackburn - BRS

Jeff King - B*K Associates Steve Budner - CoFC - Rec. Manager Bob Adams - CoFC - Recreation Director

Meeting Date: May 22, 2013

Copy To: file

1. Vision

What is your Vision?

• Bring cultural to Southeast Ft Collins

• Appealing to young people

• A single theme, not everything for everyone

• Flexibility / Multiuse

• Family oriented

• Social events 2. Gaps

What are the gaps in the community?

• Void of access (facility desert)

• No space

• Free Community room@ H.S.

• No access to racquet sports 3. Amenities / Components / Rooms Desired?

• Space for classes 4 dots

• Pool for lap swim w/ seating separate from rec pool 8 dots

• Gym space 8 dots

• Cultural Center 1 dot

• Amphitheater 1 dot

• Multipurpose rooms 6 dots

• Café 6 dots

• Roller rink 2 dots

• Spray ground outdoors no dots

• Redbox Library 1 dot



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Seniors & Cultural Resources Board

Issue Date: June 22, 2013




Copy To: file

1. Value Questions

What is the greatest value to the residents of Fort Collins to build a Recreation / Cultural Center?

• Serve residents w amenities

• Interpersonal Interaction

• Get people together in real tme

• Pools at capacity already

• There is a need

• Keep it local and quite going to Loveland, Windsor, Longmont or Arvada

• Meld or Blend Recreation and Cultural and Aquatics

• Easy access to arts 2. Vision


• Recommendation of cultural plan

• Viewing and doing & showing cultural arts

• Add a gathering place

• A destination

• Engagement & involvement

• Recreation and Arts under one roof

• Synergy of people of different interests interacting

• Sharing of Recreation activity spaces for cultural purposes

• Residents value both recreation and arts

• Unique opportunity in SE part of town

• Children of different focus (athletes / artists) 3. Gaps


• Performance spaces o 500-800 seat raked theater o Studio theater – Black Box w/ grid o Upgraded retractable theater seats for 150

• Rehearsal space o Theater




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o Dance

• Recreational sport facilities o Like basketball & ballfields

• Studio / Gallery space to show art

• Wet Arts / crafts for pottery and painting

• Dry classrooms 4. Amenities / Components / Rooms Desired?

• Studio / Gallery (visual arts) 4 dots

• Wet Arts Crafts 1.5 dots

• Dry Arts Crafts 1.5 dots

• 500 seat Theater 2 dots

• 150 seat Studio theater 3 dots

• Indoor recreational leisure pool 5 dots

• Indoor competition pool no dots

• Therapy pool no dots

• Outdoor sprayground 2 dots

• Outdoor leisure pool no dots

• Outdoor amphitheater no dots

• Gymnasium 1 dot

• Elevated track no dots

• Childrens indoor playground 2 dots

• Child watch /Babysit 1 dot

• Elder Watch no dots

• Community room w/ Catering Kitchen 4 dots

• Party Room no dots

• Fitness Center 3 dots

• Fitness Studio no dots

• Dance Studio 2 dots

Attach:





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Seniors & Cultural Resources Board

Issue Date: June 22, 2013




Copy To: file

Cultural Resources Board 1. Value Questions


• Serve residents w amenities

• Interpersonal Interaction

• Get people together in real time

• Pools at capacity already

• There is a need

• Keep it local and quite going to Loveland, Windsor, Longmont or Arvada

• Meld or Blend Recreation and Cultural and Aquatics

• Easy access to arts 2. Vision


• Recommendation of cultural plan

• Viewing and doing & showing cultural arts

• Add a gathering place

• A destination

• Engagement & involvement

• Recreation and Arts under one roof

• Synergy of people of different interests interacting

• Sharing of Recreation activity spaces for cultural purposes

• Residents value both recreation and arts

• Unique opportunity in SE part of town

• Children of different focus (athletes / artists) 3. Gaps


• Performance spaces o 500-800 seat raked theater o Studio theater – Black Box w/ grid o Upgraded retractable theater seats for 150

• Rehearsal space




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o Theater o Dance

• Recreational sport facilities o Like basketball & ballfields

• Studio / Gallery space to show art

• Wet Arts / crafts for pottery and painting

• Dry classrooms 4. Amenities / Components / Rooms Desired?

• Studio / Gallery (visual arts) 4 dots

• Wet Arts Crafts 1.5 dots

• Dry Arts Crafts 1.5 dots

• 500 seat Theater 2 dots

• 150 seat Studio theater 3 dots

• Indoor recreational leisure pool 5 dots



• Outdoor sprayground 2 dots

• Outdoor leisure pool no dots

• Outdoor amphitheater no dots

• Gymnasium 1 dot

• Elevated track no dots

• Childrens indoor playground 2 dots

• Child watch /Babysit 1 dot

• Elder Watch no dots

• Community room w/ Catering Kitchen 4 dots

• Party Room no dots

• Fitness Center 3 dots

• Fitness Studio no dots

• Dance Studio 2 dots

Senior Advisory Board 5. Value Questions


• Attract residents

• Young Families served

• Travel distance shortened

• Keep cars off of College Avenue

• Retirement Centers served – Need Transportation

• Accessible to the Abled and Disabled alike

• Where the growth is – underserved area of the City 6. Vision


• A community of neighborhoods

• Each with it’s own personality

• Bringing together the generations, not just the younger people

• Bring programs of value to the people

• It will take pressure off the other Ft. Collins facilities 7. Gaps


• Precreation opportunities




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• Transportation – Only flex up and down College

• Cultural arts theater - movies

• Churches

• Opportunity for learning

• Parking

• Activities for the elderly 8. Amenities / Components / Rooms Desired?

• Dry Arts Crafts 2 dots

• Wet Crafts - 2 Dots

• Theater 2 dots

• Indoor Leisure Pool - 2 dots



• Children’s program space - no dots

• Disc Golf

• Baseball Field - no dots

• Trail connectivity - no dots

• Multipurpose Meeting Rooms - 4 Dots

• Child Watch - 1 Dot

• Café - No Dots

• Teen Center - No Dots

• Fitness Studio 2 dots

• Yoga Studio No dots

• Lounge – socializing - 4 Dots

• Sparyground - No Dots

• Outdoor Patio - No Dots

• Jog / Walk Track - No Dots

• Gymnasium – No dots

Attach:



Southeast

Recreation/ Cultural

Center

Welcome

June 5, 2013

A P r o v e n P r o c e s s

Today’s Agenda

• Welcome and Introductions

• Feasibility Study Process Overview

• Project Mission

• Project Possibilities

• Dot-ocracy

• Survey results

• Next Steps

I n t r o d u c t i o n s

Barker Rinker Seacat

Steve Blackburn, AIA, LEED AP

Principal-in-Charge

Dave Hammel, AIA, LEED AP

Design Principal

MARKET ANALYSIS &

OPERATION

Ballard * King & Associates

Jeff King, CPRP, President

Project Steering Committee

Parks & Recreation and Cultural

Resources Boards

City Staff (P&R, Planning, Eng, etc.)

Residents, Stakeholders & Users

AQUATICS DESIGN

Water Technology Inc.

Doug Whiteaker, Principal

LANDSCAPE ARCHITECT

Logan Simpson Design

Jana McKenzie, FASLA, LEED-AP

Balance of Needs

+ Resources

Goal Achievement

The Planning Process

Staff &

Agency

Needs

Stakeholder

Needs &

Wants

Public

Process

Site

Resources

Local

History &

Knowledge

National &

Regional

Trends

Project

Budgets &

Costs

T h e P l a n n i n g P r o c e s s


Milestone Schedule

• 4/22 – 6/5: On-line Survey

• 4/22 – 6/15: Site/ Program/ Budget

• 6/5: Community Open House

• June: Prepare Plans/ Elevations

• July: Plan and Operations Alts.

• Early Aug: Public Presentation #2

• Sept: Prepare Feasibility Report


Delivery Objectives

• Citizen Survey (complete)

• Stakeholder Meetings (Complete)

• Market Analysis (complete)

• Program of Space Requirements

• Construction Budget/ Project Budget

• Operational Cost Proforma

• Conceptual Design (Plans and Elev.)

Mission Statement

“This Recreation and Arts

Center will enhance the entire

community by providing a

unique venue for citizens to

gather, create, recreate in a

positive, safe and healthy

environment.”

Fossil Creek Park Site

Potential Site

+

Potential

Site

Central

Lawn

Collector

Road

Through

Neighbor-

hoods

Sledding /

Observation Hill

Arterial

Road

Main Park

Entry

T h e P l a n n i n g P r o c e s s

S. L

em

ay A

ve

Fossil Creek Park Site

Site Photos

+ T h e P l a n n i n g P r o c e s s

What are the

components of a

Community

Center?

Sprayground

Dot-ocracy

When Your Table is called –

• Come vote with your Dots for the

top 6 Activities you’d like to see

in a New Recreation/Cultural

Center for S & SE Fort Collins!

• Only 1 Dot per Activity – You

can’t place all Dots on one

Activity

On-Line Survey Results

Would you use a SE Recreation/Cultural Center?

No - 13.4%

Yes – 86.6%


Top 10 Activity Spaces Desired

1. Leisure Pool

2. Indoor Run/Walk Track

3. Cardiovascular Equipment

4. Gymnasium

5. Performing Art/Theater Space

6. Weight Room

7. Group Fitness Room

8. Multi Activity Court (soccer, lacrosse,

basketball)

9. Rock climbing Wall

10. Interactive Playground


Top 10 Aquatic Components

1. Water Slide

2. Lazy River/current Channel

3. Lap Lanes

4. Swim Lesson Area

5. Zero Depth/Beach Entry

6. Interactive Water Features for Children

7. Water Exercise Area

8. Hot Tub / Spa

9. Warm Water Therapy Pool

10. Steam room

On Line Survey

Frequency of Use - 67% would use at least once per week

Stakeholder Meetings

1. What is the greatest value of building a Southeast

Recreation/ Cultural Center?

2. What is your vision?

3. What are the gaps?

4. What are the components your desire?

Stakeholder Questions

Stakeholder Groups • Cultural Resources Board

• Senior Advisory Board

• Parks & Recreation Board

• Youth Advisory Board

Next Steps

Next Steps

• Confirm Program and Budget

• June: Prepare Plans/ Elevations

• July: Plan and Operations

• Early Aug: Public Presentation #2

• Sept: Prepare Feasibility Report

Southeast

Recreation/ Cultural

Center

Thank You!

Dot-ocracy Talley Results from Public Mtg. 06-05-13 (top 10

highlighted)

Description Votes Ranking

1. Gymnasium 22 13

2. MAC Gym 47 3

3. Indoor Running/Walking Track 41 5

4. Weights/Cardio Equipment area 56 2

5. Group Fitness/Dance Studio 30 10

6. Climbing Wall 31 9T

7. Health & Wellness Center 7 21

8. Indoor Leisure Aquatics 62 1

9. Indoor Competition Lap Swimming 34 8

10. Fitness Lap Swimming 47 4

11. Warm Water Therapy Pool 14 18

12. Arts & Crafts Classroom 28 11

13. Food Service/Concessions area 4 22T

14. Computer Lab 10 20

15. Multipurpose Classroom 13 19T

16. Community Multipurpose Rms w/ Kit. 17 15

17. Children’s Indoor Playground 31 9T

18. Performing Arts Theater 18 14T

19. Childwatch / Babysitting Room 18 14T

20. Teen Games / Activity Room 13 19T

21. Party Rooms / Classroom 38 6

22. Active Adult (Senior) Lounge 15 17

23. Library /Reading area 4 22T

24. Outdoor Sprayground 16 16

25. Outdoor Leisure Pool 26 12

26. 140 Seat Studio Theater 35 7

27. Outdoor Lap Swimming w/ Diving 13 19

28. Community Gardens 3 23



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Meeting Subject: Program/ Budget Refinement Meeting Issue Date: June 26, 2013

Present: Dave Hammel - BRS

Steve Blackburn - BRS Steve Budner - CoFC - Rec. Manager Marty Heffernan - CoFC - Exec. Director Mike McDonnell - CoFC - Rec. Manager John Litel - CoFC - Community Relations Jill Stilwell - CoFC - Cultural Services Bob Adams - CoFC - Recreation Director

Meeting Date: June 25, 2013

Copy To: file

Discussions at the meeting led to the following items of note: 1. Steve Blackburn stated the purpose of the meeting is to focus on the program/ budget and the City of Fort Collins to give BRS

direction for the conceptual design effort. 2. Dave Hammel presented “Bob’s Picks” program of 75,308 Sf; $21.6M construction and $33M total project (see attached). 3. Marty believes City Council would entertain three options in increments of $5M. He suggested:

a. $35M “Bob’s Picks” program plus some b. $25M Pool/ Fitness with no gym and no cultural arts c. $20M Recreation and Arts only with no pool

4. Council should know the wish list created based on the survey results was approximately $50M and deemed too much, so a $35M option was created.

5. City Council presentation of the feasibility study is scheduled for the evening of August 27th

. BRS needs to have materials submitted August 13

th.

6. The City of Fort Collins would like the BRS team to explore other locations using the 78,000 SF footprint at: a. SE Community Park site (Bob Adams to get info from Kathleen at Park Planning) b. SW corner of High School site, north of Sabercat (possibly, City will check with School District) c. Parcel south of Bradley Barr Dealership, north of Fairway Lane d. NW corner of Harmony and College (old lumber yard site)

7. BRS will issue an ASP for this work and send to Bob Adams. 8. Meeting was adjourned.

Attach: $35M Program, $25M Program, and $20M Program



Southeast Recreation/Cultural Community Center

(DRAFT) FACILITY PROGRAM - Preferred Programs $35M

Barker Rinker Seacat Architecture Average Cost/ SF $278 /SF

Date: June 25, 2013 Total Program Area 78,907 SF

Revised: Total Program Cost $21,975,000


Selected Program

Gross Area

Selected

Program Cost Notes

x Facility Administration Spaces 1,908 2,328 SF $396,000

Facility Supervisor's office 150 private office

Assistant Facility Supervisor 120 private office

Programmer's Workstations 240 (3) workstations at 80 s.f. each

Administrative Assistant 100 workstation

Count Room 80

Work Room 250

Break Room 200

Conference Room 200 Can double as small rental space


Storage 100

Circulation 318

x Required Building Support Spaces 11,820 14,420 SF $3,231,000


Lounge 900

Control Desk 300

Men's Locker 1,200


Family Lockers (8) 2,000 8 Cabannas


First Aid 80

Men's Toilets 300

Women's Toilets 300









x Child Watch / Babysitting 940 1,147 SF $258,000

Babysitting 800

Tot toilet 40

Storage 100

x 240 Person Community Room / Events Hall 4,100 5,002 SF $1,110,000 Seats 240 for banq/conf/meeting

Community Room 3,600 Dividable into three 1,200 SF rooms

Storage 500

x Single HS / Double Elem. School Courts Gymnasium 8,540 10,419 SF $2,329,000 (1) 50 x 84 or (2) 38 x 68 courts with overhead volleyball nets

Gymnasium 8,140 Seating for 120

Storage 400

x Long Elevated Walk / Jog Track 6,500 7,930 SF $981,000 9 laps per mile, 3 lanes


Stretching Area 600

x Weight / Fitness 4,500 5,490 SF $1,445,000





Stretching Area 300

Equipment Allow $200,000 for equipment

4,500

1 of 2


(DRAFT) FACILITY PROGRAM - Preferred Programs $35M





Selected Program

Gross Area

Selected

Program Cost Notes

Storage 100

x 30-36 Person Aerobics/Dance Studio 1,950 2,379 SF $508,000 Accomodates 30-36 people


Storage 150

x Aquatics Support 740 903 SF $159,000 Equipment room, guards, office

Guard Room 300



First Aid 100


x 7,000 Leisure Pool 17,300 21,106 SF $8,695,000 7,000 square foot pool (Sim. To Livonia)

Pool 7,000

Natatorium 15,400





20-person Spa 300 SF spa




Pool Storage 700

x Wet Classroom / Party Room(s) 800 976 SF $219,000 Can be divided into two 360 SF rooms

Classroom 720


x 150-Seat Flexible Studio Theater 5,580 6,808 SF $1,944,000










Dressing Room A 160

Dressing Room B 160



Backstage Stor. 200

Piano Storage 120

x Sustainable Options/LEED Gold $400,000


x Solar Hot Water Heating $300,000


78,907 $21,975,000 Building Construction

$2,417,250 Site Construction

$6,171,814 Development Costs (Green Building, Fees, FFE, Testing, etc)$4,425,140 Owner's Plus Design Contingency

$34,989,204 Total Project Cost

© 2013 Barker Rinker Seacat Architecture. Cost estimated based on similar recently constructed community centers around the US and indexed to the Fort Collins region based on mid-point of construction of Nov. 2016.

2 of 2


(DRAFT) FACILITY PROGRAM - $25M - POOL + FITNESS



Revised: June 25, 2013 Total Program Cost $15,500,000


Selected Program

Gross Area

Selected

Program Cost Notes






Count Room 80

Work Room 250

Break Room 200



Storage 100

Circulation 318



Lounge 900

Control Desk 300

Men's Locker 1,200


Family Lockers (8) 2,000 8 Cabannas


First Aid 80

Men's Toilets 300

Women's Toilets 300









X 50 Person Classroom 1,025 1,251 SF $248,000 Seats 50

Classroom 900

Storage 125

X Wet Arts & Crafts Room 1,800 2,196 SF $467,000 Seats 45

Classroom 1,200

Equipment Equipment allowance of $50,000

Storage 200

Wet pottery storage 200

Kiln 200

X Weight / Fitness 3,650 4,453 SF $1,216,000


Circuit Resistance Training 960



Stretching Area 300


Storage 100

x 16-20 Person Spinning Studio 1,200 1,464 SF $279,000 Accomodates 16-20 people

Spinning Studio 800

Storage 400

3,650

1 of 2


(DRAFT) FACILITY PROGRAM - $25M - POOL + FITNESS



Revised: June 25, 2013 Total Program Cost $15,500,000


Selected Program

Gross Area

Selected

Program Cost Notes

x Aquatics Support 740 903 SF $159,000 Equipment room, guards, office

Guard Room 300



First Aid 100


x 7,000 Leisure Pool 17,300 21,106 SF $8,695,000 7,000 square foot pool (Sim. To Livonia)

Pool 7,000

Natatorium 15,400





20-person Spa 300 SF spa




Pool Storage 700


Classroom 720




x Solar Hot Water Heating $300,000







2 of 2


(DRAFT) FACILITY PROGRAM - $20M Rec and Arts (Future Pool)





Selected Program

Gross Area

Selected

Program Cost Notes






Count Room 80

Work Room 250

Break Room 200



Storage 100

Circulation 318



Lounge 900

Control Desk 300

Men's Locker 1,000


Family Lockers (4) 1,000 4 Cabanas


First Aid 80

Men's Toilets 300

Women's Toilets 300









x Child Watch / Babysitting 940 1,147 SF $258,000

Babysitting 800

Tot toilet 40

Storage 100

x 240 Person Community Room / Events Hall 4,100 5,002 SF $1,110,000 Seats 240 for banq/conf/meeting

Community Room 3,600 Dividable into three 1,200 SF rooms

Storage 500

x Single HS / Double Elem. School Courts Gymnasium 8,540 10,419 SF $2,329,000 (1) 50 x 84 or (2) 38 x 68 courts with overhead volleyball nets

Gymnasium 8,140 Seating for 120

Storage 400

x Long Elevated Walk / Jog Track 6,500 7,930 SF $981,000 9 laps per mile, 3 lanes


Stretching Area 600

x Weight / Fitness 4,500 5,490 SF $1,445,000





Stretching Area 300


4,500

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(DRAFT) FACILITY PROGRAM - $20M Rec and Arts (Future Pool)





Selected Program

Gross Area

Selected

Program Cost Notes

Storage 100

x 30-36 Person Aerobics/Dance Studio 1,950 2,379 SF $508,000 Accomodates 30-36 people


Storage 150


Classroom 720


x 150-Seat Flexible Studio Theater 5,580 6,808 SF $1,944,000










Dressing Room A 160

Dressing Room B 160



Backstage Stor. 200

Piano Storage 120








2 of 2

APPENDIX - REPORTS

75

MARKET & OPERATIONS ANALYSIS

MARKET ANALYSIS City of Fort Collins, CO

Recreation Center Feasibility Study *

Page 1 of 45

Section I – Demographic Summary & Market Review Ballard*King & Associates as part of a larger project team is working with the City of Ft. Collins to determine the market and overall demand for a community recreation center. The following is a summary of the basic demographic characteristics of the indentified service areas along with indoor recreation and leisure participation standards as produced by the National Sporting Goods Association 2011 Survey along with participation statistics provided by the National Endowment of the Arts. Service Areas: As there is already a community center within Ft. Collins the primary service area that has been identified focuses on the southern half of the City and spills over to adjacent communities to the East and South. Additionally, for comparative purposes information on the City proper and a 20-minute drive time from a southwest point in the community has also been identified. Primary Service Areas are usually defined by the distance people will travel on a regular basis (a minimum of once a week) to utilize a facility or its programs. Secondary Service Areas are usually defined by the distance people will travel on a less consistent basis (a minimum of once a month) to utilize a facility or its programs. Use by individuals in a secondary area will primarily be limited to special events (tournaments, etc.). Service areas can also vary in size with the types of components that are included in a facility. A center with active elements (weight cardiovascular equipment area, gym, track, etc.) will generally have a larger service area than a more passively oriented facility. Specialized facilities such as a sports field house, ice arena or large competitive aquatic venue will have even larger service areas that make them more of a regional destination. Service areas can also be based upon a facility’s proximity to major thoroughfares. Other factors impacting the use as it relates to driving distance are the presence of alternative service providers in the service area(s). Alternative service providers can have an impact upon membership, daily admissions and the associated penetration rates for programs and services.



Page 2 of 45

Table A – Service Area Comparison Chart:

Primary Service

Area

City of Ft. Collins Drive-Time

Population:

2010 Census 152,979 143,986 258,800

2012 Estimate 157,469 147,398 267,251

2017 Estimate 168,404 156,648 287,976

Households

2010 Census 60,242 57,829 102,679

2012 Estimate 61,616 58,854 105,439

2017 Estimate 67,093 63,728 115,514

Families:

2010 Census 34,818 31,148 62,789

2012 Estimate 35,183 31,154 63,750

2017 Estimate 38,559 33,890 70,274

Average Household Size:

2010 Census 2.43 2.37 2.44

2012 Estimate 2.44 2.38 2.46

2017 Estimate 2.41 2.35 2.43

Ethnicity:

Hispanic 9.5% 10.3% 11.5%

White 89.2% 88.5% 89.4%

Black 1.4% 1.6% 1.2%

American Indian 0.6% 0.7% 0.7%

Asian 2.9% 2.9% 2.1%

Pacific Islander 0.1% 0.1% 0.1%

Other 2.7% 3.1% 3.5%

Multiple 3.0% 3.2% 2.9%

Median Age:

2010 Census 30.9 29.6 33.3

2012 Estimate 31.2 30.0 33.4

2017 Estimate 31.9 30.7 34.1

Median Income:

2012 Estimate $61,177 $55,932 $57,815

2017 Estimate $75,305 $67,517 $70,045

Household Budget Expenditures1:

Housing 113 105 108

Entertainment & Recreation 113 104 108

1 This information is placed on an index with a reference point being the National average of 100.



Page 3 of 45

The median age and household income levels are compared with the national number as both of these factors are primary determiners of participation in recreation activities. The lower the median age, the higher the participation rates are for most activities. The level of participation also increases as the median income level goes up.

Table B – Median Age:

2010 Census 2012 Projection 2017 Projection

Primary Service Area 30.9 31.2 31.9

City of Ft. Collins Area 29.6 30.0 30.7

Drive-Time 33.3 33.4 34.1

State of Colorado 36.1 36.2 36.6

Nationally 37.1 37.3 37.8

Chart A – Median Age

In addition to the median age of the State of Colorado being below the National number the median age in all three service areas is significantly below the National number as well. As is the case with Ft. Collins and the associated service areas this lower median age would point to the presence of a significant college/university within the service area.



Page 4 of 45

Map B – Median Age by Block Group



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Table C – Median Household Income:

2012 Estimate 2017 Projection

Primary Service Area $61,177 $75,305

City of Ft. Collins Area $55,932 $67,517

Drive-Time $57,815 $70,045

State of Colorado $54,424 $63,663

Nationally $50,157 $56,895

Chart B – Median Household Income



Page 6 of 45

Based upon 2012 projections the following narrative can be provided the service areas: In the Primary Service Area the percentage of households with median income over $50,000 per year is 60.7% compared to 50.1% on a national level. Furthermore, the percentage of the households in the service area with median income less than $25,000 per year is 17.1% compared to a level of 24.7% nationally. In the City of Ft. Collins Area the percentage of households with median income over $50,000 per year is 56.2% compared to 50.1% on a national level. Furthermore, the percentage of the households in the service area with median income less than $25,000 per year is 20.0% compared to a level of 24.7% nationally. In the Drive-Time Area the percentage of households with median income over $50,000 per year is 58.3% compared to 50.1% on a national level. Furthermore, the percentage of the households in the service area with median income less than $25,000 per year is 18.6% compared to a level of 24.7% nationally. The median household income for the State of Colorado is slightly higher than the National number. In addition the median household income for all three service areas is higher than the National number as well. While all three service areas have a significant portion of the population that receives less than $25,000 in income that is consistent with the presence of college students. In contrast to that there is a significant portion of the population in all three service areas, greater than 55%, that make more than $50,000 per year.



Page 7 of 45

Map A – Median Household Income by Block Group



Page 8 of 45

In addition to taking a look at Median Age and Median Income, it is important to examine Household Budget Expenditures. In particular looking at housing information; shelter, utilities, fuel and public services along with entertainment & recreation can provide a snap shot into the cost of living and spending patterns in the services areas. The table below looks at that information and compares the service areas.

Table D – Household Budget Expenditures2

Primary Service Area SPI Average Amount Spent Percent

Housing 113 $22,283.80 31.0%

Shelter 115 $17,547.64 24.4%

Utilities, Fuel, Public Service 108 $4,736.15 6.6%

Entertainment & Recreation 113 $3,526.92 4.9%

City of Ft. Collins Area SPI Average Amount Spent Percent

Housing 105 $20,665.19 31.0%

Shelter 106 $16,252.16 24.4%



Drive-Time Area SPI Average Amount Spent Percent

Housing 108 $21,222.27 30.9%

Shelter 109 $16,675.82 24.3%



State of Colorado SPI Average Amount Spent Percent

Housing 109 $21,382.23 30.9%

Shelter 110 $16,778.40 24.2%



SPI: Spending Potential Index as compared to the National number of 100.

Average Amount Spent: The average amount spent per household.

Percent: Percent of the total 100% of household expenditures. Note: Shelter along with Utilities, Fuel, Public Service are a portion of the Housing percentage.

2 Consumer Spending data are derived from the 2004 and 2005 Consumer Expenditure Surveys, Bureau of Labor Statistics. ESRI forecasts for 2012 and 2017.



Page 9 of 45

Chart C – Household Budget Expenditures Spending Potential Index

Chart C, illustrates that the Household Budget Expenditures Spending Potential Index in all three service areas and the State of Colorado is higher than what is being spent in comparison to the National number. This would point to the fact that the total cost of living in all three service areas and the State of Colorado is higher than the National average. It should also be noted that the median household income will support this higher cost of living. It will be important to keep this information in mind when developing fee structure and looking at an appropriate cost recovery philosophy.



Page 10 of 45

Recreation Expenditures Spending Potential Index: Finally through the demographic provider that B*K utilizes for the market analysis portion of the report we are able to examine the overall propensity for households to spend dollars on recreation activities. The following comparisons are possible.

Table E – Recreation Expenditures Spending Potential Index3

Primary Service Area SPI Average Spent

Fees for Participant Sports 113 $116.85

Fees for Recreational Lessons 111 $146.54

Social, Recreation, Club Membership 112 $177.40

Exercise Equipment/Game Tables 96 $76.12

Other Sports Equipment 112 $10.26

City of Ft. Collins Area SPI Average Spent






Drive-Time Area SPI Average Spent






State of Colorado SPI Average Spent






Average Amount Spent: The average amount spent for the service or item in a year.

3 Consumer Spending data are derived from the 2006 and 2007 Consumer Expenditure Surveys, Bureau of Labor Statistics.



Page 11 of 45

SPI: Spending potential index as compared to the national number of 100.

Chart D – Recreation Spending Potential Index

The SPI index indicates that all three services areas rate of spending is greater than the National number. This information is very important when determining a price point for activities and cost recovery philosophy. It is also important to note that these dollars are currently being spent, so the identification of alternative service providers and the ability of another facility to capture a portion of these dollars will be important.



Page 12 of 45

Map C – Entertainment & Recreation Spending Potential Index



Page 13 of 45

Map D – Primary Service Area Map



Page 14 of 45

Population Distribution by Age: Utilizing census information for the Primary Service Area, the following comparisons are possible.

Table F – 2012 Primary Service Area Age Distribution (ESRI estimates)

Ages Population % of Total Nat. Population Difference

-5 8,939 5.6% 6.5% -0.9%

5-17 23,199 14.6% 17.2% -2.6%

18-24 30,877 19.7% 9.8% +9.9%

25-44 42,758 27.2% 26.5% +0.7%

45-54 19,325 12.2% 14.1% -1.9%

55-64 16,626 10.6% 12.3% -1.7%

65-74 8,661 5.5% 7.5% -2.0%

75+ 7,084 4.4% 6.1% -1.7%

Population: 2012 census estimates in the different age groups in the Primary Service Area.

% of Total: Percentage of the Primary Service Area \population in the age group.

National Population: Percentage of the national population in the age group.

Difference: Percentage difference between the Primary Service Area population and the national population.

Chart E – 2012 Primary Service Area Age Group Distribution



Page 15 of 45

The demographic makeup of the Primary Service Area, when compared to the characteristics of the national population, indicates that there are some differences with an equal or larger population in the 18-24 and 25-44 age groups and a smaller population in the -5, 5-17, 45-54, 55-64, 65-74 and 75+ age groups. The largest positive variance is in the 18-24 age group with +9.9%, while the greatest negative variance is in the 5-17 age group with -2.6%.



Page 16 of 45

Population Distribution Comparison by Age: Utilizing census information from the Primary Service Area, the following comparisons are possible.

Table G – 2012 Primary Service Area Population Estimates (U.S. Census Information and ESRI)

Ages 2010 Census 2012

Projection

2017

Projection

Percent

Change

Percent

Change Nat’l

-5 8,719 8,939 9,639 +10.6% +4.7%

5-17 22,882 23,199 24,823 +8.5% +1.8%

18-24 30,144 30,877 30,877 +2.4% -2.4%

25-44 41,774 42,758 45,841 +9.7% +10.4%

45-54 19,316 19,325 19,306 -0.05% -6.2%

55-64 15,444 16,626 18,778 +21.6% +13.7%

65-74 7,868 8,661 11,217 +42.6% +32.9%

75+ 6,830 7,084 7,924 +16.0% +9.5%

Chart F – Primary Service Area Population Growth

Table-G, illustrates the growth or decline in age group numbers from the 2010 census until the year 2017. It is projected that all of the age categories except 45-54 will see an increase in population or static growth. It must be remembered that the population of the United States as a whole is aging and it is not unusual to find negative growth numbers in the younger age groups and significant net gains in the 45 plus age groupings in communities which are relatively stable in their population numbers.



Page 17 of 45

Below is listed the distribution of the population by race and ethnicity for the Primary Service Area for 2012 population projections. Those numbers were developed from 2010 Census Data.

Table H – Primary Service Area Ethnic Population and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total

Population

Median Age % of Population % of Colorado

Population

Hispanic 14,957 24.1 9.5% 21.0%

Table I – Primary Service Area Population by Race and Median Age (Source – U.S. Census Bureau and ESRI)

Race Total

Population


Population

White 140,499 32.2 89.2% 80.9%

Black 2,265 24.3 1.4% 4.1%

American Indian 982 26.9 0.6% 1.1%

Asian 4,533 31.1 2.9% 2.8%

Pacific Islander 149 24.1 0.1% 0.1%

Other 4,322 25.4 2.7% 7.3%

Multiple 4,719 19.8 3.0% 3.6%

2012 Primary Service Area Total Population: 157,469 Residents

Chart G – Primary Service Area Non-White Population by Race



Page 18 of 45

Tapestry Segments: In addition to look at the age group distribution, population growth along with ethnicity and race of the service area B*K can further examine the service area by examining the various tapestry segments. The following table outlines the top 5 tapestry segments within the Primary Service Area and provides definitions for each of the tapestries.

Table J – Primary Service Area Tapestry Segment Comparison (ESRI estimates)

Primary Service Area U.S. Households

Percent

Cumulative

Percent Percent

Cumulative

Percent

College Towns (55) 14.5% 14.5% 0.9% 0.9%

Enterprising Professionals (16) 11.6% 26.1% 1.9% 2.8%

Up & Coming Families (12) 11.5% 37.6% 4.1% 6.9%

Metropolitans (22) 9.4% 47.0% 1.4% 8.3%

In Style (13) 9.3% 56.3% 2.3% 10.6%

College Towns (55) – With a median age of 24.4 years this is the third youngest segment of all tapestries. Most residents are aged between 18-34 years and life in single-person or shared households. The race profile of this market is somewhat similar to the U.S. profile. Enterprising Professionals (16) – Residents of this segment are young, educated, single, married, working professionals and neighborhoods have a median age of 32.4. One of the fastest-growing markets, with an annual household growth of 2.2% per year since 2000, the households in this segment comprise approximately 2% of the total U.S. households. Up & Coming Families (12) – With an annual household growth rate of 5.2% the segment represents Tapestry’s second highest household growth market. A mix of Generation Xers and Baby Boomers with a median age of 31.9 years, this segment is the youngest of Tapestry’s affluent family markets. Metropolitans (22) – Residents of these communities prefer to live in older city neighborhoods. Approximately ½ of these households are singles who live alone or with others; 40% are married-couple families and one in four of the residents is aged 20-34 years. These residents pursue an active, urbane lifestyle. In Style (13) – These residents live in the suburbs but prefer the city lifestyle. Professional couples predominate and household distributions by type are similar to those of the United States. Married-couple families represent 54% of the households and households without children comprise more than 2/3 of all households.



Page 19 of 45

Map D – City of Ft. Collins Area Map



Page 20 of 45

Population Distribution by Age: Utilizing census information for the City of Ft. Collins, the following comparisons are possible.

Table K – 2012 City of Ft. Collins Age Distribution (ESRI estimates)


-5 8,216 5.5% 6.5% -1.0%

5-17 20,246 13.6% 17.2% -3.6%

18-24 31,357 21.3% 9.8% +11.5%

25-44 41,864 28.3% 26.5% +1.8%

45-54 16,971 11.5% 14.1% -2.6%

55-64 14,721 10.0% 12.3% -2.3%

65-74 7,395 5.0% 7.5% -2.5%

75+ 6,625 4.5% 6.1% -1.6%

Population: 2012 census estimates in the different age groups in the City of Ft. Collins Area.

% of Total: Percentage of the City of Ft. Collins Area \population in the age group.


Difference: Percentage difference between the City of Ft. Collins Area population and the national population.

Chart H – 2012 City of Ft. Collins Age Group Distribution



Page 21 of 45

The demographic makeup of the City of Ft. Collins, when compared to the characteristics of the national population, indicates that there are some differences with an equal or larger population in the 18-24 and 25-44 age groups and a smaller population in the -5, 5-17, 44-54, 55-64, 65-74 and 75+ age groups. The largest positive variance is in the 18-24 age group with +11.5%, while the greatest negative variance is in the 5-17 age group with -3.6%.



Page 22 of 45

Population Distribution Comparison by Age: Utilizing census information from the City of Ft. Collins, the following comparisons are possible.

Table L – 2012 City of Ft. Collins Population Estimates (U.S. Census Information and ESRI)


Projection

2017

Projection

Percent

Change

Percent

Change Nat’l

-5 8,251 8,216 8,796 +6.6% +4.7%

5-17 20,379 20,246 21,532 +5.7% +1.8%

18-24 30,865 31,357 31,300 +1.4% -2.4%

25-44 41,685 41,864 44,781 +7.4% +10.4%

45-54 16,842 16,971 16,867 +0.1% -6.2%

55-64 13,324 14,721 16,518 +24.0% +13.7%

65-74 6,444 7,395 9,488 +47.2% +32.9%

75+ 6,196 6,625 7,367 +18.9% +9.5%

Chart I – City of Ft. Collins Population Growth

Table-L, illustrates the growth or decline in age group numbers from the 2010 census until the year 2017. It is projected that all of the age categories will see an increase in population or static growth. It must be remembered that the population of the United States as a whole is aging and it is not unusual to find negative growth numbers in the younger age groups and significant net gains in the 45 plus age groupings in communities which are relatively stable in their population numbers.



Page 23 of 45

Below is listed the distribution of the population by race and ethnicity for the City of Ft. Collins Area for 2012 population projections. Those numbers were developed from 2010 Census Data.

Table M – City of Ft. Collins Ethnic Population and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total

Population


Population

Hispanic 15,235 24.3 10.3% 21.0%

Table N – City of Ft. Collins Population by Race and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total

Population


Population

White 130,446 31.0 88.5% 80.9%

Black 2,297 24.2 1.6% 4.1%

American Indian 961 27.1 0.7% 1.1%

Asian 4,299 30.7 2.9% 2.8%


Other 4,568 25.9 3.1% 7.3%

Multiple 4,685 20.3 3.2% 3.6%

2012 City of Ft. Collins Area Total Population: 147,398 Residents

Chart J – City of Ft. Collins Area Non-White Population by Race



Page 24 of 45

Tapestry Segments: In addition to look at the age group distribution, population growth along with ethnicity and race of the service area B*K can further examine the service area by examining the various tapestry segments. The following table outlines the top 5 tapestry segments within the City of Ft. Collins Service Area and provides definitions for each of the tapestries.

Table O – City of Ft. Collins Area Tapestry Segment Comparison (ESRI estimates)

City of Ft. Collins U.S. Households

Percent

Cumulative

Percent Percent

Cumulative

Percent

College Towns (55) 18.2% 18.2% 0.9% 0.9%

Metropolitans (22) 14.6% 32.8% 1.4% 2.3%



Dorms to Diplomas (63) 7.7% 63.1% 0.5% 8.8%

College Towns (55) – With a median age of 24.4 years this is the third youngest segment of all tapestries. Most residents are aged between 18-34 years and life in single-person or shared households. The race profile of this market is somewhat similar to the U.S. profile. Metropolitans (22) – Residents of these communities prefer to live in older city neighborhoods. Approximately ½ of these households are singles who live alone or with others; 40% are married-couple families and one in four of the residents is aged 20-34 years. These residents pursue an active, urbane lifestyle. Enterprising Professionals (16) – Residents of this segment are young, educated, single, married, working professionals and neighborhoods have a median age of 32.4. One of the fastest-growing markets, with an annual household growth of 2.2% per year since 2000, the households in this segment comprise approximately 2% of the total U.S. households. Up & Coming Families (12) – With an annual household growth rate of 5.2% the segment represents Tapestry’s second highest household growth market. A mix of Generation Xers and Baby Boomers with a median age of 31.9 years, this segment is the youngest of Tapestry’s affluent family markets. Dorms to Diplomas (63) – With a median age of 21.7 years these residents are college students who are the youngest of the tapestry segments; 79% of the residents are enrolled in a college or



Page 25 of 45

university, 42% share housing with one or more roommates and 38% live in single-person dwellings. Ethnic diversity is slightly lower in this segment than in the U.S.

Map E – Drive-Time Area Map



Page 26 of 45

Population Distribution by Age: Utilizing census information for the Drive-Time Area, the following comparisons are possible.

Table P – 2012 Drive-Time Area Age Distribution (ESRI estimates)


-5 16,710 6.2% 6.5% -0.3%

5-17 41,683 15.7% 17.2% -1.5%

18-24 40,200 15.0% 9.8% +5.2%

25-44 73,935 27.6% 26.5% +1.1%

45-54 34,334 12.8% 14.1% -1.3%

55-64 30,419 11.4% 12.3% -0.9%

65-74 16,579 6.2% 7.5% -1.3%

75+ 13,391 5.1% 6.1% -1.0%

Population: 2012 census estimates in the different age groups in the Drive-Time Area.

% of Total: Percentage of the Drive-Time Area population in the age group.


Difference: Percentage difference between the Drive-Time Area population and the national population.

Chart K – 2012 Drive-Time Area Age Group Distribution



Page 27 of 45

The demographic makeup of the Drive-Time Area, when compared to the characteristics of the national population, indicates that there are some differences with an equal or larger population in the 18-24 and 25-44 age groups and a smaller population in the -5, 5-17, 45-54, 55-64, 65-74 and 75+ age groups. The largest positive variance is in the 18-24 age groups with +5.2%, while the greatest negative variance is in the 5-17 age groups with -1.5%.



Page 28 of 45

Population Distribution Comparison by Age: Utilizing census information from the Drive-Time Area, the following comparisons are possible.

Table Q – 2012 Drive-Time Area Population Estimates (U.S. Census Information and ESRI)


Projection

2017

Projection

Percent

Change

Percent

Change Nat’l

-5 16,262 16,710 18,062 +11.1% +4.7%

5-17 41,116 41,683 44,718 +8.8% +1.8%

18-24 39,127 40,200 40,172 +2.7% -2.4%

25-44 72,014 73,935 79,493 +10.4% +10.4%

45-54 34,237 34,334 34,411 +0.5% -6.2%

55-64 28,188 30,419 34,467 +22.3% +13.7%

65-74 15,014 16,579 21,555 +43.6% +32.9%

75+ 12,842 13,391 15,098 +17.6% +9.5%

Chart L – Drive-Time Area Population Growth

Table-Q, illustrates the growth or decline in age group numbers from the 2010 census until the year 2017. It is projected that all of the age categories will see an increase in population or static growth. It must be remembered that the population of the United States as a whole is aging and it is not unusual to find negative growth numbers in the younger age groups and significant net gains in the 45 plus age groupings in communities which are relatively stable in their population numbers.



Page 29 of 45

Below is listed the distribution of the population by race and ethnicity for the Drive-Time Area for 2012 population projections. Those numbers were developed from 2010 Census Data.

Table R – Drive-Time Area Ethnic Population and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total

Population


Population

Hispanic 30,754 24.6 11.5% 21.0%

Table S – Drive-Time Area Population by Race and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total

Population


Population

White 238,835 34.7 89.4% 80.9%

Black 3,244 24.7 1.2% 4.1%

American Indian 1,963 29.1 0.7% 1.1%

Asian 5,711 31.8 2.1% 2.8%


Other 9,474 26.4 3.5% 7.3%

Multiple 7,815 19.0 2.9% 3.6%

2012 Drive-Time Area Total Population: 267,251 Residents

Chart M – Drive-Time Area Non-White Population by Race



Page 30 of 45

Tapestry Segments: In addition to look at the age group distribution, population growth along with ethnicity and race of the service area B*K can further examine the service area by examining the various tapestry segments. The following table outlines the top 5 tapestry segments within the Drive-Time Area and provides definitions for each of the tapestries.

Table T – Drive-Time Area Tapestry Segment Comparison (ESRI estimates)

Drive-Time Area U.S. Households

Percent

Cumulative

Percent Percent

Cumulative

Percent


In Style (13) 10.5% 25.1% 2.3% 6.4%

College Towns (55) 10.2% 35.3% 0.9% 7.3%

Metropolitans (22) 8.1% 43.4% 1.4% 8.7%


Up & Coming Families (12) – With an annual household growth rate of 5.2% the segment represents Tapestry’s second highest household growth market. A mix of Generation Xers and Baby Boomers with a median age of 31.9 years, this segment is the youngest of Tapestry’s affluent family markets. In Style (13) – These residents live in the suburbs but prefer the city lifestyle. Professional couples predominate and household distributions by type are similar to those of the United States. Married-couple families represent 54% of the households and households without children comprise more than 2/3 of all households. College Towns (55) – With a median age of 24.4 years this is the third youngest segment of all tapestries. Most residents are aged between 18-34 years and life in single-person or shared households. The race profile of this market is somewhat similar to the U.S. profile. Metropolitans (22) – Residents of these communities prefer to live in older city neighborhoods. Approximately ½ of these households are singles who live alone or with others; 40% are married-couple families and one in four of the residents is aged 20-34 years. These residents pursue an active, urbane lifestyle. Enterprising Professionals (16) – Residents of this segment are young, educated, single, married, working professionals and neighborhoods have a median age of 32.4. One of the fastest-growing markets, with an annual household growth of 2.2% per year since 2000, the households in this segment comprise approximately 2% of the total U.S. households.



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Participation Numbers: Given the demographic realities of the Primary Service Area we can now move on to participation in recreation and sport activities. The National Sporting Goods Association completes an annual survey where they measure how individuals spend their leisure time. B*K takes the national average and combines that with participation percentages of the Primary Service Area based upon age distribution, median income and region. Those four percentage are then averaged together to create a unique participation percentage for the service area. This participation percentage when applied to the population of the Primary Service Area then provides an idea of the market potential for various activities. Indoor Community Center Related Activities Participation: These activities are typical components of an active community recreation center.

Table U – Recreation Activity Participation Rates for the Primary Service Area

Activity Age Income Region Nation Average

Aerobics 15.6% 15.0% 18.9% 14.9% 16.1%

Baseball 4.5% 4.2% 4.5% 4.4% 4.4%

Basketball 9.8% 9.8% 8.7% 9.3% 9.4%

Exercise w/ Equipment 20.4% 19.9% 21.2% 19.7% 20.3%

Exercise Walking 33.2% 34.2% 36.3% 34.6% 34.6%

Football 3.4% 3.9% 5.0% 3.2% 3.9%

Lacrosse 0.2% 0.9% 1.8% 1.0% 1.0%

Running/Jogging 15.4% 13.8% 15.4% 13.8% 14.6%

Soccer 5.1% 4.6% 3.9% 5.0% 4.7%

Softball 3.9% 4.0% 3.1% 3.7% 3.7%

Swimming 16.3% 15.3% 17.4% 16.4% 16.4%

Tennis 4.9% 4.4% 4.5% 4.7% 4.6%

Volleyball 4.0% 3.3% 3.5% 3.6% 3.6%

Weight Lifting 11.4% 9.3% 11.6% 10.4% 10.7%

Workout @ Clubs 13.0% 11.3% 12.8% 12.3% 12.4%

Yoga 8.3% 7.7% 9.2% 7.7% 8.2%

Age: Participation based on individuals ages 7 & Up of the Primary Service Area.

Income: Participation based on the 2012 estimated median household income in the Primary Service Area.

Region: Participation based on regional statistics (Mountain).

National: Participation based on national statistics.



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Average: Average of the four columns.

Anticipated Participation Numbers by Activity: Utilizing the average percentage from Table-U above plus the 2010 census information and census estimates for 2012 and 2017 (over age 7) the following comparisons can be made.

Table V – Participation Rates Primary Service Area

Activity Average 2010 Part. 2012 Part. 2017 Part. Difference

Aerobics 16.1% 22,664 23,340 24,946 +2,283

Baseball 4.4% 6,202 6,387 6,827 +625

Basketball 9.4% 13,222 13,616 14,553 +1,332

Exercise w/ Equipment 20.3% 28,559 29,410 31,435 +2,876

Exercise Walking 34.6% 48,653 50,104 53,553 +4,900

Football 3.9% 5,462 5,624 6,012 +550

Lacrosse 1.0% 1,355 1,395 1,491 +136

Running/Jogging 14.6% 20,555 21,168 22,625 +2,070

Soccer 4.7% 6,550 6,745 7,210 +660

Softball 3.7% 5,160 5,314 5,680 +520

Swimming 16.4% 23,004 23,690 25,320 +2,317

Tennis 4.6% 6,511 6,705 7,167 +656

Volleyball 3.6% 5,058 5,208 5,567 +509

Weight Lifting 10.7% 15,040 15,489 16,555 +1,515

Workout @ Clubs 12.4% 17,376 17,894 19,126 +1,750

Yoga 8.2% 11,579 11,924 12,745 +1,166

Note: The estimated participation numbers indicated above are for indoor activities and do not translate into attendance figures for the community facility that is being proposed by the Primary Service Area.



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Participation by Ethnicity and Race: Participation in sports activities is also tracked by ethnicity and race. The table below compares the overall rate of participation nationally with the rate for Hispanics and African Americans. Utilizing information provided by the National Sporting Goods Association's 2011 survey, the following comparisons are possible.

Table W – Comparison of National, African American and Hispanic Participation Rates

Primary

Service Area

National

Participation

African

American

Participation

Hispanic

Participation

Aerobics 16.1% 14.9% 14.0% 13.9%

Baseball 4.4% 4.4% 2.2% 7.8%

Basketball 9.4% 9.3% 14.5% 12.2%

Exercise w/ Equipment 20.3% 19.7% 15.9% 18.5%

Exercise Walking 34.6% 34.6% 28.2% 31.0%

Football 3.9% 3.2% 5.5% 6.3%

Lacrosse 1.0% 1.0% 0.4% 4.1%

Running/Jogging 14.6% 13.8% 11.0% 15.9%

Soccer 4.7% 5.0% 2.4% 9.9%

Softball 3.7% 3.7% 2.7% 5.5%

Swimming 16.4% 16.4% 6.8% 12.9%

Tennis 4.6% 4.7% 2.9% 7.3%

Volleyball 3.6% 3.6% 2.1% 5.7%

Weight Lifting 10.7% 10.4% 9.2% 10.0%

Workout @ Clubs 12.4% 12.3% 9.5% 12.3%

Yoga 8.2% 7.7% 4.6% 8.2%

Primary Service Part: The unique participation percentage developed for the Primary Service Area.

National Rate: The national percentage of individuals who participate in the given activity.

African American Rate: The percentage of African Americans who participate in the given activity.

Hispanic Rate: The percentage of Hispanics who participate in the given activity.

Based on the fact that there is not a significant Hispanic and Black population in the Primary Service Area those participation rates become less relevant to the impact on overall participation percentages.



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Summary of Sports Participation: The following chart summarizes participation in both indoor and outdoor activities utilizing information from the 2011 National Sporting Goods Association survey.

Table X – Sports Participation Summary

Sport Nat’l

Rank4

Nat’l Participation

(in millions)

Primary

Service

Area

Primary Service

Area

Exercise Walking 1 95.8 1 34.6%

Exercising w/ Equipment 2 55.3 2 20.3%

Swimming 3 51.9 3 16.4%

Aerobic Exercising 5 38.5 4 16.1%

Running/Jogging 8 36.3 5 14.6%

Workout @ Club 10 35.5 6 12.4%

Weightlifting 12 31.5 7 10.7%

Basketball 14 26.9 8 9.4%

Yoga 15 20.2 9 8.2%

Soccer 21 13.9 10 4.7%

Tennis 22 13.1 11 4.6%

Baseball 23 12.3 12 4.4%

Softball 28 10.4 14 3.7%

Volleyball 29 10.1 15 3.6%

Football 33 9.0 13 3.9%

Lacrosse 51 2.7 16 1.0%

Nat’l Rank: Popularity of sport based on national survey.

Nat’l Participation: Percent of population that participate in this sport on national survey.

Primary Service %: Ranking of activities based upon average from Table-U.

Primary Service Rank: The rank of the activity within the Primary Service Area.

As you can see by Table-X the participation percentages for the nation and the Primary Service Area are consistent with one another. As B*K does work across the country this consistency is not uncommon. It should also be said that as activities exercise walking, exercising w/ equipment and swimming are those that cut across the entire age spectrum.

4 This rank is based upon the 51 activities reported on by NSGA in their 2010 survey instrument.



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Comparison of State Statistics with National Statistics: Utilizing information from the National Sporting Goods Association, the following charts illustrate the participation numbers in selected sports in the State of Colorado. State of Colorado participation numbers in selected indoor and outdoor sports - As reported by the National Sporting Goods Association in 2011.

Table Y – Colorado Participation Rates

Sport Colorado Participation

(in thousands)

Age Group Largest Number

Exercise Walking 1,873 65-74 45-54

Exercising w/ Equipment 969 25-34 25-34

Swimming 749 7-11 7-11

Aerobic Exercising 973 35-44 25-34

Running/Jogging 803 12-17 25-34

Workout @ Club 720 25-34 25-34

Weightlifting 591 25-34 25-34

Basketball 266 7-11 12-17

Yoga 495 25-34 25-34

Soccer 61 7-11 7-11

Tennis 150 12-17 25-34

Baseball 79 7-11 7-11

Softball 151 7-11 25-34

Volleyball 140 12-17 12-17

Football 314 12-17 12-17

Lacrosse 0 12-17 12-17

CO Participation: The number of people (in thousands) in Colorado who participated more than once in the

activity in 2012 and are at least 7 years of age.

Age Group: The age group in which the sport is most popular or in other words, where the highest percentage of the age group participates in the activity. (Example: The highest percent of an age group that participates in exercise walking is 55-64.) This is a national statistic.

Largest Number: The age group with the highest number of participants. Example: The greatest number of exercise walkers is in the 45-54 age group. (Note: This statistic is driven more by the sheer number of people in the age group than by the popularity of the sport in the age span.) This is a national statistic.



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Colorado sport percentage of participation compared with the population percentage of the

United States: Colorado’s population represents 1.6% of the population of the United States (based on 2012 Estimates).

Table Z – Colorado Participation Correlation

Sport Participation Percentages

Football 3.5%

Aerobic Exercising 2.3%

Yoga 2.3%

Running/Jogging 2.1%

Workout @ Club 2.1%

Weightlifting 2.0%

Exercise Walking 1.9%

Exercising w/ Equipment 1.7%

Swimming 1.6%

Softball 1.5%

Volleyball 1.4%

Tennis 1.1%

Basketball 1.0%

Baseball 0.6%

Soccer 0.4%

Lacrosse 0.0%

Note: Sports participation percentages refer to the total percent of the national population that participates in a sport that comes from the State of Colorado’s population. .



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In addition to examining the participation numbers for various indoor activities through the NSGA 2011 Survey and the Spending Potential Index for Entertainment & Recreation, B*K can access information about Sports & Leisure Market Potential. The following information illustrates participation rates for adults in various activities in the Primary Service Area.

Table AA – Market Potential Index for Adult Participation in Activities- Primary Service

Area

Adults participated in: Expected

Number of Adults

Percent of

Population

MPI

Aerobics 16,174 13.2% 133

Baseball 8,974 7.3% 141

Basketball 16,782 13.7% 146

Football 11,772 9.6% 154

Jogging/Running 18,530 15.1% 142

Pilates 5,385 4.4% 132

Soccer 8,110 6.6% 153

Softball 6,338 5.2% 132

Swimming 28,070 22.9% 118

Tennis 7,415 6.0% 141

Volleyball 5,512 4.5% 128

Walking for Exercise 38,588 31.5% 106

Weight Lifting 19,959 16.3% 137

Yoga 8,769 7.2% 122

Expected # of Adults: Number of adults, 18 years of age and older, participating in the activity.

Percent of Population: Percent of the service area that participates in the activity.

MPI: Market potential index as compared to the national number of 100.

This table indicates that the overall propensity for adults to participate in the various activities listed is lower than the national number of 100 in many instances. This can be attributed to a number of factors; access to facilities and propensity to pay being two of the most common.



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Non-Sport Participation Statistics: Participation in a wide variety of passive activities and cultural pursuits is common and essential to a well-rounded center. This information is useful in determining some of the program participation and revenue in the operations section of the report. While there is not an abundance of information available for participation in these types of activities as compared to sport activities, there are statistics that can be utilized to help determine the market for cultural arts activities and events. There are many ways to measure a nation’s cultural vitality. One way is to chart the public’s involvement with arts events and other activities over time. The NEA’s Survey of Public Participation in the Arts remains the largest periodic study of arts participation in the United States, and it is conducted in partnership with the U.S. Census Bureau. The large number of survey respondents – similar in make-up to the total U.S. adult population – permits a statistical snapshot of American’s engagement with the arts by frequency and activity type. The survey has taken place five times since 1982, allowing researchers to compare the trends not only for the total adult population, but also for demographic subgroups.5

5 National Endowment for the Arts, Arts Participation 2008 Highlights from a National Survey.



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Table AB – Percentage of U.S. Adult Population Attending Arts Performances: 1982-2008

Rate of Change

1982 1992 2002 2008 2002-2008 1982-2008

Jazz 9.6% 10.6% 10.8% 7.8% -28% -19%

Classical Music 13.0% 12.5% 11.6% 9.3% -20% -29%

Opera 3.0% 3.3% 3.2% 2.1% -34% -30%

Musical Plays 18.6% 17.4% 17.1% 16.7% -2% -10%

Non-Musical Plays 11.9% 13.5% 12.3% 9.4% -24% -21%

Ballet 4.2% 4.7% 3.9% 2.9% -26% -31%

Smaller percentages of adults attended performing arts events than in previous years.

• Opera and jazz participation significantly decreased for the first time, with attendance rates falling below what they were in 1982.

• Classical music attendance continued to decline – at a 29% rate since 1982 – with the steepest drop occurring from 2002 to 2008

• Only musical play saw no statistically significant change in attendance since 200.

Table AC – Percentage of U.S. Adult Population Attending Art Museums, Parks and

Festivals: 1982-2008

Rate of Change

1982 1992 2002 2008 2002-2008 1982-2008

Art Museums/Galleries

22.1% 26.7% 26.5% 22.7% -14% +3%

Parks/Historical Buildings

37.0% 34.5% 31.6% 24.9% -21% -33%

Craft/Visual Arts Festivals

39.0% 40.7% 33.4% 24.5% -27% -37%

Attendance for the most popular types of arts events – such as museums and craft fairs – also declined.

• After topping 26% in 1992 and 2002, the art museum attendance rate slipped to 23 percent in 2008 – comparable to the 1982 level.

• The proportion of the U.S. adults touring parks or historical buildings has diminished by one-third since 1982.



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Table AD – Median Age of Arts Attendees: 1982-2008

Rate of Change

1982 1992 2002 2008 2002-2008 1982-2008

U.S. Adults, Average 39 41 43 45 +2 +6

Jazz 29 37 43 46 +4 +17

Classical Music 40 44 47 49 +2 +9

Opera 43 44 47 48 +1 +5

Musicals 39 42 44 45 +1 +6

Non-Musical Plays 39 42 44 47 +3 +8

Ballet 37 40 44 46 +2 +9

Art Museums 36 39 44 43 -1 +7

Long-term trends suggest fundamental shifts in the relationship between age and arts attendance.

• Performing arts attendees are increasingly older than the average U.S. adult.

• Jazz concert-goers are no longer the youngest group of arts participants.

• Since 1982, young adult (18-24 year old) attendance rates have declined significantly for jazz, classical music, ballet, and non-musical plays.

• From 2002 to 2008, however, 45-54 year olds – historically a large component of arts audiences – showed the steepest declines in attendance for most arts events.



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Table AE – Percentage of U.S. Adult Population Performing or Creating Art: 1992-2008

Rate of Change

1992 2002 2008 2002-2008 1982-2008

Performing:

Jazz 1.7% 1.3% 1.3% +0.0% -0.4%

Classical Music 4.2% 1.8% 3.0% +1.2% -1.2%

Opera 1.1% 0.7% 0.4% -0.3% -0.7%

Choir/Chorus 6.3% 4.8% 5.2% +0.4% -1.1%

Musical Plays 3.8% 2.4% 0.9% -1.5% -2.9%

Non-Musical Plays 1.6% 1.4% 0.8% -0.6% -0.8%

Dance 8.1% 4.3% 2.1% -2.2% -6.0%

Making:

Painting/Drawing 9.6% 8.6% 9.0% +0.4% -0.6%

Pottery/Ceramics 8.4% 6.9% 6.0% -0.9% -2.4%

Weaving/Sewing 24.8% 16.0% 13.1% -2.9% -11.7%

Photography 11.6% 11.5% 14.7% +3.2% +3.1%

Creative Writing 7.4% 7.0% 6.9% -0.1% -0.5%

Adults generally are creating or performing at lower rates – despite opportunities for displaying their work line.

• Only photography increased from 1992 to 2008 – reflecting, perhaps, greater access through digital media.

• The proportion of U.S. adults doing creative writing has hovered around 7.0 percent.

• The rate of classical music performance slipped from 1992 to 2002 then grew over the next six years.

• The adult participation rate for weaving or sewing was almost twice as great in 1992 as in 2008. Yet this activity remains one of the most popular forms of art creation.



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Table AF – Percentage of U.S. Adult Population Viewing or Listening to Art Broadcasts or

Recordings, 2008 (online media included)

Percentage Millions of Adults

Jazz 14.2% 31.9

Classical Music 17.8% 40.0

Latin or Salsa Music 14.9% 33.5

Opera 4.9% 11.0

Musical Plays 7.9% 17.8

Non-Musical Plays 6.8% 15.3

Dance 8.0% 18.0

Programs about the visual arts 15.0% 33.7

Programs about books/writers 15.0% 33.7

As in previous years, more Americans view or listen to broadcasts and recordings of arts events than attend them live.

• The sole exception is live theater, which still attracts more adults than broadcasts or recordings of plays or musicals (online media included).

• Classical music broadcasts or recordings attract the greatest number of adult listeners, followed by Latin or salsa music.

• 33.7 million Americans listened to or watched programs or recordings about books.



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Below are listed those sports activities that would often take place either in an indoor community recreation facility, or in close proximity to, and the percentage of growth or decline that each has experienced nationally over the last 10 years (2002-2011).

Table AG – National Activity Trend (in millions)

Sport/Activity 2011 Participation 2002 Participation Percent Change

Lacrosse6 2.7 1.2 125.0%

Yoga7 21.6 10.7 101.9%

Running/Jogging 38.7 24.7 56.7%

Aerobic Exercising 42.0 29.0 44.8%

Workout @ Club 34.5 28.9 19.4%

Tennis 13.1 11.0 19.1%

Exercising w/ Equipment 55.5 46.8 18.6%

Exercise Walking 97.1 82.2 18.1%

Weightlifting 29.1 25.1 15.9%

Football (tackle) 9.0 7.8 15.4%

Soccer 13.9 13.7 1.5%

Basketball 26.1 28.9 -9.7%

Volleyball 10.1 11.5 -12.2%

Swimming 46.0 53.1 -13.4%

Baseball 12.3 15.6 -21.2%

Softball 10.4 13.6 -23.5%

Skateboarding 6.6 9.7 -32.0%

2011 Participation: The number of participants per year in the activity (in millions) in the United States.

2002 Participation: The number of participants per year in the activity (in millions) in the United States.

Percent Change: The percent change in the level of participation from 2002 to 2011.

6 For Lacrosse the NSGA only has statistical data dating back to 2007, so the increase of 125% is from 2007-2011. 7 For Yoga the NSGA only has statistical data dating back to 2007, so the increase of 101.9% is from 2007-2011.



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Due to the increasing recreational demands there has been a shortage in most communities of the following spaces and it can be noted that the Primary Service Area is in a similar situation.

• Gymnasiums

• Pools (especially leisure pools)

• Weight/cardiovascular equipment areas

• Indoor running/walking tracks

• Meeting/multipurpose (general program) space

• Senior’s program space

• Pre-school and youth space

• Teen use areas As a result, many communities have attempted to include these amenities in public community recreation centers. With the growth in youth sports and the high demand for school gyms, most communities are experiencing an acute lack of gymnasium space. Weight/cardiovascular space is also in high demand and provides a facility with the potential to generate significant revenues. The success of most indoor community recreation facilities is dependent on meeting the recreational needs of a variety of individuals. The fastest growing segment of society is the senior population and meeting the needs of this group is especially important now and will only grow more so in the coming years. Indoor walking tracks, exercise areas, pools and classroom spaces are important to this age group. Marketing to the younger more active senior is paramount, as this age group has the free time available to participate in leisure activities, the desire to remain fit, and more importantly the disposable income to pay for such services. Youth programming has always been a cornerstone for recreation services and will continue to be so with an increased emphasis on teen needs and providing a deterrent to juvenile crime. As more and more communities attempt to develop community recreation facilities the issues of competition with other providers in the market area have inevitably been raised. The loudest objections have come from the private health club market and their industry voice IHRSA. The private sector has vigorously contended that public facilities unfairly compete with them in the market and have spent considerable resources attempting to derail public projects. However, the reality is that in most markets where public community recreation centers have been built, the private sector has not been adversely affected and in fact in many cases has continued to grow. This is due in large part to the fact that public and private providers serve markedly different markets. One of the other issues of competition comes from the non-profit sector (primarily YMCA's but also JCC’s, and others), where the market is much closer to that of the public providers. While not as vociferous as the private providers, the non-profits have also often expressed concern over public community recreation centers. What has resulted from this is a



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strong growth in the number of partnerships that have occurred between the public and non-profit sector in an attempt to bring the best recreation amenities to a community.

Aquatic Activity and Facility Trends: Without a doubt the hottest trend in aquatics is the leisure pool concept. This idea of incorporating slides, current channels, fountains, zero depth entry, other water features and theme into a pool’s design has proved to be extremely popular for the recreational user. The age of the conventional pool in most recreational settings has been greatly diminished. Leisure pools appeal to the younger children (who are the largest segment of the population that swim) and to families. These types of facilities are able to attract and draw larger crowds and people tend to come from a further distance and stay longer to utilize such pools. This all translates into the potential to sell more admissions and increase revenues. It is estimated conservatively that a leisure pool can generate up to 20% to 25% more revenue than a comparable conventional pool and the cost of operation, while being higher, has been offset through increased revenues. Of note is the fact that patrons seem willing to pay a higher user fee at a leisure pool than a conventional aquatics facility. Another trend that is growing more popular in the aquatic’s field is the development of a raised temperature therapy pool for rehabilitation programs. This has usually been done in association with a local health care organization or a physical therapy clinic. The medical organization either provides capital dollars for the construction of the pool or agrees to purchase so many hours of pool time on an annual basis. This form of partnership has proven to be appealing to both the medical side and the organization that operates the facility. The medical sector receives the benefit of a larger aquatic center, plus other amenities that are available for their use, without the capital cost of building the structure. In addition, they are able to develop a much stronger community presence away from traditional medical settings. The facility operators have a stronger marketing position through an association with a medical organization and a user group that will provide a solid and consistent revenue stream for the center. This is enhanced by the fact that most therapy use times occur during the slower mid-morning or afternoon times in the pool and the center.

Despite the recent emphasis on recreational swimming and therapy, the more traditional aspects of aquatics (including swim teams, instruction and aqua fitness) remain as the foundation for many aquatic centers. The life safety issues associated with teaching children how to swim is a critical concern in most communities and competitive swim team programs through USA Swimming, high schools, and other community based organizations continue to be important. Aqua fitness, from aqua exercise to lap swimming, has enjoyed strong growth during the last ten years with the realization of the benefits of water-based exercise.

Section XX- Operations The operations analysis represents a conservative approach to estimating expenses and revenues and was completed based on the best information available and a basic understanding of the project. Fees and charges utilized for this study reflect a philosophy designed to meet a reasonable cost recovery rate and future operations cost and are subject to review, change, and approval by the project committee. There is no guarantee that the expense and revenue projections outlined in the operations analysis will be met as there are many variables that affect such estimates that either cannot be accurately measured or are subject to change during the actual budgetary process.

Expenditures

Expenditures have been formulated on the costs that were designated by Ballard*King and Associates to be included in the operating budget for the facility. The figures are based on the size of the center, the specific components of the facility, and the hours of operation. All expenses were calculated to the high side and the actual cost may be less based on the final design, operational philosophy, and programming considerations adopted by the City. Fort Collins Southeast Community Center – A community center with a single gymnasium, leisure pool, birthday party rooms, multipurpose community room, walking/jogging track, fitness center with cardiovascular and weight lifting area, aerobic room, child watch area, flexible studio theatre, support offices, administration area and lobby. Approximately 78,900 square feet. Category Facility Budget

Personnel

Full-time1 $ 611,000 Part-time2 $ 504,641 Total $1,125,641

1 Line item detail and listing of full-time positions can be found on page 4. 2 Line item detail and listing of part-time positions can be found on page 5.

Operation Cost Model cont.


Utilities3 $ 0 (gas & elect) Water/sewer $ 18,500 Employee Services $ 3,250 Communications $ 2,400 Contract services4 $ 25,000 Training/Conference $ 7,500 Rental equipment $ 5,000 Advertising/promotions $ 25,000 Bank charges5 $ 6,000 Trash $ 2,600 Insurance $ 0 Others $ 2,500 _________ Total $ 97,750

3 Rate factored at $3.50/SF for balance of the building. Although the utilities are funded through the City Utility Department it is estimated that utility costs will be about $231,000 annually. 4 Contract services includes HVAC, IT services, elevator, fire alarm system, music, office equipment, custodial services and copy machine services. 5 Includes bank fees for processing credit card and electronic fund transfers (FTE)

Operation Cost Model cont.

Category Facility Budget Office Supplies $ 17,500 Pro-Shop $ 3,000 Janitorial Supplies $ 15,000 Rec. Program Supplies $ 32,500 Chemicals $ 17,500 Uniforms $ 4,000 Printing $ 3,000 Maint/Repair Materials6 $ 0 Dues/Licenses/Subscriptions $ 2,500 Misc. $ 1,500 Total $ 96,500

Capital

Replacement Reserve7 $ 0

Grand Total $ 1,319,891

6 Facilities Department will be responsible for covering maintenance costs 7 Capital needs will be minimal during the first year of operation since most equipment and operating systems will be under warranty. It is strongly recommended that a sinking fund be established with a goal to build adequate reserves that meet future capital needs. American Public Works recommends planning for 2%-4% of construction cost for capital and maintenance needs. Since maintenance costs have been factored into this pro-forma, a target for building the sinking fund to a level of $250,000 is desirable.

Staffing levels:

Positions Facility Budget

Full-Time

Facility Director $ 65,000 Aquatic Supervisor $ 50,000 Recreation Supervisor $ 50,000 Arts Supervisor $ 50,000 Administrative Services $ 45,000 Building Coordinators $ 90,000 Building Attendant (3) $120,000 Salaries $470,000 Benefits (30% of salaries) $141,000 Total Full-Time Personnel $611,000 Note: Pay rates were determined based on the market conditions in Fort Collins. The positions listed are necessary to ensure adequate staffing and provide for a full-time staff member presence during all open hours of the facility. The wage scales for both the full-time and part-time staff positions reflect estimated wages for 2014.

Positions Hours/Wk Facility Budget

Part-Time8 Front Desk 184 hrs/wk $ 84,456 ($9.00/hr) Gym Attendant (15 wks) 52 hrs/wk $ 6,630 ($8.50/hr) Baby-sitter 100 hrs/wk $ 43,350 ($8.50/hr) Birthday Party Host 16 hrs/wk $ 6,936 ($8.50/hr) Fitness Attendant 58 hrs/wk $ 25,636 ($8.50/hr) Lifeguards (36 wks) 394/hrs/wk $ 134,748 ($9.50/hr) Lifeguards (15 wks) 437/hrs/wk $ 62,273 ($9.50/hr) Head Lifeguard 53 hrs/wk $ 29,733 ($11.00/hr) Program Instructors9

Fitness $ 36,000 General $ 17,280 Aquatics $ 21,738

Salaries $ 468,780 Benefits (15.4% of part-time wages PERS) $ 35,861 Total Part-Time Salaries $ 504,641

8 A detailed schedule by position begins on page 12. 9 Some programs and classes will be on a contractual basis with the center, where the facility will take a percentage of the revenue collected for the program. These programs have not been calculated in this budget at this time.

Revenues

The following revenue projections were formulated from information on the specifics of the project and the demographics of the service area as well as comparing them to national statistics, other similar facilities and the competition for recreation services in the area. Actual figures will vary based on the size and make-up of the components selected during final design, market stratification, philosophy of operation, fees and charges policy, and priority of use. All revenues were calculated conservatively as a result.

Revenue Projection Model:


Fees10

Daily Admissions $ 113,750 Annual Passes $ 307,800 Six-Month Passes $ 159,750 Monthly Passes $ 118,050 Rentals $ 76,780 __________ Total $ 776,130

10 Detailed breakdown on fees can be found on page 17.

Revenue Projection Model cont.


Programs11

General $ 75,136 Fitness $ 71,376 Sports $ 18,400 Aquatics $ 72,234

________ Total $237,146

Other

Pro-shop $ 4,500

Special events $ 7,500

Vending $ 6,500

Baby sitting $ 21,750

Birthday Parties $ 52,500

_________ Total $ 91,750

Grand Total $1,105,026

11 Detailed breakdown on program fees can be found beginning on page 18.

Expenditure – Revenue Comparison



Revenue $1,105,026



This operational pro-forma was completed based on the best information available and a basic understanding of the project. However, there is no guarantee that the expense and revenue projections outlined above will be met as there are many variables that affect such estimates that either cannot be accurately measured or are not consistent in their influence on the budgetary process. The cost recovery rate projected for the Southeast Community Center compares favorable to EPIC (93%), Senior Center (52%) and Northside (36%).

Future years: Expenditures – Revenue Comparison: Operation expenditures are expected to increase by approximately 3% a year through the first 3 to 5 years of operation. Revenue growth is expected to increase by 4% to 8% a year through the first three years and then level off with only a slight growth (3% or less) the next two years. Expenses for the first year of operation should be slightly lower than projected with the facility being under warranty and new. Revenue growth in the first three years is attributed to increased market penetration and in the remaining years to continued population growth. In most recreation facilities the first three years show tremendous growth from increasing the market share of patrons who use such facilities, but at the end of this time period revenue growth begins to flatten out. It is not uncommon to see the amount of tax support to balance the community center budget increase as the facility ages.

Five-Year Revenue-Expense Comparison

Years Expense Revenue Difference Recovery %

Base $1,319,891 $1,105,026 ($214,865) 84%

Year 2 $1,359,487 $1,154,752 ($204,735) 85%

Year 3 $1,400,272 $1,200,942 ($199,330) 86%

Year 4 $1,442,280 $1,242,975 ($199,305) 86%

Year 5 $1,485,548 $1,280,264 ($205,284) 86%

Hours of Operation: The projected hours of operation of the community center are as follows: Monday – Friday 5:30am to 9:30pm. Saturday 6:00am to 9:00pm. Sunday Noon-8:00pm Hours per week: 103. Hours usually vary some with the season (longer hours in the winter, shorter during the summer), by programming needs, use patterns and special events.

Fees and Attendance

Projected Fee Schedule: Revenue projections will be calculated from this fee model. The monthly rate listed is the cost of an annual pass broken down into twelve equal payments and does not include any handling fees. It should be noted that monthly bank draft convenience for customers would encourage more annual pass sales. However, there are bank fees and a substantial amount of staff time spent managing the bank draft membership base and consideration should be given to pass on some form of a handling fee for bank draft customers.

Category Daily Annual Six-Month Monthly

Adult $ 5.00 $270 $150 $30

Youth $ 3.50 $180 $100 $20

Senior $ 3.50 $180 $100 $20

Family NA $450 $250 $50

The fee schedule above was developed as the criteria for estimating revenues. Actual fees are subject to review and approval by the City of Fort Collins.

Attendance projections: The following attendance projections are based on the revenue figures that were identified earlier in this report. The admission numbers are affected by the rates being charged, the facilities available for use, and the competition within the service area. The figures are also based on the performance of other similar facilities in other areas of the country. These are averages only and the yearly figures are based on 360 days of operation.

Yearly paid admissions Facility Budget

Daily 28,800 (80 daily admission) Annuals 119,600 (1,150 sold annually) Monthly 38,340 (4,260 sold annually) Total Yearly 186,740 Total Daily 518 Admission for pass holders were figured based on 104 visits per year for the Community Center. Family admissions were counted as only one admission. Multiple admissions represent twenty admissions per unit sold. Note: Attendance for other events, programs, and spectator functions is difficult to predict but a best guess estimate is approximately 2.5 times the number of paid admissions. Community centers are traditionally the busiest from November to March and Mid-June to Mid-August and are slow from April to early June and again from mid-August to the end of October. Weekdays between the hours of 4pm and 8pm are the busiest times of the week, and weekends are also very busy during the winter months. In contrast, mid-morning and early afternoons on weekdays are usually slow as well as weekends during the summer months (especially Sundays).

Section VI – Part-Time Worksheets

Part-Time Staff Hours

Time Hours Staff Days Total Hours/Wk

Front Desk Attendant

Mon-Fri

5:30am – 9:30pm 16 1 5 80 3pm – 8pm 6 2 5 50

Saturday

6am – 9pm 15 2 1 30 Noon-4pm 4 1 1 4

Sunday

Noon – 8pm 8 2 1 16 Noon-4pm 4 1 1 4 Total 184 hours

Gym Attendant (12 wks)

Mon-Fri

1pm-9pm 8 1 5 40

Sat/Sun.

Noon-6pm 6 1 2 12 Total 52 hours

Babysitter

Mon – Fri 8am –1pm 5 2 5 50 4pm – 8pm 4 2 5 40 Saturday 9am – 2pm 5 2 1 10 Total 100 hours


Fitness Attendant

Mon-Fri. 8am-Noon 4 1 5 20 4pm-8pm 4 1 5 20 Saturday 9am-9pm 12 1 1 12

Sunday

Noon-6:00pm 6 1 1 6 Total 58 hours

Birthday Party Host

Sat – Sun Noon – 4pm 4 2 2 16 Total 16 hours

Head Lifeguard

Mon-Fri 3pm-9pm 6 1 5 30 Saturday 6am-9pm 15 1 1 15 Sunday Noon-8pm 8 1 1 8 Total 53 hours


Lifeguards (36 wks)

Mon-Fri 5:30am-9:00pm 15.5 2 5 155 3:30pm-9:00pm 5.5 3 5 82 4:00pm-8pm 4 2 5 40 Saturday 6am-9pm 15 2 1 30 Noon-9pm 9 5 1 45 Sunday Noon-6pm 6 7 1 42 Total 394 hours

Lifeguards (15 wks)

Mon-Fri 5:30am-9:00pm 15.5 2 5 155 1:00pm-4:00pm 3 5 5 75 4:00pm- 9:00pm 5 4 5 100 Saturday 6am-9pm 15 2 1 30 Noon-5pm 5 5 1 25 5:00pm-9:00pm 4 4 1 16 Sunday Noon-6pm 6 6 1 36 Total 437 hours

Program Staff Cost

Fitness

Type Games/hrs Weeks Rate Cost Aerobics 10 48 $30.00/hr $ 14,400 Weight Training 2 48 $30.00/hr $ 2,880 Pilates/Yoga 4 48 $35.00/hr $ 6,720 Youth Fitness 4 48 $30.00/hr $ 5,760 Kick Boxing 2 48 $30.00/hr $ 2,880 Spinning 2 48 $35.00/hr $ 3,360 Total $36,000

General

Type Hrs/wk Weeks Rate Cost Youth in Motion 4 48 $15.00/hr $ 2,880 Dance/Tumbling 4 48 $15.00/hr $ 2,880 Martial Arts 4 48 $15.00/hr $ 2,880 Arts/Crafts 8 48 $15.00/hr $ 5,760 Performing Arts 4 48 $15.00/hr $ 2880 Total $17,280

Aquatics

Type Classes Sessions Rate Cost

Swim Instructors (37 wks) 96 4 $12.00/hr $ 4,608 Swim Instructors (15 wks) 120 5 $12.00/hr $ 7,200 Private Lessons 150 Annual $15.00/lesson $ 2,250 Water Fitness 32 12 $20.00/hr $ 7,680 ______ Total $21,738

Section III – Program Fees and Revenue Worksheet

Daily Admissions

Category Number Fee Daily Revenue Adult 30 $ 5.00 $150.00 Youth 40 $ 3.50 $140.00 Senior 10 $ 3.50 $ 35.00 _______ Total Daily 80 $325.00 x 350 days = $113,750 (per day average)

Annual Passes

Category Number Fee Daily Revenue Adult 235 $270.00 $ 63,450 Youth 35 $180.00 $ 6,300 Senior 85 $180.00 $ 15,300 Family 495 $450.00 $222,750

___ ________ Total Annuals 850 $307,800

Six Month Passes

Category Number Fee Daily Revenue Adult 235 $150.00 $ 35,250 Youth 35 $100.00 $ 3,500 Senior 85 $100.00 $ 8,500 Family 450 $250.00 $112,500 _____ ________ Total Annuals 3,250 $159,750

Monthly Passes

Category Number Fee Daily Revenue Adult 1,850 $30.00 $ 55,500 Youth 340 $20.00 $ 6,800 Senior 600 $20.00 $ 12,000 Family 875 $50.00 $ 43,750

_____ ________ Total Annuals 3,250 $118,050

Rentals

Category Number Fee Session Revenue Meeting Room 4 $ 30/mtg. 50 wks $ 6,000 Gymnasium 4 $ 50/hr 28 wks $ 5,600 Social Receptions 3 $ 500/event monthly $ 18,000 Summer BB Camp 30 $ 50/hr 2 wks $ 3,000 Gym Tournaments 6 $ 750/day annual $ 4,500 Pre-School Groups 4 $ 40/visit 48 wks $ 7,680 Misc. Rentals 2 $ 250/hr 28 wks $ 14,000 Theatre 24 $ 750/day annual $ 18,000 _______ Total $ 75,136

General/Arts

Category Number Fee Session Revenue Dance/Tumbling 30 $ 50.00 8 $12,000 Arts/Crafts 40 $ 50.00 8 $16,000 Martial Arts 24 $ 48.00 8 $ 9,216 Youth General 30 $ 48.00 8 $11,520 Education 30 $ 35.00 8 $ 8,400 Performing Arts 45 $ 50.00 8 $18,000 _______ Total $75,136

Fitness

Type Numbers Fees Session Revenue

Aerobics Drop-in 12 $ 6.00 8 $ 576 Aerobics – Sign up 75 $ 48.00 8 $28,800 Pilates/Yoga 30 $ 48.00 8 $11,520 Spinning Drop-in 30 $ 48.00 8 $11,520 Youth Fitness 20 $ 48.00 8 $ 7,680 Weight Training 10 $ 48.00 8 $ 3,840 Kick Boxing 15 $ 48.00 8 $ 5,760 Other Drop-in 35 $ 6.00 8 $ 1,680 _______ Total $71,376

Sports

Category Number Fee Session Revenue Adult Basketball 8 $700 2 $11,200 Adult Volleyball 12 $300 2 $ 7,200 _______ Total $18,400

Aquatics

Category Number Fee Sessions Revenue

Swim Lessons (37 wks) 72 $48.00 4 $13,824 Swim Lessons (15 wks) 90 $48.00 5 $21,600 Private Lessons 150 $15.00 Annual $ 2,250 Water Fitness 60 $48.00 12 $34,560 _______ Total $72,234

Babysitting

Category Number Fee Session Revenue Members 30 2.00 300 $ 18,000 Non-Members 5 2.50 300 $ 3,750 _______ Total $21,750

Birthday Parties

Number Fee Revenue 300 $175.00 $52,500

MARKET & OPERATIONS ANALYSISO N L I N E S U R V E Y

Survey: Southeast Recreation and Cultural Arts Center Study

Value Count Percent %

Yes 989 87.7%

No 139 12.3%

Statistics

Total Responses 1,128


More than 3 times per week 169 15.2%

2-3 times per week 218 19.6%

At least 1 time a week 260 23.4%

At least once a month 332 29.9%

Never 131 11.8%

Statistics


Sum 436.0

Avg. 2.0

Max 2.0

Summary Report - June 17, 2013

Would you use the Southeast Recreation and Cultural Arts Center?

How often would you visit the Southeast Recreation and Cultural Community Center?

Would you use the Southeast Recreation and Cultural Arts Center?

Yes 87.7%

No 12.3%

How often would you visit the Southeast Recreation and Cultural CommunityCenter?

More than 3 times per week 15.2%

2-3 times per week 19.6%

At least 1 time a week 23.4%

At least once a month 29.9%

Never 11.8%


Lincoln Center 792 69.1%

EPIC 703 61.3%

Northside Aztlan Community Center 348 30.4%

Mulberry Pool 421 36.7%

Senior Center 305 26.6%

Private fitness gym or health club 638 55.7%

Private dance studio 157 13.7%

Professional theater 321 28.0%

Private performing or visual arts lessons 199 17.4%

Churches with recreational or cultural facilities 320 27.9%

Public School District Facilities with recreational or cultural facilities 407 35.5%

Charter school facilities 56 4.9%

Boys and Girls Club 16 1.4%

Facilities provided at work site 143 12.5%

None, we do not use any indoor recreation or aquatic facility 21 1.8%

Other 123 10.7%

Statistics


From the following list, please check all of the facilities you and/or members of your household currentlyuse.

Open-Text Response Breakdown for "Other" Count

Left Blank 1029

Aspen club fitness classes, bas bleu 1

CSU 1

CSU Arts Center 1

CSU Griffin Center 1

CSU Univer. Center Arts 1

CSU adult fitness 1

CSU and coffee shops 1

Center for Fine Art Photography 1

Chilson Center 1

Chilson Center in Loveland 1

Chilson Center, Loveland 1

From the following list, please check all of the facilities you and/or membersof your household currently use.

69.1%61.3%

30.4%36.7%

26.6%

55.7%

13.7%

Lincoln Center EPIC Northside AztlanCommunity

Center

Mulberry Pool Senior Center Private fitnessgym or health

club

Private dancestudio

All Others0

50

100

Chilson Rec Center in Loveland 1

Chilson Rec Center- Since nothing on south side! 1

Chilson center 1

Chilson in lovelands it has more to offer than EPIC 1

Chimney park pool and any indoor track we can find 1

City Park Pool 3

City Park Pool, neighborhood pool 1

City of Loveland facilities 1

Civic center in Loveland 1

Club Tico 3

Colorado State University Recreation Center 1

Council Tree Library programs 1

Denver 1

Denver area art facilities 1

Do stuff at home because no rec facility is near us 1

Empire Grange 1

FCC 1

Farm at Lee Martinez, neighborhood fields 1

Fort Collins Country Club 1

Fort Collins REC pottery studio 1

Fort Collins Trail System 1

Greeley fun plex and Windsor rec center 1

I live in Greeley, Teach at FRCC 1

I use the trails & would like more! 1

Library Programs (a lot) 1

Loveland Recreation facilities 1

Loveland chilson center 1

Loveland facilities. 1

Loveland rec center pool 1

Loveland's Chilsom Center 1

Miramont 1

Mountain View Aquatic Center 1

Museum of Discovery 1

NOCO Ice Center 1

Natural Areas 1

Neighborhood 1

Neighborhood Pool, Loveland Rec. Center 1

NoCo Ice Center 1

NoCo ice center 1

PFA training rooms, hotel training rooms 1

Parks 1

Pottery Studio 1

Pottery studio, yoga 1

Poudre Libraries & Aspen Club 1

Private Pilates Studio, Chilson 1

Private martial arts studio 1

Private pool 1

Private yoga studio, Private climbing gym 1

RAC 1

Soccer Complex 1

Sounts 1

The Edge Sports Center 2

Uca 1

We avoid the Aztlan Center 1

Windsor pool/rec cent 1

Windsor rec center 1

YAC 2

YMCA 1

Youth Activity Center 1

bike trails and city parks 1

chilson 1

chilson center-loveland 1

chilson rec center 1

city facilities in other towns 1

city park pool 1

cityparks and playgrounds 1

clubhouse 1

community ppol 1

farm 1

free sand volleyball courts 1

golf courses, trails 1

home gym equipment 1

lee martinez farm 1

library programs 1

mountain view aquatic center 1

museums 1

neighborhood 1

neighborhood pool 6

neighborhood pool, tennis courts 1

not your concern 1

out of doors 1

outdoors 1

parks 1

parks and bike trails 1

piano lessons 1

pool @ Sr. Center 1

pottery studio 2

private cultural venues 1

private gymnastics 1

private karate school 1

private pool 1

private school 1


Meets all of our needs 220 19.4%

Meets some of our needs 867 76.4%

Does not meet any of our needs 48 4.2%

Statistics



Weekly 457 40.1%

Statistics


the Great Outdoors 1

the great outdoors! 1

therapy pool 1

trails 2

youth activity center 1

These are such great ideas. If you want to build a sense of community, include a great coffee shop with lots of places tovisit with your neighbors.

1

Which one of the following statements best represents how the indoor recreation, cultural center, or healthand wellness facilities that you and your household currently use meet your needs?

How often do the members of your household participate in art, theater, dance or music lessons orclasses?

Which one of the following statements best represents how the indoorrecreation, cultural center, or health and wellness facilities that you and

your household currently use meet your needs?

Meets all of our needs 19.4%

Meets some of our needs 76.4%

Does not meet any of our needs 4.2%

How often do the members of your household participate in art, theater, danceor music lessons or classes?

Weekly 40.1%

Monthly 12.9%

A few times a year 28.6%

Never 18.4%

Monthly 147 12.9%

A few times a year 326 28.6%

Never 210 18.4%

Listed below are potential features that could be incorporated into the design of a new Southeast Recreationand Cultural Arts Center. For each one, please indicate approximately how often you and members of yourhousehold would use each of these features.

Never RarelyVeryoften

Total

Gymnasium 17.6%182

36.9%382

45.5%471

100%1035

Leisure pool 12.0%129

22.8%245

65.2%700

100%1074

Multipurpose space 22.2%213

53.7%514

24.1%231

100%958

Banquet facilities (w/catering kitchen) 42.8%406

50.9%483

6.2%59

100%948

Arts & crafts room 28.1%279

41.2%409

30.6%304

100%992

Weight room 22.5%231

29.7%305

47.8%490

100%1026

Cardiovascular equipment area 17.2%178

25.6%264

57.2%590

100%1032

Aerobic/dance/group fitness room 20.9%211

28.6%289

50.5%510

100%1010

Indoor running/walking track 16.5%171

28.1%292

55.4%575

100%1038

Youth fitness area & equipment 35.4%348

20.2%199

44.4%437

100%984

Massage therapy 36.8%357

42.8%415

20.3%197

100%969

Preschool program space 72.9%685

13.0%122

14.1%133

100%940

Childcare area for facility patrons 63.2%602

14.2%135

22.7%216

100%953

Space for seniors 63.9%618

18.9%183

17.2%166

100%967

Space for teens 50.6%492

22.5%219

26.9%261

100%972

Rock climbing wall 29.2%292

32.7%327

38.1%381

100%1000

Interactive playground for young children 50.6%489

16.1%156

33.3%322

100%967

Interactive "high-tech" gaming area 54.2%513

25.9%245

20.0%189

100%947

Performing art/theater space 27.7%273

39.9%393

32.5%320

100%986

Multiple activity court (soccer, lacrosse, basketball, etc.) 24.2%241

33.6%334

42.2%420

100%995

25 yard lap pool for club and high school teams and exercise 0.0%0

0.0%0

100.0%1

100%1

50 meter pool 0.0%0

0.0%0

100.0%1

100%1

50m competition pool, lap pooll 0.0%0

0.0%0

0.0%0

100%0

8 Lane Competition Pool w/ 1 meter diving board 0.0% 0.0% 100.0%100%

8 Lane Competition Pool w/ 1 meter diving board0 0 1 1

Adult only hot tub 0.0%0

0.0%0

100.0%1

100%1

BODY FLOW/ TRACK 0.0%0

0.0%0

100.0%1

100%1

COMPETITIVE POOL 0.0%0

0.0%0

100.0%1

100%1

Children's Classes 0.0%0

0.0%0

100.0%1

100%1

Classrooms for education programs 0.0%0

0.0%0

100.0%1

100%1

Community Room with a piano for reciatals 0.0%0

100.0%1

0.0%0

100%1

Community gardens? 0.0%0

0.0%0

100.0%1

100%1

Competition 8 lane pool 0.0%0

0.0%0

100.0%1

100%1

Competition Pool 0.0%0

0.0%0

100.0%4

100%4


0.0%0

100.0%1

100%1

Competition Pool, Outdoor Pool 0.0%0

0.0%0

100.0%1

100%1

Competition pool 0.0%0

0.0%0

100.0%3

100%3

Competition pool (50 meters) 0.0%0

0.0%0

0.0%0

100%0

Competitive Swim Lanes! 0.0%0

0.0%0

100.0%1

100%1

Competitive Swiming Diving 0.0%0

0.0%0

100.0%1

100%1

Competitive pool 0.0%0

0.0%0

100.0%1

100%1

Competitive pool/diving well 0.0%0

0.0%0

100.0%1

100%1

Competitive swimming pool 0.0%0

33.3%1

66.7%2

100%3

Competitive swimming pool 0.0%0

0.0%0

100.0%1

100%1

Competitve pool 0.0%0

0.0%0

0.0%0

100%0

Depends on offerings! 0.0%0

0.0%0

100.0%1

100%1

Diving Boards/lap lanes 0.0%0

0.0%0

0.0%0

100%0

Diving Pool 0.0%0

0.0%0

100.0%1

100%1

Diving board/facility or pool lanes 0.0%0

0.0%0

100.0%1

100%1

Diving well 0.0%0

0.0%0

100.0%1

100%1

Enclosed dog park/pet area for winter 0.0%0

0.0%0

0.0%0

100%0

Fitness Lap Swim 0.0%0

0.0%0

0.0%0

100%0

Gymnastics 0.0%0

0.0%0

100.0%1

100%1

Hot tubs/steam room 0.0%0

0.0%0

100.0%1

100%1

100.0%0.0% 0.0% 100%

I do not think we need a SE center 100.0%1

0.0%0

0.0%0

100%1

INDOOR playground (summer is too hot, winter is too cold). I don't know if that is the"interactive playground" already

0.0%0

0.0%0

0.0%0

100%0

Ice Rink 0.0%0

0.0%0

100.0%2

100%2

Ice Rink for Hockey 0.0%0

0.0%0

0.0%0

100%0

Indoor kids' water park (zero depth entry) 0.0%0

0.0%0

100.0%1

100%1

Indoor tennis court 0.0%0

0.0%0

100.0%1

100%1

Indoor tennis courts 0.0%0

0.0%0

100.0%1

100%1

Indoor water slide and play 0.0%0

0.0%0

0.0%0

100%0

LAP POOL 0.0%0

0.0%0

100.0%1

100%1

Lap / competition pool (25 yrds or longer with lane lines) 0.0%0

0.0%0

100.0%1

100%1

Lap Pool 0.0%0

0.0%0

100.0%5

100%5

Lap Pool w/ deep end slide 0.0%0

0.0%0

100.0%1

100%1

Lap Swimming 0.0%0

0.0%0

100.0%1

100%1

Lap lanes 0.0%0

0.0%0

100.0%2

100%2

Lap lanes in pool 0.0%0

0.0%0

100.0%1

100%1

Lap pool 0.0%0

0.0%0

100.0%4

100%4

Lap pool 0.0%0

0.0%0

100.0%1

100%1

Lap pool for south side swimmers 0.0%0

0.0%0

100.0%1

100%1

Lap pool/aqua aerobics 0.0%0

0.0%0

0.0%0

100%0

Lap swim 0.0%0

0.0%0

100.0%1

100%1

Lap swimming 0.0%0

0.0%0

100.0%1

100%1

Lap swimming I think 6 lanes 0.0%0

0.0%0

100.0%1

100%1

Lap swimming/Masters swimming 0.0%0

0.0%0

0.0%0

100%0

Later hours exercise room/track open until 9:30 0.0%0

0.0%0

100.0%1

100%1

Long course pool 0.0%0

0.0%0

100.0%1

100%1

Meetings 0.0%0

0.0%0

0.0%0

100%0

Music practice space 0.0%0

0.0%0

100.0%1

100%1

OUTDOOR LAP POOL 0.0%0

0.0%0

100.0%1

100%1

Outdoor pool 0.0%0

0.0%0

100.0%1

100%1

Outdoor pool-all summer 0.0%0

0.0%0

100.0%1

100%1

100%

Pickle Ball 0.0%0

0.0%0

100.0%1

100%1

Pilates/Reformer/Yoga space 0.0%0

0.0%0

0.0%0

100%0

Pool Lap/swim team 0.0%0

0.0%0

100.0%1

100%1

Pool lap swimming maybe... dont know enough about the proposedmcenter or programs tobe able to comment in an informed manner ART EXHIBITION SPACE?? YES

0.0%0

0.0%0

100.0%1

100%1

Pool with slides etc 0.0%0

0.0%0

100.0%1

100%1

Pottery 0.0%0

0.0%0

100.0%1

100%1

Pottery Studio 0.0%0

0.0%0

100.0%1

100%1

Racketball courts 0.0%0

0.0%0

100.0%1

100%1

Racquetball 0.0%0

0.0%0

100.0%1

100%1

Raquet Ball 0.0%0

0.0%0

0.0%0

100%0

Raquetball Court 0.0%0

0.0%0

100.0%1

100%1

Really need a POOL 0.0%0

0.0%0

100.0%1

100%1

Rehearsal space, set construction space 0.0%0

0.0%0

100.0%1

100%1

Sauna 0.0%0

100.0%1

0.0%0

100%1

Skate/Bike Park 0.0%0

0.0%0

100.0%1

100%1

Splash or zero depth kid pool 0.0%0

0.0%0

100.0%1

100%1

Steam Room 0.0%0

0.0%0

100.0%1

100%1

Swimming 0.0%0

0.0%0

100.0%1

100%1

TABLE TENNIS 0.0%0

0.0%0

100.0%1

100%1

Tennis 0.0%0

0.0%0

100.0%1

100%1

Tennis - indoor 0.0%0

0.0%0

100.0%1

100%1

Tennis court 0.0%0

0.0%0

100.0%1

100%1

Therapeutic warm pool 0.0%0

0.0%0

100.0%1

100%1

Therapy Pool!!! 0.0%0

0.0%0

100.0%1

100%1

Velodrome! 0.0%0

0.0%0

100.0%1

100%1

Very large indoor pool area with slides, lazy river, etc... 0.0%0

0.0%0

100.0%1

100%1

Water Park 0.0%0

0.0%0

100.0%1

100%1

Water Slides / Water Features 0.0%0

0.0%0

0.0%0

100%0

astronomical observatory 0.0%0

0.0%0

100.0%1

100%1

basketball teen time 0.0%0

0.0%0

100.0%1

100%1

bocce & pickleball 0.0%0

0.0%0

0.0%0

100%0

card/game room 0.0%0

0.0%0

100.0%1

100%1

club/group meeting - coffee space 0.0%0

0.0%0

100.0%1

100%1

community Garden 0.0%0

0.0%0

100.0%1

100%1

competition lap pool 0.0%0

0.0%0

100.0%1

100%1

competition pool 0.0%0

0.0%0

100.0%5

100%5

competition practice & meet pool 0.0%0

0.0%0

100.0%1

100%1

competitive dive,polo,swim pool 0.0%0

0.0%0

0.0%0

100%0

competitive pool 0.0%0

0.0%0

100.0%2

100%2

competitive pool like epic 0.0%0

0.0%0

100.0%1

100%1

competitive pool with lanes 0.0%0

0.0%0

100.0%1

100%1

competitive swim lap lanes 100.0%1

0.0%0

0.0%0

100%1

competitive swimming 0.0%0

0.0%0

100.0%1

100%1

competitive swimming oriented aquatic facility 0.0%0

0.0%0

100.0%1

100%1

competitive swimming pool 0.0%0

0.0%0

100.0%1

100%1

cycling 0.0%0

0.0%0

100.0%1

100%1

family fitness space 0.0%0

0.0%0

100.0%1

100%1

fencing 0.0%0

0.0%0

100.0%1

100%1

fitness swimming 0.0%0

0.0%0

100.0%1

100%1

hot tub 0.0%0

0.0%0

100.0%1

100%1

ice rink 0.0%0

0.0%0

100.0%2

100%2

ice rink 0.0%0

0.0%0

100.0%1

100%1

indoor pitching lane 0.0%0

0.0%0

0.0%0

100%0

indoor water park(greeley) 0.0%0

0.0%0

0.0%0

100%0

indoor water slide 0.0%0

0.0%0

100.0%1

100%1

l 100.0%1

0.0%0

0.0%0

100%1

lap lanes 0.0%0

0.0%0

0.0%0

100%0

lap lanes for (preferably 8 or more) 0.0%0

0.0%0

100.0%1

100%1

lap lines like EPIC has 0.0%0

0.0%0

100.0%1

100%1

lap pool 0.0%0

0.0%0

100.0%4

100%4

100%

lap pool, competitive swimming pool (50 meter) 0.0%0

0.0%0

100.0%1

100%1

lap pool/baseball/softball 0.0%0

0.0%0

100.0%1

100%1

lap pool; fencing room (that's the right size!) 0.0%0

0.0%0

100.0%1

100%1

lap swim pool 0.0%0

0.0%0

100.0%1

100%1

lap swimming 0.0%0

0.0%0

100.0%1

100%1

lap swimming pool 0.0%0

0.0%0

100.0%1

100%1

meeting room for35 0.0%0

100.0%1

0.0%0

100%1

outdoor bocce courts 0.0%0

0.0%0

0.0%0

100%0

outdoor pool 0.0%0

0.0%0

100.0%2

100%2

outdoor pool!!! 0.0%0

0.0%0

100.0%1

100%1

outdoor pool/ no slides or splashes 0.0%0

0.0%0

0.0%0

100%0

pickle ball 100.0%1

0.0%0

0.0%0

100%1

pickle ball courts 0.0%0

0.0%0

100.0%1

100%1

place for meeting friends to play Scrabble or other games 0.0%0

0.0%0

100.0%1

100%1

please offer swim lessons! 0.0%0

0.0%0

100.0%1

100%1

pool 0.0%0

0.0%0

100.0%1

100%1

racquetball 0.0%0

0.0%0

100.0%1

100%1

racquetball court 0.0%0

0.0%0

100.0%2

100%2

science classes 0.0%0

0.0%0

100.0%1

100%1

senior volleyball year round 0.0%0

0.0%0

100.0%1

100%1

shooting facility 0.0%0

0.0%0

100.0%1

100%1

small card rooms 0.0%0

0.0%0

100.0%1

100%1

spin room 0.0%0

0.0%0

100.0%1

100%1

square dancing 0.0%0

0.0%0

100.0%1

100%1

steam room 0.0%0

0.0%0

100.0%1

100%1

swim lap lanes 0.0%0

0.0%0

100.0%1

100%1

swimming lanes 0.0%0

0.0%0

100.0%1

100%1

table tennis 0.0%0

0.0%0

100.0%1

100%1

tennis 0.0%0

0.0%0

100.0%1

100%1

therapeutic pool 0.0%0

0.0%0

100.0%1

100%1

100%

therapy pool 0.0%0

0.0%0

100.0%1

100%1

visual art gallery 0.0%0

0.0%0

100.0%1

100%1

walking trails 0.0%0

0.0%0

100.0%1

100%1

wifi conference room for meetings andf gatherings 0.0%0

0.0%0

100.0%1

100%1

year round pool with slides(ex. APEX center in Arvada) 0.0%0

0.0%0

100.0%1

100%1

From the previous features that could be included in the an indoor community center please indicate yourfirst, second and third choice.

Item Total Score1 Overall Rank

Leisure pool 13104 1

Indoor running/walking track 6649 2

Cardiovascular equipment area 6612 3

Weight room 4846 4

Gymnasium 4496 5

Multiple activity court (soccer, lacrosse, basketball, etc.) 4331 6

Aerobic/dance/group fitness room 4264 7

Performing art/theater space 3925 8

Rock climbing wall 3882 9

Interactive playground for young children 3140 10

Youth fitness area & equipment 2845 11

Arts & crafts room 2806 12

Multipurpose space 2233 13

Space for seniors 2027 14

Space for teens 1844 15

Childcare area for facility patrons 1844 16

Interactive "high-tech" gaming area 1267 17

Massage therapy 1263 18

Preschool program space 1202 19

Banquet facilities (w/catering kitchen) 1174 20

Total Respondents: 10391 Score is a weighted calculation. Items ranked first are valued higher than the following ranks, the score is the sum of all weighted rank counts.

Because of the varied components that could be included in an aquatic center a list of potential features thatcould be incorporated into the design of an indoor aquatic facility are listed below. For each one, pleaseindicate approximately how often you and members of your household would use each of these features.

Never RarelyVeryoften

Total

Area for swim lessons 34.5%361

24.5%257

41.0%429

100%1047

Water slides 23.8%250

21.2%223

55.0%578

100%1051

A leisure pool with gentle slope entry so you can walk into the pool 22.1%230

27.5%286

50.4%524

100%1040

A current channel that allows you to float through or walk against slowly moving water forexercise

17.6%184

29.8%311

52.6%549

100%1044

Water sprays with interactive spray features for young children 35.9%371

23.4%242

40.7%421

100%1034

Warm water area for therapeutic purposes 24.4%253

34.8%360

40.8%422

100%1035

Hot tub area 22.8%238

30.6%320

46.6%487

100%1045

Lap lanes 18.1%192

27.7%294

54.3%577

100%1063

Dry sauna 45.1%456

33.3%336

21.6%218

100%1010

Steam room 41.2%417

32.5%329

26.2%265

100%1011

Area for water exercise 20.6%214

40.4%419

39.0%405

100%1038

"Court" for Water ball-games (volleyball, bball), Indoor + outdoor pool or at least poolaccess to outdoor picnic area

0.0%0

0.0%0

0.0%0

100%0

"lazy river" 0.0%0

0.0%0

100.0%1

100%1

50 meter competitive 8 to 10 lane pool 0.0%0

0.0%0

100.0%1

100%1

50 meter lap lanes 0.0%0

0.0%0

100.0%1

100%1

8 25 yard Competition Lanes w/ 1 meter diving board 0.0%0

0.0%0

100.0%1

100%1

8 lane competitive swimming pool 0.0%0

0.0%0

100.0%1

100%1

Adult only hot tub 0.0%0

0.0%0

100.0%1

100%1

Area for DEEP water exercise (waterrunning) 0.0%0

0.0%0

100.0%1

100%1

Area for swim team to practice 0.0%0

0.0%0

0.0%0

100%0

Benches, counters in locker room 0.0%0

0.0%0

100.0%1

100%1

Competition Lanes 0.0%0

0.0%0

100.0%1

100%1


0.0%0

100.0%2

100%2

Competition lanes for swim team 0.0%0

0.0%0

100.0%1

100%1

Competition pool 0.0%0

0.0%0

100.0%1

100%1

Competitive Swim Lanes! 0.0%0

0.0%0

100.0%1

100%1

Competitive pool 0.0%0

0.0%0

0.0%0

100%0

Competitive swim facility 0.0%0

0.0%0

100.0%1

100%1

Competitive swimming pool (50 meter) 0.0%0

0.0%0

100.0%1

100%1

Deep area (water polo, dive from edge, syncro) 0.0%0

0.0%0

100.0%1

100%1

Diving 0.0%0

0.0%0

100.0%3

100%3

Diving Board 0.0%0

50.0%1

50.0%1

100%2

Diving Boards 0.0%0

0.0%0

0.0%0

100%0

Diving Boards 0.0%0

0.0%0

100.0%1

100%1

Diving Boards/Lap Lanes 0.0%0

0.0%0

0.0%0

100%0

Diving Pool 0.0%0

0.0%0

100.0%1

100%1

Diving Well 0.0%0

0.0%0

100.0%1

100%1

Diving board 0.0%0

0.0%0

100.0%3

100%3

Diving well 0.0%0

0.0%0

100.0%1

100%1

Family change room 0.0%0

0.0%0

100.0%1

100%1

Handicap accessible 0.0%0

0.0%0

100.0%1

100%1

I would love to see another pool in Fort Collins that included an area for lapswimming/training

0.0%0

0.0%0

100.0%1

100%1

Lap Lanes NOT for private clubs 0.0%0

0.0%0

0.0%0

100%0

Long course competition pool 0.0%0

0.0%0

100.0%1

100%1

Lots of family dressing rooms 0.0%0

0.0%0

0.0%0

100%0

Masters swimming 0.0%0

0.0%0

0.0%0

100%0

Multiple separate lap lanes 0.0%0

0.0%0

0.0%0

100%0

My kids are older, but would have loved all of the above years ago! 0.0%0

0.0%0

100.0%1

100%1

NEED ADULT OUTDOOR POOL 0.0%0

0.0%0

100.0%1

100%1

Outdoor Hottub for Winter and Pool for summer is a need in Fort Collins 0.0%0

0.0%0

100.0%1

100%1

Outdoor pool 0.0%0

0.0%0

100.0%2

100%2

Rope Swing 0.0%0

0.0%0

100.0%1

100%1

SALINE WATER 0.0%0

0.0%0

100.0%1

100%1

Sitable for competitive events 0.0%0

0.0%0

100.0%1

100%1

Swim team practice 0.0%0

0.0%0

100.0%1

100%1

Syncronized swimming or water polo 0.0%0

100.0%1

0.0%0

100%1

This town needs another pool for competitive swimming 0.0%0

0.0%0

100.0%1

100%1

WATER AEROBICS 0.0%0

0.0%0

100.0%1

100%1

Water Polo 0.0%0

0.0%0

100.0%1

100%1

Water polo 0.0%0

0.0%0

100.0%1

100%1

Waterfall/rock climbing wall(like at CSU) 0.0%0

0.0%0

100.0%1

100%1

adult floaties for sunning in water 0.0%0

0.0%0

100.0%1

100%1

competative pool 0.0%0

0.0%0

0.0%0

100%0

competative swim team lanes 0.0%0

0.0%0

100.0%1

100%1

competition pool 0.0%0

0.0%0

100.0%2

100%2

competitive dive,polo,swim pool 0.0%0

0.0%0

0.0%0

100%0

competitive pool 0.0%0

0.0%0

100.0%1

100%1

competitive swim teams 0.0%0

0.0%0

100.0%1

100%1

competitive swimming oriented aquatic facility 0.0%0

0.0%0

100.0%1

100%1

deep water for diving 0.0%0

0.0%0

100.0%1

100%1

diving 0.0%0

0.0%0

100.0%1

100%1

diving board 0.0%0

0.0%0

100.0%3

100%3

diving board and swim team 0.0%0

0.0%0

100.0%1

100%1

diving board pool 0.0%0

0.0%0

100.0%1

100%1

diving boards 0.0%0

0.0%0

0.0%0

100%0

diving well 0.0%0

0.0%0

100.0%1

100%1

farm 0.0%0

0.0%0

100.0%1

100%1

indoor outdoor 0.0%0

0.0%0

100.0%1

100%1

lazy river 0.0%0

0.0%0

100.0%2

100%2

long course pool 0.0%0

0.0%0

100.0%1

100%1

lots of seating on the deck area 0.0%0

0.0%0

100.0%1

100%1

none of this is needed in SE Ft Collins 100.0%1

0.0%0

0.0%0

100%1

outdoor pool 0.0%0

0.0%0

100.0%1

100%1

pool toys 0.0%0

0.0%0

100.0%1

100%1

senior water aerobics 0.0%0

0.0%0

100.0%1

100%1

swim team 0.0%0

0.0%0

100.0%2

100%2

use of pool depends on what is used in water. Allergic to chorine 0.0%0

0.0%0

100.0%1

100%1

warm children's pool or family hot tub 0.0%0

0.0%0

100.0%1

100%1

water climbing wall, diving well 0.0%0

0.0%0

100.0%1

100%1

water polo 0.0%0

0.0%0

100.0%1

100%1

From the previous aquatic components that could be included in an aquatic facility please indicate your first,second and third choice.


Several times per week 575 50.3%

Once per week 219 19.1%

A few times a month 149 13.0%

Monthly 62 5.4%

Less than once a month 72 6.3%

Never 67 5.9%

Statistics


Item Total Score1 Overall Rank

Water slides 4700 1

Lap lanes 4653 2

A current channel that allows you to float through or walk against slowly moving water forexercise

4165 3

Area for swim lessons 3454 4

A leisure pool with gentle slope entry so you can walk into the pool 3165 5

Water sprays with interactive spray features for young children 2971 6

Hot tub area 2783 7

Area for water exercise 2764 8

Warm water area for therapeutic purposes 2175 9

Steam room 1391 10

Dry sauna 1014 11

Total Respondents: 10251 Score is a weighted calculation. Items ranked first are valued higher than the following ranks, the score is the sum of all weighted rank counts.

Which one of the following statements best represents how often you think that you or members of yourhousehold would visit a new Southeast Recreation and Cultural Arts Center if it had the features mostimportant to you and members of your household?

Which one of the following statements best represents how often you think that you or members ofyour household would visit a new Southeast Recreation and Cultural Arts Center if it had the

features most important to you and members of your household?

Several times per week 50.3%

Once per week 19.1%

A few times a month 13%

Monthly 5.4%

Less than once a month 6.3%

Never 5.9%


Annual family pass 473 41.9%

Annual adult, youth or senior pass 239 21.2%

Pay per visit 271 24.0%

Don’t know 95 8.4%

I’m not willing to pay to use the center. 52 4.6%

Statistics



$600 or more per year ($50.00/month) 94 8.9%

$540 - $600 per year ($45-$50/month) 117 11.0%

$480-$540 per year ($40-$45/month) 149 14.0%

$420-$480 per year ($35-$40/month) 207 19.5%

Less than $420 per year (less than $35/month) 495 46.6%

Statistics


A portion of the cost of operating a new indoor Southeast Recreation and Cultural Arts Center is typicallycovered by some combination of user fees. Knowing this, which one of the following would be yourpreferred way of paying to use the facility?

What is the maximum amount you would be willing to pay for an Annual Family pass to the SoutheastRecreation and Cultural Arts Center?

A portion of the cost of operating a new indoor Southeast Recreation and Cultural Arts Center istypically covered by some combination of user fees. Knowing this, which one of the following would

be your preferred way of paying to use the facility?

Annual family pass 41.9%

Annual adult, youth or senior pass 21.2%

Pay per visit 24%

Don’t know 8.4%I’m not willing to pay to use the center. 4.6%

What is the maximum amount you would be willing to pay for an Annual Familypass to the Southeast Recreation and Cultural Arts Center?

$600 or more per year ($50.00/month) 8.9%

$540 - $600 per year ($45-$50/month) 11%

$480-$540 per year ($40-$45/month) 14%

$420-$480 per year ($35-$40/month) 19.5%

Less than $420 per year (less than $35/month) 46.6%


$420 or more per year ($35.00/month) 104 9.7%

$360-$420 per year ($30-$35/month) 108 10.1%

$300-$360 per year ($25-$30/month) 285 26.7%

Less than $300 per year (less than $25/month) 571 53.5%

Statistics



More than $8.00 per day 28 2.6%

$7-8 per day 111 10.2%

$6-7 per day 165 15.2%

$5-6 per day 403 37.1%

Less than $5 per day 379 34.9%

Statistics


What is the maximum amount you would be willing to pay for an Annual Adult pass to the SoutheastRecreation and Cultural Arts Center?

What is the maximum amount you would be willing to pay for a Daily Adult Fee to use the SoutheastRecreation and Cultural Arts Center?

What is the maximum amount you would be willing to pay for an Annual Adultpass to the Southeast Recreation and Cultural Arts Center?

$420 or more per year ($35.00/month) 9.7%

$360-$420 per year ($30-$35/month) 10.1%

$300-$360 per year ($25-$30/month) 26.7%

Less than $300 per year (less than $25/month) 53.5%

What is the maximum amount you would be willing to pay for a Daily Adult Feeto use the Southeast Recreation and Cultural Arts Center?

More than $8.00 per day 2.6%$7-8 per day 10.2%

$6-7 per day 15.2%

$5-6 per day 37.1%

Less than $5 per day 34.9%


More than $7.00 per day 26 2.6%

$6 per day 79 7.8%

$5 per day 242 23.9%

$4 per day 267 26.4%

Less than $4 per day 398 39.3%

Statistics



100% from taxes. No fees should be charged to use the communitycenter

22 2.0%

Mostly from tax dollars and some user fees 574 51.0%

Mostly user fees and some tax dollars 435 38.7%

100% user fees 94 8.4%

Statistics

TotalResponses

1,125

Sum 11,600.0

Avg. 100.0

Max 100.0

What is the maximum amount you would be willing to pay for a Daily Youth Fee to use the SoutheastRecreation and Cultural Arts Center?

From the list you are about to read, please indicate the one statement that best describes how you feel theoperation costs for the new Southeast Recreation and Cultural Arts Center should be funded.

What is the maximum amount you would be willing to pay for a Daily Youth Feeto use the Southeast Recreation and Cultural Arts Center?

More than $7.00 per day 2.6%$6 per day 7.8%

$5 per day 23.9%

$4 per day 26.4%

Less than $4 per day 39.3%

From the list you are about to read, please indicate the one statement thatbest describes how you feel the operation costs for the new Southeast

Recreation and Cultural Arts Center should be funded.

100% from taxes. No fees should be charged to use the community center 2%

Mostly from tax dollars and some user fees 51%Mostly user fees and some tax dollars 38.7%

100% user fees 8.4%


Yes 1,060 93.5%

No 74 6.5%

Statistics



80521 36 3.2%

80522 0 0.0%

80523 1 0.1%

80524 72 6.3%

80525 506 44.4%

80526 149 13.1%

80527 0 0.0%

80528 318 27.9%

80553 0 0.0%

Other 59 5.2%

Statistics

TotalResponses

1,141

Sum 87,128,935.0

Avg. 80,525.8

StdDev 1.6

Max 80,528.0

Do you live in Fort Collins?

Please identify the zip code where you currently reside?

Open-Text Response Breakdown for "Other" Count

55120 1

Do you live in Fort Collins?

Yes 93.5%

No 6.5%

Please identify the zip code where you currently reside?80521 3.2%

80523 0.1%80524 6.3%

80525 44.4%

80526 13.1%

80528 27.9%

Other 5.2%


under 18 13 1.1%

18-24 8 0.7%

25-34 145 12.7%

35-54 680 59.7%

55+ 293 25.7%

Statistics

TotalResponses

1,139

Sum 43,684.0

Avg. 38.8

StdDev 10.2

Max 55.0

80503 1

80512 5

80513 1

80527 1

80535 2

80536 1

80537 9

80538 4

80541 1

80547 8

80549 7

80550 14

80610 1

80631 1

80634 1

82001 1

What is your age?

What is your age?under 18 1.1%

18-24 0.7%25-34 12.7%

35-54 59.7%

55+ 25.7%


Male 296 26.2%

Female 835 73.8%

Statistics



Less than $25,000 40 3.8%

$25,000 to $34,999 38 3.6%

$35,000 to $49,999 73 7.0%

$50,000 to $74,999 187 17.9%

$75,000 to $99,999 207 19.8%

$100,000 to $124,999 206 19.7%

$125,000 to $149,999 102 9.8%

$150,000 or more 193 18.5%

Statistics


What is your gender?

What is your total annual household income?

What is your gender?

Male 26.2%

Female 73.8%

What is your total annual household income?Less than $25,000 3.8%

$25,000 to $34,999 3.6%$35,000 to $49,999 7%

$50,000 to $74,999 17.9%

$75,000 to $99,999 19.8%

$100,000 to $124,999 19.7%

$125,000 to $149,999 9.8%

$150,000 or more 18.5%


Household with children under the age of 10. 432 38.2%

Household with children age 10 – 19. (none under 10) 312 27.6%

Household under age 55 with no children under age 19 116 10.3%

Household with individuals age 55+ with no children under age 19 270 23.9%

Statistics


Which category best describes your household?

Which category best describes your household?

Household with children under the age of 10. 38.2%

Household with children age 10 – 19. (none under 10) 27.6%

Household under age 55 with no children under age 19 10.3%

Household with individuals age 55+ with no children under age 19 23.9%

Fort Collins Southeast Community Recreation & Arts Center

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