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May 8 2019 Board_Work_Session_with_Parks_and_Rec_Commission_Agenda_PacketAGENDA FREDERICK COUNTY BOARD OF SUPERVISORSand PARKS AND RECREATION COMMISSION JOINT WORK SESSION WEDNESDAY, MAY 8, 2019 5:00P.M. BOARD ROOM, COUNTY ADMINISTRATION BUILDING 107 NORTH KENT STREET, WINCHESTER, VIRGINIA 1. Call to Order 2. Adoption of Agenda 3. Presentation by Winchester-Frederick County Convention & Visitors Bureau Justin Kerns, Tourism Bureau Director A.DRAFT Three-Year Strategic Destination Plan Schematic: FY2020–FY2022(See Attached) B.FY2020–FY2022 Strategic Destination Plan Rationale and New Directions(See Attached) These draft documents are being presented to the County Board of Supervisors and the City Council to gain input. After the input process, any changes will be made and then re-submitted to each body for final approval. 4. Presentation:Parks & Recreation Master Plan Jason Robertson, Director of Parks & Recreation The Parks and Recreation Commission adopted the Parks and Recreation Master Plan(See Attached)in June of 2018andhas included recent information for the May 8, 2019JointWork Session. The Commission appreciatesthe opportunity to discuss how parks and recreation services to Frederick Countycan be improved. 5. Adjourn Item # Submitted by: Item Type: Item Title: Item # Submitted by: Item Type: Item Title: FY2020FY2022 Strategic Destination Plan Rationale and New Directions Winchester-Frederick County Convention & Visitors Bureau FINAL DRAFT COPY January 2019 Plan Rationale Report Outline 1.Introduction _______________________________________________1 Background _______________________________________________________________ 1 Four Assessment and Planning Goals ____________________________________________ 1 Plan Methodology __________________________________________________________ 2 Expected Plan Outcomes _____________________________________________________ 2 2.Winchester-Frederick County Current Destination Situation ___________3 Recent Accomplishments _____________________________________________________ 3 Key Issues and SWOT Analyses _________________________________________________ 4 Main Challenges ____________________________________________________________ 7 3.Winchester-Frederick County CVB Purpose and Directions ___________8 Mission, Values and Guiding Principles __________________________________________ 8 Visitor, Partner and Tourism Board Commitments __________________________________ 8 Vision 2030 Statement _______________________________________________________ 8 Strategic Goals _____________________________________________________________ 9 4.Winchester-Frederick County Strategic Destination Outlook ___________ 10 Three-Year Priority Initiatives _________________________________________________ 10 Strategic Performance Results ________________________________________________ 13 5.Appendices ______________________________________________ 14 Winchester-Frederick County Tourism Board and Management Team _________________ 14 Planning Documentation Reviewed ____________________________________________ 16 1 1.Introduction Background The Winchester-Frederick County Convention & Visitors Bureau (WFCCVB) was established in 2001 as a special entity of both the City of Winchester and Frederick County, Virginia through the formation of a Winchester-Frederick County Tourism Board. Doing business as Discover Winchester Virginia, the WFCCVB purpose is to promote the city and county tourism assets and related service providers. As a destination marketing organization (DMO), the WFCCVB reports to the nine-member advisory Tourism Board of Directors and is funded jointly City of Winchester through a direct General Fund allocation of $150,500 and Frederick County through a matching contribution, the majority of whose is generated by a 0.5% lodging ta. The 2018 budget of the WFCCVB was $301,000 with a professional full-time staff of two. This is the first strategic plan for the WFCCVB which provides intermediate term priority guidance to plan has been researched, facilitated and prepared primarily in the assistance of an independent third-party advisory firm. Four Assessment and Planning Goals Four strategic planning process goals were set for completion. 2 Plan Methodology With the previously agreed-to strategic planning process goals, a detailed information and analytical program of work was undertaken over a four-month period with three expected Winchester-Frederick County destination planning outcomes. w; t©m© E © {;¦·;,;©5;-;,;© Review and analysis of past Winchester-Frederick County CVB tourism marketing documentation including the past annual marketing reports and budgets, brand perception and awareness survey information and other research and planning materials in October Convening of two Tourism Board planning workshops and briefings on October 10 and December 13, 2018 Conducting of 12 on-site personal interviews with key community and visitor industry proponents, one public/visitor industry group meeting, and some six meetings/conference calls with the WFCCVB Executive Director and staff to seek their advice on tourism challenges and potential market growth over the period of October to December 2018 Involvement of some 25 individuals in the strategic planning conversation Documentation of meeting results and final strategic plan schema rationale analysis Expected Plan Outcomes 3 2.Winchester-Frederick County Current Destination Situation Recent Accomplishments From the Winchester-Frederick County Tourism Board and staff discussions, seven major accomplishments of the Winchester-Frederick destination marketing effort over the past five years were recorded as follows: Current visitor profile and destination brand research advice New brand-driven marketing/promotional campaigns along with redesigned Vis Creation and delivery of a Tourism Ambassadors program New destination website presence and increased social media engageme Visitor center redevelopment with increased awareness and use Growing visitor experience development (Museum of the Shenandoah Mall renovations, Shenandoah University expansion, Discovery Museum, breweries/wineries, farm markets, event centers, etc.) New CVB initiated special interest tourism trail development (Ar, etc.). z-w;·;© h7 Þ a 4 Key Issues and SWOT Analyses From the Winchester-Frederick County Tourism Board and staff strategic planning sessionsand the supplemental community/visitor industry proponent personal interviews and public session, 13 major tourism issues, either expressed as an opportunity or a constraiere identified, not in priority order, as shown. In addition, two SWOT (strengthsweaknessesopportunities threats) analyses with conclusions were completed to provide further background on these issues. Minimal university student integration with Winchester community 1. Unsustainable/limited destination marketing programming and staf 2. increased costs and flatline funding Higher competitive situation due to increased funding in nearby destination communities 3. and new tourism generators No signature/anchor attraction 4. Closure of attractions during winter season and most with limite 5. Northern Virginia urban growth implications and potential loss o 6. Insufficient visitor industry cooperatives/partnerships 7. No CVB full-time/direct group sales capability 8. Visiting friends & relatives and sports tourism market potential 9. Segmented approach to destination marketing and sales (behavior 10. Consistent community/destination brand marketing and messaging 11. Continued downtown Winchester rejuvenation 12. Higher CVB and tourism awareness 13. It should be noted that primary attention and concern was directed to issues 2 and 7 to 11. {w;7w zÝ;©z·ä /¦Ò 5 Tourism/Destination Development and Marketing (Winchester-Frederick County visitor experience and CVB visitor communications) SWOT/Future Map Analysis {·©;m·w ;;; 9ã¦z· 7 LÝ;·t ¦©;;· 7Ý·m; az·zm·;t ¦©;;· 7z7Ý·m; Top of the Shenandoah Valley in close proximity to No primary signature attraction Washington, DC with I81 as the main Minimal CVB marketing programming transportation corridor Many museums/markets closed over the November Numerous year-round events to March time period Many strong secondary attractions and activities A shortage of large meeting space with adjoining Strong business travel growth overnight rooms National historical relevancy (Civil War, Belle Grove More retirees with overshadowing perception as Plantation, George Washington, Patsy Cline, etc.) retirement community Large overnight lodging capacity with five new hotel Many attractions with limited financial resources to properties in 2019 market and partner New 77,000 sq. ft. event center at Shenandoah Lack of visitor center presence in Old Town University h¦¦©·Òz·z; w©;· az·© 7 /¦z·zé;t ¦·;·z 7Ý·m; t©;¦©; E© /·zm;-z;t ¦·;·z 7z7Ý·m; Better Patsy Cline historical interpretation Front Royal Tourism growing and drawing NOVA visitors out I-66 then south, skipping Winchester Fort Loudoun redevelopment area Restaurant and shopping tie-in with local history Increased growth in regional events Connecting university students with Old Town and I81 transportation problems/negative perception other attractions Encroaching Northern Virginia sprawl with threat to Other county community tourism potential uniqueness Agritourism and sports tourism increased growth /-Òz 1.Increased focus on best potential visitor growth markets with atdestination marketing plan 2.Agreement with visitor industry on consistent destination brand application and related cooperative feeder promotional campaigns 3.Full understanding on CVB roles/strategic directions for tourism encouragement and support services 6 DMO Advocacy and Leadership (WFCCVB stakeholder relations and resources capability) SWOT/Future Map Analysis {·©;m·w ;;; 9ã¦z· 7 LÝ;·t ¦©;;· 7Ý·m; az·zm·;t ¦©;;· 7z7Ý·m; Supportive and representative Tourism Board Limited budget for tourism marketing and promotion Collaboration between City and County governments and economic development Small staff complement Dedicated tourism staff that adapts quickly to Not all elected officials at City or County opportunities and changes understand tourism value and efforts CVB within city Economic Development County less involved than City and feels less Department ownership Existing strong Shenandoah Valley regional tourism Small businesses/attractions/restaurants having partnership minimal resources for co-op activities h¦¦©·Òz·z; w©;· az·© 7 /¦z·zé;t ¦·;·z 7Ý·m; t©;¦©; E© /·zm;-z;t ¦·;·z 7z7Ý·m; CVB/tourism increased advocacy effort Northern Virginia, DC & MD more and more expensive to communicate to Partner marketers in the area are willing to work together (SU, Valley Health, Chamber, Lord Fairfax Other DMOs in region with increasing budget Community College, etc.) allocations Increased news media (TV & newspaper) coverage Tourism MOU is outdated and offers little protection from politics or economic downturn Possible hospitality program at SU or Lord Fairfax CC City/County relationship historically tenuous Other funding sources investigation /-Òz 1.Stronger ongoing relationship with countywide visitor industry a proponents on CVB performance results and future needs 2.Strengthen partnership with communities outside Winchester relat research/planning and promotion 3.Acute need to employ a business case/investment analysis approach to increased promotional funding 7 Main Challenges Given the previous discussions, and issue and SWOT analyses, the following six priority-based opportunity challenges to effective Winchester-Frederick County destination marketing and management were determined. 8 3.Winchester-Frederick County CVB Purpose and Directions Mission, Values and Guiding Principles The Winchester-Frederick County Tourism Board purpose and mission statements were reviewed from the bylaws of 20012018 to check alignment to the WFCCVB mission statement. This latter mission statement was evaluated and changed along with recently associated organization values and key destination marketing programming guiding principles as determined by the staff and reviewed at the follow-up Tourism Board strategic planning session. Ò; DÒz7zm t©z-z¦; Collaborative Strengthen destination awareness and conversion Responsive Increase overnight visitors Strategic Convert day visitors to overnight guests Results-driven Increase visitor frequency year- round/off-peak periods Extend length of visitor stays Enhance destination experience value The operating norms of the Winchester-Frederick County Tourism Board and CVB staff reflect the agreed-to values. The guiding principles are used in selecting and inve marketing and development programming that delivers on indicated strategic and operating plan results. 8 Visitor, Partner and Tourism Board Commitments In addition, Winchester-Frederick County CVB promises along with a specific Tourism Board promise were created to clearly state their value propositions to visitors, partners and Visit Winchester Virginia staff, respectively. Vision 2030 Statement Similarly, a Winchester-Frederick County CVB vision statement was prepared to achieve by 2030. 9 Strategic Goals Associated with the mission statement, four long-term Winchester-Frederick County CVB goals were determined. 10 4.Winchester-Frederick County Strategic Destination Outlook Three-Year Priority Initiatives With four strategic goals in place, 15 priority-based program initiatives were identified for consideration with intended implementation over the next three years as follows. Goal/Initiative FY2020 FY2021FY2022 Increase Destination Marketing: Targeted Destination Marketing Presence Finalize and execute a targeted and measurable destination marketing plan evaluation and refocus of existing CVB annual marketing activiti market segments (five leisure and three group-oriented) determination of strategies and programs across four strategic p Investigate and formulate a group sales strategy with meeting and sports event relationship programming preparation of a detailed group sales and services strategy and with anticipated returns expansion of partnership sales activities with respective hotels, meeting venues/specialized event centers and group tour operations Offer cooperative special interest tourism brand marketing, programming and packaging alternatives (themed half, full and multiday itineraries) with industry/community partners research and prepare relevant co-op leisure travel programs and packages agreement on promoting the above storytelling visitor experience Reinforce brand promotional campaigns to feeder/drive-in markets in NOVA, DC, MD, PA and WV preparation of integrated weekday and weekend receptive special tourism segment programs for the regional market with measurable focus programming effort on visiting friends & relatives (VFR) a conversion potentials Invest and take a leadership role in regional marketing collaborations with other DMOs stronger marketing investment in the Shenandoah Valley tourism partnership efforts leadership participation in determining and promoting mutually rewarding targeted promotional programs 11 Goal/Initiative FY2020 FY2021FY2022 Facilitate Destination Development: Impactful Destination Development Prepare a comprehensive agritourism strategy with supportive assessment detailed evaluation of county/community agritourism assets preparation of a partner-based agritourism strategy and action plan in order to know development and marketing priorities with required assis Support to the coordination of an improved and consistent community exit/gateway and wayfinding/signage evaluation and new direction, and to community downtown redevelopment active meeting participation and sharing of relevant visitor res needs ongoing advisory and promotional assistance to communities on tourism action plans Undertake an overall destination development strategy/tourism master plan with agreed-to destination vision and key CVB roles/responsibilities thorough investigation of countywide tourism-built product opportunities and related policy initiatives formulation of a tourism development strategy and 2030 destinati to guide county/community and CVB directions Strengthen CVB Community Relations: Influential CVB Relations Continue the development and implementation of the branded Tourism Ambassador program to enhance hospitality excellence and tourism awareness evaluation of similar branded tourism-related programs to identify best contents and delivery practices determination of program improvements and subsequent implementation Pursue ongoing partner relations with county and community governments, economic development organizations, educational institutions and key attractions/events and hospitality service providers continuation of open dialogue with above investors and partners destination needs and current performance results scheduling of regular meetings/briefings and provision of person learning/professional development sessions 12 Goal/Initiative FY2020 FY2021FY2022 Prepare and execute a detailed tourism stakeholder and county/community resident communications plan determination and understanding of main local audiences/constitu identification of strategies and key activities to enhance profi and value Manage CVB Resources and Administration: Effective CVB Resources Development and Administration Approve updated strategic plan tied to an annual marketing/business plan with budget update of strategic plan schematic annually given priority initi completed and/or new ones identified review of strategic plan progress on a quarterly basis by the To Investigate visitors center relocation opportunities evaluation of new visitors center locations based on agreed-to land/building and operations criteria preparation of a visitors center location alternatives strategy - benefits analysis for Tourism Board consideration Assess CVB staffing needs given new initiatives with focus on full-time attention to digital marketing and proactive group sales activities evaluation of CVB staffing needs given strategic plan directions program execution preparation of a revised CVB organization chart with new/updated descriptions Employ a business case and investment analysis approach to new CVB funding requirements determination of new required destination marketing and market development programs research and preparation of a transient lodging tax business cas for Tourism Board and county/city consideration 13 Strategic Performance Results Four broadly-based destination marketing and management measurement areas were determined below for consideration to record effective Winchester-Frederick County tourism returns over the intermediate and long terms. {w;7w ;ä 14 5.Appendices Winchester-Frederick County Tourism Board and Management Team Board of Directors Non-Voting Representatives Kristen Laise, Chairperson Blaine Dunn Belle Grove Plantation Frederick County Board of Supervisors Andy Gyurisin, Vice Chairperson Jennifer Bell Nerangis Management Corporation (Alamo Old Town Development Board Drafthouse) John Hill, Councilman and Vice Mayor Lani Pendleton Winchester City Council La Quinta Inn & Suites Winchester Patrick Barker Sharon Farinholt Frederick County Economic Development Crown Trophy Richard Kennedy Mary Braun Top of Virginia Regional Chamber Shenandoah Valley Discovery Museum Shawn Hershberger Priya Patel City of Winchester Economic Development Wingate by Wyndham Shannon Moeck Cedar Creek & Belle Grove NHP Karen Helm Celebrating Patsy Cline Inc. James Eddie Richard, Jr. Staff Justin Kerns Renee Bayliss Executive Director Creative Design & Visitor Services Manager 16 Planning Documentation Reviewed City of Winchester, VA 20162020 Strategic Plan with 2018 Update (2018). City of Winchester, VA Economic Development Strategic Plan (2018). Frederick County, VA 2035 Comprehensive Plan (2016). Top of Virginia CVB Concept Proposal (2000). Winchester-Frederick County CVB Annual Marketing Activities Outline (2018). Winchester-Frederick County CVB Funding History and Tourism Economic Fact S(2018). Winchester-Frederick County Tourism Board Bylaws (20012018). Winchester-Frederick County, VA Assorted Visitor Industry Promotional Colla (2018). Winchester-Frederick County, VA Perception & Awareness Survey Results Execu (2017). Winchester-Frederick CVB Official Visitor Guide and Other Collateral Materials (2018). Item # Submitted by: Item Type: Item Title: Master Plan 2018 Revised April 2019 Contents INTRODUCTION ........................................................................................................................................ 1 PLANNING FOCUS ..................................................................................................................................... 1 Overview of Frederick County .............................................................................................................. 1 Population Growth................................................................................................................................ 2 Supporting Framework ......................................................................................................................... 2 Board of Supervisors Core Values ......................................................................................................... 3 Parks and Recreation Mission and Vision Statements.......................................................................... 3 2035 Comprehensive Plan guidance for Parks and Recreation ............................................................ 3 2012 Parks and Recreation Strategic Plan ............................................................................................ 3 CURRENT CONDITIONS ............................................................................................................................. 4 Parks and Recreation in Frederick County ............................................................................................ 4 Park Classifications ................................................................................................................................ 4 Recreation Programs ............................................................................................................................ 7 Organizational Structure ....................................................................................................................... 8 Organizational Assessment ................................................................................................................... 9 PROJECTION ANALYSIS ............................................................................................................................. 9 Employment .......................................................................................................................................... 9 Education ............................................................................................................................................ 10 Development Patterns ........................................................................................................................ 10 Wellness .............................................................................................................................................. 11 Recreation Trends ............................................................................................................................... 11 NEEDS ASSESSMENT ............................................................................................................................... 11 Recreation Demand ............................................................................................................................ 12 Level of Service Analysis ..................................................................................................................... 12 Level of Service Table.......................................................................................................................... 13 FUTURE FOCUS ....................................................................................................................................... 15 Key Issues ............................................................................................................................................ 15 Goals / Strategies ................................................................................................................................ 16 FINANCIAL DIRECTION ............................................................................................................................ 18 Understanding the Cost of Parks and Recreation ............................................................................... 19 Revenue Recovery Fees and Charges .............................................................................................. 19 General Fund Funding ......................................................................................................................... 19 Development Impact Proffers............................................................................................................. 21 Recreation Reserve Fund .................................................................................................................... 21 Financial Direction Focus .................................................................................................................... 22 PARKS AND RECREATION SYSTEM DIRECTION ...................................................................................... 23 Capital Improvements Plan ................................................................................................................. 23 Park Locations ..................................................................................................................................... 24 Park Location Detail ............................................................................................................................ 25 Trails and Connections ........................................................................................................................ 27 IMPLEMENTATION ................................................................................................................................. 29 Plan Relevance .................................................................................................................................... 29 Conclusion ........................................................................................................................................... 29 APPENDIX ................................................................................................................................................ 29 Parks and Recreation 2017 Community Survey .................................................................................. 29 INTRODUCTION - ²³¤± 0« 0´±¯®²¤ This document provides the Frederick County Parks and Recreation Department (FCPRD) with a 5-year master plan. This Frederick County Parks and Recreation Master Plan (Master Plan) will serve as a compliment to the Frederick County 2035 Comprehensive Plan (2035 Plan) and provide development priorities and an implementation strategy (formerly Strategic Pl allocate services and meet identified parks and recreation needs in the future. This Master Plan provides characteristics of the facilities, properties, and programs available to Frederick County residents. The plan also documents the public and stakehhroughout the . The combination of information, public feedback, and measurable and definable goals and objectives serves to help the community act and invest in a system-wide approach that aligns with community priorities. 0,!..).' &/#53 A key part of the master plan process is community engagement, acomponent of a community-oriented park and recreation system. Community engagement is deto create a collaborative process to work towards developing support for thelan. Meeting/Action Topic Date Master Plan Committee Outline, Scope, & Schedule March 2017 Stakeholder Meetings Focus Groups & Interviews May 2017 Community Survey Mail and Online June-Aug 2017 Master Plan Committee Level of Service September 2017 Master Plan Committee Plan Priorities January 2018 Master Plan Committee Draft Plan February 2018 Public Input Draft Plan March 2018 Master Plan Committee Plan Approval May 2018 P&R Commission Plan Approval May 2018 BOS Plan Presentation /µ¤±µ¨¤¶ ®¥ &±¤£¤±¨¢ª #®´³¸ th With a 2017 population of 85,800, Frederick County is the 13 (of 95) most populous county in the state of Virginia. The population is projected to increase to 86,600 by 2020 and 101,500 by 2030, a significantly higher rate of growth than that projected for the state of Virginia (Weldon Cooper). Located in the Shenandoah Valley, Frederick County is the states seat, Winchester City with a population of 26,200 (Weldon Cooper), is in the eastern portion of the county. Interstate 81 is the largest transportation route and runs north-south through the eastern portion of the county. 1 0®¯´« ³¨® '±®¶³§ Frederick Couthe amount of increase in slower to growth metropolitan areas. The current population of 86,600 (Weldon Cooper) is expected to increase approximately 20% in the next decade. As shown in the graphic bgrowth curve is increasing more rapidly every year. *Weldon Cooper 2017 Change is inevitable with population growth, and as such this plan anticipates a future where demands for recreation and leisure activities in the community will continue to be greater and more varied. Anticipating and supporting these needs will be an ongoing challthe department in the future. 3´¯¯®±³¨¦ &± ¬¤¶®±k The Frederick County 2035 Plan provides a long-term vision to help guide the c and development. It is guided by Core Values and Vision adopted by the Board of Supervirn the plan is used to guide public decision making for County departments. The guiding framework for the 2035 Plan are the stated Core Values, and include the following Vision Statement and Values: Board of Supervisors Vision Statement: ality of life of all Frederick County Citizens by preserving the past and planning for the 2 "® ±£ ®¥ 3´¯¤±µ¨²®±² #®±¤ 6 «´¤² A government that is accountable and dedicated to providing responsible stewardship for County funds and to insure the citizens receive the best services possible for the funds expended. A government concerned with long range planning that protects ou its future growth through planned infrastructure. A government concerned with expanding commercial and industrial se in order to insure a viable and thriving economy. A government that looks to the future and implements plans to in future generations is preserved. A government that emphasizes a quality education through a cooperative effort with the school board. A government that recognizes the importance of maintain a highly to provide efficient services and protection to County citizens. A government that promotes the spirit of cooperation with its renal local government partners and, in particular, the City of Winchester. A government unit based on honesty, trust, integrity, and respec importance of clear communication and a willingness to listen. 0 ±ª² £ 2¤¢±¤ ³¨® -¨²²¨® £ 6¨²¨® 3³ ³¤¬¤³² FCPRD is committed to promoting and providing quality parks and leisure opportunities for our community. : Making life better through people, parks, and recreation opportunities. 2035 #®¬¯±¤§¤²¨µ¤ 0« ¦´¨£ ¢¤ ¥®± 0 ±ª² £ 2¤¢±¤ ³¨® The 2035 Plan lists two specific goals for the Parks and Recreaty are: Contribute to the physical, mental, and cultural needs of the coits economic and social well-being, and its sense of civic pride and social responsibility th an integrated plan for recreation programs and park facilities, and, a (UDA) within walking or biking distance of a recreation area. The goals developed through the Master Planning process directly goals, ensuring the Department and the County are in alignment with their actions and direction. 0 ±ª² £ 2¤¢±¤ ³¨® 3³± ³¤¦¨¢ 0« In 2012 the Parks and Recreation Department completed its first strategic plan document. Information gathering for the 2012 Plan included public input meetings, stakeholder interviews, staff ind 3 a community survey. The 2012 Community Survey was the first per conducted to obtain statistically valid data consistent with industry standards. In the assessment of gathered information, formation of strategic plan goals, and execution of strategies, the survey provided an objective basis by which to gauge community sentiment. The 2012 Strategic Plan outlined twelve goals and corresponding tegies. Plan goals included: Identify and secure funding to support FCPRD aspirations Develop culture of common purpose among FCPRD staff Increase capabilities and knowledge of staff Develop new and improve current facilities Increase environmental stewardship posture of department Provide the tools and equipment necessary for staff to effectively and efficiently carry out job functions Ensure alignment of program offerings with community needs Enhance customer service Increase awareness of Parks and Recreation Department Increase attractiveness and awareness of programs Demonstrate efficient operations Maintain relevance of Strategic Plan It was the intent of the 2012 Strategic Plan to be updated afterOne role of this Master Plan document is to serve as the five-year update to the 2012 Strategic Plan. #522%.4 #/NDITIONS 0 ±ª² £ 2¤¢±¤ ³¨® ¨ &±¤£¤±¨¢ª #®´³¸ The Parks and Recreation Department manages 411 acres of parkland in four parks, maintains 25 acres of undeveloped parkland at a future park site, and offers hundreds of programs for Frederick County residents of all ages and abilities. The department is responsible fo5 co-located Community Centers at Frederick County Public School (FCPS) locations. Additionally, the department manages numerous park amenities, including 2 fitness facilities, 2 lakes, 8 playgrounds, 19 pavilions, 2 outdoor pools, 10 diamond ball fields, and 6 rectangle ball fields. Park Classifications Park systems generally provide a wide array of diverse settings for diverse uses. A park classification system widely used in the industry was created by the National Recreation and Parks Association to help categorize and plan park land. NRPA classifications include: Mini- Park. Typically, one acre or less with a service area of approximately ¼ mile, Mini Parks are used to address limited, isolated or unique recreational needs. 4 Neighborhood Park. 5-10 acres with a service area of up to ½ mile, neighborhood parks basic unit of the park system and are intended to serve as the recreational and social focus of the neighborhood. Focus is on informal active and passive recreation. School-Park. Variable size parks with a service area dependent on the school-park combine the resources of two public agencies allowing for the expansion of recreation opportunities. The important outcome in the joint-use relationship is that both the school district and the park system benefit for shared use of fa Community Park. Usually between 20-50 acres with a service area of ½ to 3 miles, community parks serve broader purposes than neighborhood parks. Focus is -based recreation needs, as well as preserving unique landscapes and opspaces. They should be developed for both active and passive recreation activities. Regional Park. 50+ acres serving the entire community. Regional Parks serve a purpose than community parks and are used when community and neighborhoo not adequate to serve the needs of the community. The focus is on m-based recreation needs, as well as preserving unique landscapes and op Trails. Multipurpose trails emphasizing recreation and/or safe r to and from points in the community. Can be paved or unpaved depending on the target user group. Other Land Types Undeveloped. Frederick County currently has 25 acres of undevela future park site currently named Snowden Bridge Park. According to park planning documents and d parts of Sherando, Clearbrook, and Frederick Heights Park could also be considered undeveloped. Of these, Sherando Park has a significant amount (>100 acres) of undeveloped land, while the others have areas where amenities could be sited Recreation Centers FCPRD manages 5 recreation centers at Frederick County Public School locations. Recreation Centers provide programming and meeting space, as well as gymnasiums, racquetball courts, and fitness rooms. Other Providers FCPRD is not the only provider of park and recreation services inity. Organizations from the public, private, and nonprofit sectors all play a role in off to parks and recreation. /³§¤± 0±®µ¨£¤±² ®¥ 0 ±ª« £þ 2¤¢±¤ ³¨® & ¢¨«¨³¨¤²þ £ 0±®¦± ¬² Frederick County Public Schools Frederick County Public Schools (FCPS) owns land around school properties, and these lands are frequently used as public park land by the community. These properties include facilities such as; playgrounds, athletic fields, basketball courts, tennis courts, and track facilities. Through a cooperative use agreement with FCPS, FCPRD activities are also offered using indoor and outdoor school facilities. 5 Winchester City Parks and Recreation Winchester City Parks and Recreation (WPR) manages 13 parks offering over 270 acres of parkland in the City of Winchester. Being surrounded by Frederick County, many county residents live near the jurisdictional boundary with Winchester and use WPR parks and pr. Jim Barnett Park offers many facilities including a competition size indoor pool, BMX track, and public dog park. These listed amenities are not available elsewhere in the Frederick Co Shenandoah Valley Battlefields Foundation The Shenandoah Valley Battlefields Foundation (SVBF) manages approximately 598 acres of Civil War Battlefield property in Frederick County. Third Battle of Winchester Civil War Site is the bulk of this publicly accessible land with approximately 300 acres open to the public. The Third Battle site is a popular destination for walkers, Civil War enthusiasts, and recreational cyclists. The property holds approximately 3 miles of shared-use path and various side trails for pedestrians only. Another 6 acres open to the public are found at the Star Fort location just north of the City of Winchester. Both Start Fort and Third Winchester are open to the public free of charge and have interpretative si explaining the significance of each site. Virginia Department of Game and Inland Fisheries The Virginia Department of Game and Inland Fisheries (DGIF) manages two properties in Frederick County. A 30-acre parcel along Red Bud Run in eastern Frederick County provides fishing, hiking, and natural areas. The 226-acre Lake Frederick in southeastern Frederick County, mostly comprised by its namesake lake, is a major recreation site providing fishing, non-motorized boating, and hiking opportunities. USDA National Forest Service The George Washington National Forest reaches as far north in Vi The south- west corner of the county is National Forest land, encompassing nearl many recreational opportunities typically associated with Nation horseback riding, primitive camping, hunting and fishing. National Park Service The Cedar Creek and Belle Grove National Historical Park preserves and interprets key historical sites and the rich cultural heritage of the Shenandoah Valley. Offer the Belle Grove Plantation House the park provides hiking and driving tours on over southern Frederick County. Potomac Appalachian Trail Club The Tuscarora Trail is a 252-mile alternate route for the Appalachian Trial spanning from cennia to central Pennsylvania. Approximately 35 miles of the trail traverses west north/south orientation. Opportunities for hiking and camping eand along the Tuscarora Trail. 6 Middletown and the Town of Stephens City Both Middletown and the Town of Stephens City have neighborhood parks within their ju Stephens City also owns the Passage Road Ballfield complex used by Little League. Sportsplex The Sportsplex is a privately-owned facility with a multi-purpose arena and synthetic turf field. The Sportsplex provides various indoor league recreation opportuniti Public Golf Courses Rock Harbor and Appleland Sports Center provide opportunities for Golf in Frederick County. Rock Harbor has two traditional 18-hole courses, while Appleland is a 10 hole par 3 course. Both sites have practice driving ranges. Youth Sports Partners Frederick County Parks and Recreation partners with several yout provision of recreation opportunities for Frederick County youth. These include: Youth Development Center Blue Ridge Youth Soccer Association Frederick County American Little League Frederick County National Little League Winchester Frederick County Youth Tackle Football Private Fitness Clubs Several private health clubs are in the area and provide users with exercise equipment and in some cases indoor swimming. Area clubs include: Winchester Medical Center Wellness Center, Fitness, Planet Fitness, and Golds Gym. 2¤¢±¤ ³¨® 0±®grams FCPRD offers a variety of recreation programs and service to area resi sports and athletics, senior programs, trips, before and after school recreation, and enrichment activities. Many special events are also offered by the department throughout the year, including notable events such as; the July 4 celebration, Battlefield ½ Ma light show. The department benefits from strong partnerships that it has throughout the community. Area youth leagues such as Blue Ridge Youth Soccer Association, Frederick County American Land Frederick County American Little League have agreements with FCPRD to host These agreements provide significant budget relief for FCPRD as staffing and league organization are handled by the partner organization. 7 Facility partnerships allow the department to expand recreation County owned amenities. Agreements with private and public recreation providers allows for a broader recreation programming scope than otherwise possible. The Department hosts programs at a variety of locations such as; Snowden Bridge, Kernstown Battlefield, Body Renew Sportsplex, among others. Organizati® « 3³±´¢³´±¤ The organizational structure is designed to provide the efficient provision of parks and recreation services and is outlined in the following graphic: The Department is led by a Director, who is appointed by the County Administrator. The Director oversees an Assistant Director and three divisions; Recreation, Operations, and Parks. all of which assist the Director in providing services for the community. The Recreation Division is responsible the development and execution of the recreation program for all ages and abilities. The Operations Manager develops administrative systems, policies, procedures, and budget managemThe Parks Division is responsible for maintenance and operation of the park system. The Assistant Director prepares park use plans, department plans, manages park developmprovides additional assistance and oversight to divisions, and serves as surrogate in the Directors absence. 8 /±¦ ¨¹ ³¨® « !²²¤²²¬¤³ Changes in the organizational structure in the past 5 years have occurred to align job function with division duty. All divisions of the Parks and Recreation Department have seen changes to in an ongoing effort to best serve the community. Future organizational adjustments will continue to evolve to best meet community needs. As facilities develop and demands change the organizational structure should reflect current public expectations. 02/*%#4)/. !.!,93)3 Examining evolving trends in the community provides a backdrop to other findings and helps put together an accurate, comprehensive depiction of community needs backdrop for the strategic recommendations of this plan. 0®¯´« ³¨® £ $¤¬®¦± ¯§¨¢² Population Increase By Age Group (2020-2030 Pojected, 23% Population Increase) 25,000 20,000 15,000 2020 10,000 2030 5,000 0 >55-910-1920-2930-4445-5960-7475+ (Virginia Employment Commission, 2017) As discussed, both the Frederick County population and growth ra race and ethnicity makeup in 2010 showed that 86% of the population was White. Hispanics were the second largest ethnic group making up 7% of the population. Projections show an increasingly homogeneous population in the next decade with 90% of the population White and most other groups shrinking in proportion aVA Employment Commission, 2017). Employment was impacted by the recent economic downturn however unemployment has returned to pre-recession levels. Manufacturing, Government, and largest employment sectors. Healthcare and Education are sectors with the greatest anticipated growth in the next 10 years (VA Employment Commission, 2017). 9 Education The level of education in Frederick County is higher than the strors national levels. Of those 18 and older, 51% have received education past the high school level and have not completed high school. Of those not having completed high school, the age cohort contributing the most to this number are those older than 65 years (VA Employment Commission, 2017). $¤µ¤«®¯¬¤³ 0 ³³¤±² The Frederick County 2035 Comprehensive Plan (2035 Plan) speaks to development in both Urban and Rural areas of the county. As has been the case for the past fed to primarily occur in the Urban Development Area (UDA). The UDA generally follows the I-81 corridor and areas east and is designated for both residential and commercial development. Approximately two- thirds resides in the UDA, even though the area comprises just under 10% of the land area. Further delineating the development emphasis for urban areas is the availability of sewer and water services. The Sewer and Wat defines the limits of public sewer and water service and an expectation of higher density development. In the UDA, targeted higher density residential development areas include Neighborhood Villages and Urban Centers. According to the 2035 Plan these development areas are intended to be walkable communities with community facilities such as parks, schools, and libraries serving as focal points. Located outside the UDA boundary, 91% of is primarily rural with a few higher density recreation communities and rural communities found throughout. According to the 2035 exhibit the nature, beauty, view sheds, and tranquility for whic County is known. The primary land uses in the Rural Areas are aforestall operations. The Rural Areas of the County have traditionally seen about 30% of Development in rural areas is based on 5-acre zoning, with an option to offer cluster zoning to preserve residual lots on larger tracts. Preservation of open space and the rural character of the County is identified as a priority in the 2035 Plan. Development of recreation opportunities in the Rural Areas is id2035 Plan, and supporting rural recreation is a stated goal. The accompanying strategy to this goal directs the f high-density development existing in the Rural Area is; Residential Recreational Community District (R5). R5 is typified by rural communities centered around recreation amenities. Densities are greater than typical Rural amenities are provided to attract and retain residents. Primary examples include developments at Lake Holiday, Lake Frederick, Shawneeland, and Mountain Falls. The final areas of higher density development in the Rural Areasers. These areas are village type development of mixed commercial and residential uses. No public water or 10 sewer utilities are found in these centers, the 2035 Plan calls for recreation amenities to be located in Wellness th According to the Virginia Health Rankings, Frederick County ranks 20 of 133 counties for health outcomes related to Quality of Life. Health -dimensional concept that includes domains related to physical, mental, emotional, and social functioning. It goes beyond direct measures of population health, life expectancy and causes of deaact health Centers for Disease Control (CDC) has defined health-related quality of life strong health ranking within the state of Virginia, health challenges in the county persist. Obesity rates in Frederick County are rising faster than state averages, as well as inactivity rates. To address these issues, Parks and Recreation programs and facilitirovide a means to increasing health and wellness in the community. Goals identdocument will contribute to a healthier community, especially the pursuit of recreation amenities and programs available to underserved populations. 0 ±ª £ 2¤¢±¤ ³¨® Trends The Frederick County Parks and Recreation Department is known bythrough recreation programs or through Parks managed by the agency. These parks provide community members with program venues and fitness opportunities. Among the most popular active is walking for pleasure, and adult fitness is identified as the top recreation need in the 2017 Parks and Recreation Community Survey (2017 Survey). Identified as a top aspirational recreation activity, swimming for fitness is a consistently high-ranking category with local interest in an indoor aquatic facility being identified as a highly desired in the 2017 Survey. .%%$3 !33%33-%.4 Accurately assessing needs is one of the primary components of planning with accurate data being key to developing meaningful goals and strategies. Methods utilized for obtaining public input for this document included; community engagement, research, and benchmarking. Community input included public input sessions, stakeholder meetings, and the 2012 and 2017 Community Surveys (see Appendix). The Community Surveys provide a randomized, statistically valid representation of the opinions of County residents; Parks and Recreation users and non-users alike. The 2017 update survey allows for comparison of results providing an indication of changes in opinions and trends over time in the community. Research drawn from industry reports provides a broader perspective on services provided by FCPRD in relation to national and state perspectives. Benchmarking was used to assist FCPRD is comparin park and recreation facilities, programs, and administration to national averages. 11 2¤¢±¤ ³¨® $¤¬ £ By far the most desired facility is shared-use trails, comparison between the 2012 and 2017 survey results shows that the desire among county residents for trails is increasing. Developing shared-use trails will connect more citizens to recreation opportunities and promote he physical activity. Following trails, desire for small parks and an indoor aquatics facility is identified in the surveys and has increased in importance over the past 5 years. Access to close-to-home parks, playgrounds, and picnic areas is also highly valued by residents. This aligns with research suggesting that proximity to parks provides greater opportunities for resid in physical activity. Priorities for recreational activities found in the 2017 survey include Adult Fitness and Special Events. These findings are consistent with 2012 results and are trending higher by comparison. Special Events remain a significant focus for FCPRD and shoul Providing greater opportunities for Adult Fitness should continue to be a recreation priority although the department should strive to find a niche in this area to avoid conflicting with services of the many private adult fitness providers in the community. ,¤µ¤« ®¥ 3¤±µ¨¢¤ ! «¸²¨² Needs are expressed through a Level of Service (LOS) analysis th metrics are most commonly used when analyzing parkland and recreation facilities to express acreage or availability in per capita terms. It should be noted that asses more heavily on other factors, such as specific programming tren The following table lists the level of service for recreation facilities available to Frederick County residents. The order of the items follows the 2017 Survey ranking of amenities as ranked by the community. For items with a target or national average service area, local surplus or deficit of the amenity is shown. The table provides a starting point for discussions on amenity prior Frederick County. Service levels, where shown, are derived from National Parks and Recreation Association (NRPA) standards or are NRPA national median numbers. Some amenities identified in the Frederick County 2017 Community Survey do not have a NRPA targetaverage but are listed as desired by Frederick County residents. In these cases, the organization of the table indicates the communities desire for the amenity, as the order in which the amenity is consistent with results for . 12 ,¤µ¤« ®¥ 3¤±µ¨¢¤ 4 ¡«¤ NRPA Total Pop NRPA LOS Surplus / Inventory Standard Median Measure Deficit Unit Multi-Use Trails 4.7 10 -5.3 Total Miles Small Parks 763.4 6.8 Acres Per 1,000 Indoor Pool 1.0 111,937 # per Population Large Parks 936.1 10.0 8.4 2 Acres Per 1,000 Fitness Facility 3.0 40,946 37,312 0 # per Population Lake/Pond Access 3.0 37,312 Playgrounds 30.0 3,633 3,731 -1 # per Population Creek Access 1.0 111,937 Dog Park 1.0 42,500 111,937 -2 # per Population Pavilions 46.0 2,433 Ice Rink 0.0 100,000 30,642 0 -1 # per Population Senior Center 1.0 48,822 111,937 -1 # per Population Outdoor Pool 3.0 20,000 33,040 37,312 -3 # per Population Camping Area 0.0 0 Rec Center 1.0 24,591 111,937 -4 # per Population Soft-Baseball 36.0 5,000 6,453 3,109 14 # per Population Fields Outdoor Track 5.0 22,387 # per Population Tennis Courts 32.0 2,000 4,375 3,498 -24 # per Population Rectangle Fields 19.0 10,000 12,468 5,891 8 # per Population Amphitheater 0.0 48,000 0 -2 # per Population Outdoor 27.5 5,000 7,080 4,070 5 # per Population Basketball Ropes Course 0.0 111,937 Golf Course 1.0 111,937 # per Population Spray Decks Indoor Basketball 6.0 18,656 # per Population Equestrian Trails Skateboard Park 0 # of Parks 35.0 2,401 3,198 -12 # per Population One unique aspect of the LOS table is that it includes the 27,50 population count. The addition of the City population to the LOS was done to accur recreation amenities are used locally. The fact that City amenities are regularly used b residents, and County amenities are regularly used by City residd the rationale for including City amenities and acreages in the LOS. To count only City ament the City population in the LOS calculations would produce a less accurate accounting than d A good example of the rationale to inclu Barnett Park. Located just inside the City boundary with Frederick County, Jim Barnett Park is the 13 closest park to many County residents and is open and used by Cor basis. Jim Barnett Park houses the only competition level indoor pool in thecreation for City and County residents alike and provides the practice and co High School swim teams. Frederick County is fortunate to have many providers of publicly acces space to take advantage of, thus lessening the need for the County to carry the responsibility for meeting that need. As identified in the earlier section identifying Parks and Recreation in Frederick County, the LOS table takes into consideration County owned amenties as well as many of the assets of other providers. Most notably included in the assessment are the Frederick County Public Schools (FCPS), Winchester City Parks and Recreation, Shenandoah Valley Battlefields F Virginia Department of Game and Inland Fisheries. Most notably excluded is the nearly 7,000 acres of US National Forest Service (USFS) land within the jurisdictionalaries of Frederick County. To include the USFS land in the acreage counts would greatly skew tive and overemphasize the role this land has in the recreation lives of most Frederick Cou ntory is uniquely counted and largely influenced by the interests and desires of the citizenry. It should be noted that NRPA recognizes that their standards are intended to be only a reference and not taken as a prescription for every community. With virtually unlimited variability of the interests, geography, and values offinal makeup and list of desired amenities reflects the unique interests of each community. Shared-Use Trails Ranked the most desired recreation amenity and increasing in overall desirability from 2012 to 2017, shared-use trails are identified as a priority for development in Frederick County. Shared-use trails are -a variety of users. Shared-use trails can be used for recreation, utilitarian, or a combination of the two denature of a trail and what it connects to. Associated median NRPA numbers for agency managed trails show Frede significantly behind the national average in the number and length of trails it provides. Small Parks A desire for small parks was the second most desired amenity for Frederick County residents in both 2012 and 2017 Surveys. Despite not having an associated NRPA reference, the 2035 Pla direction to provide small parks near high density population ce the County. Even with the inclusion of City of Winchester Parks and FCPS sites, the total number of acquisition and development of small parks will help meet community desires, as well as the goals of the 2035 Plan and this Master Plan. Indoor Aquatics Facility A consistently high rank amenity by county residents is an indoo 14 the fitness, competitive, and learning needs of the community, this facility would provide both a substantial change to the recreation profile of the county and would also significantly change the program opportunities offered by the department. Recognizing th th High School swim teams, FCPS has set aside land for a new pool facility at the proposed 4 High School location. Utilizing this location would provide the opportunity to bene such as road access and parking. This amenity was first listed as a capital need in the 1994 County Capital Improvement Plan and continues to remain on the plan. Community Center the colocation of community center space added to new elementary schools. Viewed as a cost-effective way to meet a community need, elementary schools added to the FC View in 1999 have been built with larger gymnasiums, public entrances, and space for other community uses. In 2018, with the funding of the Jordan Springs Elementary School (JSES) in the Stonewall District the cooperative model was abandoned. The 20-year precedent is not being followed and JSES will not be built in the cooperative use model. No longer being able to assume Community Center needs being addressed with elementary school development, the department recit will need to pursue Community Center space in a stand-alone manner. The main advantage of this approach is in the creation of a facility designed for community use and with full-time community access. &5452% &/#53 +¤¸ )²²´¤² While the community continues to perceive the department favorab challenges still exist to maintain or improve the quality and quantity of the parks and recreation system. Through research, observation, community engagement, and analysibenefit areas frame the overall key issues facing the Frederick County Parks and Recreation Department. The top five identified community benefits identified in both the 2012 and 20 Improve health and fitness Improve quality of Life Make Frederick County more desirable Provide alternative for Youth Preserve Open Space Addressing these identified benefits are the key issues the department is currently either a address or sees the near-term need to address. The key issues include: Improve and Expand Trails and Connections Recognizing the overwhelming desire for trails in both the 2012 and 2017 Surveys, o developing new and extending existing trails should be a departm 15 Trails will promote wellness, leading to an improved standard of o that will help stop and ultimately reduce Frsity and inactivity rates. Trails can provide an alternate route for local transportation, o congestion Connections throughout the community will allow people more acce o sible lands, leading to increased use. Develop Aquatics Plan With the indoor aquatics facility being a top CIP item for decad o outdoor facilities being decades old, addressing aquatics as a w the best way to meet community needs. Recognizing the strong need for indoor aquatics, and the aging outdoor aquatics o facilities, a comprehensive plan addressing the aquatics vision a priority Secure Adequate Funding for Parks and Recreation Operations and Development Reverse trend towards decreased Parks and Recreation general fund support o Secure stable funding streams to support Parks and Recreation ne o Continue to seek out grant and other partnership opportunities t o recreation services and facilities Pursue Park Acquisition and Amenity Development Opportunities to Mee The department should pursue opportunities for the development o o parkland Promote recreation amenities as part of new residential developments o '® «² 3³± tegies Parks and Recreation plays a valued role in strategic framework found in this section is intended to address the key issues and assign specific actions steps necessary to accomplishing change. 1.Goal: Develop new trails to provide recreation and transportation bene Strategy: Prioritize key trail opportunities Action: Inventory existing trails and trail segments o Inventory proffered trail segments o Develop trail map of current conditions o Develop criteria for trail segment prioritization o Strategy: Pursue key trail opportunities Action: 16 Seek funding to develop priority trail segments o 2.Goal: Provide a comprehensive indoor and outdoor aquatics progr Strategy: Consider repurposing existing aquatic facilities Action: Determine aquatics needs o Develop Aquatics Plan o Strategy: Pursue development of indoor aquatics facility Seek funding for indoor aquatics facility o Explore regional partners o 3.Goal: Align Parks and Recreation Department with Benefits Identified in the 2017 Survey Strategy: Emphasize specific benefits when determining Parks and Recreation activiti Action: Identify and promote connections between P&R activities and identified benefits o Inventory connections between FCPRD activities and identified benefits o Develop connections where none or a limited number exist o efits o 4.Goal: -based funding Strategy: Pursue tax and non tax-based funding streams Action: Direct recovered equipment use costs from operations to a Repair and Maintenance o Fund in the Park Reserve Fund Explore creating self-funded revenue sources (such as the Repair and Maintenance o Fund) for other FCPRD operations and development Articulate and educate the public and representatives on the negative impact of o shrinking Parks and Recreation budget funds 5.Goal: Meet Park Needs of Frederick County Residents Strategy: Identify and pursue needed park locations Action: Identify potential parcels in and near areas identified on the 2035 Plan Park Locations o Map Pursue acquisition of parcels to satisfy need o 6.Goal: Meet Recreation Amenity Needs of Frederick County Residents Strategy: Identify and pursue needed recreation amenities Action: Ensure alignment of Capital Improvement Plan (CIP) priorities with survey and LOS o findings Identify and pursue partnership opportunities in achieving CIP priority items o 17 Engage Commission in advocacy for facility needs o Review Frederick County Recreation Unit Requirements biennially o 7.Goal: Meet Recreation Program Needs of Frederick County Residents Strategy: Identify and pursue needed recreation programs Action: Inventory programming opportunities identified in community survey o Encourage implementation of identified programs o Pursue partnerships to provide program offerings o Develop programs to meet demographic trends o Identify and plan to reduce barriers to participation o 8.Goal: Create a Customer Service Driven Culture Strategy: Integrate customer service in all aspects of agency activity Action: Increase collection of customer feedback across department activ o Identify solutions for barriers to customer satisfaction o Develop staff training plans o Develop incentive for annual professional development o Budget for professional development o 9.Goal: Obtain Commission for Accreditation of Park and Recreation Agencies (CA accreditation Strategy: Utilize internal resources to meet accreditation requirements Action: o Budget for accreditation expenses o 10.Goal: Maintain relevance of Master Plan Strategy: Schedule reviews and updates Create quarterly assessment and review for staff o Create annual assessment and review for Strategic Plan Committee o Update Community Survey on 5-year basis o Update Master Plan on 5-year basis o &).!.#)!, $)2%#4)/. Following the economic downturn of 2009, FCPRD has faced a challenging budgetary period. The department has increasingly had to rely on fees and charges to keep up with increased operational costs and meet the expectations of a growing population. Despite the difficult financial climate, FCPRD has strived to provide high-quality facilities, programs and services to the community. During this time the 18 Department has been able to find short term ways to meet budget expectations and has utilized Proffer Funds (development impact fees) to advance some needed capital projects. While the primary source of funding for Parks and Recreation is gained through fees and charges, there are two other significant sources of funding for FCPRD; the General Fund and the Proffer Fund. Department funding reflects creational The sources and implications of Parks and Recreation funding are discussed in this section. 5£¤±²³ £¨¦ ³§¤ #®²³ ®¥ 0 ±ª² £ 2¤¢±¤ ³¨® The Parks and Recreation Department receives an annual expendituppropriation and returns most of the appropriation through fees and charges received throughout the year. Fees and charges are a vital source of income that reduce the tax dollars needed to operate Parks and Recreation. At the end of the year, the difference between the expenditure appropriation and user fees is the actual cost of Parks and Recreation to Frederick County taxpayers. In a 10-year average, the department recovered ically shown as the cost of Parks and Recreation, the appropriated expenditure amount, represents slightly more than double the actual cost of Parks and Recreation services to the community. 2¤µ¤´¤ 2¤¢®µ¤±¸ &¤¤² £ #§ ±¦¤² As noted, fees and charges are covering increasing levels of the Parks and Recreation budget. The department has increased revenues through fees and charges from 2008 to 55% in FY20. The national average revenue recovery for parks and recreation agencies is 28% of overall expenditures, a much lower recovery amount than in Frederick County. The atypically high recovery rate is putting a strain on the financial ability of some in the population to utilize their park and recreation services. Given that the department is already well above national averages for revenue recovery, it is likely that continuing to increase fees and charges would provide diminishing returns as community households find it more difficult to afford to participate. On several metrics the Frederick County Parks and Recreation Department shows it is relyi more on user fees than other Parks and Recreation agencies across the country. Frederick National County Average Revenue Recovery 55% 28% Expenditure Per Capita $64.32 $78.26 Revenue Per Capita $36.29 $19.36 *Source: NRPA Park Metrics 2018 '¤¤± « &´£ &´£¨¦ The General Fund provides the funding needed to operate the depaAs mentioned, the General Fund appropriation represents total anticipated expenditures for the year, the Revenues received from program fees and other charges are returned with the net difference being the 19 actual tax-based cost of park and recreation services. Local tax support for Parks and Recreation has remained relatively level over the past decade even as overall county tax receipts have increased. Therefore, as a percentage of taxes collected, and as a per-capita cost, Parks and Recreation is receiving a smaller amount. Local support has not kept up with increasing costs resulting in deferred maintenance on park amenities and equipment replacement. In response the department has had to pass costs along to users through increased user fees for programs and reservations. These actions challenge the ability to fulfill its mission. P&R Share of Local Tax Receipts (decrease from 2.46% to 1.7% of total) $200,000,000 $150,000,000 $100,000,000 $50,000,000 $0 2008200920102011201220132014201520162017201820192020 Local Tax ReceiptsFCPRD Local Tax Support *Source: Frederick County On-Line Budget Archives As shown in the graph, Tax Receipts represent property and othercollected by the county. This is different from total revenue, which includes federal and state s Tax Receipts, the measure shown above, are the portion of revenues impacted by the county tax rate. 8 with 20, a 9% decrease in local tax-based funding for the department occurred at the same time local tax receipts from Property Taxes and Other Local Taxes have increased by 42%. When looking at the trajectories of tax receipts and Parks and Recreation local support, the result shows that while Parks and Recreation has received a constant amount of tax-based support, this constant dollar figure represents a decreased percent of overall tax receipts going towards Parks and Recreation over time; from 2.46% to 1.7% (Annual Budget Archives, Frederick County Finance Department). While the county has recognized increased costs over time, including the increased cost of serving a larger population with increased tax revenue, the increased cost of doing business for Parks and Recreation has not seen a similar increase. Had the departments percentage of local tax supported funding kept pace with tax receipts, many more parks, facilities, and recreation opportunities would exist for residents today. 20 P&R 2018 Budget Gap: $1,197,943 Based on County Tax Revenue Increase '08-'20 $1,197,943 $2,343,775$2,343,775 20202020 + GAP FY'20 P&R Local Tax SupportGap The preceding graph shows that Parks and Recreation would have r over 50% more in annual tax-based funding in FY20 had a consistent percent of tax receipts been allocated to the d. This gap represents nearly $1.2 million in annual tax support, an amount that if received would have addressed many of the departments operational and capital needs. In the case that this scenario was a consistent reality, the department would have more than adequate funds to support the debt and operational costs of identified CIP items such as an indoor pool development, or a community center. Proffers Paid by land developers, the Proffer Fund is funded by built residential units in areas re-zoned for high density residential development after 1998. Funds collected through monetary proffers are designated for specific uses, including Parks and Recreation capital projects. Proffer funds can only be used for new recreation amenities and not for replacement of existing amenities or maintenance specific use for recreation proffer funds has provided the department one source of capital funding through the post-recession time. 2¤¢±¤ ³¨® 2¤²¤±µ¤ &´£ Another dedicated fund, not associated with the General Fund, is the Recreation Re to provide a holding place for monies donated or directed to FCPRD, the Recreation Reserve Fund has four sub-funds for specific purposes. The four sub-funds include: a) The Recreation Assistance Fund, created to subsidize program costs for youth, b) The Capital Pro place for donations for specific capital projects, c) The Genera fund for general park improvements, and d) The School Ground Maintenance Equipment Fund (SGMEF), structured to be funded by equipment fees charged to Frederick County Public Schools. The SGMEF, 21 established in FY19, seeks to address equipment replacement needs by directing fees attributed to equipment use to a fund exclusively reserved for equipment replacement. One benefit the department hopes to realize with the implementation of the SGMEF as a dedicated source of equipment funding is that it will allow the department to change the emphasis of its funding requests from maintenance equipment needs to recreation amenity needs. Capital budget requests included in the budget process have been consistently denied in the past decand as a result the only opportunity to receive capital item funding for non-proffer eligible items has come through end of year supplemental appropriations. These requests have been dominated by maintenance equipment required to meet maintenance obligations and left little room to discuss additional resources for recreation amenity upgrades. With the SGMEF in place, supplemental appropriation conversations can go towards supporting amenities citizens use and desire. &¨ ¢¨ « $¨±¤¢³¨® &®¢´² The department will need to continue pursuing all opportunities to maximize efficiency and obtain the financial resources required to meet increasing demands of a gro Currently, the department is using the Parks and Recreation Proffer fund to support new recreational amenities and leverage grant opportunities whenever possible. Seeking mutually beneficial recreation outcomes is also a strategy the d to utilize to be as successful as possible in fulfilling its mission in the future. Development of new park projects such as Rose Hill Park, (a partnership with the Museum continuing partnerships with Youth Sport Partners, (such as with Blue Ridge Youth Soccer Association and Little Leagues), are vital to the cost effective and attainable provision o community. Secure Funding for Parks and Recreation Operations and Developme Reverse trend towards decreased Parks and Recreation general fund support o Secure stable funding streams to support Parks and Recreation needs o Continue to seek out grant and other partnership opportunities t o recreation services and facilities Pursue Park Acquisition and Amenity Development Opportunities to Meet Community Needs The department should pursue opportunities for the development of o parkland Promote recreation amenities as part of new residential developm o 22 0!2+3 !.$ 2%#2%!4)/. 3934%- $)2%#4)/. The facilities, programs, and services provided by the Frederick County Parks and Recreation Department provide for a quality parks and recreation system enjoyed by the communi offers health and economic benefits to Frederick County, and community ties and services. The three inter-related elements forming the basis of the departments impact on the community include: Parks the land base that provides areas for active and passive recreation as well as t of parks and recreation amenities Recreation Facilities these are the major amenities that provide both active and passi recreation opportunities, from playgrounds to trails to pools and community centers. Recreation Programs these are the planned activities that provide instruction, socialization, competition, and learning to a wide range of community members. These elements fit together to form a parks and recreation system that is enjoyed by the entire services and have high expectations for the department. The local economy benefits through attracting and maintaining an educated and healthy workforce, the local tourism industry benefits through att special events, and local business benefit through increased sales, which in turn produce increas revenues for the County. # ¯¨³ « )¬¯±®µ¤¬¤³² 0« The Capital Improvements Plan (CIP) is a schedule for major capiCounty. The CIP is intended to assist the Board of Supervisors in developing the annual budget and once adopted, a link between identified needs and potential development proffers associated with rezoning applications. The adopted CIP becomes part of the C). For the Parks and Recreation Department, the CIP provides an exp identified to either bring existing amenities up to current expectations, or to satisfy unm needs in the community. The Department has identified items for inclusion to the CIP since 1993, the year the County started compiling capital projects in a formal dince that time, the Department has annually updated the projects, projected timeline the CIP. Currently there are 18 items listed on the 2019-2024 CIP list submitted for consideration by the Parks and Recreation Commission totaling over $66 million in estimated cost. 23 The top CIP priority for Parks and recreation is the Abrams Creeil. This facility would provide recreational opportunities for residents of the corridor and is emphasized in the 2035 Plan. Other top priorities include community center space and the indoor aquatic facility. Other requests include projects for Sherando park, pool upgrades at parks, and new community and district parks. Funding presents the greatest limitation on the fulfillment of CIP aspirations for the Department. Many larger cost items have been on the CIP list since 1993 when the County first compiled a CIP. The indoor pool continues to be a high priority capital project for the Depst in 1994. CIP items represent identified community needs and provide the basis for improving and increasing recreation opportunities and programming for the comm 0 ±ª ,®¢ ³¨®² Parks are the essential first piece in the recreation system. Park land provides the opportunity to locate recreation amenities and provides the opportunity to then provide programming of those amenities. The determination in locating the desired parks is based on 2035Comp. parks and useable open spaces should be located within the UDA, near or at the centhood Villages and Urban Centers or in Rural Community Center in the rural Area to help create more walkable, 24 privately-owned land meeting the intent of the 2035 Plan guidance, the Department has created a Potential New County Park Locations Map. 0 ±ª ,®¢ ³¨® $¤³ ¨« Following the guidance of the 2035 Comp Plan, development infill projections, and derived Level of Service figures, the map outlines the desired locations for future parks. Neighborhood park locations are identified at Rural Community Center locations having no existing nearby opportunities. The one exception to this is the circled area where the Bowman Library ilocated. Development of the outside grounds of the Bowman Library would provide a unique recreation and leisure site f enjoy and this circle is a recognition of that potential. Neighborhood parks should have a minimum of 5 25 acres per location. Public School sites that are open to the public after school hours are considered by the Department to meet many of the amenities typically associate school sites are developed the needs in identified areas may change. Similarly, as private and other governmental land areas open to the public, these too could be considered as meeting a park type need and change the park location layout. The one identified Community Park location is proposed for the high-density eastern land area of Frederick County. An identified park land use area in the 2035 Plan places this park on land located west of the current landfill, an area located between Sulphur Springs owns some parcels in this area that are being used as a Sheriff impound area, shooting range, and a model airplane flying field. Consideration to soil stability would have to be assessed as much of this area is the cover of a former landfill, meaning soils are likely unsuitable for structures. Community parks should have a minimum of 20 acres per location. Three Regional Park locations are identified on the park location map, two in the eastern part of the county and one to the west. These park locations should have a um of 50 acres per site and host a variety of passive and active recreation opportunities. Currently the proposed loca is the most defined as within the circle boundary. Identified on 2035 Comp Plan map is a property of approximately 300 acres the County anticipates becoming future parkland location area is the largest in size and therefore the most flex and having the greatest number of large parcels in the vicinity. The department has looked at potential property in this area for consideration, but at this time no actionable steps can be taken towards land acquisition. The park circle location identified as Northeast (NE) also benefComp Plan guidance in terms of anticipated future use. An area of approximately 366 acres and comprising 12 parcels is identified in the 2035 Plan as future Greenwood Park and School location. Schools, parks, landfills, and libraries are other users the Department might anticipate sharing the area with. The two areas shown on the following graphic highlight parcels consistent with both the Potential Park Locatio 2035 Plan. The area to the west is encompassed by the community (and north of Sulphur Springs Road), is within the NE regional park circle. Specific properties or combinations of properties could be pursued at this time to ensu anticipated park needs. 26 4± ¨«² £ #®¤¢³¨®² With trails and walking leading the identified need list of county residents, the Department is looking to expand trail opportunities. The following map shows the planned-use trail network for the eastern portion of the county. As identified in the Goals and Strategies section of this document, staff is currently working to develop a contrasting map of current conditions to allow grea and prioritization of gaps. 27 There is much opportunity to meet the trail vision outlined in the 2035 Plan. 28 IMPLEMENTATION 0« 2¤«¤µ ¢¤ With the acceptance of this Master Plan, the Frederick County Parks and Recreation Departm commits to the goals, strategies, and actions contained herein. department will use to move the Department in the direction of fulfilling itson. With this Master Plan as a guide, the Department can move forward with the : Identifying and pursuing potential initiatives for the next five Assigning responsibility for implementation of identified action steps Develop a progress review process with defined staff and Commission assessments. This approach is designed to ensure that this Master Plan remains a document relevant to the ongoing operations of the Department and for the benefit of the communit Conclusion Based on public input, this plan provides the Frederick County Parks and Recreation Depa roadmap for the provision of services to the community. Amenities identified by the community provide the basis for meeting current and anticipated recreation The ability of the Department to serve the growing Frederick County community i increases in funding and operational direction, thus making it a top priority for the department to pursue funding that keeps up with county growth. Maintaining existing infrastructure should take priority when balancing competing interests, however the reality increasing community needs will require investment in new capita as well. The direction this plan presents will allow the department the ability to fulfill its important role in ensuring the highest quality of life for Frederick County reside APPENDIX 0 ±ª² £ 2¤¢±¤ ³¨® #®¬¬´¨³¸ 3´±µ¤¸ 29 Community Survey 2017 Methodology: Frederick County Parks and Recreation conducted a Community Survthe summer of 2017 to establish priorities for the future development of parks and ecreation facilities, programs and services within the community. The survey was designed to o valid results from households throughout Frederick County. The administered by mail and responses were received via return mail (95%) or an online option (5%). Staff worked with the Parks and Recreation Commission in the dev questionnaire. This work included a series of stakeholder meetid in the spring of 2017. The meetings and work allowed the survey to reflect a variety of, all to be tested through the administration of the survey. Surveys were mailed to approximately 2,800 randomly selected households in Frederick County. The goal was to obtain a total of at least 384 completed surveys. 414 surveys were returned; providing a 95% confidence level and margin of error of +/-4.8%. The following pages summarize major survey findings: Respondent households currently using FCPRD Facilities and/or Programs: 74% of respondent households report they currently (within the pas and/or Programs: % of Households in Frederick County Currently Using FCPRD Facilities and /or Programs Non-Users 26% FCPRD Users 74% 2. Organizations used for Indoor or Outdoor Recreation and Sports A the past 12 Months Respondents were asked to indicate ALL of the organizations they and members of their ho currently use in Frederick County and surrounding area for recre summarizes key findings: Frederick County Parks and Recreation, FCPRD (74%) is the most frequently cited recreation provider respondents currently use. The second most used recreation provider is Winchester Parks and Recreation, WPR (41%). All Organizations Respondent Households Currently Use (by % of respondents - multiple choices could be made) FCPRD 74% WPR 41% VA Parks 38% US Parks 34% School Facilities 33% Church 29% Private Property 27% Private Facilities 23% HOA's 16% Other Local 14% Private Youth Leagues 11% None 9% Other 3% 0%10%20%30%40%50%60%70%80% 3. Organizations used MOST for Indoor or Outdoor Recreation and Sports Activities From the list of 12 options, respondents were asked to select th households use the most for indoor or outdoor recreation and spo summarizes key findings: Based on the sum of their top 4 choices, the organization that respondent indoor or outdoor recreation and sports activities is FCPRD, Fre Recreation (56%). WPR, Winchester Parks and Recreation followed (34%). Organizations Respondent Households Use Most (By percentage of respondents who selected the item as one of th FCPRD 56% WPR 34% VA Parks 27% School Facilities 25% US Parks 22% Private Property 21% Church 21% Private Facilities 16% Other Local 9% HOA's 8% Private Youth Leagues 6% Other 3% 0%10%20%30%40%50%60% Org. Used MostOrg. Used 2nd MostOrg. Used 3rd MostOrg. Used 4th Most PARKS & FACILITIES 4a. Frederick County Parks and Recreation Facilities used during the Months Respondents were provided a list of 30 FCPRD facilities and aske household has used in the past 12 months. The following summarizes key findings: Sherando Park (44%) and Clearbrook Park (42%) are the Facilities used most by Frederick County Residents. % of Households Using Facility Sherando Park 44% Clearbrook Park 42% SH trails 26% CB trails 23% CB Playground 18% SH Pool 16% SH Playground 16% CB Pool 14% CB Shelters 14% SH Shelters 13% CB Baseball/Softball 9% SH baseball/Softball 8% Rose Hill Park 8% CCGWM 7% SH Soccer 7% CCEV Gym 5% CCEV 5% CCSH 4% CCGWM Gym 4% CCOV 3% CCGB 3% CCGWM Weight Room 3% CCGB Gym 2% CCSH Multi Room 2% CCGB Multi Purpose 1% CCSH Weight Room 1% CCEV Multi Purpose 1% CCSH Racquetball 1% Frederick Heights 1% Reynolds Store 1% 0%5%10%15%20%25%30%35%40%45%50% 4b. Condition rating of Frederick County Parks and Recreation Facili reported by Facility Users in the Past 12 Months Respondents indicating use of a facility were asked to rate the condition of the facili (Poor) to 4 (Excellent). The following summarizes findings: Facility Condition Rating Sherando Park Rate 2.8 SH baseball/Softball Rate 3.2 SH Pool Rate 2.9 SH Soccer Rate 2.7 SH trails Rate 3.3 SH Playground Rate 3.3 SH Shelters Rate 3.1 Clearbrook Park Rate 2.8 CB Baseball/Softball Rate 2.9 CB Pool Rate 3.2 CB trails Rate 3.4 CB Playground Rate 3.2 CB Shelters Rate 3.1 Frederick Heights Rate 2.7 Reynolds Store Rate 3.7 Rose Hill Park Rate 3.0 CCSH Rate 3.0 CCSH Weight Room Rate 2.8 CCSH Multi Room Rate 2.8 CCSH Racquetball Rate 2.5 CCGWM Rate 2.7 CCGWM Weight Room Rate 3.3 CCGWM Gym Rate 3.2 CCGB Rate 2.4 CCGB Multi Purpose Rate 2.5 CCGB Gym Rate 3.7 CCOV Rate 2.4 CCEV Rate 2.5 CCEV Multi Purpose Rate 3.2 CCEV Gym Rate 3.2 01234 5a. Need for Parks and Recreation Facilities From a list of 29 various parks and recreation facilities, respondents were askALL of the facilities they and members of their household have a need for. The following summarizes key findings: A majority of respondent households indicate they have a need for Multi Use Trails (63%). Large Parks (50%), followed by Natural Areas and Small Parks (44% each). Percentage of Respondent Households With a Need for Various Parks and Recreation Facilites (by % of respondents - multiple selections could be made) Multi Use Trails 63% Large Parks 50% Natural Areas 44% Small Parks 44% Pavillions 42% Lake/Pond Access 40% Creek Acces 38% Indoor Aquatics 36% Playgrounds 36% Fitness Facility 35% Outdoor Aquatics 33% Open Play Areas 30% Rec Center 27% Camping Area 25% Dog Park 24% Senior Center 21% Outdoor Track 21% Ice Rink 20% Soft-Baseball Fields 20% Outdoor Basketball 18% Tennis Courts 15% Amphitheatre 14% Spray Decks 14% Indoor Basketball 14% Soccer Fields 13% Ropes Course 13% Golf Course 11% Equestrian Trails 7% Skateboard Park 7% Other 3% 0%10%20%30%40%50%60% 5b. How Well Parks and Recreation Facilities Meet Needs From a list of 29 various parks and recreation facilities, respondents well their needs are currently being met. The following summari Of the facilities that respondents have a need for, those of the top of the list indicate facility needs completely or mostly being met. Conversely those at the bottom of the list represent unmet facility needs. How Well Parks and Recreation Facilities Meet the Needs of Respondent Households (by respondents with a need for facilities) Large Parks Needs Met Pavillions Needs Met Playgrounds Needs Met Soft-Baseball Fields Needs Met Outdoor Aquatics Needs met Open Play Areas Needs Met Soccer Fields Needs Met Multi Use Trails Needs Met Natural Areas Needs Met Indoor Basketball Needs Met Tennis Courts Needs Met Lake/Pond Access Needs Met Rec Center Needs Met Outdoor Basketball Needs Met Small Parks Needs Met Outdoor Track Needs Met Senior Center Needs Met Golf Course Needs Met Spray Decks Needs Met Creek Access Needs Meet Fitness Facility Needs Met Indoor Aquatics Needs Met Other Needs Met Camping Area Needs Met Skateboard Park Needs Met Dog Park Needs Met Equestrian Trails Needs Met Amphiteatre Needs Met Ice Rink Needs Met Ropes Course Needs Met 0%20%40%60%80%100%120% 100% Meets Needs75% Meets Needs50% Meets Needs 25% Meets Needs0% Meets Needs 6. Most Important Parks and Recreation Facilities to Households From a list of 29 various parks and recreation facilities, respondents were asked to select the four facilities most important to their households. The following su Based on the sum of their top 4 choices, the facility respondents rated as the most important to their households was Multi Use Trails (40%). Large Parks (23%) was the second most citied facility. Most Important Facilities to Households (by % of repondents) Multi Use Trails 40% Large Parks 23% Small Parks 19% Indoor Aquatics 19% Playgrounds 16% Natural Areas 15% Pavillions 13% Fitness Facility 12% Outdoor Aquatics 12% Lake/Pond Access 12% Ice Rink 9% Dog Park 9% Creek Acces 9% Senior Center 9% Soft-Baseball Fields 7% Camping Area 7% Tennis Courts 5% Soccer Fields 4% Golf Course 4% Outdoor Track 3% Rec Center 3% Indoor Basketball 3% Open Play Areas 2% Equestrian Trails 2% Spray Decks 2% Ropes Course 2% Outdoor Basketball 2% Amphitheatre 1% Skateboard Park 1% Other 1% 0%5%10%15%20%25%30%35%40% Most Important Facility2nd Most Important Facility3rd Most Important Facility 4th Most Important FacilityTOTAL 7. Most Important Parks and Recreation Facilities to Community From a list of 29 various parks and recreation facilities, respondents facilities most important to the Community. The following summa Based on the sum of their top 4 choices, the facilities respondeed as the most important to the Community are: Multi Use Trails (33%) and Large Parks (27%). Small Parks (23%) and Playgrounds (23%) follow. Most Important Facilities to Community (by % of repondents) Multi Use Trails 33% Large Parks 27% Small Parks 23% Playgrounds 23% Indoor Aquatics 14% Pavillions 14% Soft-Baseball Fields 12% Outdoor Aquatics 11% Natural Areas 11% Senior Center 11% Soccer Fields 9% Fitness Facility 8% Lake/Pond Access 8% Rec Center 7% Open Play Areas 6% Ice Rink 5% Dog Park 5% Creek Acces 4% Camping Area 3% Outdoor Basketball 3% Amphitheatre 3% Tennis Courts 3% Outdoor Track 2% Spray Decks 2% Golf Course 2% Ropes Course 1% Indoor Basketball 1% Skateboard Park 1% Equestrian Trails 1% Other 0% 0%5%10%15%20%25%30%35% Most Important Facility2nd Most Important Facility3rd Most Important Facility 4th Most Important FacilityTOTAL Overall Most Desired Facilities: The previous facility findings (5-7) in combination provide an opportunity to discover the relative importance of the 29 identified facilities. Identified need, un to determine a facility ranking. The ranking follows: FACILITY RELATIVE IMPORTANCE (Need, Need Satisfaction and Importance) Multi Use Trails Small Parks Indoor Aquatics Large Parks Natural Areas Fitness Facility Lake/Pond Access Playgrounds Creek Access Dog Park Pavillions Ice Rink Senior Center Outdoor Aquatics Camping Area Rec Center Soft-Baseball Fields Open Play Areas Outdoor Track Tennis Courts Soccer Fields Amphiteatre Outdoor Basketball Ropes Course Golf Course Spray Decks Indoor Basketball Equestrian Trails Skateboard Park Other Comparison of Overall Most Desired Facilities 2012 - 2017: The following graph shows desire and ranking changes from the 2012 survey Most Desired Facilities 2012 to 2017 Comparison Multi Use Trails Small Parks Indoor Aquatics Large Parks Natural Areas Fitness Facility Lake/Pond Access Playgrounds Creek Access Dog Park Pavillions Ice Rink Senior Center Outdoor Aquatics 2017 Camping Area 2012 Rec Center Soft-Baseball Fields Open Play Areas Outdoor Track Tennis Courts Soccer Fields Amphiteatre Outdoor Basketball Ropes Course Golf Course Spray Decks Indoor Basketball Equestrian Trails Skateboard Park Other RECREATION 8a. Need for Recreation Programs From a list of 23 various recreation programs, respondents were they and members of their household have a need for. The following summarizes ke Respondent households indicate they have a need for Adult Fitness (47%) and Special Events (46%). Percentage of Respondent Households That Have a Need for Various Recreation Programs (by % of respondents - multiple choices could be made) Adult Fitness 47% Special Events 46% Nature 33% Senior Programs 31% Travel 28% Adventure 26% Running Races 23% Adult Art & Dance 23% Adult Sports 21% Youth Sports 21% Youth Learn to Swim 20% Youth Summer Camps 16% Teen Programs 13% Adaptive 13% Youth Art & Dance 13% Before After School 11% Martial Arts 10% Golf 10% Tennis 9% Equestrian 8% Pre-School 7% Other 1% 0%5%10%15%20%25%30%35%40%45%50% 8b. How Well Recreation Programs Meet Needs From a list of 23 various recreation programs, respondents with a recreation need were ask their needs are currently being met. The following summarizes k Of the programs that respondents have a need for, top listed items are meeting community needs the most. Conversely, items listed at the bottom are meeting needs the How Well Recreation Programs Meet the Needs of Respondent Households (by % of respondents with a need for programs) Youth Sports Before After School Running Races Youth Learn to Swim Youth Summer Camps Special Events Adult Sports Pre-School Adult Fitness Senior Programs Travel Nature Youth Art & Dance Martial Arts Adventure Adaptive Teen Programs Tennis Adult Art & Dance Golf Equestrian Other 0%10%20%30%40%50%60%70%80%90%100% 100% Meets Needs75% Meets Needs50% Meets Needs 25% Meets Needs0% Meets Needs *sorted by 9. Most Important Recreation Programs to Households From a list of 23 various parks and recreation programs, respond four programs most important to their households. The following summ Based on the sum of their top 4 choices, the program respondents important to their households was Adult Fitness (33%). Special Events (28%) was the second most citied program followed by Senior Programs (19%). Most Important PROGRAMS to Households (by % of repondents) Adult Fitness 33% Special Events 28% Senior Programs 19% Travel 16% Nature 16% Youth Sports 13% Youth Learn to Swim 12% Running Races 12% Adult Sports 12% Adult Art & Dance 11% Adventure 11% Youth Summer Camps 8% Before After School 7% Youth Art & Dance 7% Adaptive 5% Teen Programs 5% Tennis 4% Pre-School 4% Martial Arts 4% Golf 3% Equestrian 2% Other 0% 0%5%10%15%20%25%30%35% Most Important Program2nd Most Important Program3rd Most Important Program 4th Most Important Program 10. Most Important Recreation Programs to Community From a list of 23 various parks and recreation programs, respond programs most important to their community. The following summarizes key findings: Based on the sum of their top 4 choices, the program respondents important to their Community was Special Events (16%). Adult Fitness (13%) was the second most citied program followed by Youth Sports (12%). Most Important PROGRAMS to Community (by % of repondents) Special Events 16% Adult Fitness 13% Youth Sports 12% Youth Learn to Swim 8% Running Races 7% Before After School 7% Youth Summer Camps 7% Senior Programs 5% Adventure 5% Adult Sports 5% Travel 4% Nature 4% Adult Art & Dance 4% Pre-School 3% Youth Art & Dance 3% Teen Programs 2% Tennis 1% Adaptive 1% Equestrian 1% Martial Arts 0% Golf 0% Other 0% 0%2%4%6%8%10%12%14%16% Most Important Program2nd Most Important Program 3rd Most Important Program4th Most Important Program Overall Most Desired Programs: The previous recreation findings (8-10) in combination provide an opportunity to discover the relati importance of the 23 identified programs. Identified need, unmeere combined to determine a program ranking. The ranking follows: PROGRAM RELATIVE POSITION (Need, Need Satisfaction and Importance) Adult Fitness Special Events Senior Programs Nature Travel Adventure Adult Art & Dance Running Races Youth Learn to Swim Adult Sports Youth Sports Youth Summer Camps Youth Art & Dance Teen Programs Adaptive Before After School Tennis Martial Arts Golf Pre-School Equestrian Other Comparison of Overall Most Desired Facilities 2012 - 2017: The following graph shows desire and ranking changes from the 20 Most Desired Recreation Programs 2012-2017 Comparison Adult Fitness Special Events Nature Senior Programs Travel Adult Art & Dance Adventure Youth Learn to Swim Adult Sports Running Races 2017 Youth Sports 2012 Youth Summer Camps Teen Programs Youth Art & Dance Adaptive Before After School Tennis Martial Arts Golf Pre-School Equestrian Other 11. Respondent households rating of Programs their households participate in most: 88% of respondent households report their experience with recreati Excellent: Overall Quality Rating for Programs (as a % of Program Participants) Poor 1% Fair Excellent 11% 28% Good 60% 2012 2017 Excellent 36% 28% Good 52% 60% Fair 11% 11% Poor 1% 1% COMMUNICATION / MARKETING 12. Reasons preventing use of FCPRD Facilities and / or Programs From a list of 19 potential reasons for not using facilities or all reasons relevant to them or their households. The following Based on responses the identified reasons preventing households from using facilities or programs are Not Knowing Offerings (38%) and Too Busy (30%). Other reasons include Too Far From Residence (23%) and Program Not Available (21%). Reasons Preventing Households From Using Facilities or Programs (by % of respondents - multiple selections could be made) Do not know offerings 38% Too Busy 30% Too far from residence 23% Program not available 21% Not Interested 20% FCPRD Doesen't offer feature 15% Use other gov't facilities 13% Operating Hours not convienient 12% Fees too high 11% Lack of personal resources 10% Overcrowding 7% Lack of accessibility 5% Other 4% Program Descriptions Vague 4% Poorly Maintained Facilities 3% Class Full 2% Registration too difficult 2% Security insufficient 1% Poor customer service 1% 0%5%10%15%20%25%30%35%40%45% (2012: Too Busy 35%, Do Not Know Offerings 33%, Not Interested 25%) 13. Most Common Reasons Preventing Household Members from Using Facilities or Programs From a list of 19 various reasons, respondents were asked to sel preventing them or their households from using Parks and Recreat following summarizes key findings: Based on the sum of their top 4 choices, the reasons respondents households was Do Not Know Offerings (31%) and Too Busy (23%). Too far from Residence (17%) and Program Not Available (16%) follow. Top Reasons Preventing Use of Facilities or Programs (by % of repondents) Do not know offerings 31% Too Busy 23% Too far from residence 17% Program not available 16% FCPRD Doesen't offer feature 11% Use other gov't facilities 10% Operating Hours not convienient 10% Not Interested 9% Fees too high 8% Lack of personal resources 7% Overcrowding 5% Lack of accessibility 3% Other 2% Poorly Maintained Facilities 2% Program Descriptions Vague 2% Security insufficient 2% Registration too difficult 1% Class Full 1% Poor customer service 1% 0%5%10%15%20%25%30%35% Primary Reason2nd Reason3rd Reason4th Reason 14. Communicating FCPRD Facilities and Programs From a list of 13 potential communication channels respondents w about FCPRD facilities and programs. Multiple selections were allowed. The following summarizes key findings: Based on selections, households indicate they learn mostly from Friends and Neighbors and Newspaper (36%). Other learning methods include Park & Recreation Brochures and Guides (35%) and FCPRD Website (28%). Ways Respondent Households Learn About P & R Programs & Facilities (By % of respondents) Friends & Neighbors 36% Newspaper 36% Park & Rec brochures/ guides 35% Parks & Rec Website 28% Facebook 16% Radio 15% School flyers 14% E-mail 9% County Cable channel 6% Other 3% HOA 3% Text Message 1% Twitter 1% 0%5%10%15%20%25%30%35%40% 15. Preferred Communication Methods From a list of 13 various communication methods, respondents were asked methods for their household to learn about FCPRD facilities and key findings: Based on the sum of their top 3 choices, the communication method rated as the best to their households are FCPRD Brochures / Guides (37%) and Newspaper (26%). Following these were FCPRD Website (25%), Friends and Neighbors (19%) and Facebook (17%). Preferred Communication Methods (By % of respondents who selected the item as one of their top t Park & Rec brocures/ guides 37% Newspaper 26% Parks & Rec Website 25% Friends & Neighbors 19% Facebook 17% E-mail 16% Radio 12% School flyers 8% Text Message 4% County Cable channel 4% HOA 2% Other 1% Twitter 1% 0%5%10%15%20%25%30%35%40%45% Best Method2nd Best Method3rd Best MethodTotal COMMUNITY BENEFITS 16. Benefits Derived from Parks and Recreation From a list of 13 key benefits provided by Parks and Recreation, their level of agreement with each benefit. The following summ High levels of Agreement or Strong Agreement with many key benefits was identified. Highest agreement was among; Improve Health and Fitness (81%), Make Frederick County More Desirable (79%), Improved Quality of Life (79%), Provide Alternatives for Youth (78%), and Preserve Open Space (78%). Level of Agreement With Benefits of Parks and Recreation (by % of respondents) Improve health & fitness Make Fred Co more desireable Improved quality of life Provide alternatives for Youth Preserve Open Space Improve mental health Provide opportunity for entertainment Protect historic resources Increase Property Values Help attract new residents Help reduce crime Promote Tourism Other 0%10%20%30%40%50%60%70%80%90%100% Strongly AgreeAgreeneutralDisagreeStrongly DisagreeDon't Know *sorted by 17. Most Important Benefits for Households From a list of 13 key community benefits respondents were asked benefits Parks and Recreation provides for their households. Towing summarizes key findings: Based on the sum of their top 3 choices, the key park and recrea Improve Health and Fitness (38%). Improved Quality of Life (35%), Provide Alternatives for Youth (25%), and Make Frederick County More Desirable (19%) follow. Most Important Benefits to Households (by % of repondents) Improve health & fitness 38% Improved quality of life 35% Provide alternatives for Youth 25% Preserve Open Space 19% Make Fred Co more desireable 19% Improve mental health 17% Increase Property Values 10% Help reduce crime 9% Provide opportunity for entertainment 9% Protect historic resources 7% Promote Tourism 7% Help attract new residents 3% Other 0% 0%5%10%15%20%25%30%35%40% Most Important Benefit2nd Most Important Benefit3rd Most Important Benfit 18. Most Important Benefits for Community From a list of 13 key community benefits respondents were asked benefits Parks and Recreation provides for the Community. The summarizes key findings: Based on the sum of their top 3 choices, the key park and recrea Community is Make Frederick County More Desirable (35%). Preserve Open Space (28%), Increase Property Values (23%), and Help Attract New Residents (22%) follow. Most Important Benefits to COMMUNITY (by % of repondents) Make Fred Co more desireable 35% Preserve Open Space 28% Increase Property Values 23% Help attract new residents 22% Provide alternatives for Youth 17% Improved quality of life 15% Improve health & fitness 14% Protect historic resources 13% Promote Tourism 12% Help reduce crime 9% Provide opportunity for entertainment 8% Improve mental health 8% Other 0% 0%5%10%15%20%25%30%35% Most Important Benefit2nd Most Important Benefit3rd Most Important Benefit Overall Greatest Benefits: The previous benefits findings (16-18) in combination provide an opportunity to discover the relati importance of the 12 identified benefits. Agreement with Benefi determine a benefit ranking. The ranking follows: RELATIVE BENEFIT Make Fred Co more desireable Improve health & fitness Improved quality of life Preserve Open Space Provide alternatives for Youth Increase Property Values Improve mental health Help attract new residents Protect historic resources Provide opportunity for entertainment Help reduce crime Promote Tourism Other Comparison of Overall Most Desired Facilities 2012 - 2017: The following graph shows desire and ranking changes from the 20 Benefits Reletive Importance 2012-2017 Comparison Improve health & fitness Improved quality of life Make Fred Co more desireable Provide alternatives for Youth Preserve Open Space Improve mental health 2017 Increase Property Values 2012 Provide opportunity for entertainment Protect historic resources Help reduce crime Promote Tourism Help attract new residents Other OVERALL SATISFACTION 19. Satisfaction with Parks and Recreation 78% of respondent households report their overall satisfaction wit Satisfied or Very Satisfied. Overall Staisfaction With Value of Parks & Recreation (as a % of Respondents) Very Dissatisfied 1% Don't Know Very Satisfied Dissatisfied 16% 24% 5% Satisfied 54% 2012 2017 Very Satisfied 20% 21% Satisfied 51% 49% Dissatisfied 3% 4% Very Dissatisfied 1% 1% Don't Know 15% 14% DEMOGRAPHICS Respondents by District (as a % of Respondents) Stonewall Back Creek 17% 15% Gainesboro Shawnee 17% 18% Opequon Redbud 18% 15% Respondents in UDA or Rural Areas Rural 47% UDA 53% (2012: UDA 47%, Rural 53%) 20. How Long Respondents Have Lived in Frederick County (as a % of Respondents) 0-4 Years 19% 5-9 Years 20 or More 9% 47% 10-14 Years 17% 15-19 Years 8% 21. Percent of Respondents Who Rent or Own their homes. Rent 8% Own 92% 22. Respondent Household Income (as a % of Respondents) Under $25,000 9% $25,000- $100,000 or $49,000 more 16% 28% $50,000- $75,000- $74,999 $99,999 25% 22% 23. Age of Respondent Household Members Under 5, 5% Ages 5-9, 5% Ages 75 Ages 10-14, 7% +, 8% Ages 15-19, 5% Ages 65-74, 16% Ages 20-24, 4% Ages 55-64, 15%Ages 25-34, 8% Ages 35-44, 12% Ages 45-54, 14% 56 24. Average Respondent Age: (2012: 57) 25. Respondent Gender Unidentified 7% Male 33% Female 60% DEMOGRAPHIC COMPARISON DISTRICT Actual Survey Difference Back Creek 17% 15% -1.5% Gainesboro 16% 17% 0.5% Opequon 16% 18% 1.6% Red Bud 16% 15% -0.9% Shawnee 17% 18% 0.4% Stonewall 17% 17% -0.1% UDA / RURAL Rural 51% 47% -4.0% UDA 49% 53% 3.5% MALE / FEMALE Male 50% 33% -16.4% Female 50% 60% 9.6% HOUSEHOLD AGE DISTRIBUTION* Under 18 25% 23% -2.3% 20-24 5% 4% -1.4% 25-34 12% 8% -3.5% 35-49 23% 26% 3.0% 50-64 20% 15% -4.6% 65 & Over 13% 24% 11.4% *Approximation between survey and census data ranges RENT / OWN Rent 21% 8% -13.3% Own 78% 92% 14.5% HOUSEHOLD INCOME Under $25,000 15% 8% -7.2% $25,000-$49,000 25% 13% -11.7% $50,000-$74,999 20% 21% 1.3% $75,000-$99,999 15% 19% 4.0% $100,000 or more 25% 24% -0.8% Comparisons made to 2010 US Census Data