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Home My WebLink AboutCOUNCIL - AGENDA ITEM - 01/19/2021 - SECOND READING OF ORDINANCE NO. 010, 2021 ADOPTINGItem # 9 Page 1 AGENDA ITEM SUMMARY Agenda Item 8 January 19, 2021 City Council STAFF Honore Depew, Interim Policy and Project Manager John Stokes, Natural Resources Director Ingrid Decker, Legal SUBJECT Second Reading of Ordinance No. 010, 2021 Adopting the Update to the Parks and Recreation Master Plan as an Element of the City’s Comprehensive Plan. EXECUTIVE SUMMARY This Ordinance, unanimously adopted on First Reading on January 5, 2021, adopts an update to the Parks and Recreation Master Plan and highlights key implementation steps post-adoption. STAFF RECOMMENDATION Staff recommends adoption of the Ordinance on Second Reading. ATTACHMENTS 1.First Reading Agenda I tem Summary, January 5, 2021 (w/o attachments)(PDF) 2.Ordinance No. 010, 2021 (PDF) Agenda Item 17 Item # 17 Page 1 AGENDA ITEM SUMMARY January 5, 2021 City Council STAFF Honore Depew, Interim Policy and Project Manager John Stokes, Natural Resources Director Ingrid Decker, Legal SUBJECT First Reading of Ordinance No. 010, 2021 Adopting the Update to the Parks and Recreation Master Plan as an Element of the City’s Comprehensive Plan. EXECUTIVE SUMMARY The purpose of this item is to consider adoption of an update to the Parks and Recreation Master Plan and highlight key implementation steps post-adoption. STAFF RECOMMENDATION Staff recommends adoption of the Ordinance on First Reading. BACKGROUND / DISCUSSION The Parks and Recreation Policy Plan (now called a Master Plan) was last updated in 2009. The current update effort began in late 2019 and a final version is now ready for adoption by Ordinance. Council held previous discussions on the development of the Master Plan in October 2019, June 2020, August 2020, and October 2020. (Attachment 1). The Parks and Recreation Master Plan is an element of City Plan, the City’s comprehensive plan. Over the last year, staff has been working with a consultant team, stakeholders, and the community to thoroughly assess our system of parks and recreation facilities in an iterative and engaging process. The result is the comprehensive yet approachable Fort Collins Parks and Recreation Master Plan (the “Plan”). The Plan examines parks and recreation needs in the context of the City’s extensive system of public spaces and articulates an ambitious yet attainable vision for parks and recreation in the future. To implement this vision, the Plan weaves together strategies, guidelines, and decision-making tools that the City can use as a road map to shape the park and recreation system over the next 20 years. Key Plan Outcomes:  Updated design guidelines for parks and recreational facilities o A reference guide to help build and refresh parks and recreational facilities to meet community expectations.  New system for classifying parks and recreational facilities. o Helps ensure that parks and recreational facilities are connected to their surroundings, have a strong community presence, and respect natural systems.  Guidelines for evaluating and managing the total cost of ownership of parks and recreational facilities. ATTACHMENT 1 Agenda Item 17 Item # 17 Page 2 o Includes a detailed Capital Improvement Plan and asset management strategies (Refresh & Lifecycle)  Assessment of current service standards and recommendations for future amenities. o Provides a snapshot of how well the community is being served by current public space amenities and a road map for addressing the number and location of amenities in the future  Funding tools and opportunities for further consideration. o Includes diverse future funding solutions to consider in support of system development, maintenance, replacement, and programing  A new vision statement for Parks and Recreation that represents a holistic framework for the City’s system of public space o The Plan also honors the role of individual departments and funding sources.  Many recommendations for actions and policies to support the Plan vision. A few examples include: o More Natural Parks o Strengthened Operational Partnerships o A potential Downtown festival space Next Steps  Develop an internal team to analyze potential funding solutions from the Master Plan.  Review options with Council and the public in 2021. CITY FINANCIAL IMPACTS The Plan charts a vision for the future and clearly articulates the need to assure the financial sustainability of the system. Implementation of plan recommendations will be based on exploration of specific funding tools and opportunities, as reviewed by Council and the community in 2021. BOARD / COMMISSION RECOMMENDATION The development of the Plan relied upon an interdisciplinary group of board and commission members. Representatives from a dozen boards were part of a temporary advising group known as the Advance Review Committee. These board members acted as liaisons to their respective boards for feedback and regular updates. Additionally, staff engaged directly with key boards, such as the Parks & Recreation Board throughout the planning process. The Natural Resources Advisory Board (NRAB) submitted a memo to Council dated December 23, 2020 (Attachment 2) expressing support for the Plan and calling for more “aspirational” policy statements regarding native plantings and softscape design. The Plan currently calls for more natural park design in several sections, including those referenced in the NRAB memo. The language in the Policy Framework section is intended to promote such design without restricting staff and contractors when implementing best practices. PUBLIC OUTREACH Phase 1: Big Picture Thinking - INVOLVE Winter 2019 - Summer 2020 Goal: Utilize several different engagement tools to help the community guide development of the Master Plan. ● Survey - A statistically valid survey was deployed at the end of 2019. From the 511 responses received, the results achieved a demographically representative sample of the community with a confidence level of 95% and precision of +/- 4.33%. Results from the survey demonstrate how highly residents value the system of Agenda Item 17 Item # 17 Page 3 parks and recreational facilities in Fort Collins. It is possible to pinpoint community preferences based on the responses. ● Open Houses - Two open houses were held in February 2020, engaging over 300 visitors. One open house was held at the Lincoln Center, and one at Preston Middle School. City staff and the consultant team were able to interact with interested members of the community and quantifiable data was collected using informational boards. All materials were translated into Spanish and interpretation services were available at both events. Scheduling of the open houses included a Thursday evening and a Saturday morning to provide more opportunities for engagement. ● Pop-up Events - Three pop-up events were held at various locations throughout the community, including Foothills Mall, downtown Fort Collins, and the Old Town Library. This unique engagement strategy enabled the team to interact with residents directly in an unannounced and spontaneous format, enabling input from residents who may not normally participate in a traditional community engagement format. ● Stakeholder Meetings - In November 2019 and February 2020 a series of special meetings were held to hear directly from key partners (e.g., PSD, CSU) and representatives of various user groups (e.g., bicyclists, disc golf enthusiasts, pickleball players etc.). These key stakeholders provided valuable feedback on potential improvements and partnerships. ● Our City Web Page - An engagement webpage at <https://ourcity.fcgov.com/parksandrec> provided a valuable resource for project updates and ongoing collection of ideas and feedback throughout the plan development process. Phase 2: Draft Plan Sections Feedback - CONSULT Summer 2020 - Fall 2020 Goal: Provide a recap of Master Plan activities to date; highlight how Phase 1 public input has informed the Plan thus far; introduce appropriate Plan documents; and direct participants to Our City site to give feedback. Target Groups: ● General public; Advanced Review Committee (Board Members); Our City subscribers; Stakeholders; Open house participants; Recreation subscribers (includes Reduced Fee participants); Larimer County Health Department - Built Environment Leadership Team; Poudre School District; Mivoz/The Family Center; Boys & Girls Club Strategies: ● Social media outreach; Targeted emails; Postcard and/or flyers; Our City website; CityNews; Flyers in parks and recreation facilities Phase 3: Draft Plan Release and Input - INFORM Fall 2020 Goal: Provide community members, Parks & Recreation stakeholders and City staff the opportunity to review the complete draft Master Plan and offer any final comments or feedback. Target Groups: ● General public; Advanced Review Committee (Board Members); Our City subscribers; Stakeholders; Open house participants; Recreation subscribers (includes Reduced Fee participants). Strategies: ● Our City webpage; Social media channels; Promotion video; Recreation and FCTV video monitors; Email newsletter Agenda Item 17 Item # 17 Page 4 ATTACHMENTS 1. Council Memo (PDF) 2. Natural Resources Advisory Board Memo (PDF) 3. Powerpoint Presentation (PDF) -1- ORDINANCE NO. 010, 2021 OF THE COUNCIL OF THE CITY OF FORT COLLINS ADOPTING THE UPDATE TO THE PARKS AND RECREATION MASTER PLAN AS AN ELEMENT OF THE CITY’S COMPREHENSIVE PLAN WHEREAS, the Parks and Recreation Policy Plan was last updated in 2009; and WHEREAS, since 2019 City staff has worked with a consultant team, stakeholders, and the community, including representatives from many City boards and commissions, to assess the City’s system of parks and recreation facilities and generate an update to what is now called the Fort Collins Parks and Recreation Master Plan (the “Plan”); and WHEREAS, a copy of the Plan is attached hereto as Exhibit “A” and incorporated herein by reference; and WHEREAS, the updated Plan examines park and recreation needs in the context of the City’s extensive system of public spaces and describes strategies, guidelines, and decision-making tools that the City can use as a road map to shape its vision of the park and recreation system over the next 20 years; and WHEREAS, the Plan includes a detailed Capital Improvement Plan and potential funding solutions to support future system development, maintenance, replacement and programming of parks and recreation facilities WHEREAS, the Plan is one element of City Plan, the City’s comprehensive Plan, which was itself last updated in April 2019, pursuant to the City Council’s adoption of Resolution 2019- 048, later ratified by Ordinance No. 040, 2020; and WHEREAS, the City Council has determined that the proposed Plan is in the best interests of the residents of the City. NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF FORT COLLINS as follows: Section 1. That the City Council hereby makes and adopts the determinations and findings contained in the recitals set forth above. Section 2. That the City Council hereby adopts the Parks and Recreation Master Plan attached hereto as Exhibit “A”. -2- Introduced, considered favorably on first reading, and ordered published this 5th day of January, A.D. 2021, and to be presented for final passage on the 19th day of January, A.D. 2021. __________________________________ Mayor ATTEST: _____________________________ City Clerk Passed and adopted on final reading on the 19th day of January, A.D. 2021. __________________________________ Mayor ATTEST: _____________________________ City Clerk Fort Collins Parks and Recreation Master Plan / 1 PARKS & RECREATION MASTER PLANRECREATE: PARKS & RECREATION MASTER PLANJANUARY 2021 EXHIBIT A 2 / Fort Collins Parks and Recreation Master Plan ACKNOWLEDGMENTS City Council Wade Troxell, Mayor Susan Gutowsky, District 1 Julie Pignataro, District 2 Ken Summers, District 3 Kristin Stephens, District 4 Ross Cunniff, District 5 Emily Gorgol, District 6 City Manager’s Office Darin Atteberry, City Manager Kelly DiMartino, Deputy City Manager Parks and Recreation Master Plan Core Team John Stokes, Interim Director, Community Services Mike Calhoon, Director, Parks Aaron Harris, Interim Director, Recreation Kurt Friesen, Director, Park Planning and Development Valerie Van Ryn, Lead Marketing Specialist, Recreation Janice Saeger, Financial Analyst, Recreation Dawna Gorkowski, Financial Analyst, Parks Honore Depew, Senior Project Manager, City Manager’s Office Bob Adams, Former Director, Recreation Technical Advisors Group Suzanne Bassinger, Park Planning and Development Josh Birks, Economic Health Michael Brunkhardt, Parks Office Jason Chadock, Recreation Carolyn Conant, Environmental Services Heather Cox, Communications & Public Involvement Robert Crabb IV, Parks Chad Crager, Engineering Elliot Dale, Purchasing Matthew Day, Park Planning and Development Zach Delissio, Recreation Leonardo Escalante, Communications and Public Involvement Julia Feder, Nature in the City Michelle Finchum, Environmental Services Cameron Gloss, Community Development and Neighborhood Services Tessa Greegor, FC Moves Dan Evans, Utilities LeaAnn Haisch, Parks Heidi Hansen, Utilities Brian Hergott, Operation Services Aaron Iverson, FC Moves Kimberly Lopez, Natural Areas Ellen Martin, Cultural Services Jim McDonald, Cultural Services Katy McLaren, Environmental Services Mary Miller, Cultural Services Ryan Mounce, Community Development and Neighborhood Services Angela Pena, Parks Marc Rademacher, Recreation Kenneth Sampley, Utilities Jolee Sawyer, Utilities Zoe Shark, Natural Areas Kenneth Smith, Parks Beth Sowder, Social Sustainability Rachel Steeves, Natural Areas Katie Stieber, Recreation Jennifer Torrey, Park Planning and Development Michael Trombley, Special Operations Heidi Wagner, Natural Areas Martina Wilkinson, Traffic Operations Kevin Williams, Parks Jill Wuertz, Parks Advance Review Committee Andrea Elson, Land Conservation and Stewardship Board Jerry Gavaldon, Transportation Board Michael Hardisty, Golf Board Louise Holland, Youth Advisory Board Sam Houghteling, Parks and Recreation Advisory Board Kevin Kruse, Natural Resources Advisory Board Jessica MacMillan, Parks and Recreation Advisory Board Bob Mann, Natural Resources Advisory Board Suhass Narayanan, Youth Advisory Board Sherri Reichow, Commission on Disabilities Jan Rossi, Senior Advisory Board Sammie Williams, Natural Resources Advisory Board Stakeholder Groups Bicycle Colorado Bike Fort Collins CSU Cycles for Youth Downtown Business Association Downtown Development Authority Fort Collins Areas Swim Team Fort Collins Baseball Club Fort Collins Pickleball Club Fort Collins Running Club Fort Collins Ultimate Frisbee Fort Collins Womens Hockey Larimer County Dept of the Built Environment Lewis Tennis School Liberty Common Charter School Northern Colorado Disc Golf Overland Mountain Bike Association Poudre School District Rocky Mountain Adventures Tennis Association Triple Crown Sports Twin Silo BMX University Bike Advisory Committee Visit Fort Collins Your Group Ride Fort Collins Parks and Recreation Master Plan / 3 Prepared for the City of Fort Collins by OLIN with PROS Consulting, Mundus Bishop, the Trust for Public Land, and ETC Institute January 2021 4 / Fort Collins Parks and Recreation Master Plan Fort Collins Parks and Recreation Master Plan / 5 Parks and recreation are part of what attracts residents to Fort Collins and entices them to stay. In 2008 the City adopted a Parks and Recreation Policy Plan, which provided a strategy for expanding parks and recreation to align with the community’s vision for the future. As a city that is proud to build what we plan, since 2008 we have added a half dozen new neighborhood parks, Twin Silo Community Park, Poudre River Whitewater Park, the Foothills Activity Center, and miles of new trails—and more is underway. As Fort Collins continues to meet its future, this new Parks and Recreation Master Plan, ReCreate, is a roadmap to making the best use of the resources we have. We acknowledge that parks and recreation provide immense value to the community and offer benefits that touch every one of the City’s outcome areas. It means acknowledging that parks and recreation are part of a holistic system of public spaces that spans the natural and the designed, the big and the small, the urban and the not-so-urban, but together bring beauty to Fort Collins and give it an intentional sense of place. We acknowledge that partnerships within and outside of city government are necessary to provide the high-quality spaces and programs that residents have come to expect. As we work to rethink, renew, and reimagine parks and recreation in Fort Collins, we are committed to ensuring that equity is a primary consideration. The process of developing the plan included engagement with a representative cross-section of residents, and equity is a theme interwoven throughout the master plan to ensure all community members benefit from the richness of parks and recreation. This shows up in the plan’s level of service metrics ensuring access to recreational amenities across the city; it shows up in recommendations to expand equitable program pricing strategies; and it shows up in proposing we proactively and consistently bring neighbors into the process of shaping future projects so that public space reflects the needs and values of the community. I could not be more optimistic for the future of parks and recreation in Fort Collins and look forward to seeing the vision of this plan realized. Wade Troxell Mayor 6 / Fort Collins Parks and Recreation Master Plan Fort Collins Parks and Recreation Master Plan / 7 TABLE OF CONTENTS INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 CONTEXT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 The Value of Parks and Recreation .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 The 2008 Policy Plan ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Planning Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Trends .... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 PARKS AND RECREATION TODAY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Programs .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Financial Snapshot ..... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 SUMMARY OF ENGAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89 GUIDELINES FOR PARKS AND FACILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97 Capital and Program Life Cycles .... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .99 Design Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105 Park and Recreation Facility Classifications .... . . . . . . . . . . . . . . . . . . . . . . . . .115 Level of Service .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .161 GUIDELINES FOR PROGRAMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199 Program and Service Classifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201 Program Costs and Pricing ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .205 POLICY FRAMEWORK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .211 IMPLEMENTATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .277 Action Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279 Funding ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .305 Partnerships ..... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .317 PHYSICAL VISION PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .327 APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .333 Appendix A: Transit Accessible Parks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .334 Appendix B: Benchmarking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .336 Appendix C: Survey Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .338 Appendix D: Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .344 INTRODUCTION 10 / Fort Collins Parks and Recreation Master Plan Introduction / 11 INTRODUCTION Every great city has great parks. Some great cities are also lucky enough to lie within great landscapes. With exceptional natural resources, charm, and high quality of life, growth in Fort Collins shows no sign of slowing down. Parks and recreation must keep up. The City has been diligent about purchasing and preserving land for future parks, but limited land and high demand mean that parks must compete with other priorities, including housing and transportation. And, as recreational preferences continue to change, there will always be another trend to consider while providing all of the opportunities residents have come to expect. The Fort Collins Parks and Recreation Master Plan examines park and recreation needs in the context of the city’s impressive system of public spaces and articulates an ambitious yet attainable vision for parks and recreation in the future. To implement this vision, the plan weaves together strategies, guidelines, and decision-making tools that the City can use as a road map to shape the park and recreation system over the next 20 years. Glowing paths add a sense wonder to the night. Twin Silo Community Park 12 / Fort Collins Parks and Recreation Master Plan A HOLISTIC SYSTEM OF PUBLIC SPACES A bike ride along the Poudre River Trail for some fresh air or for a commute to work. A walk into the foothills to decompress or to learn. A ballgame for the championship or between neighbors. A dip in the pool to cool off or to maintain agility. A slide through a grain silo or a sugar beet. Flowers and holiday lights in Old Town. Tree- lined streets that turn into festival grounds. Public spaces are part of what make Fort Collins Fort Collins. The Parks and Recreation Master Plan focuses specifically on parks and recreation and reflects the holistic, interconnected view of the city’s public spaces articulated by City Plan (Policies CR 3.1 and 3.2). While each part of the holistic system serves a different purpose, has its own vision, and is managed differently, residents should experience these spaces as complementary and seamless. “Our parks, I think, are a jewel, an asset, that we can, through this integration and systems perspective, get so much more out of for our community.” —Mayor Wade Troxell A focus on parks and recreation, within a framework of the city’s public space network. Components of Fort Collins’ Public Spaces Network Sliding through the city’s agricultural history. Sugar Beet Park Playground FORT COLLINS’ PUBLIC SPACES PARKS STREETSCAPESNATURALCULTURALSCHOOLSOFT SURFACEPAVED, MULTI-REC R E A T I O N AREASFACILITIESFACILITIESTRAILSUSE TRAILSFA C IL IT I E S P ark s a n d R e c r e a t ion Master Plan Introduction / 13 PARKS AND RECREATION VISION Parks, trails, and recreation facilities in Fort Collins are an invitation to all community members to sustain and build wellness, curiosity, innovation, and community—as part of the city’s iconic, interconnected network of public space . CONTEXT 16 / Fort Collins Parks and Recreation Master Plan Context / 17 THE VALUE OF PARKS AND RECREATION People flock to Fort Collins, and stay, due to the city’s high quality of life—to which parks and recreation facilities are major contributors. Try to imagine Fort Collins without parks or recreation. Together, parks and recreation have a profound impact on residents’ health, happiness, and well-being. On the surface, parks and recreation provide opportunities for people to relax, exercise, and socialize in a natural setting. However, their impacts ripple out into almost all aspects of urban life. They provide essential benefits not just to residents, but also to the city’s environmental and economic well-being. Dog owners are frequent users of parks and trails. Crescent Park 18 / Fort Collins Parks and Recreation Master Plan 48% Increase in physical activity with better park access and outreach BENEFITS BY OUTCOME AREA Fort Collins recognizes the tremendous benefits it receives from its public spaces and will continue to find ways to increase and leverage those benefits. In fact, parks and recreation in Fort Collins provide benefits in every one of the City’s seven outcome areas, which represent overarching community priorities: neighborhood livability, social health, environmental health, economic health, a high performing government, safer communities, cultural health, and active transportation. These outcome areas are used for budgeting and for tracking progress. An investment in parks and recreation is an investment in all of the community’s priorities. Neighborhood Livability and Social Health Benefits Parks and recreation facilities are a vital part of life in urban settings, and they positively affect both the mind and body of the residents who use them. There is no question that physical activity provides a multitude of health benefits. As the U.S. Surgeon General states, “Americans can substantially improve their health and quality of life by including moderate amounts of physical activity in their daily lives.”1 The difficulty arises when people do not have the time or place to exercise. There is strong evidence to suggest, however, that people are much more likely to exercise when they have easy access to convenient recreation access, c ultural r e s o u r c e s touris m , a s s e t s f or r ecr ui t menttrails and active transpo rta tio n increased property valu e s, re sp o n s iv e p ro g ra m m in g physical and mental health, hospitable clim ate community cohesioncl ean ai r & water, habitatNeighborhood Livability & Social HealthCulture & RecreationEconomic HealthEnvironmental Health Safe Community Transportation High Performing Government FORT COLLINSPARKS &RECREATION Parks and recreation contribute to all of Fort Collins’ community priorities. Connections between parks and recreation and Fort Collins’ seven outcome areas. Context / 19 Shaded surfaces may be between 20 and 45 degrees cooler than their unshaded surroundings 60°80° park space. One study in the American Journal of Preventative Medicine found that enhanced access to parks along with public outreach led to a 48 percent increase in the frequency of physical activity.2 Unfortunately, the opposite is also true. When people do not have easy access to parks, they are far less likely to exercise at all.2 Increasing access to parks can positively benefit communities by reducing rates of preventable diseases such as diabetes and obesity. The health benefits of parks and recreation go beyond physical to include mental health benefits. Places with green features, such as parks and recreation facilities, help reduce mental fatigue.3 Trees, in particular, can lessen depression and anxiety and improve memory.4,5 One of the most telling accounts of this is in children diagnosed with Attention Deficit Disorder, or ADD. ADD impairs a person’s ability to focus on tasks for an extended length of time, and treatments cost the U.S. around $30 billion annually.6 Parks may play a key role in helping those struggling with this condition. One study found that children with ADD were able to concentrate much better after playing in a park with greenery. 7 The study also found that the more greenery the park had, the more the child was relieved of the ADD symptoms.7 Environmental Health Benefits Parks and recreation facilities also present significant benefits to the environment by helping to improve water and air quality. Trees play the most significant role in this because they continuously remove pollutants from the air. It is estimated that within the lower 48 states, urban trees remove 783,000 tons of pollution every year.8 This environmental service is estimated to be worth $5.6 billion to the U.S.8 Trees also help to reduce the heat island effect in urban areas by actively lowering the temperature around and beneath their canopies. This temperature difference is not insignificant. Shaded surfaces may be between 20 and 45 degrees cooler than unshaded surfaces.9 Also, green spaces aid in reducing stormwater runoff. Green infrastructure, such as rain gardens and bio-swales, collect and hold large amounts of rainwater from streets and roofs.10 These environmental health benefits lead to sizable economic benefits. A study by the U.S. Forest Service found the trees in Fort Collins save the city $400,000 annually by reducing runoff.11 20 / Fort Collins Parks and Recreation Master Plan Economic Health Benefits Parks and recreation facilities are economic drivers within cities. Property values near parks are significantly higher than those without parks nearby. A report studying the effects of the Greenbelt in Boulder, Colorado, found that a home’s value next to the Greenbelt was over 30 percent higher than those only a half-mile away. 12 Conversely, a property’s value decreased by about $4 for every foot away from the park it was.12 Parks also increase economic health by contributing to local tourism, which in turn leads to more money being spent at business and shops. The state of Colorado estimates that outdoor recreation generates over $13 billion in consumer spending every year. 13 This spending leads to almost $1 billion in state and local tax revenue.13 High Performing Government Benefits Governments in cities with more parks also see their share of the benefits. Analysts estimate that in 2015, public park and recreation agencies in the U.S. generated an astounding $154 billion in economic activity and supported 1.1 million jobs.14 Parks also help governments save money in ways that are less obvious but still extremely important. A report by the American Forest estimates that trees in cities help to reduce the costs of stormwater retention facilities by $400 billion.15 Events within parks and at recreation facilities stimulate the local economy. Story time at The Farm at Lee Martinez Community Park Context / 21 Safe Community Benefits Although harder to quantify, the role parks and recreation facilities play in social health and community engagement should not be understated. At a minimum, they help to make places more livable and more beautiful, which makes residents take more pride in their neighborhoods. Parks and recreation facilities provide places for people to gather and to socialize. They serve as places to hold events that strengthen community bonds and cultural ties. Small events such as birthday parties and reunions bring friends together, while large civic events can draw entire neighborhoods. Both are important and make neighborhoods more lively, active spaces. Culture and Recreation Benefits Parks are also cultural assets. Communities of all kinds use parks and recreation facilities as places for engagement, meetings, or events. They also reflect the history and culture of a city. Fort Collins’ Twin Silo and Sugar Beet Parks, for example, pay homage to the agricultural and working class roots of the city. Perhaps the most obvious benefits of parks and recreation facilities are as places that enable and promote recreation. From passive activities to more active athletic activities, from opportunities to engage as individuals to those for groups, from indoor to outdoor activities, from the competitive to the casual, parks and recreation facilities are the most common places for people to unwind, relax, and spend their leisure time. Spending leisure time playing pickleball. Twin Silo Park 22 / Fort Collins Parks and Recreation Master Plan Transportation Benefits Trails are a critical part of the parks and recreation system. However, they serve both recreation and transportation purposes. Therefore, trails need to be considered a critical piece of transportation infrastructure. A study in 2008 by the Rails to Trails Conservancy found that “50 percent of trips taken in the United States can be accomplished by riding a bicycle for 20 minutes and 25 percent of short trips can be completed by walking 20 minutes or less”.17 According to the National Household Travel Survey, less than 1 percent of daily trips are completed with a bike, and only 11 percent are completed by walking.18 In other words, people are driving to places that could be easily walked or biked to. One reason for this may be the lack of active transportation infrastructure such as greenways and trails. This infrastructure allows people to integrate biking or walking into their routines and leads to more active lifestyles, a healthier population, fewer greenhouse gas emissions, and less traffic. Active transportation infrastructure, including bike trails, has been shown to create more direct and indirect jobs than road infrastructure. A study by the Political Economy Research Institute at the University of Massachusetts investigated the impacts of new bicycle infrastructure in 11 U.S. cities They found that bicycle infrastructure generated about 11 jobs per $1 million spent, compared with eight jobs for road infrastructure.19 50% of all trips in the U .S . could be completed by riding a bicycle for just 20 minutes Multi-use trails in Fort Collins are well-used by recreational users and commuters. Fossil Creek Trail Context / 23 24 / Fort Collins Parks and Recreation Master Plan Context / 25 THE 2008 POLICY PLAN This Parks and Recreation Master Plan replaces the 2008 Parks and Recreation Policy Plan, which guided decision-making and management related to parks and recreation for over a decade. Since its adoption, the City has taken great strides towards meeting the plan’s goals, and the system has grown to include new parks, trails, and facilities. Art adds another dimension to parks and trails in Fort Collins. Fossil Creek Trail 26 / Fort Collins Parks and Recreation Master Plan 2008 POLICY PLAN SUMMARY The 2008 Parks and Recreation Policy Plan replaced the 1996 Parks and Recreation Policy Plan. It was the result of a process that included City staff, residents, and City Council. The plan set out a vision, guiding principles, goals, objectives, and strategies. Goals • Maintain Appropriate Level of Service as the Community Grows • Implement Buildout of the Park System, Trail System and Recreation Facilities • Address Issues Raised During the Public Process • Address Issues Raised by City Staff • Seek Increased Funding • Increase Partnerships and Collaborations • Evaluate Pricing and Cost Recovery • Evaluate Marketing and Communications Buildout Much as today, Fort Collins in 2008 was experiencing rapid growth. Unlike today, the city had more room to grow. A heavy focus of the 2008 plan was on developing a plan for buildout of new parks in rapidly growing greenfield areas. PROGRESS SINCE 2008 New Parks Since 2008, the Park Planning and Development Department has added several new parks to the public space system. These include: • Poudre River White Water Park, 2019 • Sugar Beet Park, 2019 • Twin Silo Community Park, 2017 • Crescent Park, 2017 • Radiant Park, 2013 • Waters Way Park, 2012 • Registry Park, 2012 New Recreation Centers The Recreation Department has also completed the Foothills Activity Center, bringing recreation opportunities to Midtown Fort Collins, and continued to improve and update its program offerings and amenities. Many facilities have been given major renovations. Trails Several new trails have also been added to the public space system including the Power Trail, the Fossil Creek Trail, the Mason Trail, Front Range Trail, Lincoln Middle School spur, multiple new segments of the Poudre Trail, and the Long View Trail. Parks Progress Since the 2008 Policy Plan 0 1 2 Miles Proposed Parks: Complete Proposed Parks: in Progress Proposed Parks: Not Started College AveCollege AveTaft Hill Rdaft Hill RdTimberline RdTimberline RdMulberry StMulberry St Harmony RdHarmony Rd 28 / Fort Collins Parks and Recreation Master Plan Context / 29 PLANNING CONTEXT The CIty of Fort Collins is committed to thoughtful, inclusive planning for its future, and it strives to follow through on the aspirations of its adopted plans. From City Plan to system plans to area plans to specific studies, Fort Collins has a constellation of existing plans with visions and policy that guide City actions toward a more sustainable and prosperous future. It is essential to understand the planning context within which the Parks and Recreation Master Plan fits and which should, in turn, be informed by this plan in the future. Fort Collins is home to one of only a handful of in-channel whitewater courses in the country. Poudre River Whitewater Park 30 / Fort Collins Parks and Recreation Master Plan CITY PLAN AND STRATEGIC PLAN Strategic Plan (2020) The Fort Collins Strategic Plan focuses on short- and mid-term guidance, setting a five-year road map for community priorities, articulating ways to measure success, and aligning work across projects and departments. City Plan (2019) City Plan is the comprehensive plan for Fort Collins. It articulates the community’s long-term vision and core values, and establishes the overall policy foundation that is be used by the City, its partners, and the community at large to work toward that vision. The Parks and Recreation Master Plan is one of several functional plans that more explicitly provide direction on how to implement City Plan’s priorities. IMPLEMENTATION AND MONITORING Identifies strategies to support the implementation of principles and policies in each outcome area. Implementation Strategies Plan Amendments and Monitoring APPENDICES A: Trends and Forces Report B: Housing Trends and Demand Forecast Assessment C: Employment Land Demand Analysis D: Employment Land Suitability Analysis E: Transportation Master Plan Resources F: Transit Master Plan 8 FORT COLLINS CITY PLAN01 | INTRODUCTION 9 Provides overall policy foundation for the community and City organization. Principles and policies are organized by the seven key outcome areas corresponding to the City’s organizational structure and the BFO process. What is City Plan? City Plan is the comprehensive and transportation master plan for Fort Collins. It articulates our community’s vision and core values; guides how the community will grow and travel in the future; and provides high-level policy direction used by the City organization, local and regional partners, and the community at large to achieve our vision and priorities. City Plan takes the long view, identifying goals and actions the community should take over the next ten to twenty years. The implementation of City Plan is facilitated by partnerships and the City’s Strategic Plan, which provides short- and mid-term guidance. Both are supported by the City’s budgeting process, department-level functional plans and the availability of funding from many sources. Technologies and innovations, some of which are not fully available today, may be needed to fully implement this Plan. Implementation strategies will also rely on continually assessing community priorities and allowing for ongoing community dialogue. COMMUNITY ENGAGEMENT & DIRECTIONWHY FORT COLLINSCITY PLAN PLANNING OUR FUTURE. TOGETHER.Long-TermNear- and Mid-TermWHATBUDGETING FOR OUTCOMES (BFO) CLIMATE ACTION PLAN FOCO CREATES NATURAL AREAS MASTER PLAN Functional PlansHOW/FUNDINGOther City Plan Elements City Plan incorporates existing plan elements and related plans by reference. As new plan elements and other related planning documents are prepared and adopted, they will become a part of City Plan. In general, all references to “the city” or “community” apply to both the incorporated city limits and the GMA. PRINCIPLES AND POLICIES Neighborhood Livability & Social Health Culture & Recreation Environmental Health Safe Community Transportation High Performing Community TRANSPORTATION PLAN Guides improvements in pedestrian, bicycle, transit and roadway infrastructure for the city and the Growth Management Area (GMA). STRUCTURE PLAN This land use plan guides growth and development within the Fort Collins GMA, including the mix of uses, infill and redevelopment, and the types of infrastructure and transportation investments needed. Livability Community Sustainability COMMUNITY VISION AND CORE VALUES Establishes overarching direction for City Plan and highlights “big ideas” that underpin other parts of the plan. Plan Organization City Plan consists of six primary sections: Economic Health Structure Plan map ...AND OTHERS AS ADOPTED TRANSIT MASTER PLAN NATURE IN THE CITY AFFORDABLE HOUSING STRATEGIC PLAN PARKS AND RECREATION POLICY PLAN WATER AND WASTEWATER MASTER PLAN STORMWATER MASTER PLAN CAPITAL IMPROVEMENT PLAN DEPARTMENT STRATEGIC PLANS As the comprehensive plan, City Plan sets the core values and vision for Fort Collins. City Plan - Budgeting and Organization Context / 31 FUNCTIONAL PLANS Transit Master Plan (2019) The Transportation Master Plan outlines strategies to achieve full community access and create a safe and reliable multi-modal transpiration network. Natural Areas Master Plan (2014) The Natural Areas Master Plan is very closely aligned with this Parks and Recreation Master Plan, and both support each other in order to succeed. The Natural Areas Master Plan presents an overview of the Natural Areas program and establishes the priorities for conservation and stewardship of the city’s natural areas system. Nature In The City (2015) Nature in the City is a strategic plan focused on ensuring that access to nature is a defining feature of Fort Collins as the City grows and becomes more densely populated. The plan provides resources and approaches to achieve this goal. Pedestrian Plan (2011) The Pedestrian Plan outlines pedestrian issues within the city and proposes possible solutions to these problems. The plan’s goal is to help the community overcome pedestrian hazards and create a safe and adequate pedestrian network within the city. Paved Recreational Trail Master Plan (2013) The Paved Recreational Trails Master Plan provides a vision and strategy for a city wide connected paved trail network. New trail development is led by the Park Planning and Development Department. Stormwater Master Plan (2003) The Stormwater Master Plan Update highlights stormwater projects throughout the city and addresses new sustainable practices that can return impacted streams to healthy ecosystems. Municipal Sustainability and Adaptation Plan (2019) The Municipal Sustainability and Adaptation Plan is an update of the 2013 Sustainability Plan and outlines how the City will implement sustainable practices across multiple departments. The plan presents goals, objectives, and strategies for the future. Natural Areas Vision: Through the work of the Natural Areas Department, a diverse system of conserved and restored lands will connect community members to nature. These conserved lands will protect nature and contribute to the health and wellbeing of our community. Nature In The City Vision: A connected open space network accessible to the entire community that provides a variety of experiences and functional habitat for people, plants and wildlife. 32 / Fort Collins Parks and Recreation Master Plan OTHER COMPLETED PLANS AND STUDIES FoCo Creates Arts and Culture Master Plan (2020) The FoCo Creates Arts and Culture Master Plan is a 10-year plan that seeks to make arts and the creative culture in Fort Collins inclusive, equitable, and engaging for all residents in a way that promotes well- being and lifelong learning; Fort Collins as a destination for visitors; and a comprehensive and collaborative network. Larimer County Comprehensive Plan (2019) The Larimer County Comprehensive Plan establishes a framework for decision making into the future. It takes many other plans and community feedback into account in order to create a plan that has the best interest of the county in mind. Poudre River Downtown Master Plan (2014) The Poudre River Downtown Master Plan focuses on a three mile stretch of the Cache La Poudre River between N Shields Street and Mulberry Street. The plan provides strategies to increase habitat, recreation, and flood mitigation throughout this segment of the river, across parks and natural areas.Poudre River Downtown Master Plan 2‐2 | P a g e Figure 2.1 Master Plan for Reach 1 Envisioning an integrated public space system along the Poudre River across administrative boundaries. Poudre River Downtown Master Plan: Reach 1 Context / 33 EXECUTIVE SUMMARY 29 The proposed Southeast Community Center would enhance Fossil Creek Community Park. Fossil Creek Site Plan Fort Collins Sports Facility Market and Feasibility Analysis (2019) The Fort Collins Sports Facility Market and Feasibility Analysis identifies that there is market potential for a new sports complex in Fort Collins. Based on its market analysis, it offers two options for facilities that would have the most potential for economic impact: an 8-court indoor sports facility or a 16-diamond outdoor sports facility. Fort Collins Southeast Community Recreation & Arts Center Summary of Needs and Development Plan (2013) The Summary of Needs and Development Plan is a feasibility study for a new Southeast Community Recreation and Arts Center. The study finds that a program consisting of a 78,900 gross sq. ft. of spaces in Fossil Creek Park would meet the needs and expectations of residents, while providing the greatest value for the future. 34 / Fort Collins Parks and Recreation Master Plan Sub Area Plans Adopted sub area plans get to a finer grain of land use and policy detail for specific geographic areas of the city. The West Central Area Plan, Midtown Plan, South College Corridor Plan, East Mulberry Corridor Plan, Downtown Plan, Mountain Vista Subarea Plan, and Northwest Subarea Plan identify opportunities for new parks and public spaces. As further development and redevelopment occur, these spaces should be reconsidered in the context of this plan. ONGOING EFFORTS Canal Importation Stormwater Master Plan Fort Collins Utilities is currently working to update the Selected Plan of Improvements section of the Stormwater Master Plan to identify alternatives directed at addressing flooding issues in the Canal Importation Basin. In addition to developing solutions to reduce flood risk, the Selected Plan will include opportunities for water quality improvements, stream rehabilitation, habitat enhancement, open space preservation, and recreation. Potential Park Sites Identified in Sub Area Plans 0 1 2 Miles West Central Area Plan (Open Space)East Mulberry Corridor Plan (Neighborhood/Mini Park) Midtown Plan (Civic Amenity)Downtown Plan (Civic Center Park) South College Corridor Plan (Open Lands)College AveCollege AveTaft Hill Rdaft Hill RdTimberline RdTimberline RdMulberry StMulberry St Harmony RdHarmony Rd 36 / Fort Collins Parks and Recreation Master Plan Context / 37 TRENDS National, regional, and local trends affect Fort Collins’ public spaces. National participation trends show the growth or decline in recreational activities, which provides insight into recreational amenities that may be more or less important to residents. Yet, the trend with the greatest impact on the future of parks and recreation can be found in projected population forecasts that show continued population growth in Fort Collins through at least 2040. This affects the number of facilities needed over the coming years and increases the pressure to preserve natural resources and provide casual use spaces. These trends informed this plan’s recommendations and will continue to guide the implementation of this plan. Playgrounds are needed across the city, as neighborhoods transition between age groups over time. Sugar Beet Park 38 / Fort Collins Parks and Recreation Master Plan Population Growth Fort Collins has grown significantly over the last century and will continue to experience accelerated growth well into the current century (Figure 1). Between 2020 and 2040, the city is expected to grow by nearly 40%, from 174,871 residents to almost 240,000.20 The fastest growth is expected to occur in east and northeast Fort Collins, as well as along South College Avenue (Figure 2). Education Almost 63% of the residents living in Fort Collins have a college or advanced degree.21 This is almost 13% higher than the average for Larimer County at 46.3%.21 DEMOGRAPHIC TRENDS Fastest Growth (100-300%) Fast Growth (20-100%) Moderate Growth (1.5-20%) No Growth (-1.5-1.5%)Population2020 2030 2040200020101990198019701960195019401930192019101900 200,000 100,000 150,000 50,000 250,000 0 Figure 1. Growth took off in the 1950s and has not slowed down. Recorded and projected population, 1900–2040. Source: North Front Range Metropolitan Planning Organization - Population Projections 2015–2030. Source: United States Historic City Populations 1790-2010 (Stanford University & University of Nebraska Omaha). U.S. Census 2018 Annual Estimates of Resident Population. Figure 2. Fastest growth projected in east and northeast Fort Collins, as well as along S. College Ave. Projected growth rate, 2015–2030. Context / 39 85 and over 15,00015,000 10,00010,000 5,0005,000 0 80-84 75-79 70-74 65-69 60-64 55-59 50-54 45-49 35-39 40-44 25-29 20-24 15-19 10-14 5-9 under 5 Male Female 30-34 Age Fort Collins is much younger than Larimer County, with a median age of 29 years that is 7 years younger than that of the county, 36 years (Figure 3).22 Income The median annual household income in Fort Collins is over $60,110, nearly 12 percent lower than the $67,664 median annual household income for all of Larimer County (Figure 5).23 The city also has a poverty level of 17% which is higher than the surrounding county (13%).23 Race and Ethnicity Fort Collins and Larimer County have a similar racial and ethnic makeup. A very large proportion of Fort Collins residents are white (81%)24 (Figure 4).More than half of the remaining fifth of Fort Collins is Hispanic or Latino (12%).24 Figure 3. Fort Collins is young, with a median age 7 years younger than Larimer County. Age by Sex, 2013–2017. Source: U.S. Census Bureau, American Community Survey 2013–2017 5-Year Estimates, Table B01001, 2017. Source: U.S. Census Bureau, American Community Survey 2013–2017 5-Year Estimates, Table B01001H, 2017. Figure 4. The large majority of Fort Collins identifies as white. Race and ethnicity, 2013–2017. White: 81% Asian: 3% Other Race: 2% Black: 1% Native American: 0 .5% Hispanic/Latino: 12% Hispanic/ Latino 12% White 81% County Median: 36 Median: 29 40 / Fort Collins Parks and Recreation Master Plan Higher than city average Figure 5. Spatial patterns of race, ethnicity, income, and health should inform future engagement. Shares of residents compared to the city average (race, ethnicity, income) and ranked index of priorities (health) Hispanic/Latino Residents Black Residents Less than city average At city average Higher than city average Less than city average At city average Asian Residents Source: U.S. Census Bureau, American Community Survey 2013–2017 5-Year Estimates, Table B01001H, 2017. Source: City PlanSource: U.S. Census Bureau, American Community Survey 2013–2017 5-Year Estimates, Table B19001, 2017. Highest Priority81 – 100 61 – 80 41 – 60 Lowest Priority0 – 20 21 – 40 Spatial Patterns Comparing demographics at the Census block group level to citywide averages shows a number of spatial patterns that should be taken into consideration when addressing park and recreation needs and when conducting future engagement. Compared to the city average, the east and northeast parts of Fort Collins have higher percentages of Hispanic and Latino residents, the southeast part of Fort Collins has a higher percentage of Asian residents, and the east and south parts of Fort Collins have higher percentages of Black residents. The neighborhoods surrounding downtown and Colorado State University have higher shares of residents below the poverty line than the city as a whole. The northeast part of Fort Collins, particularly around the Poudre River, is a potentially vulnerable area according to the Larimer County Department of Health and Environment’s Health Equity Index. The index is a tool that weights socioeconomic factors and health indicators. 22 FORT COLLINS CITY PLAN02 | VISION AND VALUES 23 Who you are and where you live in Fort Collins can put you on a different path than a resident from a different background or part of the city. This can result in different outcomes for your health, ability to access healthy food, recreational opportunities and many other areas that are critical to maintaining the high quality of life City Plan envisions for all members of our community. In this update, City Plan utilized a health and equity lens to develop new policies and implementation actions that can help ensure that our actions and decisions do not disproportionately burden one group over another. As our city becomes more diverse, it will be important to understand the barriers facing certain groups or neighborhoods (whether they be related to race, income, health, employment, educational attainment, age, ability, etc.) so that all residents have access to the services, resources, infrastructure and opportunities they need. HEALTH AND EQUITY What are Social Determinants of Health? Social determinants of health are the social and physical conditions of a person’s life that influence their personal health and well-being: education, income level, access to health care, social and community context, and neighborhood/built environment. Research shows that residents who live in poverty and have lower levels of educational attainment are more likely to have poor health outcomes and will be more vulnerable to impacts from climate change. Understanding this linkage is an important factor in planning for health equity. HEALTH EQUITY INDEXFORT COLLINS, 2016 2016 How does it all connect? The Health Equity Index analysis shows that social factors related to health outcomes are not equal in all parts of Fort Collins. Median household income tends to be lower for non-white racial and ethnic groups ($42,333 or less) than it is for white households ($62,804). Educational attainment also varies by race and ethnicity—for example, 42% of Hispanic/Latinx residents had a bachelor’s degree in 2016, compared with 59% of white residents. Generally, the Health Equity Index shows that more vulnerable or disadvantaged populations (census block groups with high index values) are clustered north of the Poudre River, while less vulnerable populations (census block groups with low index values) are clustered near Downtown. These disparities in health equity have wide-ranging implications for all outcome areas in City Plan. What is the Health Equity Index? The Health Equity Index, developed by the Larimer County Department of Health and Environment (LCDHE), is a tool to identify potentially vulnerable areas of the community. It is a weighted index made up of two calculated scores to determine the geographic areas of highest need. The first component includes an Equity Score, composed of socioeconomic factors using the most recent American Community Survey (ACS) estimates from the U.S. Census Bureau. The second component, the Health Score, is composed of health indicators from 500 Cities Data (Centers for Disease Control and Prevention). See the City Plan Trends and Forces Report in the Appendix for more information. Equity Indicators »Population under age 18 »Population age 65 and older »Households at or below the Federal Poverty Level »Hispanic/Latinx population »Non-white (minority) population »Households without a vehicle »Disability status Health Indicators »Adult obesity »Adults with no leisure-time physical activity »Adults who experienced poor mental health for 14 or more days Scores range from 0 to 100, with 100 indicating the highest priority. The Health Equity Index is a composite measure of overall health equity in Fort Collins and includes the following equity and health indicators:Residents below the Poverty Line Larimer Co. Health Equity Index Runners take their marks at the Healthy Kids Run Healthy Kids Run Context / 41 42 / Fort Collins Parks and Recreation Master Plan RECREATION TRENDS National trends shed a spotlight on which activities are growing, which are steady, and which are declining in participation. The data in this section was obtained from the Sports & Fitness Industry Association’s Sports, Fitness & Recreational Activities Topline Participation Report 2020. National Trends in General Sports Basketball (24.9 million) and golf (24.3 million) have the highest participation of all general sports, followed by tennis (17.7 million), baseball (15.8 million), and outdoor soccer (11.9 million). 5-Year Decrease/Increase in Participation Current Participation SquashFootball (Touch)-23%-21%BadmintonFootball (Tackle)-15%-14%Ice Hockey-2.6%Golf (9 or 18 Hole)Participation IncreasingParticipation Decreasing -1.7%Wrestling+2.8%Golf (Entertainment Venue)+85%Track and Field+0.8%9.9M3.4M6.7M15.8M5.3M1.4M1.3M3.7M24.9M2.1M6.4M1.9M4.7M4.1M17.7M24.2M2.4M3.5M4.4M11.9M1.6M2.2M6.1M1.2M5.1M5.1M2.2MBoxing+11%Football (Flag)+23%Pickleball+41%Baseball+20%Gymnastics+1.7%Rugby+9.1%Volleyball+2.9%Racquetball-3.9%Basketball+8.0%Lacrosse+5.2%Soccer (Outdoor)-5.4%Volleyball (Sand)-5.4%Roller Hockey-6.9%7.5%SoftballCheerleading+8.6%Ultimate Frisbee-49%Tennis-1.2%Soccer (Indoor)+18%Figure 6. Entertainment venue golf is the fastest growing general sport, breathing new life into golf. National Trends in General Sports Source: Sports & Fitness Industry Association. Sports, Fitness & Recreational Activities Topline Participation Report 2020. Context / 43 The popularity of basketball, golf, and tennis can be attributed to the fact that they can be played with relatively few participants. Basketball’s success can also be attributed to its low barrier to entry. Limited equipment is needed to play basketball, and space requirements are minimal. This makes basketball the only traditional sport that can be played at the majority of American homes as a driveway pickup game. Even though golf has experienced a decrease in participation in the last five years, it still continues to benefit from its wide age segment appeal and is considered a life-long sport. The emergence of golf entertainment venues has presented a new alternative that has breathed life back into the game of golf, and participation has increased drastically (+85%) in the past five years— the fastest growing sport. Following that, pickleball (+41%), and flag football (+23%) have seen the fastest growth. Traditional sports baseball (+20%) and indoor soccer (+18%) have also experienced significant growth. Sports declining in participation the most rapidly include ultimate frisbee (-49%), squash (-23%), touch football (-22%), badminton (-15%), and tackle football (-14.6%). Basketball has one of the lowest barriers to entry, with little equipment required and minimal space needs. Crescent Park 44 / Fort Collins Parks and Recreation Master Plan National Trends in General Fitness Overall, fitness activities have experienced strong growth in recent years. Many of these activities have become popular due to an increased interest among Americans to improve their health and enhance quality of life by engaging in an active lifestyle. These activities also have very few barriers to entry, which provides a variety of options that are relatively inexpensive to participate in and can be performed by most individuals. The most popular general fitness activities nationally include fitness walking (111 million), treadmill (57 million), free weights (51 million), running and jogging (50 million), and stationary cycling (37 million). The activities growing most rapidly over the past five years are trail running (+46%), yoga (+21%), cross-training style workouts (+20%), and stationary group cycling (+18%). Over the same time frame, the only activities that have declined are traditional triathlons (-9.2%), running and jogging (-8.7%), free weights (-8.3%), and fitness walking (-1.0%).11.0M+46%Trail Running15.4M+16%Stair Climbing24.0M+12%Dance9.2M+8.7%Pilates33.0M+3.9%Elliptical111.4M-1.0%Fitness Walking13.5M+20%Cross Training6.0M+13%Martial Arts28.4M+11%Free Weights1.5M+4.3%Triathlon Off Road36M+0.9%Weight Resistant Machines51.5M-8.3%Free Weights30.5M+21%Yoga3.7M+15%Barre22.0M+12%Aerobics23.5M+5.0%Bodyweight Exercise5.2M+1.7%Boxing37.1M+3.9%Stationary Biking Upright9.9M+18%Stationary Cycling56.8M+13%Treadmill3.8M+10%Tai Chi7.0M+4.1%Cardio6.8M+0.8%Boot Camp Training49.5M-8.7%Running/Jogging2.0M-9.2%Triathlon Road5-Year Decrease/Increase in Participation Current Participation Figure 7. Though it has experienced some decline, participation in fitness walking dwarfs participation in other activities. National Trends in General Fitness Source: Sports & Fitness Industry Association. Sports, Fitness & Recreational Activities Topline Participation Report 2020. Context / 453.6M49.7M7.0M13.2M8.6M10.6M15.4M39.2M6.6M39.3M28.1M2.4M12.8M2.1M7.4M4.8M+55%+37%+20%+12%+7.2%+5.5%+5.4%+3.6%-0.8%-1.7%-2.3%-2.7%-9.5%-12%-21%Roller BladingClimbingFishing FreshwaterFishing SaltwaterAdventure RacingBicycling RoadBackpacking OvernightHikingArcheryCampingCamping RVFishing FlyBirdwatchingSkateboardingBicycling MountainBMXNational Trends in Outdoor/Adventure Recreation Trends show a contrast between growth and decline in participation in outdoor/adventure activities. Much like the general fitness activities, these activities encourage an active lifestyle, can be performed individually or within a group, and are not as limited by time constraints. Outdoor/adventure activities with the greatest participation are day hiking (50 million), road bicycling (39 million), freshwater fishing (39 million), camping within a quarter mile of a vehicle or home (28 million), and recreational vehicle camping (15 million). The greatest increases in participation over the last five years were seen in BMX bicycling (+55%), day hiking (+37%), fly fishing (+20%), salt water fishing (+12%), and mountain bicycling (+7.2%). Activities such as in-line roller skating (-21%), archery (-12%), and adventure racing (-9.5%) saw the greatest decreases in participation. 5-Year Decrease/Increase in Participation Current Participation Figure 8. Hiking has a large user base and has been growing. National Trends in Outdoor/Adventure Recreation Source: Sports & Fitness Industry Association. Sports, Fitness & Recreational Activities Topline Participation Report 2020.+0.4% 46 / Fort Collins Parks and Recreation Master Plan National Trends in Aquatics Swimming is considered a lifetime activity, which is most likely why it continues to have such strong participation. Swimming has the highest participation by far (28 million) among aquatic activities, largely due to its broad, multigenerational appeal. Participation in all aquatic activities has grown over the past five years. Aquatic exercise stands out for its large increase in participation (+23%), most likely due to ongoing research that demonstrates the activity’s great therapeutic benefit.28.2M11.2M2.9M+12%+23%+4.1%Swimming FitnessAquatic ExerciseSwimming CompetitiveFigure 9. All aquatic sports have grown in participation in the past five years. National Trends in Aquatics Swimming is considered a lifetime activity. EPIC swim lessons Source: Sports & Fitness Industry Association. Sports, Fitness & Recreational Activities Topline Participation Report 2020. Context / 473.6M11.4M2.6M3.0M2.7M3.4M3.4M1.4M9.0M2.7M7.7M5.1M2.7M3.2M+30%+29%+9.9%+8.9%-7.8%-8.9%-9.1%-10%-10%-14%-14%-120%-14%-20%Stand-Up PaddlingKayaking RecreationWhitewater KayakingSurfingSailingKayakingRaftingBoardsailingCanoeingScuba DivingSnorkelingJet SkiingWakeboardingWater SKiingNational Trends in Water Sports Recreational kayaking (11 million), canoeing (8.9 million), and snorkeling (7.7 million) are the most popular water sports based on total participation. Participation levels in water activities tend to vary by region, season, and environmental factors. A region with more water access and a warmer climate is more likely to have a higher participation in water activities than a region with a long winter or limited water access. Therefore, fluctuations in participation may be the result of environmental factors. Over the last five years, stand-up paddling (+30%) and recreational kayaking (+29%) were the fastest growing water activities, followed by white water kayaking (9.9%) and surfing (8.9%). Over the same period, water skiing (-20%), jet skiing (-20%), scuba diving (-14%), wake boarding (-13%), and snorkeling (-13%) all saw declines. 5-Year Decrease/Increase in Participation Current Participation Figure 10. Kayaking and paddle boarding lead growth in water sports. National Trends in Water Sports Source: Sports & Fitness Industry Association. Sports, Fitness & Recreational Activities Topline Participation Report 2020. 48 / Fort Collins Parks and Recreation Master Plan National Average: 100 Local Sport and Market Potential The Market Potential Index (MPI) measures the relative likelihood that an adult resident of Fort Collins will participate in an activity compared to the U.S. National average, indicating probable demand for that activity. Comparisons are made in categories: general sports, fitness, and outdoor activity. Fort Collins demonstrates above average market potential index (MPI) numbers in all three categories. These MPI scores show that Fort Collins has very strong participation rates when it comes to recreational activities. This important for the City to consider when building new facilities or starting up new programs.GENERAL SPORTSFITNESSOUTDOOR ACTIVITIESBaseball 127 Pilates 144 Soccer 140 Archery 127 Frisbee/Disc Golf 157 Weight Lifting 134 Volleyball 151 Road Biking 141 Hiking 119 Basketball 143 Swimming 124 Softball 114 Backpacking 165 Canoeing/Kayaking 125 Golf 131 Yoga 127 Aerobics 127 Birdwatching 110 Horseback Riding 126 Football 159 Walking for Exercise 107 Tennis 164 Mountain Biking 156 Freshwater Fishing 135 Ping Pong 153 Zumba 128 Jogging/Running 146 Boating (Power)115 Target Shooting 102 Figure 11. Fort Collins has high market potential across all categories. Market Potential Index for Participation Source: ESRI Context / 49 Residents were asked about emerging trends in parks and recreation during open houses at Preston Middle School (top) and The Lincoln Center (bottom). Open House Trends Results Future Trends During public open houses, participants identified other emerging trends and innovative ideas that the City will continue to monitor in an effort to ensure that facilities and programs continue to respond to changing user needs. (See p. 226) PARKS AND RECREATION TODAY 52 / Fort Collins Parks and Recreation Master Plan PUBLIC SPACE NETWORK While this plan focuses specifically on parks and recreation, parks and recreation do not exist in isolation. They are part of a comprehensive public space network that contributes to the identity of Fort Collins. This public space network includes: • Parks • Recreation Facilities • Natural Areas • Hard and Soft Surface Trails • School Facilities • Cultural Facilities • Streetscapes • Stormwater Together, the city's 48 parks and 58 natural areas total approximately 15,000 acres of public space, stitched together by 125 miles of hard and soft surface trails. Parks and recreation facilities are primarily for the enjoyment of people. Parks vary greatly in size and character and provide residents an opportunity to recreate and relax outdoors. Recreation facilities include buildings, such as community centers, and other built facilities, like pools, that provide opportunities for people to relax, compete, learn, and socialize both indoors and out. Natural areas make up most of the land area of the public space network. While residents are welcome to explore parts of natural areas on soft surface trails, natural areas are primarily for the preservation of land and habitat. They protect the city's waterways and serve as development buffers between Fort Collins and surrounding communities. Some natural areas are located outside the city, including Soapstone Prairie on the Wyoming border. The trail system in Fort Collins connects these spaces together. Many trails follow natural features, such as the Spring Creek Trail, which winds its way along Spring Creek through the city. Other trails offer more natural experiences out away from urban centers. The Poudre School District and the Thompson School District also make up a piece of the overall public space network. Although they are currently not always open to the public, school facilities include playgrounds, fields, tracks, and gyms that present an opportunity for greater recreational access through partnership with the City. Cultural facilities are part of the public space network both because many, such as the Museum of Discovery and Gardens on Spring Creek, are located within or adjacent to parks and because, like the Gardens on Spring Creek, they are thematically related to natural systems. Tree-lined streets, enhanced medians, and colorful flowers make streetscapes part of the beauty and function of public spaces.Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d City Limits Growth Management Area Parks Recreation Facilities Soft Surface Trails Paved, Multi-Use Trails County-Owned Open Spaces National Forest Land City-Owned Natural Areas State Park Land School Properties Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d 54 / Fort Collins Parks and Recreation Master Plan 1873 – 1962 1963 – 1973 1974 – 1987 EVOLUTION OF THE PUBLIC SPACE NETWORK The legacy of public spaces in Fort Collins goes back to the city's founding in 1873, with Library Park and Washington Park. As the city steadily grew, so did acquisition of parks, recreation facilities, trails, and natural areas. The earliest parks were built along the city's natural systems. Spring Creek and the Poudre River became the focus of a network of public spaces. In 1974, the city's Open Space Plan was completed, marking the beginning of the trail system. In 1992, the public space network saw a dramatic change after a citizen-initiated sales tax to fund natural areas passed. Up until this time, outdoor recreational space was managed solely by the Parks Department. When the Natural Area Program was established, a large portion of park land became natural areas. While parks continued to steadily grow, after 1992 natural areas saw a rapid increase in land acquisition due to its dedicated funding. 1,655 acres 414 acres312 acres 1873 City of Fort Collins established 1963 First Parks and Recreation Plan 1974 Open Space Plan, Trail System Planned 1937 Recreation Commission formed Figure 12. Acquisition of natural areas grew dramatically after a dedicated sales tax was approved by voters in 1992. Timeline of City-owned public space growth 1873–2020 Parks and Recreation Today / 55 1988 – 1995 1996 – 2007 2008 – 2020 Natural Areas Parks 36,640 acres 30,886 acres 3,574 acres 931 acres876 acres1,918 acres 561 acres Recreation Facilities 1996 Parks and Recreation Plan 1992 Natural Areas Program Established 2013 Paved Recreation Trail Master Plan 2020 Parks and Recreation Master Plan 2008 Parks and Recreation Plan 2014 Natural Areas Master Plan 1988 Parks and Recreation Plan 56 / Fort Collins Parks and Recreation Master Plan Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d PARKS Parks are designed primarily to support outdoor active and passive recreation opportunities in Fort Collins. Some, like Spring Canyon Community Park, are over 100 acres and can accommodate a multitude of activities. Others, like Alta Vista Park, are barely an acre but provide spaces for nearby residents to spend time outside. There are several classifications of parks, which include community parks, schoolside parks, neighborhood parks, urban parks, plazas, mini parks, and special use parks. More on park classifications can be found in the Classifications section. Management Responsibilities Parks Department maintenance and scheduling Recreation Department programing Park Planning and Development Department purchasing land and water, design, and construction of new parks At a Glance Count 54 parks Total Size 931 acres City Limits Growth Management Area Parks Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d 58 / Fort Collins Parks and Recreation Master Plan Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d RECREATION FACILITIES Recreation facilities in Fort Collins provide spaces for residents' indoor and specialized recreation needs. They include spaces for fitness and exercise, gymnasiums, pools, courts, ice rinks, and more. Recreation facilities include community centers, neighborhood centers, indoor/outdoor sport complexes, court/field clusters, and special use facilities. More on recreation facility classifications can be found in the Classifications section. Management Responsibilities Recreation Department management, scheduling, and programming Operation Services Department construction and maintenance of buildings and facilities At a Glance Count 10 recreation facilities Annual Recreation Participant 1.3 million Key Recreation Facilities Northside Aztlan Community Center Northside Aztlan is the largest recreation center in the city. Located in Old Fort Collins Heritage Park, it offers a number of indoor amenities and programs and is easily accessible from downtown. Fort Collins Senior Center The Fort Collins Senior Center is a National Institute of Senior Centers (NISC) accredited center located in Rolland Moore Community Park. The Senior Center offers a wide range of programs, including travel, outdoor adventure, special events, fitness, and art, to all adults 18 years of age and older. Foothills Activity Center The Foothills Activity Center is located inside the Foothills Mall and features a gymnasium, workout rooms, and smaller classrooms. Edora Pool Ice Center (EPIC) EPIC is the city’s ice facility, as well as an aquatics center, home to related skating and aquatics programs. EPIC receives over one million visits per year and is home to the CSU hockey and water polo teams as well as the Fort Collins Area Swim Team (FAST) and Fort Collins Figure Skating Club. City Limits Growth Management Area Recreation Facilities Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d SENIOR CENTER NORTHSIDE AZTLAN EPIC FOOTHILLS ACTIVITY CENTER 60 / Fort Collins Parks and Recreation Master Plan Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d TRAILS There are two systems of trails in the Fort Collins public space network: paved, multi-use trails and soft surface trails. Paved, multi-use trails serve as major recreation and transportation routes across Fort Collins. They are used for walking, running, cycling, inline skating, skateboarding, and other uses by people of all ages and skill levels. Grade separated crossings help make the system a more user friendly and connected experience across the city. Soft surface trails allow for a more rugged hiking experience inside and outside the city. They are often located around natural features and provide a low impact way for residents to access natural areas. Supplementing trails, Fort Collins' on-street bicycle infrastructure, particularly the low-stress bicycle network, connects people from their homes to the public space network. Fort Collins is rated a Platinum Bike Community by the League of American Bicyclists. Management Responsibilities Parks Department maintenance of paved, multi-use trails, maintenance of soft surface trails within parks Natural Areas Department design, construction, and maintenance of soft surface trails within natural areas Park Planning and Development Department acquisition, design, and construction of major paved, multi-use trails At a Glance Length 44 miles of paved, multi-use trails 181 miles of soft surface trails Soft Surface Trails Paved, Multi-Use Trails City Limits Growth Management Area Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d 62 / Fort Collins Parks and Recreation Master Plan Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d NATURAL AREAS Natural areas in Fort Collins exist primarily to preserve land, natural features, and habitat for wildlife. Low-impact, passive recreation is allowed in most natural areas, with opportunities to enjoy nature on soft surface trails. Some of the largest contiguous natural areas are located around the edges of the city, where they serve as development buffers between Fort Collins and surrounding communities. County-owned open spaces and reservoirs, particularly to the south and west of Fort Collins supplement the city's natural areas. Management Responsibilities Natural Areas Department acquisition, development, maintenance, and programming of City- owned natural areas Larimer County Natural Resources Department acquisition, development, maintenance, and programming of County-owned open spaces and reservoirs Colorado Parks & Wildlife acquisition, development, maintenance, and programming of State Parks United States Forest Service acquisition, development, maintenance, and programming of Federally-owned open spaces and reservoirs Park Planning and Development development of paved trails in natural areas At a Glance Count 52 City-owned natural areas 32 County-owned open spaces Total Size 36,640 acres City-owned natural areas (includes natural areas outside GMA) National Forest Land State Park Land County-Owned Natural Areas City-Owned Natural Areas City Limits Growth Management Area Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d 64 / Fort Collins Parks and Recreation Master Plan Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d SCHOOL FACILITIES School facilities have numerous recreational amenities, including playgrounds, fields, tracks, and gyms, that some residents use on a daily basis. Though these facilities are not always open and available for the public to use, they could be through partnerships with the Poudre and Thompson School Districts and Colorado State University. Such partnerships would greatly increase the City’s ability to close gaps in access to recreational amenities. Management Responsibilities Poudre and Thompson School Districts acquisition, development, maintenance, and programming on district-owned properties Colorado State University acquisition, development, maintenance, and programming on university-owned properties Parks Department grounds maintenance in some specific locations (e.g., Beattie Park) At a Glance Count 54 school properties Total Size 2,911 acres School District Boundary School Properties City Limits Growth Management Area Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d THOMPSON SCHOOL DISTRICT POUDRE SCHOOL DISTRICT CSU 66 / Fort Collins Parks and Recreation Master Plan Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d Cultural Facilities CULTURAL FACILITIES Cultural facilities are part of the public space network both because many, such as the Museum of Discovery, are located within or adjacent to parks and because, like the Gardens on Spring Creek, they are thematically related to natural systems. Management Responsibilities Cultural Services Department acquisition, development, and programming Recreation Department limited programming Parks Department grounds maintenance Operation Services Department construction and maintenance of buildings and facilities At a Glance Count 4 cultural facilities Key Cultural Facilities Carnegie Center for Creativity Located in Library Park, the historic Carnegie building is home to an art gallery, classroom, and meeting spaces that are available to rent for exhibitions, performances, and cultural programs. Fort Collins Museum of Discovery The Fort Collins Museum of Discovery, in Lee Martinez Community Park, is an interactive and immersive museum, dedicated to creating meaningful opportunities to learn, reflect, and have fun with science, history, and culture. The Gardens on Spring Creek The Gardens on Spring Creek is a botanic oasis situated in the heart of Fort Collins. Offering twelve acres of curated gardens and the first ever Butterfly House in northern Colorado, the Gardens on Spring Creek is an extraordinary place for all ages to connect with nature. The Lincoln Center The Lincoln Center is Northern Colorado’s premier venue for special events and the performing and visual arts, offering Broadway shows, concerts, comedy, dance, and nationally recognized exhibitions. City Limits Growth Management Area Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d GARDENS ON SPRING CREEK CARNEGIE CENTER FOR CREATIVITY FORT COLLINS MUSEUM OF DISCOVERY LINCOLN CENTER 68 / Fort Collins Parks and Recreation Master Plan Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d STREETSCAPES Tree-lined streets, enhanced medians, and colorful flowers make streetscapes part of the beauty and function of public spaces. Management Responsibilities Engineering Department design and construction of streets and streetscapes Parks Department maintenance of enhanced streetscapes and street trees At a Glance Count 11 green streets 57,340 public trees City Limits Growth Management Area Green Streets Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d 70 / Fort Collins Parks and Recreation Master Plan Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d STORMWATER Fort Collins stormwater system carries stormwater through ditches to detention basins throughout the city. They are often located near parks and consist of more natural plantings and habitat. Management Responsibilities Stormwater Department design and construction of all basins, maintains irrigation ditches, stormwater master planning At a Glance Count 893 detention basins 220 miles of irrigation ditches City Limits Growth Management Area Stormwater Ditches Detention Ponds Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d 72 / Fort Collins Parks and Recreation Master Plan SUMMARY OF PUBLIC SPACES MANAGEMENT RESPONSIBILITIES Detailed on the preceding pages, responsibility for management of public spaces in Fort Collins is split across many City departments. Many of these departments are located within the Community Services service area, however, many buildings and facilities within the public spaces network are built and maintained centrally by the Operation Services Department. Acquisition Development Maintenance Programming Scheduling PARKS RECREATION PARK PLANNING AND DEVELOPMENT NATURAL AREAS CULTURAL SERVICES OPERATION SERVICES SCHOOL DISTRICTS ENGINEERING STORMWATER Parks Recreation Facilities Natural Areas Trails Schools Cultural Facilities Streetscapes Stormwater Figure 13. The Parks Department maintains much of the city's public spaces. Department Responsibilities Maintenance crews keep parks looking and functioning optimally. Parks and Recreation Today / 73 PARKSRECREATIONPARK PLANNING AND DEVELOPMENT NATURAL AREAS CULTURAL SERVICES OPERATION SERVICES SCHOOL DISTRICTS ENGINEERING STORMWATER Parks Recreation Facilities Natural Areas Trails Schools Cultural Facilities Streetscapes Stormwater 74 / Fort Collins Parks and Recreation Master Plan Parks and Recreation Today / 75 PROGRAMS The Fort Collins Recreation Department provides and facilitates hundreds of programs and services to residents each year. Planning, implementing, conducting, and evaluating a diverse array of recreation programs and special community-wide events, and the operation of multiple facilities happens year round. Residents have hundreds of City-provided offerings in athletics, classes, summer camps, aquatics, teen activities, and therapeutic recreation available to them. Partnerships with other organizations expand offerings even further. Residents of all ages can interact with farm animals and go on hayrides and pony rides at the Farm. The Farm at Lee Martinez Community Park 76 / Fort Collins Parks and Recreation Master Plan CORE PROGRAM AREAS Fort Collins strives to provide access to outstanding programs, services, and community amenities. To accomplish this involves identifying core program areas that can provide focus on activities and outcomes of greatest importance to the community as informed by current and future needs. Public recreation is often challenged by trying to be all things to all people. Identifying core program areas assists staff, policy makers, and the public to focus on what is most important. Core program areas are those that: • have been offered for a long period of time (over 4 years) • consume a relatively large portion (5% or more) of the overall budget • are offered 3-4 seasons per year • have wide demographic appeal • have a tiered level of skill development available • have dedicated full-time staff • have specialized facilities • represent a significant share (20% or more) of the local market The City offers programs and services in ten core program areas. Residents can join teams in a variety of competitive sports. Softball Team Parks and Recreation Today / 77 Advanced, Competitive, and Private Level Activities Classes, clinics, workshops, and other structured recreation activities in which pre-registration is required and the primary intent is to perfect a specific skill set. Examples: clinics, skill-based camps, advanced youth and adult classes, freeze basketball, higher levels of freestyle skating, synchronized skating, adult sports tournaments, national or international travel trips, private or semi-private swim or skate lessons, and personal training. Intermediate Level Activities Classes, clinics, workshops, and other structured recreation activities in which pre-registration is required and the primary intent is to enhance a specific skill set. Examples: basic 3 through basic 8 ice skating, level 3 through level 5 swim classes, youth and adult sport leagues, cheerleading, regular tennis lessons, intermediate adult and youth classes, general fitness and dance classes, general education classes, day camps (EPIC Adventure, Farm camps), trips or travel outside of Fort Collins, historic cafe (lunch and learn), and freestyle skating levels. Beginner / Introductory Level Activities Classes, clinics, workshops, and other structured recreation activities in which pre-registration is required and the primary intent is to acquire basic fundamental skills. Examples: tot skate through basic 2 classes, guppy through level 2, early learning classes, beginner or introductory adult and youth classes, Sporties for Shorties, SNAG golf, and Northern Colorado trips or travel. Community Events Large-scale events that are planned for the entire community on an annual basis. Events may be designed for any or all ages, abilities, skills, or interests and are highly intensive. Examples: 4th of July parade, Kites in the Park, and art shows. Drop-In Monitored Access (Non-Instructional) Activities which do not require registration, are non-instructed, and include staff or volunteer supervision or oversight. Examples: public swim, lounge or facility drop-in, open gym, open swim, public skate, and open basketball. 78 / Fort Collins Parks and Recreation Master Plan Facility and Equipment Rentals Rental of space or equipment by individuals, businesses, or groups. Examples of facility rentals: meeting/community rooms, presentation rooms, gymnasiums, pools, and ice rinks, picnic pavilions. Examples of equipment rentals: tables, chairs, audio and visual presentation equipment, podiums, table services, ice skates, boats and water craft, lockers, door-to-door services. Food and Beverage The availability of consumable goods for purchase at snack bars, vending, and alcohol services. Inclusion Reasonable accommodation to any Recreation Department activity or facility providing leisure opportunities to people with physical or cognitive disabilities or who are economically diverse. Inclusion services are intended to comply with the Americans with Disabilities Act. Merchandise for Resale The availability of non-consumable goods for purchase at various facilities. Examples: pro-shop items such as swim googles and swim diapers. Special Events Annual events planned for a portion of the community serving a special interest. Events may be designed for any or all ages, abilities, skills, or interests. Examples: Father's Day 5k, Amazing Race, Hogwarts Halloween, Tribute Series, and Holiday Market. ENSURING THE RIGHT CORE PROGRAM MIX The core program areas provided by Fort Collins appear to meet some of the major needs of the community, but the program mix must be evaluated on a recurring basis to ensure that offerings within each core program area—and the core program areas themselves—align with changing leisure and recreation trends, demographics, and residents' needs. The National Recreation and Park Association (NRPA) recommends that six determinants be used to inform what programs and services are provided. Hogwarts Halloween is a special event that draws residents of all ages. Hogwarts Halloween at Northside Aztlan Community Center Parks and Recreation Today / 79 Conceptual Foundations of Play, Recreation, and Leisure Programs and services should encourage and promote a degree of freedom, choice, and voluntary engagement in their structure and design. Programs should reflect positive themes aimed at improving quality of life for both individuals and the overall community. Organizational Philosophy, Mission, and Vision Programs and services should support a Department’s mission and vision, values, goals, and objectives. These generally center on promoting personal health, community well-being, social equality, environmental awareness, and economic vitality. Constituent Interests and Desired Needs Departments should actively seek to understand the recreational needs and interests of their constituency. This not only ensures an effective (and ethical) use of taxpayer dollars, but also helps to make sure that programs perform well and are valued by residents. Creation of a Constituent-Centered Culture Programs and services reflect a culture where constituents’ needs are the prime factor in creating and providing programs. This should be reflected not only in program design, but in terms of staff behaviors, architecture, furniture, technology, dress, forms of address, decision-making style, planning processes, and forms of communication. Experiences Desirable for Clientele Programs and services should be designed to provide the experiences desirable to meet the needs of the participants/clients in a community and identified target markets. This involves not only identifying and understanding the diversity of needs in a community, but also applying recreation programming expertise and skills to design, implement, and evaluate a variety of desirable experiences for residents to meet those needs. Community Opportunities When planning programs and services, a department should consider the network of opportunities afforded by other organizations such as nonprofits, schools, other public agencies, and the private sector. Departments should also recognize where gaps in service provision occur and consider how unmet needs can be addressed. 80 / Fort Collins Parks and Recreation Master Plan AGE SEGMENTS SERVED The City balances programs for each age segment in line with best practices by targeting each age segment as a primary market in three or more core program areas. An age segment analysis should be conducted every year to note changes or to refine age categories. Given the growth in residents ages 55 and over and commensurate demand for services that serve this segment of the population, it is appropriate to further segment this group into those 55–64, those 65–74, and those 75 and older. People in these age brackets will have increasingly different needs and expectations for programs and services in the coming years, and program planning will be needed to provide differing requirements. Ideally, each program should be analyzed by the age segments it serves. Program coordinators or managers should include this information when creating or updating program plans for individual programs. An age segment analysis can also be incorporated into mini business plans for comprehensive program planning. CORE PROGRAM AREA PRESCHOOL (5 AND UNDER)ELEMENTARY (6–12)TEENS (13–17)YOUNG ADULT (18–34)ADULT (35–54)ACTIVE ADULT (55–64)SENIOR (65+) Advanced, Competitive, and Private Level Activities Beginner/Introductory Level Activities Community Events Drop-In Monitored Access Non-Instructional) Facility and Equipment Rentals Food and Beverage Inclusion Intermediate Level Activities Merchandise for Resale Special Events Parks and Recreation Today / 81 CORE PROGRAM AREAPRESCHOOL (5 AND UNDER)ELEMENTARY (6–12)TEENS (13–17)YOUNG ADULT (18–34)ADULT (35–54)ACTIVE ADULT (55–64)SENIOR (65+) Advanced, Competitive, and Private Level Activities Beginner/Introductory Level Activities Community Events Drop-In Monitored Access Non-Instructional) Facility and Equipment Rentals Food and Beverage Inclusion Intermediate Level Activities Merchandise for Resale Special Events Primary Market Secondary Market Each age segment is a primary market for at least three core program areas. Market by Age Segement and Core Program Area 82 / Fort Collins Parks and Recreation Master Plan Parks and Recreation Today / 83 FINANCIAL SNAPSHOT In many cities, parks and recreation departments are considered “spend” departments, given the task-driven services that they provide. However, there are several financial variables that impact these departments' efficiency and effectiveness. The following financial snapshot is based on the FY 2020 adopted budget for the Parks, Recreation, and Park Planning and Development departments in Fort Collins. The Long View Trail connects Fort Collins to Loveland. Long View Trail 84 / Fort Collins Parks and Recreation Master Plan PARKS DEPARTMENT The Parks Department's annual allocated funding for park maintenance is $12 .3 million, 96% of which comes from the City's general fund and from the Keep Fort Collins Great sales tax. Many cities have combined park and recreation departments. Among cities with similar population densities to Fort Collins, 44% of the median annual operating budget is dedicated to the management and maintenance of developed parks. In Fort Collins, the Parks Department maintenance budget is 56% of the combined Park and Recreation Department budgets. However, considering best practice unit costs for maintenance of park facilities in the region, the Parks Department is currently underfunded by approximately $958,000. The Parks Department is underfunded by about $958,000 compared to best practices. Parks Cost of Service Analysis PARK TYPE INVENTORY UNIT INVENTORY TOTAL FUNDING CURRENT UNIT COST BEST PRACTICE UNIT COST ADDITIONAL FUNDING NEEDED TO MEET BEST PRACTICE Mini Parks Acre 14 $220,629 $15,759 $16,000 $3,371 Neighborhood Parks Acre 384 $3,193,549 $8,317 $9,000 $262,451 Community Parks Acre 573 $4,390,457 $7,662 $8,000 $193,543 Paved Trails Linear Mile 44 $402,348 $9,144 $12,000 $125,652 Rights of Way/ Medians Sq. ft.3,525,655 $1,015,919 $0.29 $0.30 $41,777 Special Use Areas (Downtown) Acre 14 $2,231,035 $159,360 $159,360 $- Undeveloped Parks Acre 69 $18,386 $266 $300 $2,314 City Facility grounds Acre 133 $275,786 $2,074 $2,074 $- Ranger Program 3 of Rangers 3 $270,440 $90,147 $200,00 $329,560 Events /working with other departments # of Events 12 $286,432 $23,869 $23,896 $- Total $12,305,982 $958,688 Parks and Recreation Today / 85 Park maintenance keeps parks beautiful and safe. Twin Silo Community Park PARK PLANNING AND DEVELOPMENT DEPARTMENT The goal of the Park Planning and Development Department is to collaborate with the community to plan, design, and build the city's system. Only 3% of parks and recreation agencies nationally have a dedicated park planning and development department, reflecting the importance of parks in Fort Collins. The Department is fiscally sustainable for the next 20 years as its $4.7 million operating budget is primarily funded through neighborhood and community park capital improvement expansion fees. 86 / Fort Collins Parks and Recreation Master Plan RECREATION DEPARTMENT The Recreation Department’s annual budget for recreation programs and services is about $11 .3 million, more than half of which (55%) is offset by revenue generated by the Department, also known as cost recovery. Among cities with similar population densities to Fort Collins, the median cost recovery rate is 27%. This translates into a larger per capita cost recovery for Fort Collins of $40 compared to the median of $26 in cities of similar densities. Many cities have combined park and recreation departments. Among cities with similar population densities to Fort Collins, 56% of the median annual operating budget is dedicated to recreation programs, services, and facilities. In Fort Collins, the Recreation Department budget is 44% of the combined Park and Recreation Department budgets. Parks and Recreation Today / 87 The Recreation Department's rate of cost recovery, at 55%, is double that of similarly dense cities. Recreation Cost of Service Analysis PROGRAMS PARTICIPATION/VISITATION TOTAL REVENUE DIRECT PROGRAM EXPENDITURES INDIRECT/ ADMIN/ OVERHEAD EXPENDITURES TOTAL REVENUES OVER/ UNDER TOTAL TAX SUPPORT PER PARTICIPANT/VISITOR CURRENT COST RECOVERY Aquatics All Programs 308,634 $989,514 $713,235 $1,253,711 ($977,432)($3.17)50.3% Ice All Programs 146,390 $1,210,314 $519,607 $1,533,464 ($842,757)($5.76)59.0% Youth Enrichment Programs All Programs 108,134 $1,000,659 $645,697 $1,267,832 ($912,870)($8.44)52.3% Adult Enrichment Programs All Programs 39,581 $527,165 $489,866 $667,916 ($630,617)($15.93)45.5% Arts, Crafts, Pottery - Youth and Adult All Programs 20,533 $212,896 $143,182 $269,739 ($200,025)($9.74)51.6% Adaptive Recreational Opportunities All Programs 15,299 $53,738 $67,125 $68,086 ($81,473)($5.33)39.7% Fitness Programs All Programs 360,774 $481,620 $298,042 $610,211 ($426,633)($1.18)53.0% Sports All Programs 168,708 $825,784 $499,183 $1,046,266 ($719,665)($4.27)53.4% Special Events All Programs NA $19,750 $7,300 $25,023 ($12,573)NA 61.1% Room Rentals All Rentals NA $259,347 $116,864 $328,592 ($186,109)NA 58.2% Other General Daily Drop- In NA $566,649 $717,942 ($151,293)NA 78.9% Totals All Programs 1,168,053 $6,147,436 $3,500,101 $7,788,781 ($5,141,446)NA 54.5% SUMMARY OF ENGAGEMENT 90 / Fort Collins Parks and Recreation Master Plan Summary of Engagement / 91 ENGAGEMENT The process of developing this Parks and Recreation Master Plan included a number of opportunities for residents, advocates, and elected leaders to weigh in and provide input. The goal of these touch points was to gain a thorough understanding of park and recreation wants and needs. This knowledge was critical to creating a plan that will effectively serve the community for the next decade or more. Residents were asked to allocate funds for different improvements at engagement events. Visit Fort Collins Pop-Up 92 / Fort Collins Parks and Recreation Master Plan PUBLIC ENGAGEMENT Open Houses In February of 2020, two open houses were held, at the Lincoln Center and at Preston Middle School. At the open houses, a series of boards were set up for participants to explore at their own pace. Informational boards provided maps and statistics about the parks and recreation system and the planning process. Input boards provided participants opportunity to weigh in by voting for their preferred choices or by writing in their own ideas. City staff and consultants were available to provide clarifications, answer questions, and discuss issues. Over 150 participants attended the two open houses. Pop-Up Engagement Around the same time as the open houses, the planning team popped up at the Foothills Mall, Visit Fort Collins, and the Old Town Library, These events were smaller versions of the open houses and consisted of six different boards that shared information and collected feedback from the public. The goal of these smaller events was to catch people in the course of their normal activities who may not have known about or who may have been unable to attend the open houses. Sixty-five people participated in the pop-up events. OurCity Throughout the planning process, Fort Collins’ web-based engagement platform, OurCity, provided a location to learn about the process, to provide input, and to review draft documents. How important are quality parks, paved trails, recreation facilities, and programs to the identity of Fort Collins? Very Important: 85% Minimally Important: 2% Somewhat Important: 12% Not Important: 1% 97% SOMEWHAT OR VERY IMPORTANT Impact of COVID-19 The COVID-19 pandemic changed the approach to engagement initially envisioned for this plan. The series of open houses, pop-up events, and interviews conducted early in the process allowed for face-to-face engagement with Fort Collins residents. While additional face-to-face engagement was not possible during the pandemic, greater use of digital engagement tools, including web-based meetings and the OurCity website allowed for engagement throughout the process. Residents have a lot to love about the parks and recreation system! Lincoln Center Open House Summary of Engagement / 93 Master Plan Adoption OurCity Website ENGAGEMENT TIMELINE NEW PARKS & RECREATION MASTER PLANProject Initiation Stakeholder Interviews Stakeholder Interviews Advance Review Committee Advance Review Committee Advance Review Committee CIP Workshop City Council Work Session City Council Work Session City Council Work Session City Council Work Session Super Issue Meeting Pop Ups Fall 2019 Winter 2020 Summer 2020 Fall 2020 Winter 2021 Open HousesStatistically Valid Survey Both open houses were well attended with enthusiastic participation from residents. Preston Middle School Open House 94 / Fort Collins Parks and Recreation Master Plan PAVED TRAILS 65% 58% 53%NATURAL AREAS HIKING TRAILS POOL 39% 39% 28%TRACK EXERCISE/FITNESS INDOOR AMENITIES OUTDOOR AMENITIES NATURE 44% 33% 31%FITNESS/WELLNESS SENIORS TYPES OF PROGRAMS PARTICIPATING STAKEHOLDER GROUPS • Bicycle Colorado • Bike Fort Collins • CSU • Cycles for Youth • Downtown Business Association • Downtown Development Authority • Fort Collins Areas Swim Team • Fort Collins Baseball Club • Fort Collins Pickleball Club • Fort Collins Running Club • Fort Collins Ultimate Frisbee • Fort Collins Womens Hockey • Larimer County Dept of the Built Environment • Lewis Tennis School • Liberty Common Charter School • Northern Colorado Disc Golf • Overland Mountain Bike Association • Poudre School District • Rocky Mountain Adventures • Tennis Association • Triple Crown Sports • Twin Silo BMX • University Bike Advisory Committee • Visit Fort Collins • Your Group Ride Stakeholder Interviews Small group interviews of stakeholders provided an opportunity to hear from advocacy organizations and user group about the way they use parks and recreation in Fort Collins and the needs they and their organizations have for parks and recreation moving forward. All of the organizations listed at right participated in these interviews. Statistically Valid Survey In addition to in-person and online engagement, a statistically valid survey was conducted in the winter of 2019 by mail, phone, and web to measure residents’ needs across Fort Collins. The goal was to receive at least 500 completed surveys. The goal was exceeded with a total of 511 completed surveys. The demographic makeup of the survey sample reflects the demographic makeup of the city as a whole. With this sample size, the results of the survey have a precision of at least ±4.33% at the 95% level of confidence. Results from the survey and other engagement forums influenced the plan’s recommendations and are interspersed in the goals and actions section. Selected additional results of the survey can be found in Appendix page 338. Figure 14. Trails and nature programs rated as some of the highest amenities. Top amenities by percentage of respondents who selected the items as one of their top four choices Summary of Engagement / 95 CITY COUNCIL ENGAGEMENT At milestones in the process, City Council was briefed on plan progress at work sessions and subcommittee meetings. The work sessions were broadcast on FCTV and recorded for on-demand streaming. Work Sessions The first work session was held on October 22, 2019 with the purpose of introducing the plan and gaining feedback on plan outcomes and outreach strategies. On June 9, 2020, City Council was presented with an overview of the plan, a brief history of the public space system, access standards, system imageability, an overview of engagement, and drafts of the plan’s vision statement, goals, and policy framework. On August 25, 2020, City Council was presented with proposed park and recreation facility classifications, park and facility design guidelines, levels of service, and policy framework highlights. A draft plan was presented to City Council on October 27, 2020. Finance Committee Meetings The consultant team also presented to the Council Finance Committee on September 21, 2020 to get input on funding strategies for parks and recreation. City Council work sessions were used to brief councilmembers on master plan progress. Work Session 8/25/2020 The demographic makeup of the statistically valid survey’s respondents closely match the that of the city. Demographic Makeup of Statistically Valid Survey Respondents and City Residents Black: 2% Asian: 3%Native American: 2% Other: 1% Survey Breakdown White: 91% Other: 3.5%Asian: 3.4% Black: 1.6% Native American: 0.9% City Breakdown White: 88.9% GUIDELINES FOR PARKS AND FACILITIES 98 / Fort Collins Parks and Recreation Master Plan Guidelines for Parks and Facilities / 99 CAPITAL AND PROGRAM LIFE CYCLES Capital facilities, including parks and recreation facilities, go through various phases of a life cycle. New facilities are planned, built, and operated. Recreation programs go through a similar life cycle. New programs are introduced, become mature, and may eventually be retired. Periodically, facilities and programs must be evaluated to ensure that they are still serving their intended purpose. If they are not, improvements may be needed. Newer playgrounds like that at Crescent Park raise the standard across the city. Crescent Park 100 / Fort Collins Parks and Recreation Master Plan CAPITAL FACILITY PHASES Acquire & Master Plan The City acquires and assembles the land, identifies a raw water irrigation source (when available), and prepares a master plan that sets site-specific goals, outlines intended site usage and amenities, and includes a preliminary site layout. The master planning process typically includes community engagement. Design Following a current site master plan, the City develops construction drawings for needed onsite and offsite improvements. These improvements may include raw water delivery systems, utility infrastructure improvements, and stormwater enhancements, in addition to development of park amenities, plantings, and structures. Build The City secures a contractor or contractors needed to build the park through a traditional bid process or through alternative project delivery methods such as CMGC (Construction Manager General Contractor). The City works with the contractor throughout the construction process to complete the project. Operate The City operates the park or facility with staff to support residents' ongoing use. Evaluate Periodically, the City evaluates whether a park or facility is still serving its intended purpose. If not, improvements may be needed. The criteria listed at right are used to evaluate the park or facility. CAPITAL FACILITY ACTIONS New Park/Facility New parks or facilities may be needed to address overall level of service needs, as described in the Level of Service section of this plan (See p. 161). Maintain The park or facility is maintained to keep it in a good state of repair. Life Cycle Replacement A particular amenity, or a few amenities, have reached the end of their usable life, where they can no longer effectively be maintained, and are replaced in kind—though potentially with updated versions of like amenities. Evaluation Criteria Community Needs Are the community's needs being met? This can be answered by using city-wide engagement feedback gathered through this plan (See p. 91) or through additional engagement. Usage How well is the site being used? This can be answered by observing and counting the number of users over a period of time. Underuse and overuse can be an issue. Condition of Existing Amenities What is the condition of existing amenities? This can be answered through site inspection, observing whether amenities are in good condition or need to be replaced. Design and Function Is the overall design still relevant, and does it enhance the user experience? Does the park or facility and its systems still function as designed? This can be answered using the design guidelines in this plan (See p. 105) and through a maintenance and repair audit. Guidelines for Parks and Facilities / 101 ACQUIRE & MASTER PLAN MAJOR REFRESH MINOR REFRESH LIFE CYCLE REPLACEMENT MAINTAIN Usage Condition of Existing Amenities Design and Function Community Needs well used good still relevantbeing met well used a few need to be replaced still relevantbeing met underused a few need to be replaced need tweaks some unmet, space available underused or overused many need to be replaced need to be rethought many unmet, space available underused poor not relevantmet elsewhere DIVEST DESIGN BUILD OPERATE EVALUATE NEW PARK/FACILITY Minor Refresh The current site master plan is still valid, but there are unmet community needs, the site is underused, a few amenities have reached the end of their usable life, plantings need to be refreshed, or elements of the design or function need to be rethought, requiring new design thinking. Major Refresh Enough community needs are unmet, the site is underused or overused, enough amenities have reached the end of their usable life, plantings need to be refreshed, and the design direction from the site master plan is no longer valid. A new master plan is needed. Divest When a park or facility is no longer serving its intended purpose and community needs are being met elsewhere, it may not be worth continued investment. Figure 15. Parks and recreation facilities need to be evaluated throughout their life to determine if they are still meeting community needs. Park & Recreation Facility Phases 102 / Fort Collins Parks and Recreation Master Plan PROGRAM LIFE CYCLES Recreation programs go through a life cycle. Understanding where a program is in its life cycle can inform strategic decisions about the overall recreation program portfolio. The various stages of program lifecycles are: • Introduction: new program, modest participation • Take Off: rapid participation growth • Growth: moderate, but consistent, participation growth • Mature: slow participation growth • Saturated: minimal to no growth, extreme competition • Decline: declining participation Determining what stage in its life cycle a program is in relies not only on quantitative data, but on staff knowledge. Overall, Fort Collins has a strong distribution of programs across the program life cycle. A combined total of 13.5% of programs fall into the saturated and decline stages, which is slightly over the best practice of up to 10%. Intermediate activity level programs, particularly sports programs, are responsible for the higher-than- desired percentage of programs in these stages. While best practices suggest this number should be lower, it is natural for programs to eventually evolve into saturation and decline. If programs never reach these stages, it is an indication that the program offerings may be “over-tweaked,” abbreviating their natural evolution. This prevents programs from reaching their maximum participation, efficiency, and effectiveness. As programs enter into the decline stage, they must be closely reviewed and evaluated for repositioning or elimination. When this occurs, programs should be modified to begin a new life cycle, or new programs can be added based upon community needs and trends. OVERALL PROGRAMS: LIFECYCLE STAGE Number of Programs Percentage of Programs Current Distribution in Fort Collins Best Practice Distribution Introduction 47 13% 57.3%50-60%Take-Off 27 8% Growth 130 37% Mature 104 29%29.2%40% Saturated 28 8% 13.5%0-10% Decline 20 6% Total 356 100%100%100% Guidelines for Parks and Facilities / 103 While it is important to provide new programs to align with trends and help meet the evolving needs of the community, it is also important to have a stable core segment of programs that are in the mature stage. Currently, 29.2% of programs are in this stage, lower than the best practice of 40%. Having more programs in the mature stage provides stability to the overall program portfolio. Programs in the mature stage should be closely monitored to determine if they are entering the saturated or decline stages. A total of 57.3% of programs are in the introduction, take-off, and growth stages, in alignment with best practices. The City must allow these programs one to two years to reach the maturation stage. It requires patience to prevent programs from being canceled too soon after introducing them to the community. Nature programs rated among some of the most important to residents. Outdoor Education Program 104 / Fort Collins Parks and Recreation Master Plan Guidelines for Parks and Facilities / 105 DESIGN GUIDELINES Design guidelines are a road map for designing new parks and recreation facility sites and refreshing existing ones—or determining whether sites need to be refreshed. They help ensure that parks and recreation facilities are connected to their surroundings, have a strong community presence, and respect natural systems. At a minimum, they help meet resident expectations. For example, people expect a new park or recreation facility to meet a certain level of excellence and safety. Design guidelines make this effort easier to achieve. Design guidelines ensure that parks are connected to their surroundings. Spring Canyon Park 106 / Fort Collins Parks and Recreation Master Plan DESIGN GUIDELINES The following design guidelines are meant to ensure that park and recreation facility sites are well integrated into their surroundings and provide the best experiences for visitors. They address overall design, site context, access and connectivity, wayfinding, and various zones of use within the site. The guidelines are intended to inform: • the development of framework plans • the periodic evaluation of parks and recreation facilities to determine if they’re functioning as intended • the design of refreshed or new parks Following the list of design guidelines are diagrams showing how they apply to a prototypical park of each classification. DESIGN System Wide Language Use a consistent design language throughout the system . Signage and wayfinding elements should be consistent from one park or recreation facility to another, especially for schoolside parks, neighborhood parks, and mini-parks. Community parks provide opportunity for more unique design expressions. Having a consistent design language helps identify a park or recreation facility as being part of the Fort Collins public space system and helps users feel more comfortable visiting parks or recreation facilities they may be unfamiliar with. Consistency does not, however, preclude unique identity features. Design Vocabulary Ensure the vocabulary of design is appropriate for the scale and materials of the landscape and existing infrastructure . Particularly on larger sites, landscape and architectural design elements should respond to the scale and aesthetic of their context. Guidelines for Parks and Facilities / 107 CONTEXT Mixed-Use Ensure a mix of uses around parks and recreation facilities . A mix of uses expands the user base, particularly at street intersections where people are traveling in multiple directions and encourages activity through a longer part of the day. The number and mix of uses may vary by size, type, and location. Building Frontage/Entrances Ensure that buildings adjacent to and across the street from parks and recreation facilities have frontages or entrances designed to face them . Buildings with active ground floor uses that face parks and recreation facilities help frame the space and provide “eyes on the park.” Such visibility from adjacent uses enhances the perception of safety. Building entrances adjacent to a park or recreation facility provide a built-in user-base. In addition, proximity to parks and recreation facilities is correlated with higher property values— benefiting property owners. Streetscape Enhancements Surround parks and recreation facilities with enhanced streetscapes . Streets surrounding parks and recreation facilities should be treated as extensions of those facilities. Trees, planters, rain gardens, and other features provide a visual cue to all street users that a park or recreation facility is nearby. Streetscape enhancements should conform to Fort Collins’ Streetscape Standards. ACCESS AND CONNECTIVITY Seamless Public Space Ensure seamless connections between parks and recreation facilities and other adjacent public spaces . Residents do not typically perceive differences between ownership, but they do perceive differences in experiences and missing connections. Barriers and breaks in access limit attractiveness and viability. Regional ecosystems also do not observe jurisdictional boundaries and must be thought of as integrated, functional systems. Street Grid Connectivity Maintain physical and visual connections to the street grid . Parks and recreation facilities should fit into the fabric of the neighborhoods they are in. They should be sited to minimize disruptions to the street grid, which is integral to a functional transportation network. Where streets do not continue through a park or recreation facility site, efforts should be made to maintain physical and visual connections, such as gateways, or sight lines or walking paths through the site, in line with those streets. 108 / Fort Collins Parks and Recreation Master Plan Safe Pedestrian Access Ensure adequate sidewalks and safe pedestrian crossings . While street frontage can encourage usage and increase safety, too much vehicular traffic can deter pedestrians. Sidewalks and safe crossings, whether at intersections or mid-block, encourage access and allow pedestrians to feel comfortable that they are protected. Trail Connections Maintain connections to the paved trail network . Trail users are park and recreation facility users. Parks and recreation facilities can serve as trailheads, trail destinations, or locations to stop and rest along a trail. Parks and recreation facilities may also host critical trail links, leading to a more connected system. Trail Mode Separation Separate trails into pedestrian and bicycle paths . On larger sites, where there is space to separate faster-moving bicycles and slower-moving pedestrians, splitting trails can reduce conflicts while signaling to trail users that they are in a park or recreation space. Trails may have different materials for different uses. For instance, a walking trail may be finished with stone fines as opposed to an asphalt bike trail. Bike Connections Maintain connections to the low-stress bicycle network . Where trail connections are not possible, the low-stress bicycle network can provide safe, easy routes for cyclists of all ages and abilities to connect with parks and recreation facilities. Bicycle racks and tune-up stations should be provided where possible to enable and encourage bicycle access. Transit Connections Connect parks and recreation facilities to transit . As with trails, transit users are park and recreation facility users and vice versa. Particular types of parks, such as plazas, may relate directly to a Transfort station or stop or to a rideshare drop-off, providing a sense of place and spaces to welcome and send off visitors. Shared Parking Pursue shared parking strategies to eliminate or reduce on-site surface parking . Particularly in higher density areas, where space is at a premium, and where parks and recreation facilities abut each other or other public facilities, on-site surface parking is difficult to justify. In addition to on-street parking, shared parking may be a better option than losing valuable on-site area to parking. Guidelines for Parks and Facilities / 109 Visible Frontage Ensure that parks and recreation facilities are visible from streets, trails, and adjacent uses . Being able to see what is going on within a park or recreation facility can pique the interest of a passerby and increase patronage as well as increase the perception of safety. WAYFINDING Gateways Create gateway features at major entrances to parks and recreation facilities . Gateway features clearly indicate major entrances and signal to visitors that they are welcome to enter. Architectural, landscape, art, and/or signage features may be used to indicate a gateway. The placement and design of gateway features can guide users to use specific routes through park and recreation facility sites. Path Hierarchy Ensure on-site paths have a clear hierarchy . Establish a hierarchy of paths that offer a range of experiences for diverse users, access to destinations, and connections to surrounding circulation networks. Provide consistent widths and surface materials based on path hierarchy and user. Support Facilities Provide areas for facilities that support the use of parks and recreation facilities . In order for parks and recreation facilities to function optimally, it is necessary to include facilities, such as restrooms and water fountains, to support their use. Appropriate support facilities may vary by park or facility type. 110 / Fort Collins Parks and Recreation Master Plan ZONES Intensive Use Areas Design spaces that can accommodate intensive use . Parks and recreation facilities may attract large numbers of users due to the density of their surroundings, their integration into pedestrian and bicycle travel routes, and their use as event and gathering spaces. This high level of usage can impact the integrity of the space. Areas that are expected to be heavily used—for example, near entrances or gathering spaces—should be designed to accommodate that level of use, perhaps incorporating more hardscape areas or more resilient landscape plantings, but still be designed to feel comfortable even when large events are not occurring. Programmable Spaces Provide flexible open spaces that can be used as gathering spaces . Parks and recreation facilities often serve as community gathering spaces, from small get-togethers to large events. Areas should be designed to be flexible enough to accommodate these events while serving as space for informal play, picnicking, or other uses between events. These spaces may include both paved and soft surfaces and include amenities such as amphitheaters for performances. Recreation Areas Provide areas and facilities that are specifically designed for recreation and are responsive to the needs of surrounding neighborhoods . How parks and recreation facilities are used, and the degree to which they are used, depends on how well they respond to the needs of those who live near them. This may include both traditional and unique facilities and spaces. Casual Use Spaces Provide areas that are specifically designed for casual, impromptu use . Just as important as programmed spaces are unprogrammed areas intentionally designed for people to enjoy a park or recreation facility without being displaced by programmed uses. Such casual use spaces may include areas for sitting (e.g., seating, walls, steps), picnicking, or playing a game of catch. IU PS RA CS Guidelines for Parks and Facilities / 111 NA Natural System Areas Define areas that focus on the enhancement and function of natural systems . Natural environments, including habitat areas, woodlands, wetlands, and stream corridors are not always thought of as predominant components of parks and recreation facilities. Yet, natural systems do not stop at site boundaries. In addition, parks and recreation facilities are the closest opportunities to interact with natural spaces in some neighborhoods. Incorporating best stormwater management practices, enhancing existing ecosystems, providing habitat, and planting diverse landscapes can maximize the function of natural systems and enhance the user experience. Native, low-water-use or drought tolerant species establish climate-resilient and drought tolerant areas. Floodplains Avoid overbuilding in flood-prone areas . The potential for inundation makes some uses more or less compatible with floodplains. Healthy wetland ecologies and systems should be prioritized and paths should be hardened in all floodplains, while recreational assets should be minimized. Buildings in the 500- year floodplain should be minimized, and they should be avoided in the 100-year floodplain. FEATURES Loop Trail Provide a loop trail for people to explore, circulate, and recreate . Loop trails provide opportunities for people to see parts of a park or recreation facility site that they may not otherwise be aware of. When they are a specifically measured length, they allow users to easily walk, jog, bike, or skate to a number of steps or miles they may be targeting for exercise and wellness. Identity Features Incorporate features that can lend identity to a park or recreation facility . Much as gateways can use architectural, landscape, art, and/or signage features to indicate access, the same types of features can become a park or recreation facility’s signature. Decorative arches, sculptures, or water fountains are examples of identity features that may attract users and serve as landmarks for meeting people or giving directions. Natural or Historic Features Preserve and enhance naturally or historically significant features . Natural features, such as wetlands, stream corridors, or historic features, such as historic structures or routes, add interest and preserve experiences that are rare or unique. These features become destinations themselves and attract local and regional visitors. Parks and recreation facilities with naturally or historically significant features provide opportunities for interpretation and education. 112 / Fort Collins Parks and Recreation Master Plan CS CS RA RANA IU IU PS PS CSRA RA NA PS APPLYING THE GUIDELINES The following diagrams illustrate how the various design guidelines apply to different park classifications. Enlargements of each diagram can be found in the following section on park and facility classifications. Community Park Schoolside Park Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context n MIXED-USE n BUILDING FRONTAGE / ENTRANCE n STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS n MAJOR TRAIL CONNECTIONS n TRAIL MODE SEPARATION n BIKE CONNECTIONS n TRANSIT CONNECTIONS n SHARED PARKING n VISIBLE FRONTAGE Wayfinding n GATEWAYS n PATH HIERARCHY n SUPPORT FACILITIES NA IU PS RA CS Zones n INTENSIVE USE AREAS n PROGRAMMABLE GATHERING SPACES n RECREATION AREAS n CASUAL USE SPACES n NATURAL SYSTEM AREAS n FLOODPLAINS Features n LOOP TRAIL n IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES Guidelines for Parks and Facilities / 113 CS RA NA PS CS RA NA IU PS IU CS IU PS CS NA Neighborhood Park Plaza Urban Park Mini Park 114 / Fort Collins Parks and Recreation Master Plan Guidelines for Parks and Facilities / 115 PARK AND RECREATION FACILITY CLASSIFICATIONS The City of Fort Collins has parks and recreation facilities of different sizes and uses. Together these places form the active heart of the city’s public space system. Currently, the City uses two park classifications— community parks and neighborhood parks. Community parks are generally differentiated from neighborhood parks by their large sizes, which can accommodate more amenities, and unique identities. The City does not currently classify recreation facilities. However, the system of parks and recreation facilities encompasses a broad range of places that differ in size, amenities, design, usage, and programming. Additionally, as parts of Fort Collins continue to see increased density, new types of parks and recreation facilities will be needed. The expanded classification system in this plan is meant to help set mutual expectations between the City and residents about how different parks and recreation facilities look and function. Special Use facilities give residents unique recreational opportunities. Pottery Studio 116 / Fort Collins Parks and Recreation Master Plan CLASSIFICATIONS The new park and recreation facility classification system in this plan expands the existing classification system both to clarify how existing parks and recreation facilities function and to provide guidelines about future park and recreation facility typologies that Fort Collins expects to build in the future to meet the needs of current and future residents. Park Classifications • community parks • neighborhood parks • schoolside parks (new) • urban parks (new) • plazas (new) • mini parks (new) • special use parks (new) Recreation Facility Classifications • community centers (new) • neighborhood centers (new) • indoor/outdoor sports complexes (new) • court/field clusters (new) • special use facilities (new) For each park and recreation facility classification, the following pages include a general description of the classification, a typical size range, a typical length of visit, access provisions, a list of appropriate amenities for that type of park or recreation facility, and applicable design guidelines. (Descriptions of the design guidelines can be found in the previous section) The list of amenities is not meant to be prescriptive or exhaustive. The appropriate amenities for any individual park or recreation facility should be determined through a regular master planning process that involves the community it is meant to serve. All parks and recreation facilities should be designed to serve multiple age segments and a diversity of users. Guidelines for Parks and Facilities / 117H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d PARKS & RECREATION FACILITIES BY CLASSIFICATION 0 1/2 1 2 Miles COMMUNITY PARKS (9)COMMUNITY CENTERS (2) SPECIAL USE FACILITIES (6) URBAN PARKS (3) SCHOOLSIDE PARKS (14)NEIGHBORHOOD CENTERS (1)PLAZAS (2) NEIGHBORHOOD PARKS (19)INDOOR/OUTDOOR COMPLEXES (0)SPECIAL USE PARKS (4) MINI PARKS (10) COURT/FIELD CLUSTERS (1) 118 / Fort Collins Parks and Recreation Master Plan COMMUNITY PARKS Community parks are the largest parks, with many over seventy-five acres in size. These parks serve several adjoining neighborhoods, attracting residents from a relatively large area. They should include both active and passive recreation activities, preserve unique landscapes and open spaces, allow for group activities, be able to accommodate community events, and offer unique recreation opportunities not feasible or desirable at the neighborhood park level. Community parks may also include revenue-producing facilities, recreation or community centers, or other recreation facilities. They should include a permanent and accessible public restroom. Size 40 – 150 acres Length of Visit 1 – 5 hours Access Community parks should be accessible by way of the city’s trail network, low stress bicycle network, sidewalks, and major streets. Since they serve residents from longer distances, community parks should have on site parking. As the newest community park in the city, Twin Silo Community Park sets a new standard in Fort Collins. Shelter at Twin Silo Park Guidelines for Parks and Facilities / 119 TYPICAL AMENITIES Passive Recreation n SEATING n CASUAL USE SPACES n COMMUNITY GARDENS n INTERNAL WALKING TRAILS n UNIQUE LANDSCAPE FEATURES n NATURAL SPACES Active Recreation n BIKING TRAILS n OUTDOOR FITNESS / EXERCISE FACILITIES n CREATIVE PLAY ATTRACTIONS n PLAYGROUNDS n RECTANGULAR FIELDS n DIAMOND FIELDS n BASKETBALL COURTS n TENNIS/PICKLEBALL COURTS n VOLLEYBALL COURTS n WATER PLAY Facilities n DOG PARKS n INDIVIDUAL PICNIC / SITTING AREAS n GROUP PICNIC AREAS n PARK SHELTERS n OUTDOOR EVENT SPACES n RESTROOMS EXISTING PARKS CITY PARK: 76.7 ACRES EDORA COMMUNITY PARK: 85.4 ACRES FOSSIL CREEK COMMUNITY PARK: 95.9 ACRES LEE MARTINEZ COMMUNITY PARK: 85.7 ACRES ROLLAND MOORE COMMUNITY PARK: 76.2 ACRES SPRING CANYON COMMUNITY PARK: 123.9 ACRES TWIN SILO COMMUNITY PARK: 53.0 ACRES PARKS IN PROGRESS EAST COMMUNITY PARK: 58.0 ACRES NORTHEAST COMMUNITY PARK: 73.0 ACRES A community garden reflects the agricultural heritage of Fort Collins. Rolland Moore Park 120 / Fort Collins Parks and Recreation Master Plan CS CS RA RANA IU IU PS PS COMMUNITY PARK DESIGN GUIDELINES NA IU PS RA CS Guidelines for Parks and Facilities / 121 Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context n MIXED-USE n BUILDING FRONTAGE / ENTRANCE n STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS n MAJOR TRAIL CONNECTIONS n TRAIL MODE SEPARATION n BIKE CONNECTIONS n TRANSIT CONNECTIONS n SHARED PARKING n VISIBLE FRONTAGE Wayfinding n GATEWAYS n PATH HIERARCHY n SUPPORT FACILITIES Zones n INTENSIVE USE AREAS n PROGRAMMABLE GATHERING SPACES n RECREATION AREAS n CASUAL USE SPACES n NATURAL SYSTEM AREAS n FLOODPLAINS Features n LOOP TRAIL n IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES 122 / Fort Collins Parks and Recreation Master Plan NEIGHBORHOOD PARKS Neighborhood parks serve the needs of residents within walking distance of their homes. Neighborhood parks should strike a balance between passive and active recreational opportunities. They are intended for residents from adjacent neighborhoods and should not seek to attract visitors from too much further. A reflection of history and culture in park design. Sugar Beet Park Playground Size 5 – 20 acres Length of Visit 1 – 3 hours Access Neighborhood parks should be accessible by way of the city’s sidewalks, low-stress bicycle network, and local streets. They should be easily accessible from the surrounding neighborhood with no physical barriers or busy streets restricting access. Where possible, trails should also connect to neighborhood parks. Neighborhood parks should have street parking nearby. Guidelines for Parks and Facilities / 123 EXISTING PARKS AVERY PARK: 6.2 ACRES BUCKINGHAM PARK: 5.2 ACRES COTTONWOOD GLEN PARK: 13.2 ACRES CRESCENT PARK: 7.2 ACRES GREENBRIAR PARK: 22.8 ACRES LANDINGS PARK: 8.7 ACRES LEGACY PARK: 8.9 ACRES MIRAMONT PARK: 11.4 ACRES OLD FORT COLLINS HERITAGE PARK: 10.7 ACRES OVERLAND PARK: 19.9 ACRES REGISTRY PARK: 6.3 ACRES RICHARDS LAKE PARK: 6.8 ACRES ROGERS PARK: 8.3 ACRES ROSSBOROUGH PARK: 16.8 ACRES SOFT GOLD PARK: 16.1 ACRES SPRING PARK: 16.8 ACRES SUGARBEET PARK: 7.2 ACRES WARREN PARK: 24.4 ACRES WATERS WAY PARK: 8.2 ACRES NEW PARKS IN PROGRESS FUTURE TRAIL HEAD PARK: 4.0 ACRES FUTURE EASTRIDGE PARK: TBD FUTURE BUCKING HORSE PARK: TBD FUTURE FOSSIL LAKE PARK: TBD FUTURE INTERSTATE PARK: TBD TYPICAL AMENITIES Passive Recreation n SEATING n CASUAL USE SPACES n COMMUNITY GARDENS n INTERNAL WALKING TRAILS n UNIQUE LANDSCAPE FEATURES n NATURAL SPACES Active Recreation `BIKING TRAILS n OUTDOOR FITNESS / EXERCISE FACILITIES n CREATIVE PLAY ATTRACTIONS n PLAYGROUNDS n RECTANGULAR FIELDS `DIAMOND FIELDS n BASKETBALL COURTS `TENNIS/PICKLEBALL COURTS n VOLLEYBALL COURTS `WATER PLAY Facilities `DOG PARKS n INDIVIDUAL PICNIC / SITTING AREAS `GROUP PICNIC AREAS n PARK SHELTERS `OUTDOOR EVENT SPACES n RESTROOMS Native grasslands integrated into a neighborhood park. Crescent Park 124 / Fort Collins Parks and Recreation Master Plan CS RA NA PS NEIGHBORHOOD PARK DESIGN GUIDELINES NA IU PS RA CS Guidelines for Parks and Facilities / 125 Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context `MIXED-USE `BUILDING FRONTAGE / ENTRANCE n STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS `MAJOR TRAIL CONNECTIONS `TRAIL MODE SEPARATION n BIKE CONNECTIONS `TRANSIT CONNECTIONS `SHARED PARKING n VISIBLE FRONTAGE Wayfinding n GATEWAYS `PATH HIERARCHY n SUPPORT FACILITIES Zones `INTENSIVE USE AREAS n PROGRAMMABLE GATHERING SPACES n RECREATION AREAS n CASUAL USE SPACES n NATURAL SYSTEM AREAS n FLOODPLAINS Features n LOOP TRAIL n IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES 126 / Fort Collins Parks and Recreation Master Plan SCHOOLSIDE PARKS Schoolside parks are neighborhood parks, generally larger than five acres, that are on or adjacent to school property. Due to the their school adjacencies, they have unique conditions that differ from other neighborhood parks. They allow for a fluid boundary and shared amenities between parks and schools, leveraging these adjacencies to provide larger public spaces than neighborhood parks alone. Schoolside parks should include both active and passive recreation activities and may include specialized recreational amenities that support both school and park programs. Schoolside parks present opportunities to partner with school districts on cooperative programming, access, and maintenance. Size 5 – 20 acres Length of Visit 1 – 3 hours Access Schoolside parks should be accessible by way of the city’s low-stress bicycle network, sidewalks, and major streets. Where possible, trails should also connect to schoolside parks. Schoolside parks should also be accessible from the schools that they are adjacent to, allowing for users of both to pass between the two seamlessly. Schoolside parks and schools should share off-street parking. Schoolside parks can provide seamless public space with adjacent schools. Eastside Park Guidelines for Parks and Facilities / 127 EXISTING PARKS BEATTIE PARK: 8.8 ACRES BLEVINS PARK: 6.6 ACRES BOLTZ PARK: 9.5 ACRES EASTSIDE PARK: 3.2 ACRES ENGLISH RANCH PARK: 12.7 ACRES GOLDEN MEADOWS PARK: 11.6 ACRES HARMONY PARK: 15.2 ACRES HOMESTEAD PARK: 5.9 ACRES RADIANT PARK: 10.2 ACRES RIDGEVIEW PARK: 11.2 ACRES STEWART CASE PARK: 12.8 ACRES TROUTMAN PARK: 18.9 ACRES WESTFIELD PARK: 13.8 ACRES PLANNED PARKS BACON PARK: 5.3 ACRES IRON HORSE PARK: 8.1 ACRES TYPICAL AMENITIES Passive Recreation n SEATING n CASUAL USE SPACES `COMMUNITY GARDENS n INTERNAL WALKING TRAILS `UNIQUE LANDSCAPE FEATURES n NATURAL SPACES Active Recreation n BIKING TRAILS n OUTDOOR FITNESS / EXERCISE FACILITIES `CREATIVE PLAY ATTRACTIONS n PLAYGROUNDS n RECTANGULAR FIELDS n DIAMOND FIELDS n BASKETBALL COURTS n TENNIS/PICKLEBALL COURTS n VOLLEYBALL COURTS `WATER PLAY Facilities `DOG PARKS n INDIVIDUAL PICNIC / SITTING AREAS n GROUP PICNIC AREAS `PARK SHELTERS n OUTDOOR EVENT SPACES n RESTROOMS* *In the design of new schools and schoolside parks, there may be potential for joint use restrooms. Enjoying events in schoolside parks. Neighborhood Night Out at Eastside Park 128 / Fort Collins Parks and Recreation Master Plan CSRA RA NA PS SCHOOLSIDE PARK DESIGN GUIDELINES NA IU PS RA CS Guidelines for Parks and Facilities / 129 Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context n MIXED-USE n BUILDING FRONTAGE / ENTRANCE n STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS n MAJOR TRAIL CONNECTIONS n TRAIL MODE SEPARATION n BIKE CONNECTIONS n TRANSIT CONNECTIONS n SHARED PARKING n VISIBLE FRONTAGE Wayfinding n GATEWAYS n PATH HIERARCHY n SUPPORT FACILITIES Zones n INTENSIVE USE AREAS n PROGRAMMABLE GATHERING SPACES n RECREATION AREAS n CASUAL USE SPACES n NATURAL SYSTEM AREAS n FLOODPLAINS Features n LOOP TRAIL n IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES 130 / Fort Collins Parks and Recreation Master Plan URBAN PARKS Urban parks are located in higher density areas. Urban parks should have a mix of planted and paved areas. These parks should face surrounding development, and surrounding development should face them. Urban parks provide residents in downtown areas access to park amenities without having to travel far from urban centers. They should be well lit in order to extend their use and provide safe comfortable spaces at night.Size 1 – 3 acres Length of Visit 1 – 2 hours Access Urban parks should be accessible by way of the city’s sidewalks, low-stress bicycle network, and local streets. They should have multiple entrances to allow for permeability and clear access in populated urban areas. On street parking may be located nearby. The Fort Collins Midtown Plan proposes parks in high density areas. Mid Town Plan Rendering Guidelines for Parks and Facilities / 131 EXISTING URBAN PARKS CIVIC CENTER PARK: 2.7 ACRES LIBRARY PARK: 5.5 ACRES WASHINGTON PARK: 1.3 ACRES TYPICAL AMENITIES Passive Recreation n SEATING n CASUAL USE SPACES `COMMUNITY GARDENS `INTERNAL WALKING TRAILS n UNIQUE LANDSCAPE FEATURES `NATURAL SPACES Active Recreation `BIKING TRAILS `OUTDOOR FITNESS / EXERCISE FACILITIES `CREATIVE PLAY ATTRACTIONS n PLAYGROUNDS `RECTANGULAR FIELDS `DIAMOND FIELDS n BASKETBALL COURTS `TENNIS/PICKLEBALL COURTS `VOLLEYBALL COURTS n WATER PLAY Facilities n DOG PARKS n INDIVIDUAL PICNIC / SITTING AREAS `GROUP PICNIC AREAS n PARK SHELTERS `OUTDOOR EVENT SPACES n RESTROOMS* *Restrooms in urban parks will require additional maintenance. Library Park provides play equipment for kids in a more urban setting. Library Park 132 / Fort Collins Parks and Recreation Master Plan URBAN PARK DESIGN GUIDELINES CS RA NA IU PS IU NA IU PS RA CS Guidelines for Parks and Facilities / 133 Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context n MIXED-USE n BUILDING FRONTAGE / ENTRANCE n STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS `MAJOR TRAIL CONNECTIONS `TRAIL MODE SEPARATION n BIKE CONNECTIONS n TRANSIT CONNECTIONS `SHARED PARKING n VISIBLE FRONTAGE Wayfinding n GATEWAYS `PATH HIERARCHY n SUPPORT FACILITIES Zones n INTENSIVE USE AREAS n PROGRAMMABLE GATHERING SPACES n RECREATION AREAS n CASUAL USE SPACES n NATURAL SYSTEM AREAS n FLOODPLAINS Features `LOOP TRAIL `IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES 134 / Fort Collins Parks and Recreation Master Plan PLAZAS Plazas are smaller spaces that are primarily paved and provide outdoor recreation opportunities within higher density areas. They are centers of activity throughout the year and should be designed for four season programming and use. Plazas may have a lot of pedestrian traffic and should include places to sit or relax. They should also be well lit in order to extend their use and provide safe comfortable spaces at night.Size Up to 3 acres Length of Visit 15 minutes – 1 hour Access Plazas should be accessible by way of the city’s sidewalks and downtown streets. Oak Street Plaza draws crowds in the middle of winter to watch the tree lighting. Oak Street Plaza Guidelines for Parks and Facilities / 135 EXISTING PLAZAS OAK STREET PLAZA: 0.4 ACRES OLD TOWN SQUARE: 1.3 ACRES LINDEN & WILLOW PLAZA: TBD TYPICAL AMENITIES Passive Recreation n SEATING n CASUAL USE SPACES `COMMUNITY GARDENS `INTERNAL WALKING TRAILS `UNIQUE LANDSCAPE FEATURES `NATURAL SPACES Active Recreation `BIKING TRAILS `OUTDOOR FITNESS / EXERCISE FACILITIES `CREATIVE PLAY ATTRACTIONS `PLAYGROUNDS `RECTANGULAR FIELDS `DIAMOND FIELDS `BASKETBALL COURTS `TENNIS/PICKLEBALL COURTS `VOLLEYBALL COURTS n WATER PLAY Facilities `DOG PARKS `INDIVIDUAL PICNIC / SITTING AREAS `GROUP PICNIC AREAS `PARK SHELTERS n OUTDOOR EVENT SPACES `RESTROOMS Plazas may be small, but they can accommodate large events. Old Town Square 136 / Fort Collins Parks and Recreation Master Plan PLAZA DESIGN GUIDELINES CS IU PS NA IU PS RA CS Guidelines for Parks and Facilities / 137 Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context n MIXED-USE n BUILDING FRONTAGE / ENTRANCE n STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS `MAJOR TRAIL CONNECTIONS `TRAIL MODE SEPARATION n BIKE CONNECTIONS n TRANSIT CONNECTIONS `SHARED PARKING n VISIBLE FRONTAGE Wayfinding n GATEWAYS `PATH HIERARCHY n SUPPORT FACILITIES Zones n INTENSIVE USE AREAS n PROGRAMMABLE GATHERING SPACES `RECREATION AREAS n CASUAL USE SPACES `NATURAL SYSTEM AREAS n FLOODPLAINS Features `LOOP TRAIL n IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES 138 / Fort Collins Parks and Recreation Master Plan MINI PARKS Mini parks provide places for residents to enjoy a few minutes outside and are great ways to enhance access to walkable recreational amenities, particularly on sites not suitable for other uses. These parks tend to be more passive and may be simple in their designs. Mini parks should have lawn and shade trees. They are not programmed by the City. Size 0.5 – 3 acres Length of Visit 30 minutes – 1 hour Access Mini parks should be accessible by way of the city’s sidewalks and local streets. They should be located away from busy streets and noisy areas. Mini parks can be simple in their design and still provide amenities to residents. Leisure Park Guidelines for Parks and Facilities / 139 EXISTING MINI PARKS ALTA VISTA PARK: 0.6 ACRES CREEKSIDE PARK: 3.3 ACRES FREEDOM SQUARE PARK: 0.6 ACRES INDIAN HILLS PARK: 2.3 ACRES LEISURE PARK: 0.9 ACRES LILAC PARK: 1.0 ACRES RABBIT BRUSH PARK: 1.5 ACRES ROMERO PARK: 0.2 ACRES SPENCER PARK: 0.5 ACRES WOODWEST PARK: 2.8 ACRES TYPICAL AMENITIES Passive Recreation n SEATING n CASUAL USE SPACES `COMMUNITY GARDENS `INTERNAL WALKING TRAILS `UNIQUE LANDSCAPE FEATURES n NATURAL SPACES Active Recreation `BIKING TRAILS `OUTDOOR FITNESS / EXERCISE FACILITIES `CREATIVE PLAY ATTRACTIONS n PLAYGROUNDS `RECTANGULAR FIELDS `DIAMOND FIELDS n BASKETBALL COURTS `TENNIS/PICKLEBALL COURTS n VOLLEYBALL COURTS `WATER PLAY Facilities `DOG PARKS n INDIVIDUAL PICNIC / SITTING AREAS `GROUP PICNIC AREAS n PARK SHELTERS `OUTDOOR EVENT SPACES `RESTROOMS Mini parks benefit from passive recreation space. Woodwest Park 140 / Fort Collins Parks and Recreation Master Plan MINI PARK DESIGN GUIDELINES CS NA NA IU PS RA CS Guidelines for Parks and Facilities / 141 Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context `MIXED-USE `BUILDING FRONTAGE / ENTRANCE n STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS `MAJOR TRAIL CONNECTIONS `TRAIL MODE SEPARATION n BIKE CONNECTIONS `TRANSIT CONNECTIONS `SHARED PARKING n VISIBLE FRONTAGE Wayfinding `GATEWAYS `PATH HIERARCHY n SUPPORT FACILITIES Zones `INTENSIVE USE AREAS `PROGRAMMABLE GATHERING SPACES `RECREATION AREAS n CASUAL USE SPACES n NATURAL SYSTEM AREAS n FLOODPLAINS Features `LOOP TRAIL `IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES 142 / Fort Collins Parks and Recreation Master Plan SPECIAL USE PARKS Special use parks are unique outdoor spaces, usually oriented toward a single-purpose use. They can vary greatly in size. The Poudre River Whitewater Park brings people from across the city and beyond due to is unique features. Sunset at the White Water Park Size Varies Length of Visit Varies Access Varies Guidelines for Parks and Facilities / 143 * There are no typical amenities in special use parks. Each one is unique and requires a different set of the amenities to function properly. This list of amenities acts more like a menu of options than other classifications. EXISTING SPECIAL USE PARKS ARCHERY RANGE: 53.7 ACRES AGGIE GREENS: 25.8 ACRES POUDRE RIVER WHITEWATER PARK: 9.7 ACRES TYPICAL AMENITIES* Passive Recreation m SEATING m CASUAL USE SPACES m COMMUNITY GARDENS m INTERNAL WALKING TRAILS m UNIQUE LANDSCAPE FEATURES m NATURAL SPACES Active Recreation m BIKING TRAILS m OUTDOOR FITNESS / EXERCISE FACILITIES m CREATIVE PLAY ATTRACTIONS m PLAYGROUNDS m RECTANGULAR FIELDS m DIAMOND FIELDS m BASKETBALL COURTS m TENNIS/PICKLEBALL COURTS m VOLLEYBALL COURTS m WATER PLAY Facilities m DOG PARKS m INDIVIDUAL PICNIC / SITTING AREAS m GROUP PICNIC AREAS m PARK SHELTERS m OUTDOOR EVENT SPACES m RESTROOMS An art installation functions as a shade structure while evoking the motion of water. Poudre River Whitewater Park 144 / Fort Collins Parks and Recreation Master Plan COMMUNITY CENTERS Community centers are large buildings that provide residents from all over the city with places to explore fitness and wellness, play indoor sports, learn and teach, participate in indoor and outdoor activities, and host small or large meetings and events. They may also offer aquatics or unique recreational experiences not found in other centers. These facilities should have full time staff and maintenance in order to accommodate the higher numbers of users. Ideally, community centers should be co-located with community parks to promote indoor/outdoor recreational opportunities. Size 45,000 – 75,000 Sq. Ft. Length of Visit 1 – 4 hours Access Community centers should be accessible by way of the city’s sidewalks, low-stress bicycle network, Transfort, and major streets. Because they draw people from large areas, community centers should have on site parking. EXISTING COMMUNITY CENTERS NORTHSIDE AZTLAN COMMUNITY CENTER FORT COLLINS SENIOR CENTER* PLANNED COMMUNITY CENTERS SOUTHEAST COMMUNITY CENTER** *While the Fort Collins Senior Center has specialized programming for adults 50 years of age and up, it functions as a community center for all adults. Its name may turn away prospective users. **Current funding for the Southeast Community Center is sufficient to construct a first phase of the full center. Weight/cardio rooms within community centers support residents' fitness Northside Aztlan Community Center Guidelines for Parks and Facilities / 145 DESIGN GUIDELINES Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context n MIXED-USE n BUILDING FRONTAGE / ENTRANCE n STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS n MAJOR TRAIL CONNECTIONS n TRAIL MODE SEPARATION n BIKE CONNECTIONS n TRANSIT CONNECTIONS n SHARED PARKING n VISIBLE FRONTAGE Wayfinding n GATEWAYS n PATH HIERARCHY n SUPPORT FACILITIES Zones n INTENSIVE USE AREAS n PROGRAMMABLE GATHERING SPACES n RECREATION AREAS n CASUAL USE SPACES n NATURAL SYSTEM AREAS n FLOODPLAINS Features n LOOP TRAIL n IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES TYPICAL AMENITIES Passive Recreation n MULTI-PURPOSE MEETING ROOMS n PERFORMANCE SPACES n CRAFTING / MAKER SPACES Active Recreation n GYMNASIUM n WEIGHT / CARDIO ROOM n INDOOR TRACK n POOL / AQUATICS `RECTANGULAR FIELDS `DIAMOND FIELDS `TENNIS/PICKLEBALL COURTS `VOLLEYBALL COURTS Facilities `SPECTATOR SEATING n CONCESSIONS / CATERING KITCHEN n SNACKS 146 / Fort Collins Parks and Recreation Master Plan NEIGHBORHOOD CENTERS Neighborhood centers are buildings that provide places to explore fitness and wellness, learn and teach, participate in indoor activities, and host small meetings and events. Neighborhood centers are generally smaller than community centers and may have more limited hours, activities, and staff. Ideally, neighborhood centers should be co-located with parks to promote indoor/outdoor recreational opportunities. As Fort Collins continues to grow and needs change, it may be possible to expand neighborhood centers into community centers. Size 15,000 – 45,000 Sq. Ft. Length of Visit 1 – 2 hours Access Neighborhood centers should be accessible by way of the city’s sidewalks, low-stress bicycle network, Transfort, and major streets. Neighborhood centers should include on site parking or have an adequate amount of street parking available. EXISTING NEIGHBORHOOD CENTERS FOOTHILLS ACTIVITY CENTER PLANNED NEIGHBORHOOD CENTERS NORTHEAST COMMUNITY CENTER Neighborhood center facilities support programmed and drop-in recreation. Foothills Activity Center Guidelines for Parks and Facilities / 147 TYPICAL AMENITIES Passive Recreation n MULTI-PURPOSE MEETING ROOMS n PERFORMANCE SPACES n CRAFTING / MAKER SPACES Active Recreation n GYMNASIUM n WEIGHT / CARDIO ROOM n INDOOR TRACK n POOL / AQUATICS `RECTANGULAR FIELDS `DIAMOND FIELDS `TENNIS/PICKLEBALL COURTS `VOLLEYBALL COURTS Facilities `SPECTATOR SEATING `CONCESSIONS / CATERING KITCHEN n SNACKS DESIGN GUIDELINES Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context n MIXED-USE n BUILDING FRONTAGE / ENTRANCE n STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS n MAJOR TRAIL CONNECTIONS n TRAIL MODE SEPARATION n BIKE CONNECTIONS n TRANSIT CONNECTIONS n SHARED PARKING n VISIBLE FRONTAGE Wayfinding n GATEWAYS n PATH HIERARCHY n SUPPORT FACILITIES Zones n INTENSIVE USE AREAS n PROGRAMMABLE GATHERING SPACES n RECREATION AREAS n CASUAL USE SPACES n NATURAL SYSTEM AREAS n FLOODPLAINS Features n LOOP TRAIL n IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES 148 / Fort Collins Parks and Recreation Master Plan INDOOR/OUTDOOR SPORTS COMPLEXES Indoor/outdoor sports complexes are paired groups of at least 6 indoor and outdoor fields and courts that are primarily designed to meet the general recreational needs of residents but, because of their configuration, are well suited to host tournaments and events. For this reason, indoor/outdoor sports complexes should provide room for spectators and concessions or a catering kitchen, and be located near other amenities, such as stores and restaurants, for downtime during tournaments. Size 100,000 - 200,000 Sq. Ft. / 80 - 90 acres Length of Visit 1 - 6 hours Access Indoor/outdoor sports complexes should be accessible by sidewalks, the low-stress bicycle network, Transfort, and major streets. They should also be accompanied by appropriately sized on site parking or have an adequate amount of street parking available in order to accommodate sport tournaments. EXISTING INDOOR/OUTDOOR SPORTS COMPLEXES NONE Sport complexes allow multiple matches to take place at once. Okun Fieldhouse, Kansas City Guidelines for Parks and Facilities / 149 TYPICAL AMENITIES Passive Recreation n MULTI-PURPOSE MEETING ROOMS n PERFORMANCE SPACES `CRAFTING / MAKER SPACES Active Recreation n GYMNASIUM `WEIGHT / CARDIO ROOM `INDOOR TRACK n POOL / AQUATICS n RECTANGULAR FIELDS n DIAMOND FIELDS n TENNIS/PICKLEBALL COURTS n VOLLEYBALL COURTS Facilities n SPECTATOR SEATING n CONCESSIONS / CATERING KITCHEN n SNACKS 150 / Fort Collins Parks and Recreation Master Plan CS RA RA NA IUPS SPORTS COMPLEX DESIGN GUIDELINES NA IU PS RA CS Guidelines for Parks and Facilities / 151 Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context n MIXED-USE n BUILDING FRONTAGE / ENTRANCE n STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS n MAJOR TRAIL CONNECTIONS n TRAIL MODE SEPARATION n BIKE CONNECTIONS n TRANSIT CONNECTIONS n SHARED PARKING n VISIBLE FRONTAGE Wayfinding n GATEWAYS n PATH HIERARCHY n SUPPORT FACILITIES Zones n INTENSIVE USE AREAS n PROGRAMMABLE GATHERING SPACES n RECREATION AREAS n CASUAL USE SPACES n NATURAL SYSTEM AREAS n FLOODPLAINS Features `LOOP TRAIL n IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES 152 / Fort Collins Parks and Recreation Master Plan COURT/FIELD CLUSTERS Court/field clusters are groups of fields or courts with a clubhouse or pro shop. These facilities may also attract local tournaments and spectators. Court/field clusters are not independent facilities, but generally located within community parks or schoolside parks. Size 1 -2 Acres Length of Visit 1 - 3 hours Access Court/field clusters should be accessible by way of the city’s sidewalks and arterial and collector streets. They should also be accompanied by appropriately sized on site parking or have an adequate amount of street parking available. EXISTING COURT/FIELD CLUSTERS ROLLAND MOORE TENNIS CLUSTER Court/field clusters often host tournaments since multiple games can happen take place simultaneously. Rolland Moore Tennis Cluster Guidelines for Parks and Facilities / 153 DESIGN GUIDELINES Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context n MIXED-USE `BUILDING FRONTAGE / ENTRANCE `STREETSCAPE ENHANCEMENTS Access and Connectivity n SEAMLESS PUBLIC SPACE n STREET GRID CONNECTIVITY n SAFE PEDESTRIAN ACCESS n MAJOR TRAIL CONNECTIONS n TRAIL MODE SEPARATION n BIKE CONNECTIONS `TRANSIT CONNECTIONS `SHARED PARKING n VISIBLE FRONTAGE Wayfinding n GATEWAYS n PATH HIERARCHY n SUPPORT FACILITIES Zones n INTENSIVE USE AREAS n PROGRAMMABLE GATHERING SPACES n RECREATION AREAS `CASUAL USE SPACES n NATURAL SYSTEM AREAS n FLOODPLAINS Features `LOOP TRAIL n IDENTITY FEATURES n NATURAL OR HISTORIC FEATURES TYPICAL AMENITIES Passive Recreation `MULTI-PURPOSE MEETING ROOMS `PERFORMANCE SPACES `CRAFTING / MAKER SPACES Active Recreation `GYMNASIUM `WEIGHT / CARDIO ROOM `INDOOR TRACK `POOL / AQUATICS n RECTANGULAR FIELDS n DIAMOND FIELDS n TENNIS/PICKLEBALL COURTS n VOLLEYBALL COURTS Facilities n SPECTATOR SEATING `CONCESSIONS / CATERING KITCHEN n SNACKS 154 / Fort Collins Parks and Recreation Master Plan SPECIAL USE FACILITIES Special use facilities are unique indoor/outdoor spaces designed around a single use or activity. These facilities provide residents with specific programs that may require special gear, equipment, or building structures. Special use facilities may be located within or adjacent to parks or be standalone facilities. Size Varies Length of Visit Varies Access Special use facilities should be accessible by way of the city’s sidewalks, low-stress bicycle network, Transfort, and major streets. Because they offer unique experiences, special use facilities draw people from a larger area and should have appropriately sized on site parking. EXISTING SPECIAL USE FACILITIES CITY PARK POOL CLUB TICO EDORA POOL AND ICE CENTER THE FARM MULBERRY POOL THE POTTERY STUDIO The Pottery Studio offers unique and interesting programs that cannot be found elsewhere. Pottery Studio Guidelines for Parks and Facilities / 155 TYPICAL AMENITIES Passive Recreation m MULTI-PURPOSE MEETING ROOMS m OUTDOOR EVENT SPACES m CRAFTING / MAKER SPACES Active Recreation m GYMNASIUM m WEIGHT / CARDIO ROOM m INDOOR TRACK m POOL / AQUATICS m RECTANGULAR FIELDS m DIAMOND FIELDS m TENNIS/PICKLEBALL COURTS m VOLLEYBALL COURTS Facilities m SPECTATOR SEATING m CONCESSIONS / CATERING KITCHEN m SNACKS DESIGN GUIDELINES Design n SYSTEMWIDE DESIGN LANGUAGE n DESIGN VOCABULARY Context m MIXED-USE m BUILDING FRONTAGE / ENTRANCE m STREETSCAPE ENHANCEMENTS Access and Connectivity m SEAMLESS PUBLIC SPACE m STREET GRID CONNECTIVITY m SAFE PEDESTRIAN ACCESS m MAJOR TRAIL CONNECTIONS m TRAIL MODE SEPARATION m BIKE CONNECTIONS m TRANSIT CONNECTIONS m SHARED PARKING m VISIBLE FRONTAGE Wayfinding m GATEWAYS m PATH HIERARCHY m SUPPORT FACILITIES Zones m INTENSIVE USE AREAS m PROGRAMMABLE GATHERING SPACES m RECREATION AREAS m CASUAL USE SPACES m NATURAL SYSTEM AREAS m FLOODPLAINS Features m LOOP TRAIL m IDENTITY FEATURES m NATURAL OR HISTORIC FEATURES * There are no typical amenities in special use parks. Each one is unique and requires a different set of the amenities to function properly. This list of amenities acts more like a menu of options than other classifications. 156 / Fort Collins Parks and Recreation Master Plan AMENITIES COMMUN- ITY PARKS SCHOOL- SIDE PARKS NEIGH-BORHOOD PARKS URBAN PARKS PLAZAS MINI PARKS SPECIAL USE PARKS Passive Recreation Seating — Casual Use Spaces — Community Gardens — Internal Walking Trails — Unique Landscape Features — Natural Spaces — Active Recreation Biking Trails — Outdoor Fitness/Exercise — Creative Play Attractions — Playgrounds — Rectangular Fields — Diamond Fields — Tennis/Pickleball Courts — Volleyball Courts — Water Play — Facilities Dog Parks — Individual Picnic/Sitting Areas — Group Picnic Areas — Park Shelters — Outdoor Event Spaces — Restrooms — SUMMARY OF TYPICAL AMENITIES BY CLASSIFICATION Guidelines for Parks and Facilities / 157 AMENITIES COMMUNITY CENTERS NEIGHBOR- HOOD CENTERS INDOOR/OUTDOOR SPORTS COMPLEXES COURT/FIELD CLUSTERS SPECIAL USE FACILITIES Passive Recreation Multi-Purpose Meeting Rooms — Performance Spaces — Crafting/Maker Spaces — Passive Recreation Gymnasium — Weight/Cardio Rooms — Indoor Track — Indoor Pool/Aquatics — Rectangular Fields — Diamond Fields — Tennis Courts — Volleyball Courts — Passive Recreation Spectator Seating — Concessions / Catering Kitchen — Snacks — 158 / Fort Collins Parks and Recreation Master Plan GUIDELINE COMM- UNITY PARKS SCHOOL- SIDE PARKS NEIGH- BORHOOD PARKS URBAN PARKS PLAZAS MINI PARKS SPECIAL USE PARKS Design Systemwide Design Language — Design Vocabulary — Context Mixed-Use — Building Frontage/Entrances — Streetscape Enhancements — Access and Connectivity Seamless Public Space — Street Grid Connectivity — Safe Pedestrian Access — Major Trail Connections — Trail Mode Separation — Bike Connections — Transit Connections — Shared Parking — Visible Frontage — Wayfinding Gateways — Path Hierarchy — Support Facilities — Zones Intensive Use Areas — Programmable Gathering Spaces — Recreation Areas — Casual Use Spaces — Natural System Areas — Floodplains — Features Loop Trail — Identity Features — Natural or Historic Features — SUMMARY OF DESIGN GUIDELINES BY CLASSIFICATION Guidelines for Parks and Facilities / 159 GUIDELINE COMMUNITY CENTERS NEIGH- BORHOOD CENTERS INDOOR/OUT-DOOR SPORTS COMPLEXES COURT/FIELD CLUSTERS SPECIAL USE FACILITIES Design Systemwide Design Language  Design Vocabulary  Context Mixed-Use — Building Frontage/Entrances — Streetscape Enhancements — Access and Connectivity Seamless Public Space — Street Grid Connectivity — Safe Pedestrian Access — Major Trail Connections — Trail Mode Separation — Bike Connections — Transit Connections — Shared Parking — Visible Frontage — Wayfinding Gateways — Path Hierarchy — Support Facilities — Zones Intensive Use Areas — Programmable Gathering Spaces — Recreation Areas — Casual Use Spaces — Natural System Areas — Floodplains — Features Loop Trail — Identity Features — Natural or Historic Features — 160 / Fort Collins Parks and Recreation Master Plan Guidelines for Parks and Facilities / 161 LEVEL OF SERVICE The City of Fort Collins has a robust, distributed public space system that seeks to provide residents with convenient access to amenities and services. However, different parts of the city have different levels of access to recreational amenities. For example, residents in downtown Fort Collins can walk to several rectangular sports fields in under 10 minutes, while residents in Northeast Fort Collins, an area expected to grow rapidly, are well outside of walking distance to a rectangular field. No uniform level of service standards exists for parks or recreational amenities across the country. There are generally two types of standards that communities use to analyze service: population-based standards and access standards. The Parks and Recreation Master Plan defines both population-based and access standards by amenity. Playgrounds should be within a 10-minute walk of most Fort Collins residents. Fossil Creek Park 162 / Fort Collins Parks and Recreation Master Plan SETTING AND USING LEVEL OF SERVICE STANDARDS Level of service standards help guide decisions about how many recreational amenities are needed and where. Population-based standards address how many amenities are needed and access- based standards address where amenities are needed, both now and in the future. Using the level of service standards to increase access to recreational amenities could result in different types of actions: • In areas where sidewalk and trail connections are lacking for pedestrians, or where roads are disconnected for drivers, increased access could mean adding sidewalks, trails, or road segments to better connect residents to existing amenities. • In areas where there is access to school district amenities but not to City-owned amenities, increased access could mean formalizing a partnership agreement to ensure that school district amenities are always open and available to the public. • In areas with a high population density that do not have access to school or City amenities, increased access could mean building new amenities in new or refreshed parks. • In growing areas, where developers may provide new public spaces, increased access could mean working with developers during the development review process to provide needed amenities. • In areas with access to multiple amenities in close proximity, increased access could mean removing or repurposing an underused amenity. Used in combination, the population-based and access standards provide a snapshot of the level of service provided by current public space amenities and a road map for addressing the number and location of amenities in the future. The level of service standards can be used to help prioritize which actions will increase equitable access to recreational amenities for the most residents. Not all recreational amenities have level of service standards. Level of service standards are used for common amenities that have broad user bases and whose inventories should grow as the population of the city grows. Level of service standards can and should change over time as industry trends change and demographic trends of the community change. The City will update its inventory of recreation amenities annually and will reexamine the recommended level of service standards approximately every five years as the needs assessment is updated. Guidelines for Parks and Facilities / 163 POPULATION-BASED STANDARDS Population-based level of service is expressed as a ratio of number of amenities to population. The current ratio is compared to a recommended ratio, which indicates whether additional amenities are needed. Methodology A number of data points were considered in setting the recommended level of service standards: • current level of service • level of service peer cities • national participation trends • community priorities Some data supports raising the current level of service. Other data supports maintaining or lowering the current level of service. Peer Cities Through the benchmarking analysis (see p. 336), data was collected on level of service provided by five peer cities that have similar demographic or economic characteristics, or have highly regarded public space systems. • Aurora, CO • Boise, ID • Boulder, CO • Madison, WI • Minneapolis, MN National Participation Trends National participation trends were taken from the Sports and Fitness Industry Association’s 2019 Sports, Fitness, and Leisure Activities Topline Participation Report, which tracks total national participation in recreational activities over time. While the national trends for amenities are useful, it is important to keep in mind they include numbers from localities that have very different demographics from Fort Collins. Community Priorities The statistically valid survey conducted as part of the Parks and Recreation master planning process in 2019 asked residents whether they or their households have a need for various outdoor and indoor amenities, and how well those needs are currently being met. Combining these metrics into a Priority Investment Rating (PIR), the survey report indicates the relative priorities for investing in these amenities. 164 / Fort Collins Parks and Recreation Master Plan ACCESS STANDARDS Access standards are expressed as a time within which residents should be able to get to a particular type of amenity by a particular mode of transportation. Where population-based standards indicate how many of an amenity is needed, access standards indicate where new amenities, or better ways of accessing existing amenities, are needed. Residents’ expectations of how close recreational amenities should be to their homes—and the City’s ability to provide those amenities— vary by type of amenity. People tend to expect some amenities, like basketball courts or playgrounds, which require little equipment to use, have broad drop-in usage, and are well used by children, to be within a close walk of home. For facilities and amenities like dog parks and community centers, which are used by a subset of residents or have highly scheduled or programmed usage, residents are willing to travel a bit further but still want them close by. Both of these categories of facilities and amenities require access standards. Other facilities and amenities, particularly those that cater to more niche user groups, do not require access standards since people are willing to travel longer distances to use them. Considering these differences in expectations, the City of Fort Collins is establishing two tiers of access standards: a 10-minute walk standard and a 5-minute drive standard, 10-Minute Walk Standard • Rectangular Fields • Playgrounds • Basketball Courts 5-Minute Drive Standard • Pickleball Courts • Dog Parks • Pools • Community Centers • Community Gardens • Diamond Fields It may also be possible in some cases to increase the level of service by improving the walkable street and trail network that connect to existing amenities. In some instances an amenity has a smaller service area because the sidewalks and trails to get there may not exist and therefore the amenity’s full service potential is not being met. These gaps in access are shown as circles, which represent an idealized service area. An example is shown at the right. Guidelines for Parks and Facilities / 165 How the Maps Were Created A spatial access analysis was performed for certain public space and school district amenities. To determine what parts of the city meet and do not meet the recommended access standards, areas were drawn around each individual amenity (e.g., basketball court) within which a person could reach that amenity within a specified time by walking, or driving. These service areas were then overlaid with the projected population density in 2040. This overlay analysis reveals parts of the city with gaps in access. These access maps follow. The access maps are a planning tool to evaluate access across the City to certain recreational amenities and highlight general areas where access to amenities could be improved. Improved access could mean adding new linkages to the travel network, like constructing more sidewalks, or adding another amenity in the general area identified as having limited access. The access maps were created using geographic information systems (GIS) software, multiple travel networks, and 2040 population projections. Travel time for each individual amenity (e.g., basketball courts) was calculated using the City’s walking, and driving networks, assuming minimal traffic.H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d Example of areas within 10-minute walk from park amenities (light green) and school amenities (peach), compared to an idealized 10-minute walk radius. Level of Service Analysis H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 10-Minute Walk Park Amenity Existing 10-Minute Walk Idealized 10-Minute Walk School Amenity Existing 10-Minute Walk Fort Collins Parks and Recreation Master Plan / 173 Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by Securing Access to Existing School Amenity Service Gap/ Potentially Filled by New Amenity in Planned Park 172 / Fort Collins Parks and Recreation Master Plan Basketball Courts — Access Standard — 10 Minute Walk 0 1/2 1 2 Miles BASKETBALL HOOPS Population-Based Standard 31 +8.0% Madison 10.6 MinneapolisFort Collins 2.5 1.6Aurora2.2Boise/Boulder 3.5 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Current LOS 3.7 per 10,000 Recommended LOS 3.0 per 10,000 Number of Courts 64 in 2020 +8 by 2040 Considerations 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available DRAFTDRAFT 166 / Fort Collins Parks and Recreation Master Plan HOW TO READ THE LEVEL OF SERVICE STANDARDS Population-Based Standards This digram shows how the recommended level of service (LOS) visually relates to the current level of service. These numbers indicate the current number of amenities and the number to be added by 2040. These charts show the data that was used to build the recommended LOS. These data points are the peer median level of service, the priority investment rating, and the 5-year participation change. This legend shows how the above data points inform the recommended LOS. For example if the peer median LOS is greater than Fort Collins, it suggests raising the LOS. H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 10-Minute Walk Park Amenity Existing 10-Minute Walk Idealized 10-Minute Walk School Amenity Existing 10-Minute Walk Fort Collins Parks and Recreation Master Plan / 173 Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by Securing Access to Existing School Amenity Service Gap/ Potentially Filled by New Amenity in Planned Park 172 / Fort Collins Parks and Recreation Master Plan Basketball Courts — Access Standard — 10 Minute Walk 0 1/2 1 2 Miles BASKETBALL HOOPS Population-Based Standard 31 +8.0% Madison 10.6 MinneapolisFort Collins 2.5 1.6Aurora2.2Boise/Boulder 3.5 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Current LOS 3.7 per 10,000 Recommended LOS 3.0 per 10,000 Number of Courts 64 in 2020 +8 by 2040 Considerations 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available DRAFTDRAFT Guidelines for Parks and Facilities / 167 Access Standards The current amenity access standards are represented by the green walksheds on the maps. The dark blue circles show an ideal walkshed that could be achieved with enhanced street walkability. See diagram below. The orange and black circles on the map show where a new amenity could be located in order to close a gap in the existing access standards. Dashed circles are new amenities that have not been planned, solid circles show that a park is planned in this area, and orange circles show that the gap could be filled by sharing amenity access with a school. Existing LOS Idealized LOS trail streets with sidewalks streets without sidewalks Amenity 168 / Fort Collins Parks and Recreation Master Plan RECTANGULAR FIELDS Population-Based Standard -2 .4% Minneapolis 9.5 Boulder 3.5 MadisonFort Collins 3.32.5 Aurora 4 .6Boise5.1 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Current LOS 2 .9 per 10,000 Recommended LOS 2 .5 per 10,000 Number of Fields 50 in 2020 +11 by 2040 Considerations 200 53 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 10-Minute Walk Park Amenity Existing 10-Minute Walk Idealized 10-Minute Walk School Amenity Existing 10-Minute Walk Fort Collins Parks and Recreation Master Plan / 169 Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by Securing Access to Existing School Amenity Service Gap/ Potentially Filled by New Amenity in Planned Park Rectangular Fields — Access Standard — 10-Minute Walk 0 1/2 1 2 Miles I-25 170 / Fort Collins Parks and Recreation Master Plan PLAYGROUNDS Population-Based Standard 65 N/A Madison 7.0 Boulder 3.4 Minneapolis Fort Collins 2.52.2Aurora 3 .8 Boise 4.1 0 0 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available Peer Median Priority Investment Rating 5-Year Change in Participation Current LOS 2 .5 per 10,000 Recommended LOS 3 .0 per 10,000 Number of Playgrounds 44 in 2020 +28 by 2040 Considerations 200 H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 10-Minute Walk Park Amenity Existing 10-Minute Walk Idealized 10-Minute Walk School Amenity Existing 10-Minute Walk Fort Collins Parks and Recreation Master Plan / 171 Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by Securing Access to Existing School Amenity Service Gap/ Potentially Filled by New Amenity in Planned Park Playgrounds — Access Standard — 10-Minute Walk 0 1/2 1 2 Miles 172 / Fort Collins Parks and Recreation Master Plan BASKETBALL HOOPS Population-Based Standard 31 +8 .0% Madison 10.6 Minneapolis Fort Collins 2.5 1.6Aurora2 .2Boise/Boulder 3.5 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Current LOS 3 .7 per 10,000 Recommended LOS 3 .0 per 10,000 Number of Courts 64 in 2020 +8 by 2040 Considerations 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 10-Minute Walk Park Amenity Existing 10-Minute Walk Idealized 10-Minute Walk School Amenity Existing 10-Minute Walk Fort Collins Parks and Recreation Master Plan / 173 Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by Securing Access to Existing School Amenity Service Gap/ Potentially Filled by New Amenity in Planned Park Basketball Courts — Access Standard — 10-Minute Walk 0 1/2 1 2 Miles 174 / Fort Collins Parks and Recreation Master Plan PICKLEBALL COURTS Population-Based Standard 65 Madison 2.0 Boulder 0.4 Minneapolis Fort Collins 0 0.9 0.9 Aurora 0 .6 Boise 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Current LOS 0 .9 per 10,000 Recommended LOS 1 .7 per 10,000 Number of Courts 8 in 2020 +13 by 2040 Considerations +40 .5% 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 5-Minute Drive Park Amenity Existing 5-Minute Drive Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by New Amenity in Planned Park Fort Collins Parks and Recreation Master Plan / 175 Pickleball Courts — Access Standard — 5-Minute Drive 0 1/2 1 2 Miles 176 / Fort Collins Parks and Recreation Master Plan 200 DOG PARKS Population-Based Standard 120 Boulder 7.3 Madison 1.1 Minneapolis Fort Collins 5.7 2.3 1.7 Aurora 3 .9 Boise 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Dog Parks 4 in 2020 +5 by 2040 Considerations N/A Recommended LOS 4 .0 per 100,000 Current LOS 2 .3 per 100,000 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 5-Minute Drive Park Amenity Existing 5-Minute Drive Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by New Amenity in Planned Park Fort Collins Parks and Recreation Master Plan / 177 Dog Parks — Access Standard — 5-Minute Drive 0 1/2 1 2 Miles 178 / Fort Collins Parks and Recreation Master Plan POOLS Population-Based Standard 197Boulder4.6 Madison 0.4 Minneapolis Fort Collins 3.1 2.3 1.0 Aurora 2 .4 Boise 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Pools 4 in 2020 +2 by 2040 Considerations +10 .8% Recommended LOS 2 .4 per 100,000 Current LOS 2 .3 per 100,000 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 5-Minute Drive Park Amenity Existing 5-Minute Drive Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by New Amenity in Planned Park Fort Collins Parks and Recreation Master Plan / 179 Pools — Access Standard — 5-Minute Drive 0 1/2 1 2 Miles 180 / Fort Collins Parks and Recreation Master Plan COMMUNITY CENTERS Population-Based Standard N/A Minneapolis 2.3 Madison 0.1 BoulderFort Collins 1.0 0.3Aurora 0 .5 Boise 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Centers 4 in 2020 +3 by 2040 Considerations N/A Recommended LOS 0 .6 per 20,000 Current LOS 0 .5 per 20,000 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d Future Southeast Community Center New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 5-Minute Drive Park Amenity Existing 5-Minute Drive Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by New Amenity in Planned Park Fort Collins Parks and Recreation Master Plan / 181 Community Centers — Access Standard — 5-Minute Drive 0 1/2 1 2 Miles 182 / Fort Collins Parks and Recreation Master Plan COMMUNITY GARDEN PLOTS Population-Based Standard 120 Madison 3.2 Minneapolis 0 Boulder Fort Collins 0.2 0.9 2.6 Aurora 0 .7Boise 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Plots 158 in 2020 +109 by 2040 Considerations N/A Recommended LOS 1 .1 per 1,000 Current LOS 0 .9 per 1,000 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 5-Minute Drive Park Amenity Existing 5-Minute Drive Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by New Amenity in Planned Park Fort Collins Parks and Recreation Master Plan / 183 Community Gardens — Access Standard — 5-Minute Drive 0 1/2 1 2 Miles 184 / Fort Collins Parks and Recreation Master Plan DIAMOND FIELDS Population-Based Standard 33 Minneapolis 4.6 Madison 0.9 Boulder Fort Collins 1.2 2.1 3.1 Aurora 2 .2Boise 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Fields 37 in 2020 +15 by 2040 Considerations +12 .0% Recommended LOS 2 .1 per 10,000 Current LOS 2 .1 per 10,000 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d New Park in Progress Planned School Population Density 2040 CSU Campus Idealized 5-Minute Drive Park Amenity Existing 5-Minute Drive Service Gap/ New Amenity Focus Area Service Gap/ Potentially Filled by New Amenity in Planned Park Fort Collins Parks and Recreation Master Plan / 185 Diamond Fields — Access Standard — 5-Minute Drive 0 1/2 1 2 Miles 186 / Fort Collins Parks and Recreation Master Plan BMX COURSES Population-Based Standard 50 Fort Collins 1.7 Aurora Boulder Boise 0.4 0.9 Minneapolis 0Madison 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Courses 3 in 2020 +2 by 2040 Considerations +55 .2% Recommended LOS 2 .0 per 100,000 Current LOS 1 .7 per 100,000 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available Guidelines for Parks and Facilities / 187 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available VOLLEYBALL COURTS Population-Based Standard 36 N/A 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Courts 7 in 2020 +2 by 2040 Considerations -0 .5% Recommended LOS 4 .0 per 100,000 Current LOS 4 .0 per 100,000 200 0 188 / Fort Collins Parks and Recreation Master Plan LIGHTED FIELDS Population-Based Standard N/A Minneapolis 53.8 Aurora MadisonBoulder 13.5 0 8.0Fort Collins 10 .9 Boise 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Fields 14 in 2020 +5 by 2040 Considerations N/A Recommended LOS 8 .0 per 100,000 Current LOS 8 .0 per 100,000 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available Guidelines for Parks and Facilities / 189 PAVED, MULTI-USE TRAILS Population-Based Standard 157 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Miles 44 in 2020 +28 by 2040 Considerations -1 .7% Recommended LOS 30 .0 per 100,000 Current LOS 25 .2 per 100,000 200 0 Boulder 52.1 Madison 25.9 Minneapolis 25.6 25.2 46.2 Aurora 33 .8Boise Fort Collins supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available 190 / Fort Collins Parks and Recreation Master Plan SKATE PARKS Population-Based Standard 31 Fort Collins 3.4 AuroraMadison Boulder Boise 1.3 1.4 0.50.4 Minneapolis 0 .9 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Skate Parks 6 in 2020 +1 by 2040 Considerations +0 .4% Recommended LOS 3 .0 per 100,000 Current LOS 3 .4 per 100,000 200 supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available Guidelines for Parks and Facilities / 191 DISC GOLF COURSES Population-Based Standard N/A 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Courts 2 in 2020 +1 by 2040 Considerations N/A Recommended LOS 1 .4 per 100,000 Current LOS 1 .1 per 100,000 200 0 Boulder 1.8 Madison Fort Collins 1.5 Minneapolis 0.5 1.1 0.4 Aurora 0 .7 Boise supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available 192 / Fort Collins Parks and Recreation Master Plan TENNIS COURTS Population-Based Standard 51 Fort Collins 2.6 Aurora Boulder 3.6 1.3 4.6 Boise 3 .3Minneapolis 0 0 Peer Median Priority Investment Rating 5-Year Change in Participation Number of Courts 46 in 2020 +17 by 2040 Considerations -1 .2% Recommended LOS 2 .6 per 10,000 Current LOS 2 .6 per 10,000 200 Madison supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available Guidelines for Parks and Facilities / 193 H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d 194 / Fort Collins Parks and Recreation Master Plan Focus Area Overlay 0 1/2 1 2 Miles The map above is an overlay of the new amenity focus areas from both the walking and driving access standards maps. By overlaying these focus areas, several patterns emerge. First, the location of the proposed community parks in both the northeast and east parts of the city are appropriately located and will provide amenities to parts of the city that will grow significantly over the next twenty years. The other pattern that emerges is that a need for a new park or parks exists in the southern part of the city. Based on the level of service analysis and the focus area overlay the Parks and Recreation Master Plan recommends building 12 new parks and completing 7 of the parks that are currently planned. The recommended parks fill in gaps in the service areas and provide amenities to residents who currently have to travel to reach them. The recommended parks should be built and classified based on their surroundings and amenities. H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d Guidelines for Parks and Facilities / 195 RProposed Park, Land Acquired Recommended Future Park/Facility Sites 0 1 2 Miles Proposed ParksProposed Park, Land Not Acquired Recommended Community/Neighborhood Centers 0 1 2 Miles Eastridge Park NE Community Park Fossil Lake Park R R R Elizabeth Street Park Poudre Plains Park Old Town Park Shields Park Sunflower Park Morningside Park Heron Park Wheaton Park Parkwood Park Interstate Park Richards Lake ParkRichards Lake Park Bucking Horse ParkBucking Horse Park E Community ParkE Community Park Trailhead ParkTrailhead ParkIronhorse ParkIronhorse ParkLegacy ParkLegacy Park Bacon ParkBacon Park 196 / Fort Collins Parks and Recreation Master Plan LEVEL OF SERVICE STANDARDS SUMMARY supports raising the LOS standard Peer Median > Fort Collins PIR > 100 Participation Change > 0 supports maintaining the LOS standard Peer Median = Fort Collins PIR ≤ 100 PIR > 50 Participation Change = 0 supports lowering the LOS standard Peer Median < Fort Collins PIR ≤ 50 Participation Change < 0 no information available ADDITIONAL AMENITIES NEEDED TO MEET RECOMMENDED LOS STANDARD AMENITY COUNT METRIC CURRENT LOS PEER MEDIAN LOS SURVEY PRIORITY NATIONAL 5-YR PART-ICIPATION TREND REC . LOS STANDARD IN 2020 BY 2040 ACCESS STANDARD Rectangular Fields 50 1/10,000 2.9 4.6 53 -2.4%2.5 -6 +11 10-Min Walk Playgrounds 44 1/10,000 2.5 3.8 65 3.0 +8 +28 10-Min Walk Basketball Hoops 64 1/10,000 3.7 2.2 31 +8.0%3.0 -12 +8 10-Min Walk Pickleball Courts 8 1/20,000 0.9 0.6 65 +40.5%1.7 +7 +13 5-Min Drive Dog Parks 4 1/100,000 2.3 3.9 120 4.0 +3 +5 5-Min Drive Swimming Pools 4 1/100,000 2.3 2.4 197 +10.8%2.4 0 +2 5-Min Drive Recreation & Senior Centers 4 1/20,000 0.5 0.7 0.6 +1 +3 5-Min Drive Community Garden Plots 158 1/1,000 0.9 0.7 120 1.1 +34 +109 5-Min Drive Diamond Fields 37 1/10,000 2.1 2.2 33 +12%2.1 0 +15 5-Min Drive BMX Courses 3 1/100,000 1.7 0 50 +55.2%2.0 0 +2 NA Volleyball Courts 7 1/100,000 4.0 36 -0.5%4.0 0 +2 NA Lighted Fields 14 1/100,000 8.0 11 8.0 0 +5 NA Paved, Multi-Use Trails (miles)44 1/100,000 25.2 33.8 157 -1.7%30.0 +8 +28 NA Skate Parks 6 1/100,000 3.4 0.9 31 +0.4%3.0 -1 +1 NA Disc Golf Courses 2 1/100,000 1.1 0.7 1.4 0 +1 NA Tennis Courts 46 1/10,000 2.6 3.3 51 -1.2%2.6 -1 +17 NA Guidelines for Parks and Facilities / 197 ADDITIONAL AMENITIES NEEDED TO MEET RECOMMENDED LOS STANDARD AMENITYCOUNTMETRICCURRENT LOS PEER MEDIAN LOS SURVEY PRIORITY NATIONAL 5-YR PART-ICIPATION TREND REC . LOS STANDARD IN 2020 BY 2040 ACCESS STANDARD Rectangular Fields501/10,0002.94.653-2.4%2.5 -6 +11 10-Min Walk Playgrounds441/10,0002.5 3.8653.0 +8 +28 10-Min Walk Basketball Hoops641/10,0003.72.231+8.0%3.0 -12 +8 10-Min Walk Pickleball Courts81/20,0000.90.665+40.5%1.7 +7 +13 5-Min Drive Dog Parks41/100,0002.33.91204.0 +3 +5 5-Min Drive Swimming Pools41/100,0002.32.4197+10.8%2.4 0 +2 5-Min Drive Recreation & Senior Centers41/20,0000.50.70.6 +1 +3 5-Min Drive Community Garden Plots1581/1,0000.90.71201.1 +34 +109 5-Min Drive Diamond Fields371/10,0002.12.233+12%2.1 0 +15 5-Min Drive BMX Courses31/100,0001.7050+55.2%2.0 0 +2 NA Volleyball Courts71/100,0004.036-0.5%4.0 0 +2 NA Lighted Fields141/100,0008.0118.0 0 +5 NA Paved, Multi-Use Trails (miles)441/100,00025.233.8157-1.7%30.0 +8 +28 NA Skate Parks61/100,0003.40.931+0.4%3.0 -1 +1 NA Disc Golf Courses21/100,0001.10.71.4 0 +1 NA Tennis Courts461/10,0002.63.351-1.2%2.6 -1 +17 NA GUIDELINES FOR PROGRAMS 200 / Fort Collins Parks and Recreation Master Plan Guidelines for Programs / 201 PROGRAM AND SERVICE CLASSIFICATIONS As with parks and recreation facilities, Fort Collins has a wide array of programs available to serve residents' interests and needs. Currently, the Recreation Department does not classify its programs and services. Classifying programs and services is an important process to ensure they remain aligned with interests and needs, serve the mission of the organization, and sustainably operate within the bounds of its financial resources. Nature programs are some of the highest rated. Outdoor Recreation Program 202 / Fort Collins Parks and Recreation Master Plan PROGRAM AND SERVICE CLASSIFICATIONS Building on industry standard criteria25, programs and services should be classified by: • whom the program is targeting • purpose • benefits • cost • outcome Program Classifications The program classification matrix below can be used as a guide to classifying programs and to inform cost recovery. Programs are categorized as essential, important, or value-added programs. Fort Collins' programs are categorized at right. These classifications distinguish the level of public benefit and private benefit as they apply to each program area. Public benefit means that everyone receives the same level of benefit with equal access. Private benefit means that the user receives exclusive benefit above what a general taxpayer receives for their personal benefit. Cost recovery is typically lower (0–30%) for essential programs, moderate (30–75%) for important programs and high (over 75%) for value-added programs. ESSENTIAL PROGRAMS IMPORTANT PROGRAMS VALUE-ADDED PROGRAMS Expectations Fees/Cost Recovery Benefit Market Competition Access High from Interest GroupsHigh from the Public Cover Most CostsNone/Minimal IndividualPublic Alternate Providers AvailableLimited Other Providers Limited to UsersOpen to All Guidelines for Programs / 203 PROGRAMS BENEFIT LEVEL SERVICE CATEGORY TARGET COST RECOVERY Aquatics EPIC Pool Community/Individual Important 60% EPIC Aquafitness Community Essential 30% MP Pool Community/Individual Important 50% MP Aquafitness Community/Individual Important 50% Cp Pool Community/Individual Important 65% SC Pool Community Essential 35% SC Aquatics Community/Individual Important 50% Ice EPIC Ice Community/Individual Important 60% Old Town Square Holiday Rink Community/Individual Important 50% Youth Enrichment Programs Child Development Community/Individual Important 50% The Farm Community/Individual Important 60% Youth & Camps Community/Individual Important 50% Adult Enrichment Programs Social Opportunities Community/Individual Important 60% Education Community/Individual Important 50% Wellness Community/Individual Important 50% Dance Community/Individual Important 50% Trips & Travel Community/Individual Important 50% Outdoor Recreation Community/Individual Important 50% Arts, Crafts, Pottery - Youth and Adult Arts & Crafts Community/Individual Important 60% Pottery Community/Individual Important 50% Adaptive Recreational Opportunities All Programs Community/Individual Important 50% Fitness Programs NACC Individual Value Added 75% FAC Individual Value Added 75% SC Individual Value Added 75% Sports Adult Individual Value Added 80% Youth Community/Individual Important 60% Tennis Individual Value Added 80% Special Events Kids in the Park Community/Individual Important 65% 4th of July Parade Community/Individual Important 50% Room Rentals NACC Individual Value Added 100% EPIC Individual Value Added 100% FAC Individual Value Added 100% SC Individual Value Added 100% Club Tico Individual Value Added 100% 204 / Fort Collins Parks and Recreation Master Plan Guidelines for Programs / 205 PROGRAM COSTS AND PRICING Cost of service analyses help determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as well as to benchmark different programs. Once cost of service totals have been calculated, cost recovery goals can be established. A cost of service analysis should be undertaken on a regular basis. Aquatic facilities draw many residents on hot summer days. City Park Pool 206 / Fort Collins Parks and Recreation Master Plan COST OF SERVICE Cost of service accurately calculates direct costs (i.e. program- specific costs) and indirect costs (i.e. comprehensive costs, including administrative overhead costs). A cost of service analysis for each program or program type not only helps determine the true and full cost of offering a program but provides information that can be used to price programs based on accurate delivery costs. Common types of costs that must be accounted for in a cost of service analysis include: • personnel costs • administrative cost allocation • debt service costs • supply and material costs • equipment costs • contracted services • vehicle costs • building costs A cost of service analysis must also include the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or activity units may include: • number of participants • number of tasks performed • number of consumable units • number of service calls • number of events • required time for offering program/service The table at right summarizes current cost recovery, targeted cost recovery, and the increase in net revenue for each program if the targets were achieved. PROGRAMS 2019 PARTICIPATION COUNTS TOTAL REVENUE DIRECT PROGRAM EXPENDITURES INDIRECT/ ADMIN/ OVERHEAD EXPENDITURES TOTAL REVENUE OVER/UNDER TOTAL TAX SUPPORT PER PARTICIPANT/ VISITOR CURRENT COST RECOVERY BENEFIT LEVEL SERVICE CATEGORY TARGET COST RECOVERY POTENTIAL NET REVENUE INCREASE Aquatics EPIC Pool 163,876 $433,699 $267,646 $549,495 ($383,442)($2.34)531.%Community/ Individual Important 60%$56,586 EPIC Aquafitness 4,885 $3,499 $8,668 $4,421 ($9,600)($1.97)26.7%Community Essential 30%$438 MP Pool 46,867 $237,593 $189,529 $301,030 ($252,966)($5.40)48.4%Community/ Individual Important 50%$7,686 MP Aquafitness 3,486 $3,513 $5,269 $4,451 ($6,207)($1.78)36.1%Community/ Individual Important 50%$1,347 Cp Pool 58,508 $251,503 $94,232 $318,653 ($161,382)($2.76)60.9%Community/ Individual Important 65%$16,873 SC Pool 4,411 $24,742 $115,136 $31,348 ($121,742)($27.60)16.9%Community Essential 35%$26,527 SC Aquatics 26,601 $34,975 $32,755 $44,313 ($42,093)($1.58)45.4%Community/ Individual Important 50%$3,559 Ice EPIC Ice 144,790 $1,205,326 $515,999 $1,527,144 ($837,817)($5.79)59.0%Community/ Individual Important 60%$20,560 Old Town Square Holiday Rink 1,600 $4,988 $3,608 $6,320 ($4,940)($3.09)50.2%Community/ Individual Important 50%$0 Youth Enrichment Programs Child Development 24,812 $266,500 $213,591 $337,655 ($284,746)($11.48)48.3%Community/ Individual Important 50%$9,123 The Farm 64,519 $351,724 $136,881 $445,633 ($230,790)($3.58)60.4%Community/ Individual Important 60%$0 Youth & Camps 18,803 $382,435 $295,225 $484,544 ($397,334)($21.13)49.0%Community/ Individual Important 50%$7,449 Adult Enrichment Programs Social Opportunities 24,311 $80,937 $43,388 $102,547 ($64,998)($2.67)55.5%Community/ Individual Important 60%$6,624 Education 4,260 $41,845 $40,083 $53,017 ($51,255)($12.03)44.9%Community/ Individual Important 50%$4,705 Wellness 4,352 $34,949 $29,987 $44,280 ($39,318)($9.03)47.1%Community/ Individual Important 50%$2,185 Dance 2,581 $17,724 $16,205 $22,456 ($20,937)($8.11)45.8%Community/ Individual Important 50%$1,607 Trips & Travel 2,297 $321,399 $328,407 $407,211 ($414,219)($180.33)43.7%Community/ Individual Important 50%$46,410 Outdoor Recreation 1,790 $30,311 $31,796 $38,404 ($39,889)($22.41)43.2%Community/ Individual Important 50%$4,789 Arts, Crafts, Pottery - Youth and Adult Arts & Crafts 5,052 $53,326 $28,670 $67,564 ($42,908)($8.49)55.4%Community/ Individual Important 60%$4,414 Pottery 15,481 $159,570 $114,512 $202,175 ($157,117)($10.15)50.4%Community/ Individual Important 50%$0 Adaptive Recreational Opportunities All Programs 15,299 $53,738 $67,125 $68,086 ($81,473)($5.33)39.7%Community/ Individual Important 50%$13,867 Fitness Programs NACC 129,322 $131,876 $120,937 $167,086 ($156,147)($1.21)45.8%Individual Value Added 75%$84,142 FAC 47,862 $50,372 $47,292 $63,821 ($60,741)($1.27)45.3%Individual Value Added 75%$32,963 SC 183,590 $299,372 $129,813 $379,303 ($209,744)($1.14)58.8%Individual Value Added 75%$82,463 Sports Adult 79,404 $327,396 $232,184 $414,810 ($319,598)($4.02)50.6%Individual Value Added 80%$190,199 Youth 85,832 $490,615 $266,894 $621,608 ($397,887)($4.64)55.2%Community/ Individual Important 60%$220,186 Tennis 3,472 $7,773 $105 $9,848 ($2,180)($0.63)78.1%Individual Value Added 80%$190 Special Events Kids in the Park NA $17,200 $5,300 $21,792 ($9,892)NA 63.5%Community/ Individual Important 65%$410 4th of July Parade NA $2,550 $2,000 $3,231 ($2,681)NA 48.7%Community/ Individual Important 50%$589 Room Rentals NACC NA $81,839 $3,805 $103,690 ($25,656)NA 76.1%Individual Value Added 100%$25,656 EPIC NA $1,193 $0 $1,512 ($319)NA 78.9%Individual Value Added 100%$319 FAC NA $4,418 $0 $5,598 ($1,180)NA 78.9%Individual Value Added 100%$1,180 SC NA $131,612 $96,227 $166,752 ($131,367)NA 50.0%Individual Value Added 100%$131,367 Club Tico NA $40,285 $16,832 $31,041 ($27,588)NA 59.4%Individual Value Added 100%$27,588 Guidelines for Programs / 207 PROGRAMS2019 PARTICIPATION COUNTS TOTAL REVENUE DIRECT PROGRAM EXPENDITURES INDIRECT/ ADMIN/ OVERHEAD EXPENDITURES TOTAL REVENUE OVER/UNDER TOTAL TAX SUPPORT PER PARTICIPANT/ VISITOR CURRENT COST RECOVERY BENEFIT LEVEL SERVICE CATEGORY TARGET COST RECOVERY POTENTIAL NET REVENUE INCREASE Aquatics EPIC Pool163,876 $433,699 $267,646 $549,495 ($383,442)($2.34)531.%Community/ Individual Important 60%$56,586 EPIC Aquafitness4,885 $3,499 $8,668 $4,421 ($9,600)($1.97)26.7%Community Essential 30%$438 MP Pool46,867 $237,593 $189,529 $301,030 ($252,966)($5.40)48.4%Community/ Individual Important 50%$7,686 MP Aquafitness3,486 $3,513 $5,269 $4,451 ($6,207)($1.78)36.1%Community/ Individual Important 50%$1,347 Cp Pool58,508 $251,503 $94,232 $318,653 ($161,382)($2.76)60.9%Community/ Individual Important 65%$16,873 SC Pool4,411 $24,742 $115,136 $31,348 ($121,742)($27.60)16.9%Community Essential 35%$26,527 SC Aquatics26,601 $34,975 $32,755 $44,313 ($42,093)($1.58)45.4%Community/ Individual Important 50%$3,559 Ice EPIC Ice144,790 $1,205,326 $515,999 $1,527,144 ($837,817)($5.79)59.0%Community/ Individual Important 60%$20,560 Old Town Square Holiday Rink 1,600 $4,988 $3,608 $6,320 ($4,940)($3.09)50.2%Community/ Individual Important 50%$0 Youth Enrichment Programs Child Development24,812 $266,500 $213,591 $337,655 ($284,746)($11.48)48.3%Community/ Individual Important 50%$9,123 The Farm64,519 $351,724 $136,881 $445,633 ($230,790)($3.58)60.4%Community/ Individual Important 60%$0 Youth & Camps18,803 $382,435 $295,225 $484,544 ($397,334)($21.13)49.0%Community/ Individual Important 50%$7,449 Adult Enrichment Programs Social Opportunities 24,311 $80,937 $43,388 $102,547 ($64,998)($2.67)55.5%Community/ Individual Important 60%$6,624 Education4,260 $41,845 $40,083 $53,017 ($51,255)($12.03)44.9%Community/ Individual Important 50%$4,705 Wellness4,352 $34,949 $29,987 $44,280 ($39,318)($9.03)47.1%Community/ Individual Important 50%$2,185 Dance2,581 $17,724 $16,205 $22,456 ($20,937)($8.11)45.8%Community/ Individual Important 50%$1,607 Trips & Travel2,297 $321,399 $328,407 $407,211 ($414,219)($180.33)43.7%Community/ Individual Important 50%$46,410 Outdoor Recreation 1,790 $30,311 $31,796 $38,404 ($39,889)($22.41)43.2%Community/ Individual Important 50%$4,789 Arts, Crafts, Pottery - Youth and Adult Arts & Crafts5,052 $53,326 $28,670 $67,564 ($42,908)($8.49)55.4%Community/ Individual Important 60%$4,414 Pottery15,481 $159,570 $114,512 $202,175 ($157,117)($10.15)50.4%Community/ Individual Important 50%$0 Adaptive Recreational Opportunities All Programs15,299 $53,738 $67,125 $68,086 ($81,473)($5.33)39.7%Community/ Individual Important 50%$13,867 Fitness Programs NACC129,322 $131,876 $120,937 $167,086 ($156,147)($1.21)45.8%Individual Value Added 75%$84,142 FAC47,862 $50,372 $47,292 $63,821 ($60,741)($1.27)45.3%Individual Value Added 75%$32,963 SC183,590 $299,372 $129,813 $379,303 ($209,744)($1.14)58.8%Individual Value Added 75%$82,463 Sports Adult79,404 $327,396 $232,184 $414,810 ($319,598)($4.02)50.6%Individual Value Added 80%$190,199 Youth85,832 $490,615 $266,894 $621,608 ($397,887)($4.64)55.2%Community/ Individual Important 60%$220,186 Tennis3,472 $7,773 $105 $9,848 ($2,180)($0.63)78.1%Individual Value Added 80%$190 Special Events Kids in the ParkNA $17,200 $5,300 $21,792 ($9,892)NA 63.5%Community/ Individual Important 65%$410 4th of July ParadeNA $2,550 $2,000 $3,231 ($2,681)NA 48.7%Community/ Individual Important 50%$589 Room Rentals NACCNA $81,839 $3,805 $103,690 ($25,656)NA 76.1%Individual Value Added 100%$25,656 EPICNA $1,193 $0 $1,512 ($319)NA 78.9%Individual Value Added 100%$319 FACNA $4,418 $0 $5,598 ($1,180)NA 78.9%Individual Value Added 100%$1,180 SCNA $131,612 $96,227 $166,752 ($131,367)NA 50.0%Individual Value Added 100%$131,367 Club TicoNA $40,285 $16,832 $31,041 ($27,588)NA 59.4%Individual Value Added 100%$27,588 208 / Fort Collins Parks and Recreation Master Plan PRICING STRATEGIES Currently, the Fort Collins Recreation Department utilizes four pricing strategies: By Cost Recovery Goals - department cost recovery goals influence price points By Customer's Ability to Pay - scholarships, subsidies, discounted rates offered for low-income residents Residency - different prices for residents and non-residents Market Competition - competitors' prices influence price points The City should consider adding pricing strategies that will not only increase sales but also maximize the utilization of the City’s parks, programs, and recreation facilities: Primetime and Non-Primetime - Prices are set based on time of day. Primetime is considered to be the time of day in which demand for the service is highest. Fees for the rental of park facilities during this time would be set at rate that would recover 125-150% of costs incurred. To lessen the demand for “primetime,” prices can be lowered for rentals of facilities during times in which demand is lower. This will assist in maximizing facility utilization. Premium Pricing - Prices are set high to reflect the exclusiveness of the product. For example, a user group might pay higher rental fees for the exclusive use of a facility that prohibits the general public or other groups from participating. Having multiple pricing options gives customers the opportunity to choose which option best fits their schedule and price point. Additional pricing strategies to explore include: • Incentive Pricing • Length of Stay Pricing • Season and Off-Season Rates • Cost Recovery Pricing for All Programs • Multi-tiered Program Pricing • Level of Exclusivity Pricing • Group Discounting and Packaging • Age Segment Pricing • Volume Pricing • Level of Private Gain Pricing Citywide programs bring all kinds of residents. Open Streets Guidelines for Programs / 209 POLICY FRAMEWORK 212 / Fort Collins Parks and Recreation Master Plan Policy Framework / 213 POLICY FRAMEWORK The path forward for parks and recreation in Fort Collins is captured within the following goals, actions, and methods. Each goal describes an ideal future for the parks and recreation system. Each goal is supported by a set of actions that the City can take to move towards that ideal future. Many of the actions are, in turn, supported by a set of methods that provide more specific implementation steps. New parks bring new experiences to the city. Poudre River Whitewater park 214 / Fort Collins Parks and Recreation Master Plan Policy Framework / 215 1 . PARKS GOAL Provide equitable access to parks . Fort Collins has a substantial network of parks where people can relax, exercise, socialize, and come together for community events. A large majority (79%) of survey respondents felt that there are sufficient public parks, natural areas, and open spaces within walking distance of their residence. However, as Fort Collins continues to grow, the City will need to consider how to meet the needs of existing and new residents. In addition, City Plan elevated Nature in the City’s goal to increase the number of residents who have access to natural areas, parks, and/or open space within a 10-minute walk of their home, reinforcing the need to close existing gaps and provide nature in areas planned for intensification. As an integral component of the city’s public space system, providing access to parks is one way to achieve the City Plan goal. ACTIONS • Expand the usability of existing parks. • Expand existing parks and secure new parkland, where possible, to serve growing and under-served communities in established parts of the city. • Continue to build new parks to serve newly developing parts of the city. • Ensure access to spaces that are intentionally designed to support casual, impromptu use. • Assess and augment the capacity of downtown parks and public spaces to accommodate community events and festivals of various sizes. Best Practice: Community Gardens ACQUIRE & MASTER PLAN DESIGN BUILD OPERATE EVALUATE maintainlife cycle replacementminor refreshmajor refreshdivest216 / Fort Collins Parks and Recreation Master Plan 1 .1 Expand the usability of existing parks. Parks, like other built infrastructure, have a life cycle. Recreational preferences, design preferences, and neighborhood demographics change over time. Periodically, parks must be evaluated to determine whether they are meeting community needs and performing as well as they could be. Implementation Lead: Park Planning and Development Implementation Partners: Parks, Planning, Neighborhood Services, Natural Areas, Utilities, School Districts, Cultural Resources 1.1.1 Consider potential connections and synergies of adjacent parks, recreation facilities, natural areas, stormwater management lands, schools, trails, and complete streets to maximize user experience and benefits when developing corridor, subarea, or redevelopment plans. 1.1.2 Ensure that every park has a framework plan to identify the intended uses and in what areas of the park those intended uses are meant to occur. 1.1.3 Comprehensively evaluate the design and function of parks on a regular basis using this plan’s design guidelines to determine if they need to be refreshed. (See p. 105) 1.1.4 Develop master plans for all parks in need of a major refresh. 1.1.5 Seek opportunities to enlarge or add space for community gardens and urban agriculture in parks. 1.1.6 Develop agreements to ensure access to amenities at adjacent schools. ACTIONS Community gardens blends beautiful design and function. Twin Silos Garden Figure 16. The life cycle of a park does not stop at construction. Parks need to be periodically evaluated to ensure they stay relevant. Park Life Cycle LAUREL ELEMENTARY Eastside Park E a s t s i d e P a r kEastside P a r k 0 0 0 0 0 0 0 0 0 0 Adjacencies school stormwater parcel natural area Typical Amenities x 150 Feet Acreage: 3.24 Proposed Classification: Passive Recreation Seating Natural Spaces Casual Use Spaces Internal Wlaking Trails Community Gardens Unique Landscape Features Biking Trails Rectangular Fields Outdoor Fitness Creative Play Attractions Playgrounds Diamond Fields Water Play Court Games Volleyball Courts Tennis Courts Basketball Courts Active Recreation 0 Facilities Dog Parks Restrooms Individual Picninc Areas Park Shelters Group Picnic Areas Outdoor Event Spaces 0 1 0 School Park 1. Hiking Trails 2. Paved Trails 3. Natural Areas 4. Unprogrammed Spaces 5. Dog Parks Top 5 Amenities in North East Region Property to Purchase Eastside Park Laurel Elementary Property to Purchase Eastside Park Laurel Elementary LAUREL ELEMENTARY Eastside Park E a s t s i d e P a r kEastside P a r k 0 0 0 0 0 0 0 0 0 0 Adjacencies school stormwater parcel natural area Typical Amenities x 150 Feet Acreage: 3.24 Proposed Classification: Passive Recreation Seating Natural Spaces Casual Use Spaces Internal Wlaking Trails Community Gardens Unique Landscape Features Biking Trails Rectangular Fields Outdoor Fitness Creative Play Attractions Playgrounds Diamond Fields Water Play Court Games Volleyball Courts Tennis Courts Basketball Courts Active Recreation 0 Facilities Dog Parks Restrooms Individual Picninc Areas Park Shelters Group Picnic Areas Outdoor Event Spaces 0 1 0 School Park 1. Hiking Trails 2. Paved Trails 3. Natural Areas 4. Unprogrammed Spaces 5. Dog Parks Top 5 Amenities in North East Region Property to Purchase Eastside Park Laurel Elementary Property to Purchase Eastside Park Laurel Elementary RED FOX MEADOWS NATURAL AREA Avery Park A v e r y P a r kAvery P a r k 1 0 0 0 0 0 0 1 0 2 Adjacencies school x stormwater parcel natural area Typical Amenities 300 Feet Acreage: 6.16 Proposed Classification: Passive Recreation Seating Natural Spaces Casual Use Spaces Internal Wlaking Trails Community Gardens Unique Landscape Features Biking Trails Rectangular Fields Outdoor Fitness Creative Play Attractions Playgrounds Diamond Fields Water Play Court Games Volleyball Courts Tennis Courts Basketball Courts Active Recreation 0 Facilities Dog Parks Restrooms Individual Picninc Areas Park Shelters Group Picnic Areas Outdoor Event Spaces 0 1 1 Ne ig h bo rhoo d Par k 1. Paved Trails 2. Natural Areas 3. Hiking Trails 4. Unprogrammed Spaces 5. Dog Parks Top 5 Amenities in North West Region Opportunity: Park Expansion Policy Framework / 217 1 .2 Expand existing parks and secure new parkland, where possible, to serve growing and under-served communities in established parts of the city. In addition to newly developing parts of the city, Fort Collins is growing in established parts of the city. Existing parks may not be sufficient in the future to meet the needs of additional residents in these areas. Implementation Lead: Park Planning and Development Implementation Partners: Planning, Utilities, Engineering, FC Moves 1.2.1 Secure parks and public spaces envisioned in adopted plans—including the Downtown Plan, Downtown Civic Center Plan, Midtown Plan, subarea plans, and corridor plans —and ensure they provide amenities that meet neighborhood needs. 1.2.2 Tie parks and recreation facilities proposed in adopted plans to this plan’s park and recreation facility classification system. (See p. 115) 1.2.3 Purchase private properties adjacent to existing parks, when available and cost effective, to expand existing parks. 1.2.4 Ensure that new parks provided by developers are accessible, usable, connected to citywide public space systems, and meet design and maintenance standards. 1.2.5 Reimagine City-owned stormwater utility sites as new and expanded public space. 1.2.6 Continue to work with business improvement districts to provide plazas and urban parks. Opportunity: Stormwater Utility Sites PARK STORMWATER Residents perceive the land across from Avery Park as part of the park, yet the park has not been designed with that space in mind. Avery Park Eastside Park represents an opportunity where purchasing adjacent land would greatly improve the functionality of the park. Eastside Park 79% of residents citywide59% in northeast Fort Collins feel there are sufficient parks within walking distance of home 218 / Fort Collins Parks and Recreation Master Plan 1 .3 Continue to build new parks to serve newly developing parts of the city. While a large majority (79%) of residents across Fort Collins said there are sufficient public parks, natural areas, and open spaces within walking distance of their residence, this was not uniformly true of all parts of the city. Only 59% of those who live in still-growing northeast Fort Collins felt the same way. When built, proposed parks will go a long way toward serving developing parts of the city. Implementation Lead: Park Planning and Development Implementation Partners: Parks, Utilities/Stormwater, Natural Areas, Engineering, Transportation, Planning 1.3.1 Complete community parks that were proposed in the 2008 Parks and Recreation Policy Plan. 1.3.2 Build additional parks in higher density areas that are outside a 10-minute walk to parks, natural areas, and other public spaces. 1 .4 Ensure access to spaces that are intentionally designed to support casual, impromptu use. As Fort Collins continues to grow, pressure will be put on existing parks to accommodate more users and more uses. However, it is important to preserve and create spaces that can be used for relaxation, reflection, and informal activities— spaces that are open and available, not programmed with activity. Such spaces were the fourth most important type of outdoor amenity to residents’ household, behind only trails and natural or habitat areas. Implementation Lead: Park Planning and Development Implementation Partners: Parks 1.4.1 Incorporate casual use spaces into park master plans and framework plans. Policy Framework / 219Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d RProposed Parks, Land Acquired Recommended Future Park/Facility Sites Proposed ParksProposed Parks, Land Not Acquired Recommended Community/Neighborhood Centers Eastridge Park NE Community Park Fossil Lake Park R R R Elizabeth Street Park Poudre Plains Park Old Town Park Shields Park Sunflower Park Morningside Park Heron Park Wheaton Park Parkwood Park Interstate Park Richards Lake ParkRichards Lake Park Bucking Horse ParkBucking Horse Park E Community ParkE Community Park Trailhead ParkTrailhead ParkIronhorse ParkIronhorse ParkLegacy ParkLegacy Park Bacon ParkBacon Park 220 / Fort Collins Parks and Recreation Master Plan 1 .5 Assess and augment the capacity of downtown parks and public spaces to accommodate community events and festivals of various sizes. With festivals and special events regularly dotting the public calendar, these activities have become part of the culture of Fort Collins. It is no wonder, then, that residents identified festivals and special events as the fourth most important type of program or activity to their households. As attendance grows, current event spaces like Civic Center Park are unable to accommodate the crowds. Downtown continues to be a preferred location for events due to synergies with restaurants and retail, multi-modal access, and a central location. Implementation Lead: Park Planning and Development Implementation Partners: Neighborhood Services, Downtown Development Authority 1.5.1 Expand the use of festival streets and temporary street closures during events to provide flex space for crowds. 1.5.2 Refresh Civic Center and Washington Parks to make them more useful and accommodating to downtown events 1.5.3 Examine the potential of parks near downtown, such as Lee Martinez Community Park, Old Fort Collins Heritage Park, or Legacy Park, and the future civic campus to function as festival and event spaces while staying true to the objectives of the Poudre River Downtown Master Plan. 1.5.4 Consider the addition of an indoor/outdoor venue to host larger events, offer recreation opportunities, and increase economic health. Street closures can be used to temporarily expand park space for events and festivals. Fort Collins Brewery Event Photo: Visit Fort Collins Policy Framework / 221 222 / Fort Collins Parks and Recreation Master Plan Policy Framework / 223 GOAL Provide equitable access to recreational experiences . Fort Collins offers a wide array of programs in its parks and recreation facilities. While program participation is high, it is highest in parts of the city that are closest to the Northside Aztlan Community Center and Fort Collins Senior Center (above 60%) and lower in other parts of the city (under 60%). Recreation preferences are not the same for everybody, and trends continually change. The City must keep an eye on local and national trends to ensure that recreation facilities and programs offered continue to respond to residents’ needs. Residents indicated that aquatic facilities and programs as well as exercise and fitness facilities and programs were very important to their households. ACTIONS • Provide recreational amenities according to level of service standards. • Expand year-round usability of existing recreation facilities. • Strive for universal access. • Ensure facilities and programs continue to respond to changing user needs. • Promote public health and wellness through public spaces programming. 2 . RECREATION Gymnasiums Lap Pool Innovation Rooms Leisure Pool 17% 33% 21% 23% 19% 21% Fitness Rooms Weight Area “Reduced fee program is great! Thanks for making it even easier!” - Lincoln Center Open House Attendee 224 / Fort Collins Parks and Recreation Master Plan 2 .1 Provide recreational amenities according to level of service standards. (See p. 161) Population-based and access standards for level of service can be used together as a tool to understand how many of a particular amenity is needed in Fort Collins and where. The periodic evaluation of park and recreation facility performance provides an opportunity to determine how well current amenities, and access to them, relate to defined standards and residents’ needs. Implementation Lead: Park Planning and Development (outdoor facilities), Recreation (indoor facilities) Implementation Partners: Parks 2.1.1 Construct the new southeast recreation center and consider two other community or neighborhood centers to serve the community’s indoor recreation needs. 2.1.2 Identify opportunities during the periodic evaluation of parks to add or change recreation amenities or to enhance access based on citywide needs and resident input. 2.1.3 Consider national and regional recreation trends, local demand, and projected usage and participation before introducing new and innovative amenities. (See p. 37) 2.1.4 Based on level of service, determine where to reduce duplication of services without reducing the overall quality of service provided to the community. 2.1.5 Site new amenities in locations that are or will be made accessible by as many modes of transportation as possible. 2.1.6 Consider renaming the Fort Collins Senior Center to more accurately reflect its role as a community center that—while primarily focused on those 50 years of age and older—provides a range of facilities and programming available to all adults. ACTIONS Source: Fort Collins Southeast Community Recreation & Arts Center Figure 17. Innovation rooms ranked at the top of what residents want in a new recreation center. Top Amenities for a new southeast recreation center 2019 Sports Facility Market and Feasibility Analysis The 2019 Sports Facility Market and Feasibility Analysis concluded that there was demand in the market for one of two development scenarios for a sports complex: • a new, indoor sports facility with 8 regulation basketball courts and 16 volleyball courts that could accommodate mid-week demand driven by local groups and host basketball tournaments, volleyball, wrestling, and other flat-floor sports (and non-sports) events during the off-season for area hoteliers or • a new, 16-diamond synthetic turf outdoor sports facility with multipurpose field overlays that could host major regional and national baseball and softball tournaments, driven in part by demand generated by Triple Crown This plan recommends the first option because of its focus on meeting local needs. 4,094 Reduced Fee Passes issued Policy Framework / 225 2 .2 Expand year-round usability of existing recreation facilities. Changes in daylight hours and temperatures affect the usability of some outdoor recreation facilities over the course of the year. This has the dual effect of suppressing participation in colder months and putting greater pressure on facilities in warmer months. Expanding year-round usability could help distribute these waves of usage and participation. Implementation Lead: Parks Implementation Partners: Recreation, Park Planning and Development 2.2.1 Develop a citywide, objective lighting policy for parks and recreation facilities. 2.2.2 Consider the conversion of select existing fields to synthetic turf to extend usability. 2.2.3 Consider a new indoor event/court facility to meet local demand and level of service standards, as proposed in the 2019 Sports Facility Market and Feasibility Analysis. (See sidebar.) 2.2.4 Explore opportunities to provide all-season access to certain high use facilities through the use of temporary or permanent structures. 2 .3 Strive for universal access. Through its Adaptive Recreation Opportunities and Reduced Rate programs, the City offers inclusive, transitional, and specialized programs that broaden access to recreation. Continuing this program and continuing to design physical facilities that are welcoming to all users will move further towards achieving universal access. Implementation Lead: Recreation Implementation Partners: Parks, Park Planning and Development 2.3.1 Continue the Adaptive Recreation Opportunities program. 2.3.2 Continue the Reduced Rate program, and monitor its impact and usage. 2.3.3 Incorporate new and creative recreation facilities and amenities, such as playgrounds, for universal access, offering a variety of experiences where people of all abilities can interact. 2.3.4 Incorporate ADA (Americans with Disabilities Act) upgrades to existing sites in accordance with the City's transition plan. 226 / Fort Collins Parks and Recreation Master Plan 2 .4 Ensure facilities and programs continue to respond to changing user needs. While traditional sports like basketball, golf, tennis, baseball, and soccer still attract large numbers of participants, recreational preferences change over time. In the past five years, for example, pickleball has been one of the fastest growing sports, with participation up more than 40%. Such trends have implications for both facilities and programs. A degree of nimbleness is necessary to prepare for and adjust to these trends. Implementation Lead: Recreation Implementation Partners: Parks, Park Planning and Development 2.4.1 Continue to monitor regional and national recreation trends and incorporate new and innovative recreation facilities and programs to sustain community participation. (See p. 37) 2.4.2 Evaluate opportunities to repurpose or expand the range of allowable uses of existing facilities before building new, specialized facilities. 2.4.3 Promote and broaden the availability of facilities and programs to cater to diverse ages, interests, abilities, and cultures. 2.4.4 Regularly evaluate program demand and adjust offerings. 2.4.5 Implement best practices in program life cycles to maintain a culture of quality program delivery. (See"Program Life Cycles" on page 102) 2.4.6 Regularly evaluate each program’s participation, finances, and outcomes. 2.4.7 Develop a new pricing policy based on classification of programs and services. Requests for Amenities and Facilities Residents, user groups, and other organizations often request new amenities and facilities to meet their needs, as they also did In the course of developing this plan. To ensure capital expenditures on such amenities and facilities are in line with the policies of this plan, the following guidelines can be used to evaluate requests. The amenity or facility will: • primarily meet local needs • help meet this plan's level of service standards • fulfill a high priority investment need as defined in the statistically valid survey report • respond to demonstrated national or regional trends of growth for more than one year • meet documented, growing local demand • meet needs generated by the city's population growth • provide a new and innovative experience not already available within a reasonable travel distance • fit within the guidelines of a current site master plan or framework plan (if a particular location has been requested) Fitness and wellness programs are available to residents of all ages at the City's community centers. Northside Aztlan Community Center Policy Framework / 227 Figure 18. Fort Collins Health Equity Index Fort Collins City Plan, 2016 Source: Larimer County Scores range from 0 to 100 with 100 indicating the highest priority 0 - 20 40 - 60 60 - 80 80 - 100 20 - 40 22 FORT COLLINS CITY PLAN02 | VISION AND VALUES 23 Who you are and where you live in Fort Collins can put you on a different path than a resident from a different background or part of the city. This can result in different outcomes for your health, ability to access healthy food, recreational opportunities and many other areas that are critical to maintaining the high quality of life City Plan envisions for all members of our community. In this update, City Plan utilized a health and equity lens to develop new policies and implementation actions that can help ensure that our actions and decisions do not disproportionately burden one group over another. As our city becomes more diverse, it will be important to understand the barriers facing certain groups or neighborhoods (whether they be related to race, income, health, employment, educational attainment, age, ability, etc.) so that all residents have access to the services, resources, infrastructure and opportunities they need. HEALTH AND EQUITY What are Social Determinants of Health? Social determinants of health are the social and physical conditions of a person’s life that influence their personal health and well-being: education, income level, access to health care, social and community context, and neighborhood/built environment. Research shows that residents who live in poverty and have lower levels of educational attainment are more likely to have poor health outcomes and will be more vulnerable to impacts from climate change. Understanding this linkage is an important factor in planning for health equity. HEALTH EQUITY INDEXFORT COLLINS, 2016 2016 How does it all connect? The Health Equity Index analysis shows that social factors related to health outcomes are not equal in all parts of Fort Collins. Median household income tends to be lower for non-white racial and ethnic groups ($42,333 or less) than it is for white households ($62,804). Educational attainment also varies by race and ethnicity—for example, 42% of Hispanic/Latinx residents had a bachelor’s degree in 2016, compared with 59% of white residents. Generally, the Health Equity Index shows that more vulnerable or disadvantaged populations (census block groups with high index values) are clustered north of the Poudre River, while less vulnerable populations (census block groups with low index values) are clustered near Downtown. These disparities in health equity have wide-ranging implications for all outcome areas in City Plan. What is the Health Equity Index? The Health Equity Index, developed by the Larimer County Department of Health and Environment (LCDHE), is a tool to identify potentially vulnerable areas of the community. It is a weighted index made up of two calculated scores to determine the geographic areas of highest need. The first component includes an Equity Score, composed of socioeconomic factors using the most recent American Community Survey (ACS) estimates from the U.S. Census Bureau. The second component, the Health Score, is composed of health indicators from 500 Cities Data (Centers for Disease Control and Prevention). See the City Plan Trends and Forces Report in the Appendix for more information. Equity Indicators »Population under age 18 »Population age 65 and older »Households at or below the Federal Poverty Level »Hispanic/Latinx population »Non-white (minority) population »Households without a vehicle »Disability status Health Indicators »Adult obesity »Adults with no leisure-time physical activity »Adults who experienced poor mental health for 14 or more days Scores range from 0 to 100, with 100 indicating the highest priority. The Health Equity Index is a composite measure of overall health equity in Fort Collins and includes the following equity and health indicators: 2 .5 Promote public health and wellness through public spaces programming. Nearly all (99%) residents of Fort Collins agree that parks, trails, recreation facilities, and programs improve physical health and fitness. Fitness and wellness programs were the second highest priority program for residents, and exercise and fitness equipment was the second highest priority for indoor facilities. Larimer County's Health Equity Index can be used to identify the highest priority areas of the city for addressing health and wellness. Implementation Lead: Recreation Implementation Partners: Community Services, Parks, Natural Areas 2.5.1 Enhance fitness, wellness, and healthy lifestyle programming. 2.5.2 Highlight the health and wellness benefits of recreation programs in informational materials. 2.5.3 Collaborate with local healthcare providers on a park prescription program. Best Practice: Health and Wellness Programming 228 / Fort Collins Parks and Recreation Master Plan Policy Framework / 229 GOAL Expand the active transportation network to support access to parks and recreation . With more than 44 miles of paved, multi-use trails throughout the city, Fort Collins is one of only five communities awarded Platinum Bike Friendly Community status by the League of American Bicyclists. The city has a strong network of cycling advocates and an active base of casual cyclists, who use trails for both recreation and transportation. The recent introduction of e-bikes has further grown the number of cyclists using Fort Collins’ trails. ACTIONS • Expand the network of paved, multi-use trails. • Increase safe routes to parks and recreation facilities. • Ensure trails function for a range of recreational and transportation users. 3 . TRAILS “There are… very few sidewalks that exist between neighborhoods… We must actively do the work to create those connections.” - OurCity Contributor 230 / Fort Collins Parks and Recreation Master Plan 3 .1 Expand the network of paved, multi-use trails. Nearly two-thirds of residents identified paved, multi-use trails as one of their top 4 most important outdoor facilities—more than for any other outdoor facility. As Fort Collins continues to implement its Paved Recreational Trail Master Plan (2013), Trails Master Plan (2013), and Bicycle Master Plan (2014), this plan can give guidance on connections between trails, parks, and recreation facilities. Implementation Lead: Park Planning and Development Implementation Partners: Parks, FC Moves, Engineering 3.1.1 Continue to implement the recommendations of the Paved Recreational Trail Master Plan and the Bicycle Master Plan. 3.1.2 Coordinate paved trail development with transportation and stormwater planning. 3.1.3 Ensure all existing and future community parks and community centers are connected to a major paved trail. (See map on following page) 3.1.4 Evaluate opportunities to create better connections across or around current barriers, including major arterial streets. 3.1.5 Coordinate trail expansion with surrounding communities and Larimer County. 3.1.6 Pursue agreements with irrigation ditch companies to allow trail access on or next to maintenance roads. 3.1.7 Coordinate trail expansion with developers. Platinum Bike Friendly Community League of American BicyclistsFORTCOLL I NSACTIONS Policy Framework / 231Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d Future Trails and Recommended Trails Existing Trails Future Trails Proposed Trail Connections 232 / Fort Collins Parks and Recreation Master PlanTaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect Rd Taft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d 3 .2 Increase safe routes to parks and recreation facilities. In some parts of Fort Collins, parks and recreation facilities are a short distance away from residents as the crow flies, but missing sidewalks and trails make them difficult to access on foot or by bicycle. Even with adequate sidewalks and trails, some routes to parks and recreation facilities require pedestrians or cyclists to cross major roads. Implementation Lead: Park Planning and Development Implementation Partners: FC Moves, Engineering, Planning 3.2.1 Fill gaps in sidewalks and on-street bicycle facilities that connect parks and recreation facilities to neighborhoods, schools, transit, and other facilities. 3.2.2 Ensure transit connections to parks and recreation facilities in the classifications section. (See p. 115, 158) 3.2.3 Consider the use of signalization, signal prioritization, pedestrian refuges, grade separation, and other techniques where trails cross wide and heavily trafficked roadways. 3.2.4 Consider physical barriers to access, and how to avoid or overcome them, in the siting of new parks and recreation facilities. Opportunity: Additional Sidewalks Figure 19. Increasing the walkability of a neighborhood gives residents better access to existing amenities. Level of Service Fort Collins has: 44 miles of paved, multi-use trails180 miles of soft surface trails Best Practice: Learning to Ride Policy Framework / 233 3 .3 Ensure trails function for a range of recreational and transportation users. Trails in Fort Collins have seen usage grow as the city has grown. With growth comes more potential for conflicts between different types of users—between cyclists, skateboarders, pedestrians, and runners who move at different speeds; between those on e- or traditional bikes or scooters; between users of varying skill levels; and between those using trails for recreational purposes and those using trails as quick modes of transportation. Implementation Lead: Park Planning and Development Implementation Partners: Parks, FC Moves 3.3.1 Promote trail education and etiquette for both skilled and novice users with signage or the development of a “learn to ride” area for trails added onto the Walk & Wheel Skills Hub. 3.3.2 Collaborate with regional partners to develop regional trail wayfinding standards, complementary to the city’s existing wayfinding standards, that address hierarchy, destinations, landmarks, identity, and congestion for both recreational and transportation users, and to be more accessible to novice and non-English-speaking users. 3.3.3 Use striping on major trails to separate traffic moving in opposite directions, where appropriate. 3.3.4 Ensure paved trails are wide enough for passing and that there is enough space alongside trails to pull over. 3.3.5 Where widening of trails is not possible to meet demand due to physical, environmental, or other constraints, consider the development of parallel trail and complete street corridors. 3.3.6 Maintain trails to defined standards to avoid blockages caused by weather or disrepair. The Walk & Wheel Hub is a place for novice cyclists of all ages to learn the rules of the road. Walk & Wheel Hub 234 / Fort Collins Parks and Recreation Master Plan Policy Framework / 235 4 . RESOURCES GOAL Protect and enhance natural, historic, and cultural resources in parks and increase related activities . Natural, historic, and cultural resources are irreplaceable assets. More than half (52%) of survey respondents identified natural areas and wildlife habitat as outdoor facilities important for their households— behind only trails—and nearly half (44%) identified nature-based recreation as important programs and activities—the highest of any type of program or activity. ACTIONS • Integrate natural resources and natural resource interpretation into the design of parks. • Develop and promote nature-based education, recreation, and training programs. • Optimize the care of natural resources across parks and natural areas. • Capitalize on historic and cultural resources, themes, and stories in parks and recreation facilities. 236 / Fort Collins Parks and Recreation Master Plan 4 .1 Integrate natural resources and natural resource interpretation into the design of parks. In Fort Collins, the Natural Areas Department acquires and manages natural areas specifically to protect natural resources. Yet, natural systems do not stop at property boundaries. Natural resources within parks, including stream corridors, plant communities, and wildlife, will be treated as vital assets, with enhanced care and better integration into park design. Implementation Lead: Park Planning and Development Implementation Partners: Parks, Natural Areas 4.1.1 Promote the planting, preservation, and maintenance of canopy trees. 4.1.2 Develop horticultural standards for parks that emphasize native and resilient plants over mowed lawn and paved paths in areas that are conducive to this approach. 4.1.3 Integrate native plants and plants with high pollinator value to increase the ecological value and biodiversity of parks. 4.1.4 Prioritize the use of raw water or other irrigation systems that conserve water resources and build resiliency. 4.1.5 Add interpretive signage within parks to highlight their natural resources and the benefits they provide. 4.1.6 Explore opportunities to use public art to interpret natural resources. Low-Water Native Plants for Colorado Native plants are ideal for sustainable landscapes. They are adapted to the harsh climates, soil, and environmental challenges. Natives also help to restore habitat and increase biodiversity by attracting pollinators. PERENNIALS Common Yarrow - Achillea millefolium Fringed Sage - Artemisia frigida Prairie Sage - Artemisia ludoviciana Butterfly Millkweed - Asclepias tuberosa Chocolate Flower - Berlandiera lyrata Harebells - Campanula rotundifolia Purple Prairie Clover - Dalea purpurea Bush Sunflower - Helianthus pumilus Gayfeather - Liatris punctata Blue Flax - Linum lewisii Desert Four O’Clock - Mirabilis multiflora Bee Balm/Horsemint - Monarda fistulosa Blue Mist Penstemon - Penstemon virens Prairie Coneflower - Ratibida columnifera Black-eyed Susan - Rudbeckia hirta Pitcher Sage - Salvia azurea Canada Goldenrod - Solidago canadensis GRASS Side-Oats Grama - Bouteloua curtipendula Blue Grama - Bouteloua gracilis Little Bluestem - Schizachyrium scoparium SHRUBS Serviceberry - Amelanchier alnifolia Silvery Leadplant - Amorpha canescens Rubber Rabbitbrush - Ericameria nauseosa Apache Plume - Fallugia paradoxa Western Sandcherry - Prunus besseyi Golden Currant - Ribes aureum Wax Currant - Ribes cereum Smooth Sumac - Rhus glabra Skunkbush Sumac - Rhus trilobata Western Wild Rose - Rosa woodsii Snowberry - Symphoricarpos occidentalis TREES Rocky Mountain Maple - Acer glabrum Piñon Pine - Pinus edulis Ponderosa Pine - Pinus ponderosa Gambel Oak - Quercus gambelii ACTIONS Using native plantings instead of turf increases biodiversity. Sugar Beet Park “Parks [should be] designed with area character/story in mind—so they are each unique.” - Preston Middle School Open House Attendee Policy Framework / 237 4 .2 Develop and promote nature-based education, recreation, and training programs. Nature-based programs offer participants new and continued ways to connect with nature and appreciate the value of natural resources. This builds advocacy across ages. Currently, the Recreation Department and the Natural Areas Department each offer nature-based programs, using different methods of promoting the programs and different pricing structures. This results in confusion for users. Implementation Lead: Recreation Implementation Partners: Natural Areas, Cultural Services 4.2.1 Offer nature-based education programs that cater to different age groups, including young children, teens, adults, and seniors. 4.2.2 Coordinate nature-based programs across departments to avoid duplication of offerings and competition. 4.2.3 Cross-promote nature-based education, recreation, and training programs in the Recreator. 4.2.4 Consider charging a nominal fee for nature- based programs to increase the likelihood that those who register attend. Outdoor education is essential to creating the next generation of stewards. Poudre River Walk Program Poudre River Downtown Master Plan 1‐6 | P a g e Figure 1.10a Character Zone Map (West Side) Best Practice: Natural Resource Management across Site Boundaries 238 / Fort Collins Parks and Recreation Master Plan 4 .3 Optimize the care of natural resources across parks and natural areas. The Parks and Natural Areas Departments each have responsibility over defining the standard of care of natural resources within the properties they maintain. While there is often knowledge sharing between the departments, there are opportunities to seek alignment to better steward cross- boundary natural resources.. Implementation Lead: Parks Implementation Partners: Natural Areas, Park Planning and Development 4.3.1 Create a shared approach for the care and maintenance of plantings and habitat areas across City-owned properties. The Poudre River Downtown Master Plan acknowledges that natural resource areas cross department boundaries and should be treated as a holistic system. Poudre River Downtown Plan Best Practice: Historic Interpretation Policy Framework / 239 4 .4 Capitalize on historic and cultural resources, themes, and stories in parks and recreation facilities. Whether preserving important sites or architecture, as at Library Park, incorporating themes from Fort Collins’ history, as with the playground at Twin Silo Park, or telling stories about neighborhood change and development, as at Sugar Beet Park, parks and recreation facilities provide a setting for learning about, appreciating, and interacting with unique cultural stories. Implementation Lead: Park Planning and Development Implementation Partners: Parks, Cultural Services, Neighborhood Services, Historic Preservation, Recreation 4.4.1 Continue to include historical and cultural interpretative elements in new and existing parks and recreation facilities, where appropriate. 4.4.2 Identify critical historic and cultural resources that may need protection and have potential educational and interpretive components. The Twin Silo Park playground turns history into an interactive experience. Twin Silo Park 240 / Fort Collins Parks and Recreation Master Plan Policy Framework / 241 5 . FUNDING GOAL Enhance the financial sustainability of parks and recreation . The City strives to use taxpayer dollars wisely. While the Parks and Recreation Departments have stretched operational budgets to maintain existing parks, recreation facilities, and other city infrastructure, additional capital and operational funding is needed to ensure all parks and recreation facilities continue to provide the level of experience that residents seek. A full range of funding needs include day-to-day operations and maintenance costs as well as capital costs for replacing individual park and recreation amenities at the end of their life cycles, refreshing existing parks, and building new parks and recreation facilities in both growing and established parts of the city. ACTIONS • Secure sufficient funding to develop, maintain, and program parks and recreation facilities as well as enhanced infrastructure. • Consider and budget for both up-front and ongoing costs and benefits in maintenance and capital budgeting. • Continue to generate revenue from parks, recreation facilities, and programs that can be reinvested back into these assets. “Consider alternative funding streams used in other cities.” - Preston Middle School Open House Attendee 242 / Fort Collins Parks and Recreation Master Plan 5 .1 Secure sufficient funding to develop, maintain, and program parks and recreation facilities as well as enhanced infrastructure. The operation of parks and recreation facilities comes primarily from user fees and the city’s general fund, which is heavily dependent on sales tax revenue. Construction of new parks in growing parts of Fort Collins comes primarily from capital expansion fees. While these fees are meant to offset the cost of providing services to new development, they have not kept pace with actual construction costs, due to escalation in land and raw water valuations, increases in construction costs, and higher quality facilities designed to meet residents’ evolving expectations. New recreation facilities and park upgrades in established parts of the city rely on additional funding, such as the Building on Basics program approved by voters. However, Building on Basics and the general fund do not provide adequate capital funding for long-term asset management of recreation and park facilities. Two thirds of survey respondents indicated they would be supportive of an increase in taxes to fund the types of parks, trails, and recreation facilities that are most important to them. Implementation Lead: Community Services Implementation Partners: Parks, Recreation, Park Planning and Development, Finance 5.1.1 Regularly adjust capital improvement expansion fees to cover the costs of building new parks. 5.1.2 Explore the potential for a new capital improvement expansion fee for recreation facilities. 5.1.3 Identify a dedicated funding stream for capital investments in existing parks and recreation facilities. 5.1.4 Identify a funding source to support park construction and the expansion of parks and recreation facilities in established parts of the city. ACTIONS Policy Framework / 243 5 .2 Consider and budget for both up-front and ongoing costs and benefits in maintenance and capital budgeting. Building capital projects is necessary to provide the public spaces and services that residents expect. It is seen as a sign of progress. While some capital investments come with a warranty period, all capital investments inevitably require maintenance and replacement. Implementation Lead: Community Services Implementation Partners: Finance, Parks, Recreation, Park Planning and Development, Environmental Services 5.2.1 Identify asset management schedules and set maintenance schedules and standards for assets and capital facilities at the time they are approved. 5.2.2 Plan for increases in operations and maintenance budgets for the Parks and Recreation Departments commensurate with additional assets and capital facilities that they are required to operate and maintain (e.g., enhanced infrastructure). Time Major RefreshPark/Facility ValueInitial Investment Time Major RefreshPark/Facility ValueLife cycle replacement Initial Investment Time Major RefreshPark/Facility ValueInitial Investment Time Major RefreshPark/Facility ValueLife cycle replacement Initial Investment Figure 20. Consistent reinvestment, through maintenance and life cycle replacement (top), extends the value of parks and recreation facilities when compared to waiting until a major refresh is necessary to start reinvesting (bottom). Park/Facility Investment Over Time 244 / Fort Collins Parks and Recreation Master Plan 5 .3 Continue to generate revenue from parks, recreation facilities, and programs that can be reinvested back into these assets. The Recreation Department currently recovers in revenue about 58% of what it spends on operations, more than twice the national median for agencies serving cities with a similar population density. Implementation Lead: Recreation Implementation Partners: Parks, Neighborhood Services 5.3.1 Regularly update recreational fees and charges based on a defined pricing and cost recovery philosophy. 5.3.2 Continue to set cost recovery targets for each program area based on costs, the degree to which it provides a public benefit, and market competition. (See p. 83) 5.3.3 Evaluate the use of additional pricing strategies— including by residency, day of week, time of day—to increase cost recovery. (See p. 208) 5.3.4 Expand the offering or permitting of concessions in community parks, at trail-heads, and at special events in parks and recreation facilities. 5.3.5 Pursue additional revenue from special events, such as weddings and quinceañeras, that rent park and recreation facility spaces. 5.3.6 Expand capacity to proactively set revenue goals, seek revenue generating opportunities, provide a point of contact for those looking to rent public spaces for events, and liaise with the City’s overall special events office and the visitor center for the entire Community Services service area. 5.3.7 Engage private, nonprofit, and public philanthropic partners in support of the parks, trails, facilities and programming. Through City Give, donors can make charitable gifts to the City of Fort Collins that reflect their personal and family passions. Charitable gifts cannot be redirected by elected officials or senior leadership, and are tax-deductible. As elected officials and administration change over time, City Give will remain independent and non-partisan, focusing on the long-term vibrancy of our community. City Give is NOT: A foundation or grant-giving organization. Nor, is it a vehicle to fund programs and services not funded through the City’s Budgeting for Outcomes process. 58% of operation spending in recreation is recovered in revenue2X the national median Policy Framework / 245 The Poudre River Whitewater Park brings spectators and visitors from across Fort Collins and beyond. Poudre River Whitewater Park 246 / Fort Collins Parks and Recreation Master Plan Policy Framework / 247 6 . PARTNERSHIPS GOAL Strengthen partnerships to leverage resources for mutual benefit . Residents of Fort Collins benefit from having access to amenities provided by the City and other entities, including Larimer County and the Poudre School District. In an era of limited resources, partnerships can help deliver more efficient and effective services. By strengthening existing partnerships and identifying new partners, the City can leverage its resources to make limited funding stretch further. Important to these partnerships are finding common goals, such that each partner benefits from the arrangement, and formalizing agreements to hold each partner accountable. ACTIONS • Strengthen partnerships between City departments. • Formalize and strengthen partnerships with other major providers of parks, recreation facilities, and programs in Fort Collins and the North Front Range. • Regularly revise or create partnership agreements to ensure fair and equitable relationships. • Support and strengthen resident opportunities for involvement, volunteerism and giving in support of parks, recreation, and trails. “[Fort Collins needs a] hybrid between parks and natural areas where people can recreate in a natural setting outside sensitive habitat areas.” - Lincoln Center Open House Attendee 248 / Fort Collins Parks and Recreation Master Plan 6 .1 Strengthen partnerships between City departments. While each City department has specialized expertise core to its responsibilities, departmental silos can also lead to duplication of effort and inefficiency in achieving policy goals. There is particular opportunity at the service area level for departments to work together to achieve common goals. These collaborations should be formalized to endure staff changes. Implementation Lead: Community Services Implementation Partners: Park Planning and Development, Parks, Recreation, Natural Areas, Utilities, Stormwater, Environmental Services, Engineering, FC Moves, Transportation 6.1.1 Enable opportunities for joint projects among the Park Planning and Development, Parks, Recreation, Natural Areas, and Utilities Departments; Engineering; and FC Moves. 6.1.2 Develop and maintain consistent asset management systems across the Community Services service area. 6.1.3 Consider consolidating existing department- level marketing, communication, and partnership functions at the Community Services service area level to improve coordination and unify messaging. 6.1.4 Consolidate existing department-level budgeting and finance functions at the Community Services service area level. 6.1.5 Request boards and commissions to consider and support multi-benefit projects. ACTIONS Policy Framework / 249 6 .2 Formalize and strengthen partnerships with other major providers of parks, recreation facilities, and programs in Fort Collins and the North Front Range. Though the City of Fort Collins is the largest provider of parks, recreation facilities, and programs in Fort Collins, the full set of experiences currently available to residents is dependent on other providers. For example, the City of Fort Collins owns roughly half of all public playgrounds and fields in the city, while the Poudre School District owns the other half, and Larimer County may be building ice facilities that will alleviate local demand. Implementation Lead: Parks Implementation Partners: Recreation, Poudre School District, Thompson School District, CSU, Larimer County, Park Planning and Development 6.2.1 Develop formal intergovernmental agreements with the Poudre School District and the Thompson School District to ensure open access to playgrounds, fields, courts, gyms, pools, and park areas on school and City property when school is not in session. 6.2.2 Formalize cooperative maintenance agreements with the Poudre School District and the Thompson School District that address where and to what standards the City and the districts will operate on each other’s property. 6.2.3 Collaborate with CSU, the Poudre School District, and the Thompson School District to understand the recreational needs of students and to explore joint-use facilities. 6.2.4 Coordinate with Larimer County and surrounding communities on the provision of recreational facilities, such as ice rinks, to prevent duplication. 6.2.5 Pursue agreements with irrigation ditch companies to allow trail access on or next to maintenance roads. Learning Landscapes is a program at the University of Colorado Denver that transforms neglected public elementary schoolyards into attractive and safe multi-use parks tailored to the needs and desires of their neighbors and communities. The Learning Landscape model is a great example of turning school yards into public spaces that serve the city and the community. Best Practice: Partnerships Partnerships with ditch companies may lead to opportunities to expand the trail network. Fort Collins Ditch and Pipeline Network 250 / Fort Collins Parks and Recreation Master Plan 6 .3 Regularly revise or create partnership agreements to ensure fair and equitable relationships. Successful partnerships are borne of clear responsibilities and mutual benefit. As circumstances change, partnership agreements may need to be updated to accurately reflect roles and responsibilities. Implementation Lead: Community Services Implementation Partners: Parks, Recreation 6.3.1 Develop a guide to partnership agreements to help organizations navigate the process of becoming a partner. 6.3.2 Assign a staff liaison for each partner to improve communication and collaboration. 6.3.3 Track and regularly share information and measurable outcomes of partnership agreements. Partnerships with other departments and vendors make events possible. Open Streets Policy Framework / 251 6 .4 Support and strengthen resident opportunities for involvement, volunteerism and giving in support of parks, recreation, and trails. Resident engagement plays an important role in supporting and caring for park, recreation, and trails. The City will continue to seek ways to make it easy for resident to engage. Implementation Lead: Community Services Implementation Partners: Parks, Recreation, City Give, Volunteer Services 6.4.1 Identify a diverse range of strategies for increasing resident engagement, and the giving of time, talent and treasure. 6.4.2 Encourage workplace giving programs— from volunteer events to community campaigns— with companies, institutions, nonprofits and large organizations. 6.4.3 Facilitate volunteerism and resident engagement throughout citywide events. Volunteerism can provide opportunities to involve community members in the care of and advocacy for parks, recreation, and trails. Lee Martinez Community Park Clean Up 252 / Fort Collins Parks and Recreation Master Plan Policy Framework / 253 7 . O&M GOAL Ensure parks, paved trails, and recreation facilities are operated and maintained efficiently and to defined standards . Maintenance standards and operations procedures help ensure that the City is maintaining similar facilities efficiently and at the same level. ACTIONS • Ensure maintenance standards are clear and consistently implemented. • Strengthen sustainability policies and practices. “There are many beautiful and well-maintained parks.” - Lincoln Center Open House Attendee 254 / Fort Collins Parks and Recreation Master Plan 7 .1 Ensure maintenance standards are clear and consistently implemented. Through site analysis and stakeholder interviews, it was reported that similar spaces are maintained to different standards. At the same time, each department has particular expertise in maintaining certain landscapes and facilities. Clarifying and regularizing maintenance standards will ensure high-quality spaces exist equitably across the entire public space network. Implementation Lead: Parks Implementation Partners: Recreation, Natural Areas, Operation Services, Utilities, Park Planning and Development 7.1.1 Encourage cross-departmental knowledge sharing and training on maintenance practices. 7.1.2 Develop unified standards across the departments that manage the city’s public spaces for maintaining similar types of spaces and facilities. 7.1.3 Define and regularly update maintenance standards for each park and recreation facility classification and trails, taking into account usage and visibility. 7.1.4 Consider assignment of maintenance responsibilities across departments and property lines to cater to each department’s strengths and knowledgebase, increase efficiency, and enhance the user experience. 7.1.5 Identify opportunities to share maintenance responsibilities with partner organizations and groups for efficiency, using formalized agreements. 7.1.6 Ensure maintenance safety checklists include obstacles to universal access. ACTIONS Invasive Plants in Colorado Invasive plants can be a serious threat to local ecologies and can easily take over an area of unmaintained park. Federal and state resources are available to keep track of the latest invasive species and their spread. • invasivespeciesinfo.gov/us/ colorado • ag.colorado.gov/conservation/ noxious-weeds "Every park in the city needs shade/trees planted [near] playground structures and benches.” - OurCity Contributor Policy Framework / 255 7 .2 Strengthen sustainability policies and practices. Changing environmental conditions and resource consumption have a direct impact on natural resources. By strengthening sustainability policies, the public space system can lead by example to preserve and conserve natural resources, serving as a model for other organizations and residents. Implementation Lead: Parks Implementation Partners: Recreation, Natural Areas, Operation Services, Environmental Services, Park Planning and Development, Sustainability Services 7.2.1 Target waste reduction, recycling, reduced greenhouse gas emissions, reduced energy usage, reduced water consumption, and light pollution for increasing sustainable practices. 7.2.2 Take climate change predictions into account in the design of parks and facilities and in maintenance and operations practices. 7.2.3 Continue to identify sustainable water sources for irrigation. 7.2.4 Conduct pilot projects to test effectiveness for citywide usage. 7.2.5 Continue to prioritize biodiversity and emphasize native and water-wise plants over non-native species. 7.2.6 Remove invasive species. 7.2.7 Use environmentally friendly products (e.g., cleaners and chemical treatments) where feasible. 7.2.8 Provide training for staff on how to include sustainability in evaluating costs and benefits. 7.2.9 Develop outreach and education programs on sustainable practices. 7.2.10 Continue to pursue environmental certification, such as LEED or SITES, of parks and facilities. 256 / Fort Collins Parks and Recreation Master Plan Policy Framework / 257 GOAL Promote the synergy between parks, recreation, and economic health . Parks, trails, and recreation facilities provide tremendous value beyond being places for reflection, connection with nature, and physical activity. Nearly all (97%) of residents in Fort Collins feel that parks, paved trails, recreation facilities, and programs are important to the city’s identity. Parks, trails, and recreation facilities attract residents, businesses, and tourists alike. Studies have consistently shown that proximity to high quality parks and recreation facilities contributes to higher property values. In Colorado, outdoor recreation generates over $13 billion in consumer spending every year.13 ACTIONS • Provide amenities for residents while unlocking recreation tourism potential. • Encourage new park- and recreation-oriented development or redevelopment to capitalize on the economic value of parks, trails, and recreation facilities. 8 . ECONOMIC HEALTH 258 / Fort Collins Parks and Recreation Master Plan 8 .1 Provide amenities for residents while unlocking recreation tourism potential. As the City looks to leverage parks and recreation as economic drivers, the primary focus should continue to be on serving the residents of Fort Collins. The City’s Sports Facility Market and Feasibility Analysis (2019) sparked conversations about the inability of tourism dollars to offset the cost of building facilities that are primarily for tournaments and events. However, the focus should be on building facilities primarily to meet the needs of residents, but which due to their secondary use for tournaments and events can have a share of costs offset by tourism dollars. Implementation Lead: Recreation Implementation Partners: Visit Fort Collins, Fort Collins Chamber of Commerce 8.1.1 Revisit and reframe the added tourism benefits of parks and recreation facilities built primarily to meet residents’ needs—including event spaces and sports complexes. 8.1.2 Support the development of citywide tourist infrastructure—including hotel rooms and food and beverage establishments— near parks and recreation facilities. 8.1.3 Collaborate with Visit Fort Collins, the Fort Collins Chamber of Commerce, and other organizations to market parks and recreation facilities as destinations for residents and visitors from the city, region, and beyond. ACTIONS 97% of residents in Fort Collins feel that parks, paved trails, recreation facilities, and programs are important to the city’s identity . Policy Framework / 259 8 .2 Encourage new park- and recreation- oriented development or redevelopment to capitalize on the economic value of parks, trails, and recreation facilities. Parks, trails, and recreation facilities are increasingly valuable for surrounding property values, providing a boost to both residential and commercial areas. These amenities are also essential to attracting businesses and talent. Implementation Lead: Park Planning and Development Implementation Partners: Planning 8.2.1 Guide developers during the development review process to ensure development interfaces with adjacent parks, trails, and recreation facilities. 8.2.2 Develop land use, subarea plans, and corridor plans that encourage park- and recreation- oriented development or redevelopment. 8.2.3 Pursue public-private partnerships for mutual benefit and to stretch public dollars. Approximately 3,100 rooms among 33 hotels are currently offered in Fort Collins . Inviting, park-oriented development as envisioned for Midtown Fort Collins. Fort Collins Midtown Plan 6-10 Midtown Plan september 2013 draftcourtyards and plazasCourtyards and plazas provide places for people to gather, engage in activities and enjoy a sense of community, and these are encouraged throughout m idtown. t hese places should be planned to activate streets and enhance the pedestrian experience. 1. Design a plaza or courtyard to be inviting.a. o rient this space to link with other pedestrian activi-ties, primary circulation paths, views and natural fea-tures. b. s ize the space to provide a comfortable scale for pe- destrians. c. d e fine the space with building fronts that convey a human scale. d. l ocating a space at the sidewalk level is preferred; a sunken or raised courtyard separated from the side- walk is discouraged. e. take advantage of solar access. f. p r ovide seating so people may rest. d esign a plaza or courtyard to be inviting. Courtyards and plazas provide places for people to gather, engage in activities and enjoy a sense of community. orient plazas/courtyards to link with other pedestrian activities, circulation paths, views and natural features. plazas and courtyards should take advantage of solar access. size the space to provide a comfortable scale for pedestrians. 260 / Fort Collins Parks and Recreation Master Plan Policy Framework / 261 GOAL Improve marketing and communication to enhance operations and user satisfaction . Successful parks, trails, recreation facilities, and programs hinge on user awareness, enthusiasm, and participation. The City should continue to improve its ongoing engagement and communication practices by considering a more holistic strategy and additional outreach tactics to more equitably inform and get feedback from a broad spectrum of existing and potential users. ACTIONS • Promote parks and recreation as part of a unified public space system. • Update and develop new marketing and communication materials that increase awareness and highlight the benefits of parks, trails, recreation facilities, and programs. • Regularly measure and report on the progress of Master Plan implementation. • Engage users, partners, and staff in the planning, development, programming, and maintenance of parks and recreation facilities. 9 . COMMUNICATION Best Practice: Public Space System Imageability 262 / Fort Collins Parks and Recreation Master Plan 9 .1 Promote parks and recreation as part of a unified public space system. There is currently no unified map or informational resource to understand all components of Fort Collins’ public space system—parks, paved and unpaved trails, recreation facilities, natural areas, stormwater management areas, and community gardens. While residents may have their favorite parks or natural areas that they visit, having separate informational resources precludes an understanding of how these resources are all physically connected—that one may be able to walk or ride their bike between resources—or the full array of programs offered by various City departments. Implementation Lead: Community Services Implementation Partners: Parks, Recreation, Park Planning and Development, Natural Areas, Streets, Utilities, School Districts 9.1.1 Consider consolidating existing department- level marketing and communication functions at the Community Services service area level. 9.1.2 Create new maps and guides with a universal graphic style for parks, trails, recreation facilities, and natural areas. ACTIONS The idea and physical form of the Emerald Necklace in Boston, is broadly understood by Bostonians and visitors. Boston Emerald Necklace iN PROGRESS:TRAiL USE MONiTORiNG Arlington currently monitors bicycle and pedestrian usage with approximately 40 counters along selected trails and bike lanes. Data captured by the counters is publicly available on the web and can be accessed through an interactive map of counter locations. Below is a counter along the Custis Trail. WRT 90 / ARLiNGTON PUBLiC SPACES MASTER PLAN / STRATEGiC DiRECTiONS2.3.4. Explore ways to safely separate modes, where space allows, on high traffic trail routes and where user conflicts commonly occur, while minimizing impact on natural resources and trees. Separating bicycle and pedestrian traffic on the most heavily used routes will enhance the safety of all users. 2.3.5. Explore creative and efficient ways to educate users about trail etiquette. While there are established rules about trail etiquette, users may not be aware of or remember the rules. Trails function more safely when all users understand the range of other users they may encounter and are aware of the “rules of the road.” Trail etiquette messaging should be coordinated with BikeArlington, WalkArlington and other campaigns. 2.3.6. Continue to develop “learn to ride” areas that provide protected spaces for novice users to learn to bicycle. Arlington has a learning loop at Glencarlyn Park that can serve as a model for this type of facility. The County should explore dedicating areas for “traffic gardens” or “bike campuses” which allow users to learn and practice bicycle riding, handling and street skills in a safe learning environment. 2.3.7. Expand trail use monitoring to track usage across all major trails by mode, and use gathered data to help guide the trail planning process. Some Primary and Secondary Multi-Use Trails are regularly monitored to determine general trail usage. Expanded monitoring and data evaluation can shed light on how many people are using the trail system. Arlington, VA currently monitors bicycle and pedestrian usage with counters along selected trails and bike lanes. Arlington Trail Counter Policy Framework / 263 9 .2 Update and develop new marketing and communication materials that increase awareness and highlight the benefits of parks, trails, recreation facilities, and programs. Nearly a third (33%) of survey respondents indicated that they do not use parks and recreation facilities or programs because they do not know where to go or what is offered. The two methods they indicated they would most prefer to learn about parks, recreation programs, activities, and events are the Recreator (48%) and the City’s website (32%). Implementation Lead: Community Services Implementation Partners: Parks, Recreation, Park Planning and Development, Natural Areas, Cultural Services 9.2.1 Ensure communication materials and signage use consistent language to refer to parks and facilities of different classifications. 9.2.2 Develop materials that communicate the full range of facilities and experiences available across the city to all residents, workers, and visitors. 9.2.3 Highlight the environmental, social, economic, and wellness benefits of parks, trails, recreation facilities, and programs. 9.2.4 Highlight facilities with natural and historic resources in marketing materials. 9.2.5 Communicate the availability of physically and financially accessible facilities and programs. 9.2.6 Ensure materials are written in relatable language and are accessible to non-English speakers and the visually impaired. 9.2.7 Explore expanded use of technology and digital platforms to disseminate information about parks, recreation, and trails and to enhance the user experience. 9.2.8 Provide more robust information on each park, trail, recreation facility, and program on the City's website. 33% of survey respondents indicated that they do not use parks and recreation facilities or programs because they do not know where to go or what is offered Best Practice: User Feedback 264 / Fort Collins Parks and Recreation Master Plan 9 .3 Regularly measure and report on the progress of Master Plan implementation. The momentum of engagement achieved through the process of developing the Master Plan should continue through its implementation. Both small and large achievements should be celebrated as steps toward achieving this plan’s vision. Implementation Lead: Community Services Implementation Partners: Parks, Recreation, Park Planning and Development 9.3.1 Produce an annual report on Park and Recreation operations, including progress on Master Plan implementation. Residents provide input on their park and recreation needs Preston Middle School Open House Policy Framework / 265 9 .4 Engage users, partners, and staff in the planning, development, programming, and maintenance of parks and recreation facilities. Collaborative engagement among users, partners, and staff can bring to light mutual desires and expectations. Lines of communication should not only be used for major planning and capital projects but remain open on an ongoing basis to create feedback loops and improve user experiences. Implementation Lead: Community Services Implementation Partners: Parks, Recreation, Park Planning and Development, Natural Areas 9.4.1 Conduct a needs assessment, including a statistically valid survey and level of service analysis, at least every 5 years. 9.4.2 Use inclusive, transparent, and creative engagement practices that encourage participation by all community members. 9.4.3 Engage users on an ongoing basis to evaluate the success of parks, trails, recreation facilities, and programs to establish a meaningful feedback loop between the City and residents. 9.4.4 Proactively engage communities adjacent to parks and recreation facilities about the benefits of programs and facilities to inspire users to participate more often. 9.4.5 Engage communities in the master planning of new or refreshed parks and recreation facilities, including historically marginalized voices. 9.4.6 Monitor and evaluate trends in engagement tools and platforms that can increase users’ interaction with the City. 9.4.7 Use online and social media regularly to inform and solicit feedback from residents. 266 / Fort Collins Parks and Recreation Master Plan Policy Framework / 267 GOAL Elevate the design of and connection to nature in parks and recreation facilities . Design excellence enhances wellness, ecosystem services, and function. From the earliest stages of project development, it is important to consider how a project can be beautiful and multi- functional while addressing the needs of adjacent communities. Design excellence requires an attention to quality of built structures, landscape typology, and the way buildings and landscapes interact with each other. Integrating artists and designers early in the process can help lead to design excellence. Elevating the quality of design of parks and recreation facilities will also serve to elevate the level of design across Fort Collins. ACTIONS • Develop a unified design language for parks and recreation facilities that is flexible enough to allow for individualized park identities. • Strive for design excellence in the development and refresh of parks and recreation facilities. • Promote the planting, preservation, and maintenance of canopy trees and native vegetation on public and private land. (See 4.1., p. 236) • Incorporate public art, including landscape-based art and functional art, into parks and recreation facilities. 10 . DESIGN Best Practice: Trail System & Design 268 / Fort Collins Parks and Recreation Master Plan 10 .1 Develop a unified design language for parks and recreation facilities that is flexible enough to allow for individualized park identities. Though design evolves over time, through changing preferences, the availability of materials, and more informed practices, it is possible to use plantings, color, materiality, and other devices to achieve a cohesion that allows users to immediately identify that they are in a Fort Collins park or recreation facility. Implementation Lead: Park Planning and Development Implementation Partners: Parks, Recreation 10.1.1 Identify elements, such as signage, lighting, and plantings, that can be standardized across all parks and recreation facilities to increase efficiency and create a cohesive identity. 10.1.2 Standardize the design language of structures and equipment across schoolside parks, neighborhood parks, mini parks, and urban parks. 10.1.3 Develop a design framework for community parks and recreation facilities that is cohesive but flexible enough to allow for individual identities. ACTIONS Through design, parks and trails can be seamlessly integrated. Poudre River Whitewater Park “With all the new apartment construction, we need to be intentional about creating green space with walking/running/ riding trails.” - OurCity Contributor Policy Framework / 269 10 .2 Strive for design excellence in the development and refresh of parks and recreation facilities. Though more recent parks, such as Spring Canyon Community Park, Twin Silo Community Park, and Sugar Beet Park, have elevated the level of design, many of Fort Collins’ parks and recreation facilities feel frozen in time—meticulously maintained as they were when they were built. Refreshes of parks and recreation facilities will provide an opportunity to not just replace individual elements in kind but to reimagine the parks' and recreation facilities' design to increase usability; environmental, social, and economic benefits; and aesthetic appeal. Implementation Lead: Park Planning and Development Implementation Partners: Parks, Recreation 10.2.1 Use this plan’s design guidelines as a reference in designing or refreshing parks and recreation facilities. (See p. 105) 10.2.2 Study and visit award winning parks and recreation facilities to keep up to date on successful design solutions. 10.2.3 Partner with local and nationally recognized designers to add different design perspectives. 10.2.4 Incorporate best practices in park and recreation planning, design, and operation from other park systems. 10.2.5 Pursue state and national awards from organizations such as the Colorado Parks & Recreation Association (CPRA), the National Recreation and Park Association (NRPA), the American Institute of Architects (AIA), the American Society of Landscape Architects (ASLA), and the American Planning Association (APA). Twin Silo Park represents a high level of design excellence within the park system. Twin Silo Park Shelters 270 / Fort Collins Parks and Recreation Master Plan 10 .3 Promote the planting, preservation, and maintenance of canopy trees and native vegetation on public and private land. Natural resources within and outside of parks, including stream corridors, plant communities, and wildlife, should not only be preserved but actively enhanced. Implementation Lead: Parks Implementation Partners: Park Planning and Development, Natural Areas 10.3.1 Practice sound arboriculture practices, including diversification of species; monitoring and managing insect and disease impacts; and preparing for unanticipated events, such as extreme weather, and climate change. 10.3.2 Replace every tree that is removed from maintained areas to create adequate canopy cover and to maximize the benefits of the urban forest. 10.3.3 Protect existing trees when new parks and recreation facilities are in development, or when existing parks and recreation facilities are maintained or refreshed. 10.3.4 Continue to maintain and enhance natural resources in accordance with the Natural Areas Master Plan. 10 .4 Incorporate public art, including landscape-based art and functional art, into parks and recreation facilities. In alignment with FoCo Creates and the Art in Public Places programs, public art can enhance the experience in parks and recreation facilities. Public art can tell stories, reveal histories, and provide opportunities for whimsy or reflection. Involving artists in the design process can ensure that public art works with, rather than detracts from, the user experience. Implementation Lead: Park Planning and Development Implementation Partners: Parks, Cultural Services, Recreation 10.4.1 Develop a master plan for art in parks that addresses selection of artists, provision of design parameters for artists, and other guidance specific to working with artists on parks, recreation, and trail projects in order to enrich the user experience. 10.4.2 Integrate public art design and installation timelines with overall park and recreation facility design and construction timelines. FoCo Creates is the updated Arts & Culture Master Plan for the City of Fort Collins from 2019 through 2029. "Expand and fund art opportunities and experiences throughout the city with informal performances, pop-up temporary art exhibits, etc. in parks, neighborhoods, and civic facilities such as City Hall and The Gardens on Spring Creek." A Ten Year Vision Policy Framework / 271 The creek restoration at Twin Silo Park (above), completed in partnership with the Stormwater Department, provides lessons that could be applied citywide, such as in Avery Park (below). Twin Silo Park and Avery Park 272 / Fort Collins Parks and Recreation Master Plan Policy Framework / 273 GOAL Continue to enhance safety and security in all parks and facilities . Concern about safety, whether real or perceived, keeps some residents from using parks and recreation facilities. ACTIONS • Ensure adequate “eyes on the street” around and in parks and recreation facilities. • Update guidelines and policies on safety and security. 11 . SAFETY “Keep up the great work by the rangers!” - OurCity Contributor 274 / Fort Collins Parks and Recreation Master Plan 11 .1 Ensure adequate “eyes on the street” around and in parks and recreation facilities. The most effective way to improve the perception of safety and reduce the incidence of crime is to support a visible community presence in parks and recreation facilities. The more parks and recreation facilities are used by the community, the more “eyes on the street” there are and the less inviting they are to unwanted activities. Implementation Lead: Parks Implementation Partners: Park Planning and Development, Planning, Safety and Risk Management 11.1.1 Expand the park ranger program to reduce the area each ranger has to patrol. 11.1.2 Consider developing a Park Ambassador program akin to the Natural Areas Volunteer Ranger Assistant program to increase resident presence and encourage rule enforcement in parks. 11.1.3 Encourage new development to face, rather than turn its back, to parks and recreation facilities. (See p. 105) 11.1.4 Work to avoid or eliminate “backs” of parks and recreation facilities. ACTIONS Park rangers are critical to user safety. Fort Collins Park Rangers Policy Framework / 275 11 .2 Update guidelines and policies on safety and security. The City should clarify the ways it intends to combat safety concerns, whether through people-based approaches or through design-based approaches. Almost a quarter (23%) of survey respondents indicated that they do not use parks, recreation facilities, or programs because of people experiencing homelessness there. Implementation Lead: Parks Implementation Partners: Park Planning and Development, Homeward Alliance, Safety and Risk Management 11.2.1 Incorporate Crime Prevention through Environmental Design (CPTED) principles into design standards. (see sidebar at left) 11.2.2 Continue to provide safety training for all staff who work in parks and recreation facilities. 11.2.3 Collaborate with local providers, such as Homeward Alliance, to connect those in parks who are experiencing homelessness to available resources and services. Principles of Crime Prevention Through Environmental Design Natural surveillance Natural surveillance is all about making it hard for a person to hide or go unnoticed in public. Things like installing lighting and eliminating blind spots can help a park feel safer. Natural Access Control Natural access control is directing people towards proper entrances through the use of paths, lighting, vegetation, and signage. Territorial Reinforcement This purpose of this principle is to clearly distinguish between public and private space. This creates a sphere of influence the dissuades criminal acts from occurring. Maintenance This principle is simply about keeping public spaces maintained and clean, letting people know the place is cared for and used. Source: http://cptedsecurity.com IMPLEMENTATION 278 / Fort Collins Parks and Recreation Master Plan Implementation / 279 ACTION PLAN The action plan consolidates all of the goals, actions, and methods of the policy framework into a matrix that can be used as a quick reference guide and checklist for implementation of the plan’s recommendations. 280 / Fort Collins Parks and Recreation Master Plan 1 . PROVIDE EQUITABLE ACCESS TO PARKS . Actions / Methods Time Frame Related Actions / Methods 1 .1 Expand the usability of existing parks . Implementation Lead Implementation Partners Park Planning and Development Parks, Planning, Neighborhood Services, Natural Areas, Utilities, School Districts, Cultural Resources 1.1.1 Consider potential connections and synergies of adjacent parks, recreation facilities, natural areas, stormwater management lands, schools, trails, and complete streets to maximize user experience and benefits when developing corridor, subarea, or redevelopment plans. ongoing 1.1.2 Ensure that every park has a framework plan to identify the intended uses and in what areas of the park those intended uses are meant to occur. short term (0–5 years) 1.4.1 1.1.3 Comprehensively evaluate the design and function of parks on a regular basis using this plan’s design guidelines to determine if they need to be refreshed. (See p. 105) ongoing 2.1.2 1.1.4 Develop master plans for all parks in need of a major refresh. ongoing 1.4.1 1.1.5 Seek opportunities to enlarge or add space for community gardens and urban agriculture in parks. short term (0–5 years) 1.1.6 Develop agreements to ensure access to amenities at adjacent schools. ongoing 1 .2 Expand existing parks and secure new parkland, where possible, to serve growing and under-served communities in established parts of the city . Implementation Lead Implementation Partners Park Planning and Development Planning, Utilities, Engineering, FC Moves 1.2.1 Secure parks and public spaces envisioned in adopted plans—including the Downtown Plan, Downtown Civic Center Plan, Midtown Plan, subarea plans, and corridor plans —and ensure they provide amenities that meet neighborhood needs. long term (0–20 years) 1.2.2 Tie parks and recreation facilities proposed in adopted plans to this plan’s park and recreation facility classification system. (See p. 115) short term (0–5 years) 8.2.2 1.2.3 Purchase private properties adjacent to existing parks, when available and cost effective, to expand existing parks. long term (0–20 years) 1.2.4 Ensure that new parks provided by developers are accessible, usable, connected to citywide public space systems, and meet design and maintenance standards. ongoing 3.1.7, 8.2.1, 11.1.3 Implementation / 281 Actions / Methods Time Frame Related Actions / Methods 1.2.5 Reimagine City-owned stormwater utility sites as new and expanded public space. long term (0–20 years) 3.1.2 1.2.6 Continue to work with business improvement districts to provide plazas and urban parks. ongoing 1 .3 Continue to build new parks to serve newly developing parts of the city . Implementation Lead Implementation Partners Park Planning and Development Parks, Utilities/Stormwater, Natural Areas, Engineering, Transportation, Planning 1.3.1 Complete community parks that were proposed in the 2008 Parks and Recreation Policy Plan. long term (0–20 years) 1.3.2 Build additional parks in higher density areas that are outside a 10-minute walk to parks, natural areas, and other public spaces. long term (0–20 years) 1 .4 Ensure access to spaces that are intentionally designed to support casual, impromptu use . Implementation Lead Implementation Partners Park Planning and Development Parks 1.4.1 Incorporate casual use spaces into park master plans and framework plans. ongoing 1.1.2, 1.1.4 1 .5 Assess and augment the capacity of downtown parks and public spaces to accommodate community events and festivals of various sizes . Implementation Lead Implementation Partners Park Planning and Development Neighborhood Services, Downtown Development Authority 1.5.1 Expand the use of festival streets and temporary street closures during events to provide flex space for crowds. ongoing 1.5.2 Refresh Civic Center and Washington Parks to make them more useful and accommodating to downtown events medium term (0–10 years) 1.5.3 Examine the potential of parks near downtown, such as Lee Martinez Community Park, Old Fort Collins Heritage Park, or Legacy Park, and the future civic campus to function as festival and event spaces while staying true to the objectives of the Poudre River Downtown Master Plan. short term (0–5 years) 1.5.4 Consider the addition of an indoor/outdoor venue to host larger events, offer recreation opportunities, and increase economic health. short term (0–5 years) 282 / Fort Collins Parks and Recreation Master Plan 2 . PROVIDE EQUITABLE ACCESS TO RECREATIONAL EXPERIENCES . Actions / Methods Time Frame Related Actions / Methods 2 .1 Provide recreational amenities according to level of service standards . (See p . 161) Implementation Lead Implementation Partners Park Planning and Development (outdoor facilities), Recreation (indoor facilities) Parks 2.1.1 Construct the new southeast recreation center and consider two other community or neighborhood centers to serve the community’s indoor recreation needs. long term (0–20 years) 2.1.2 Identify opportunities during the periodic evaluation of parks to add or change recreation amenities or to enhance access based on citywide needs and resident input. ongoing 1.1.3 2.1.3 Consider national and regional recreation trends, local demand, and projected usage and participation before introducing new and innovative amenities. (See p. 37) ongoing 2.1.4 Based on level of service, determine where to reduce duplication of services without reducing the overall quality of service provided to the community. medium term (0–10 years) 2.1.5 Site new amenities in locations that are or will be made accessible by as many modes of transportation as possible. ongoing 3.2 2.1.6 Consider renaming the Fort Collins Senior Center to more accurately reflect its role as a community center that—while primarily focused on those 50 years of age and older—provides a range of facilities and programming available to all adults. short term (0–5 years) Implementation / 283 Actions / Methods Time Frame Related Actions / Methods 2 .2 Expand year-round usability of existing recreation facilities . Implementation Lead Implementation Partners Parks Recreation, Park Planning and Development 2.2.1 Develop a citywide, objective lighting policy for parks and recreation facilities. short term (0–5 years) 2.2.2 Consider the conversion of select existing fields to synthetic turf to extend usability. short term (0–5 years) 2.2.3 Consider a new indoor event/court facility to meet local demand and level of service standards, as proposed in the 2019 Sports Facility Market and Feasibility Analysis. (See sidebar.) medium term (0–10 years) 2.2.4 Explore opportunities to provide all-season access to certain high use facilities through the use of temporary or permanent structures. short term (0–5 years) 2 .3 Strive for universal access . Implementation Lead Implementation Partners Recreation Parks, Park Planning and Development 2.3.1 Continue the Adaptive Recreation Opportunities program. ongoing 9.2.5 2.3.2 Continue the Reduced Rate program, and monitor its impact and usage. ongoing 9.2.5 2.3.3 Incorporate new and creative recreation facilities and amenities, such as playgrounds, for universal access, offering a variety of experiences where people of all abilities can interact. medium term (0–10 years) 2.3.4 Incorporate ADA (Americans with Disabilities Act) upgrades to existing sites in accordance with the City’s transition plan. 284 / Fort Collins Parks and Recreation Master Plan 2 . PROVIDE EQUITABLE ACCESS TO RECREATIONAL EXPERIENCES . (CONTINUED) Actions / Methods Time Frame Related Actions / Methods 2 .4 Ensure facilities and programs continue to respond to changing user needs . Implementation Lead Implementation Partners Recreation Parks, Park Planning and Development 2.4.1 Continue to monitor regional and national recreation trends and incorporate new and innovative recreation facilities and programs to sustain community participation. (See p. 37) ongoing 2.4.2 Evaluate opportunities to repurpose or expand the range of allowable uses of existing facilities before building new, specialized facilities. ongoing 2.4.3 Promote and broaden the availability of facilities and programs to cater to diverse ages, interests, abilities, and cultures. ongoing 9.2.2 2.4.4 Regularly evaluate program demand and adjust offerings. ongoing 2.4.5, 2.4.6 2.4.5 Implement best practices in program life cycles to maintain a culture of quality program delivery. (See”Program Life Cycles” on page 102) short term (0–5 years) 2.4.4, 2.4.6 2.4.6 Regularly evaluate each program’s participation, finances, and outcomes. short term (0–5 years) 2.4.4, 2.4.5 2.4.7 Develop a new pricing policy based on classification of programs and services. short term (0–5 years) 4.2.4, 5.3.1, 5.3.2, 5.3.3 2 .5 Promote public health and wellness through public spaces programming . Implementation Lead Implementation Partners Recreation Community Services, Parks, Natural Areas 2.5.1 Enhance fitness, wellness, and healthy lifestyle programming. ongoing 2.5.2 Highlight the health and wellness benefits of recreation programs in informational materials. ongoing 9.2.3 2.5.3 Collaborate with local healthcare providers on a park prescription program. ongoing Implementation / 285 286 / Fort Collins Parks and Recreation Master Plan 3 . EXPAND THE ACTIVE TRANSPORTATION NETWORK TO SUPPORT ACCESS TO PARKS AND RECREATION . Actions / Methods Time Frame Related Actions / Methods 3 .1 Expand the network of paved, multi-use trails . Implementation Lead Implementation Partners Park Planning and Development Parks, FC Moves, Engineering 3.1.1 Continue to implement the recommendations of the Paved Recreational Trail Master Plan and the Bicycle Master Plan. ongoing 3.1.2 Coordinate paved trail development with transportation and stormwater planning. ongoing 1.2.5 3.1.3 Ensure all existing and future community parks and community centers are connected to a major paved trail. long term (0–20 years) 3.1.4 Evaluate opportunities to create better connections across or around current barriers, including major arterial streets. short term (0–5 years) 3.2.4 3.1.5 Coordinate trail expansion with surrounding communities and Larimer County. ongoing 3.1.6 Pursue agreements with irrigation ditch companies to allow trail access on or next to maintenance roads. short term (0–5 years) 6.2.5 3.1.7 Coordinate trail expansion with developers.ongoing 1.2.4, 8.2.1, 11.1.3 3 .2 Increase safe routes to parks and recreation facilities .2.1.5 Implementation Lead Implementation Partners Park Planning and Development FC Moves, Engineering, Planning 3.2.1 Fill gaps in sidewalks and on-street bicycle facilities that connect parks and recreation facilities to neighborhoods, schools, transit, and other facilities. long term (0–20 years) 3.2.2 Ensure transit connections to parks and recreation facilities in the classifications section. (See p. 115, 158) long term (0–20 years) 3.2.3 Consider the use of signalization, signal prioritization, pedestrian refuges, grade separation, and other techniques where trails cross wide and heavily trafficked roadways. long term (0–20 years) Implementation / 287 Actions / Methods Time Frame Related Actions / Methods 3.2.4 Consider physical barriers to access, and how to avoid or overcome them, in the siting of new parks and recreation facilities. ongoing 3.1.4 3 .3 Ensure trails function for a range of recreational and transportation users . Implementation Lead Implementation Partners Park Planning and Development Parks, FC Moves 3.3.1 Promote trail education and etiquette for both skilled and novice users with signage or the development of a “learn to ride” area for trails added onto the Walk & Wheel Skills Hub. short term (0–5 years) 3.3.2 Collaborate with regional partners to develop regional trail wayfinding standards, complementary to the city’s existing wayfinding standards, that address hierarchy, destinations, landmarks, identity, and congestion for both recreational and transportation users, and to be more accessible to novice and non-English-speaking users. short term (0–5 years) 3.3.3 Use striping on major trails to separate traffic moving in opposite directions, where appropriate. ongoing 3.3.4 Ensure paved trails are wide enough for passing and that there is enough space alongside trails to pull over. long term (0–20 years) 3.3.5 Where widening of trails is not possible to meet demand due to physical, environmental, or other constraints, consider the development of parallel trail and complete street corridors. long term (0–20 years) 3.3.6 Maintain trails to defined standards to avoid blockages caused by weather or disrepair. long term (0–20 years) 288 / Fort Collins Parks and Recreation Master Plan 4 . PROTECT AND ENHANCE NATURAL, HISTORIC, AND CULTURAL RESOURCES IN PARKS AND INCREASE RELATED ACTIVITIES . Actions / Methods Time Frame Related Actions / Methods 4 .1 Integrate natural resources and natural resource interpretation into the design of parks . Implementation Lead Implementation Partners Park Planning and Development Parks, Natural Areas 4.1.1 Promote the planting, preservation, and maintenance of canopy trees. ongoing 10.3.2, 10.3.3 4.1.2 Develop horticultural standards for parks that emphasize native and resilient plants over mowed lawn and paved paths in areas that are conducive to this approach. ongoing 4.1.3 Integrate native plants and plants with high pollinator value to increase the ecological value and biodiversity of parks. ongoing 7.2.5 4.1.4 Prioritize the use of raw water or other irrigation systems that conserve water resources and build resiliency. ongoing 7.2.3 4.1.5 Add interpretive signage within parks to highlight their natural resources and the benefits they provide. ongoing 4.1.6 Explore opportunities to use public art to interpret natural resources. ongoing 4 .2 Develop and promote nature-based education, recreation, and training programs . Implementation Lead Implementation Partners Recreation Natural Areas, Cultural Services 4.2.1 Offer nature-based education programs that cater to different age groups, including young children, teens, adults, and seniors. ongoing 4.2.2 Coordinate nature-based programs across departments to avoid duplication of offerings and competition. ongoing 4.2.3 Cross-promote nature-based education, recreation, and training programs in the Recreator. short term (0–5 years) 4.2.4 Consider charging a nominal fee for nature- based programs to increase the likelihood that those who register attend. short term (0–5 years) 2.4.7, 5.3.1, 5.3.2, 5.3.3 Implementation / 289 Actions / Methods Time Frame Related Actions / Methods 4 .3 Optimize the care of natural resources across parks and natural areas . Implementation Lead Implementation Partners Parks Natural Areas, Park Planning and Development 4.3.1 Create a shared approach for the care and maintenance of plantings and habitat areas across City-owned properties. short term (0–5 years) 7.1.2, 10.3.4 4 .4 Capitalize on historic and cultural resources, themes, and stories in parks and recreation facilities . Implementation Lead Implementation Partners Park Planning and Development Parks, Cultural Services, Neighborhood Services, Historic Preservation, Recreation 4.4.1 Continue to include historical and cultural interpretative elements in new and existing parks and recreation facilities, where appropriate. ongoing 4.4.2 Identify critical historic and cultural resources that may need protection and have potential educational and interpretive components. short term (0–5 years) 290 / Fort Collins Parks and Recreation Master Plan 5 . ENHANCE THE FINANCIAL SUSTAINABILITY OF PARKS AND RECREATION . Actions / Methods Time Frame Related Actions / Methods 5 .1 Secure sufficient funding to develop, maintain, and program parks and recreation facilities as well as enhanced infrastructure . Implementation Lead Implementation Partners Community Services Parks, Recreation, Park Planning and Development, Finance 5.1.1 Regularly adjust capital improvement expansion fees to cover the costs of building new parks. ongoing 5.1.2 Explore the potential for a new capital improvement expansion fee for recreation facilities. short term (0–5 years) 5.1.3 Identify a dedicated funding stream for capital investments in existing parks and recreation facilities. medium term (0–10 years) 5.1.4 Identify a funding source to support park construction and the expansion of parks and recreation facilities in established parts of the city. medium term (0–10 years) 5 .2 Consider and budget for both up-front and ongoing costs and benefits in maintenance and capital budgeting . Implementation Lead Implementation Partners Community Services Finance, Parks, Recreation, Park Planning and Development, Environmental Services 5.2.1 Identify asset management schedules and set maintenance schedules and standards for assets and capital facilities at the time they are approved. ongoing 5.2.2 Plan for increases in operations and maintenance budgets for the Parks and Recreation Departments commensurate with additional assets and capital facilities that they are required to operate and maintain (e.g., enhanced infrastructure). ongoing Implementation / 291 Actions / Methods Time Frame Related Actions / Methods 5 .3 Continue to generate revenue from parks, recreation facilities, and programs that can be reinvested back into these assets . Implementation Lead Implementation Partners Recreation Parks, Neighborhood Services 5.3.1 Regularly update recreational fees and charges based on a defined pricing and cost recovery philosophy. ongoing 2.4.7, 4.2.4, 5.3.2, 5.3.3 5.3.2 Continue to set cost recovery targets for each program area based on costs, the degree to which it provides a public benefit, and market competition. (See p. 83) ongoing 2.4.7, 4.2.4, 5.3.1, 5.3.3 5.3.3 Evaluate the use of additional pricing strategies— including by residency, day of week, time of day—to increase cost recovery. (See p. 208) short term (0–5 years) 2.4.7, 4.2.4, 5.3.1, 5.3.2 5.3.4 Expand the offering or permitting of concessions in community parks, at trail-heads, and at special events in parks and recreation facilities. short term (0–5 years) 5.3.5 Pursue additional revenue from special events, such as weddings and quinceañeras, that rent park and recreation facility spaces. ongoing 5.3.6 Expand capacity to proactively set revenue goals, seek revenue generating opportunities, provide a point of contact for those looking to rent public spaces for events, and liaise with the City’s overall special events office and the visitor center for the entire Community Services service area. short term (0–5 years) 292 / Fort Collins Parks and Recreation Master Plan 6 . STRENGTHEN PARTNERSHIPS TO LEVERAGE RESOURCES FOR MUTUAL BENEFIT . Actions / Methods Time Frame Related Actions / Methods 6 .1 Strengthen partnerships between City departments . Implementation Lead Implementation Partners Community Services Park Planning and Development, Parks, Recreation, Natural Areas, Utilities, Stormwater, Environmental Services, Engineering, FC Moves, Transportation 6.1.1 Enable opportunities for joint projects among the Park Planning and Development, Parks, Recreation, Natural Areas, and Utilities Departments; Engineering; and FC Moves. short term (0–5 years) 6.1.2 Develop and maintain consistent asset management systems across the Community Services service area. medium term (0–10 years) 6.1.3 Consider consolidating existing department-level marketing, communication, and partnership functions at the Community Services service area level to improve coordination and unify messaging. short term (0–5 years) 6.1.4, 9.1.1 6.1.4 Consolidate existing department-level budgeting and finance functions at the Community Services service area level. short term (0–5 years) 6.1.3, 9.1.1 6.1.5 Request boards and commissions to consider and support multi-benefit projects. ongoing 6 .2 Formalize and strengthen partnerships with other major providers of parks, recreation facilities, and programs in Fort Collins and the North Front Range . Implementation Lead Implementation Partners Parks Recreation, Poudre School District, Thompson School District, CSU, Larimer County, State Parks, USFS 6.2.1 Develop formal intergovernmental agreements with the Poudre School District and the Thompson School District to ensure open access to playgrounds, fields, courts, gyms, pools, and park areas on school and City property when school is not in session. short term (0–5 years) 6.2.2 Formalize cooperative maintenance agreements with the Poudre School District and the Thompson School District that address where and to what standards the City and the districts will operate on each other’s property. short term (0–5 years) Implementation / 293 Actions / Methods Time Frame Related Actions / Methods 6.2.3 Collaborate with CSU, the Poudre School District, and the Thompson School District to understand the recreational needs of students and to explore joint-use facilities. medium term (0–10 years) 6.2.4 Coordinate with Larimer County and surrounding communities on the provision of recreational facilities, such as ice rinks, to prevent duplication. ongoing 6.2.5 Pursue agreements with irrigation ditch companies to allow trail access on or next to maintenance roads. short term (0–5 years) 3.1.6 6 .3 Regularly revise or create partnership agreements to ensure fair and equitable relationships . Implementation Lead Implementation Partners Community Services Parks, Recreation 6.3.1 Develop a guide to partnership agreements to help organizations navigate the process of becoming a partner. short term (0–5 years) 6.3.2 Assign a staff liaison for each partner to improve communication and collaboration. short term (0–5 years) 6.3.3 Track and regularly share information and measurable outcomes of partnership agreements. ongoing 6 .4 Support and strengthen resident opportunities for involvement, volunteerism and giving in support of parks, recreation, and trails . Implementation Lead Implementation Partners Community Services Parks, Recreation, City Give, Volunteer Services 6.4.1 Identify a diverse range of strategies for increasing resident engagement, and the giving of time, talent and treasure. ongoing 6.4.2 Encourage workplace giving programs— from volunteer events to community campaigns— with companies, institutions, nonprofits and large organizations. ongoing 6.4.3 Facilitate volunteerism and resident engagement throughout citywide events. ongoing 294 / Fort Collins Parks and Recreation Master Plan 7 . ENSURE PARKS, PAVED TRAILS, AND RECREATION FACILITIES ARE OPERATED AND MAINTAINED EFFICIENTLY AND TO DEFINED STANDARDS . Actions / Methods Time Frame Related Actions / Methods 7 .1 Ensure maintenance standards are clear and consistently implemented . Implementation Lead Implementation Partners Parks Recreation, Natural Areas, Operation Services, Utilities, Park Planning and Development 7.1.1 Encourage cross-departmental knowledge sharing and training on maintenance practices. ongoing 7.1.2 Develop unified standards across the departments that manage the city’s public spaces for maintaining similar types of spaces and facilities. short term (0–5 years) 4.3.1, 10.3.4 7.1.3 Define and regularly update maintenance standards for each park and recreation facility classification and trails, taking into account usage and visibility. short term (0–5 years) 7.1.4 Consider assignment of maintenance responsibilities across departments and property lines to cater to each department’s strengths and knowledgebase, increase efficiency, and enhance the user experience. short term (0–5 years) 7.1.5 Identify opportunities to share maintenance responsibilities with partner organizations and groups for efficiency, using formalized agreements. short term (0–5 years) 7.1.6 Ensure maintenance safety checklists include obstacles to universal access. short term (0–5 years) Implementation / 295 Actions / Methods Time Frame Related Actions / Methods 7 .2 Strengthen sustainability policies and practices . Implementation Lead Implementation Partners Parks Recreation, Natural Areas, Operation Services, Environmental Services, Park Planning and Development, Sustainability Services 7.2.1 Target waste reduction, recycling, reduced greenhouse gas emissions, reduced energy usage, reduced water consumption, and light pollution for increasing sustainable practices. short term (0–5 years) 7.2.2 Take climate change predictions into account in the design of parks and facilities and in maintenance and operations practices. ongoing 7.2.3 Continue to identify sustainable water sources for irrigation. ongoing 4.1.4 7.2.4 Conduct pilot projects to test effectiveness for citywide usage. ongoing 7.2.5 Continue to prioritize biodiversity and emphasize native and water-wise plants over non-native species. ongoing 4.1.3 7.2.6 Remove invasive species. ongoing 7.2.7 Use environmentally friendly products (e.g., cleaners and chemical treatments) where feasible. ongoing 7.2.8 Provide training for staff on how to include sustainability in evaluating costs and benefits. ongoing 7.2.9 Develop outreach and education programs on sustainable practices. short term (0–5 years) 7.2.10 Continue to pursue environmental certification, such as LEED or SITES, of parks and facilities. ongoing 296 / Fort Collins Parks and Recreation Master Plan 8 . PROMOTE THE SYNERGY BETWEEN PARKS, RECREATION, AND ECONOMIC HEALTH . Actions / Methods Time Frame Related Actions / Methods 8 .1 Provide amenities for residents while unlocking recreation tourism potential . Implementation Lead Implementation Partners Recreation Visit Fort Collins, Fort Collins Chamber of Commerce 8.1.1 Revisit and reframe the added tourism benefits of parks and recreation facilities built primarily to meet residents’ needs—including event spaces and sports complexes. short term (0–5 years) 8.1.2 Support the development of citywide tourist infrastructure—including hotel rooms and food and beverage establishments— near parks and recreation facilities. medium term (0–10 years) 8.1.3 Collaborate with Visit Fort Collins, the Fort Collins Chamber of Commerce, and other organizations to market parks and recreation facilities as destinations for residents and visitors from the city, region, and beyond. ongoing 8 .2 Encourage new park- and recreation-oriented development or redevelopment to capitalize on the economic value of parks, trails, and recreation facilities . Implementation Lead Implementation Partners Park Planning and Development Planning 8.2.1 Guide developers during the development review process to ensure development interfaces with adjacent parks, trails, and recreation facilities. ongoing 1.2.4, 3.1.7, 11.1.3 8.2.2 Develop land use, subarea plans, and corridor plans that encourage park- and recreation- oriented development or redevelopment. ongoing 1.2.2 8.2.3 Pursue public-private partnerships for mutual benefit and to stretch public dollars. ongoing Implementation / 297 298 / Fort Collins Parks and Recreation Master Plan 9 . IMPROVE MARKETING AND COMMUNICATION TO ENHANCE OPERATIONS AND USER SATISFACTION . Actions / Methods Time Frame Related Actions / Methods 9 .1 Promote parks and recreation as part of a unified public space system . Implementation Lead Implementation Partners Community Services Parks, Recreation, Park Planning and Development, Natural Areas, Streets, Utilities, School Districts 9.1.1 Consider consolidating existing department- level marketing and communication functions at the Community Services service area level. short term (0–5 years) 6.1.3, 6.1.4 9.1.2 Create new maps and guides with a universal graphic style for parks, trails, recreation facilities, and natural areas. short term (0–5 years) 9 .2 Update and develop new marketing and communication materials that increase awareness and highlight the benefits of parks, trails, recreation facilities, and programs . Implementation Lead Implementation Partners Community Services Parks, Recreation, Park Planning and Development, Natural Areas, Cultural Services 9.2.1 Ensure communication materials and signage use consistent language to refer to parks and facilities of different classifications. short term (0–5 years) 9.2.2 Develop materials that communicate the full range of facilities and experiences available across the city to all residents, workers, and visitors. short term (0–5 years) 2.4.3 9.2.3 Highlight the environmental, social, economic, and wellness benefits of parks, trails, recreation facilities, and programs. ongoing 2.5.2 9.2.4 Highlight facilities with natural and historic resources in marketing materials. ongoing 9.2.5 Communicate the availability of physically and financially accessible facilities and programs. ongoing 2.3.1, 2.3.2 9.2.6 Ensure materials are written in relatable language and are accessible to non-English speakers and the visually impaired. ongoing 9.2.7 Explore expanded use of technology and digital platforms to disseminate information about parks, recreation, and trails and to enhance the user experience. ongoing 9.2.8 Provide more robust information on each park, trail, recreation facility, and program on the City’s website. ongoing Implementation / 299 Actions / Methods Time Frame Related Actions / Methods 9 .3 Regularly measure and report on the progress of Master Plan implementation . Implementation Lead Implementation Partners Community Services Parks, Recreation, Park Planning and Development 9.3.1 Produce an annual report on Park and Recreation operations, including progress on Master Plan implementation. long term (0–20 years) 9 .4 Engage users, partners, and staff in the planning, development, programming, and maintenance of parks and recreation facilities . Implementation Lead Implementation Partners Community Services Parks, Recreation, Park Planning and Development, Natural Areas 9.4.1 Conduct a needs assessment, including a statistically valid survey and level of service analysis, at least every 5 years. ongoing 9.4.2 Use inclusive, transparent, and creative engagement practices that encourage participation by all community members. ongoing 9.4.3 Engage users on an ongoing basis to evaluate the success of parks, trails, recreation facilities, and programs to establish a meaningful feedback loop between the City and residents. ongoing 9.4.4 Proactively engage communities adjacent to parks and recreation facilities about the benefits of programs and facilities to inspire users to participate more often. ongoing 9.4.5 Engage communities in the master planning of new or refreshed parks and recreation facilities, including historically marginalized voices. ongoing 9.4.6 Monitor and evaluate trends in engagement tools and platforms that can increase users’ interaction with the City. ongoing 9.4.7 Use online and social media regularly to inform and solicit feedback from residents. ongoing 300 / Fort Collins Parks and Recreation Master Plan 10 . ELEVATE THE DESIGN OF AND CONNECTION TO NATURE IN PARKS AND RECREATION FACILITIES . Actions / Methods Time Frame Related Actions / Methods 10 .1 Develop a unified design language for parks and recreation facilities that is flexible enough to allow for individualized park identities . Implementation Lead Implementation Partners Park Planning and Development Parks, Recreation 10.1.1 Identify elements, such as signage, lighting, and plantings, that can be standardized across all parks and recreation facilities to increase efficiency and create a cohesive identity. short term (0–5 years) 10.1.2 Standardize the design language of structures and equipment across schoolside parks, neighborhood parks, mini parks, and urban parks. short term (0–5 years) 10.1.3 Develop a design framework for community parks and recreation facilities that is cohesive but flexible enough to allow for individual identities. short term (0–5 years) 10 .2 Strive for design excellence in the development and refresh of parks and recreation facilities . Implementation Lead Implementation Partners Park Planning and Development Parks, Recreation 10.2.1 Use this plan’s design guidelines as a reference in designing or refreshing parks and recreation facilities. (See p. 105) ongoing 10.2.2 Study and visit award winning parks and recreation facilities to keep up to date on successful design solutions. ongoing 10.2.3 Partner with local and nationally recognized designers to add different design perspectives. ongoing 10.2.4 Incorporate best practices in park and recreation planning, design, and operation from other park systems. ongoing 10.2.5 Pursue state and national awards from organizations such as the Colorado Parks & Recreation Association (CPRA), the National Recreation and Park Association (NRPA), the American Institute of Architects (AIA), the American Society of Landscape Architects (ASLA), and the American Planning Association (APA). ongoing Implementation / 301 Actions / Methods Time Frame Related Actions / Methods 10 .3 Promote the planting, preservation, and maintenance of canopy trees and native vegetation on public and private land . Implementation Lead Implementation Partners Parks Park Planning and Development, Natural Areas 10.3.1 Practice sound arboriculture practices, including diversification of species; monitoring and managing insect and disease impacts; and preparing for unanticipated events, such as extreme weather, and climate change. ongoing 10.3.2 Replace every tree that is removed from maintained areas to create adequate canopy cover and to maximize the benefits of the urban forest. ongoing 4.1.1, 10.3.3 10.3.3 Protect existing trees when new parks and recreation facilities are in development, or when existing parks and recreation facilities are maintained or refreshed. ongoing 4.1.1, 10.3.2 10.3.4 Continue to maintain and enhance natural resources in accordance with the Natural Areas Master Plan. ongoing 4.3.1, 7.1.2 10 .4 Incorporate public art, including landscape-based art and functional art, into parks and recreation facilities . Implementation Lead Implementation Partners Park Planning and Development Parks, Cultural Services, Recreation 10.4.1 Develop a master plan for art in parks that addresses selection of artists, provision of design parameters for artists, and other guidance specific to working with artists on parks, recreation, and trail projects in order to enrich the user experience. medium term (0–10 years) 10.4.2 Integrate public art design and installation timelines with overall park and recreation facility design and construction timelines. ongoing 302 / Fort Collins Parks and Recreation Master Plan 11 . CONTINUE TO ENHANCE SAFETY AND SECURITY IN ALL PARKS AND FACILITIES . Actions / Methods Time Frame Related Actions / Methods 11 .1 Ensure adequate “eyes on the street” around and in parks and recreation facilities . Implementation Lead Implementation Partners Parks Park Planning and Development, Planning, Safety and Risk Management 11.1.1 Expand the park ranger program to reduce the area each ranger has to patrol. short term (0–5 years) 11.1.2 Consider developing a Park Ambassador program akin to the Natural Areas Volunteer Ranger Assistant program to increase resident presence and encourage rule enforcement in parks. short term (0–5 years) 11.1.3 Encourage new development to face, rather than turn its back, to parks and recreation facilities. (See p. 105) ongoing 1.2.4, 3.1.7, 8.2.1 11.1.4 Work to avoid or eliminate “backs” of parks and recreation facilities. ongoing 11 .2 Update guidelines and policies on safety and security . Implementation Lead Implementation Partners Parks Park Planning and Development, Homeward Alliance, Safety and Risk Management 11.2.1 Incorporate Crime Prevention through Environmental Design (CPTED) principles into design standards. short term (0–5 years) 11.2.2 Continue to provide safety training for all staff who work in parks and recreation facilities. ongoing 11.2.3 Collaborate with local providers, such as Homeward Alliance, to connect those in parks who are experiencing homelessness to available resources and services. ongoing Implementation / 303 304 / Fort Collins Parks and Recreation Master Plan Implementation / 305 FUNDING In order to continue to build and maintain parks and recreation facilities, fiscally sustainable and realistic funding sources are essential. A diversified approach is necessary. This plan includes realistic and diverse funding options for the City to consider moving forward. 306 / Fort Collins Parks and Recreation Master Plan TOTAL COST OF OWNERSHIP It is critically important to view the financial sustainability of parks and recreation through the concept of “total cost of ownership.” Total cost of ownership refers to total cost to build, operate, maintain, and update parks and recreation facilities. The maintenance of current assets and their periodic replacement at the end of their life cycles must be balanced with the refresh of existing parks and facilities and the development of new parks and facilities. Maintaining current infrastructure with limited funding will inhibit the City’s ability to take care of all existing assets and build new facilities. Operations and Maintenance Operations and maintenance refer to the daily tasks needed to keep parks and recreation facilities running and minor repairs to capital assets to keep them in a good state of repair. Capital Investment Capital investment encompasses life cycle replacement, park and facility refreshes, and new parks and facilities. It is assumed that all capital investments are: • financially viable • likely to be implemented within the period they are budgeted for • consistent with other planning efforts Life Cycle Replacement Life cycle replacement includes critical maintenance projects or repair of existing assets—when regular maintenance can no longer keep them in a good state of repair—safety and ADA (Americans with Disabilities Act) improvements, and existing debt service obligations. Many of these types of improvements typically require one-time funding and are not likely to increase annual operations and maintenance costs. In many cases, these types of projects may reduce annual operations and maintenance costs. Minor Refresh Minor refreshes include strategic changes to existing parks or recreation facilities to better meet the unmet needs of the community, including adding features such as play fields, shade structures, adult fitness equipment, covered picnic shelters, and trail loops to extend recreation opportunities. Minor refreshes may also include a refresh of plantings or other design elements within the framework of an existing, relevant site master plan. These types of improvements typically require one-time funding and may trigger slight increases in annual operations and maintenance costs, depending on the nature of the improvements. Implementation / 307 Major Refresh/New Major refreshes and new parks and recreation facilities may both involve land acquisition, new site master planning, and development of new infrastructure and amenities in concert with new master plan. These improvements are likely to increase annual operations and maintenance costs. Total Cost of Ownership Operations and Maintenance Life Cycle Replacement Minor Refresh Major Refresh New Parks and Facilities=+++ Capital Investment Existing Funding Parks $12.3M $0.5M $239.0M Recreation $11.3M $14.0M Total $23 .6M $0 .0M $0 .0M $0 .0M $253 .0M Needed Funding Parks $13.3M $6.0M $2.7M $54.3M $239.0M Mini Parks $0.2M $2.5M $0.8M Plazas $0.1M $0.6M Urban Parks $1.7M $3.0M Neighborhood Parks $0.5M $2.0M $5.5M $107.0M Schoolside Parks $1.0M $0.5M $16.5M $32.2M Community Parks $3.9M $27.5M $96.0M Special Use Parks $0.5M Recreation $11.3M $0.1M $2.2M $49.5M $66.0M Planting Refresh $0.6M Total $24 .6M $6 .1M $5 .5M $103 .8M $305 .0M Funding Gap Parks $1.0M $5.5M $2.7M $54.3M Recreation $0.0M $0.1M $2.2M $49.5M $52.0M Planting Refresh $0.6M Total $1 .0M $5 .6M $5 .5M $103 .8M $52 .0M Figure 21. While existing operations and maintenance budgets are close to what is needed, there are no dedicated funding sources for capital investment. Estimate of Funding Needed for Parks and Recreation These estimates are provided in 2020 dollars and the current annual inflationary increase of construction costs is approximately 5% 308 / Fort Collins Parks and Recreation Master Plan Revenue Generation Potential Feasibility CAPITAL INVESTMENT FUNDING SOURCES Primary Funding Sources Capital Improvement Reserve Funds Many park and recreation systems add a capital improvement fee onto an existing user fee when they develop or enhance major recreation facilities. This is usually applied to golf courses, aquatic facilities, recreation centers, ice rinks, amphitheaters, and special use facilities like sports complexes. The dollars gained either offset the cost of the capital improvement or the revenue bond that was used to develop or enhance the special-use facility. Once the capital improvement is paid off, the fee typically expires and is discontinued. Another use of a capital improvement reserve fund is to dedicate a portion of user fees for the purpose of contributing to the life cycle replacement of park and recreation facilities. The fee allows participants of specific programs an opportunity to contribute toward the upkeep of the facilities being used. Developer Impact Fees (Capital Expansion Fees) Many municipalities seek developer contributions for parklands and for the development of trails that run through the property being developed. The developer perceives the enhanced value such improvements mean for her or his development. Park or trail dedication as a requirement of subdivision development is a reliable means for maintaining equity of access to parks and trails. • Capital Improvement Reserve Funds • Developer Impact Fees • Dedicated Sales Tax • PID/TIF District • Grants • Advertising Sales • Joint Use Agreements • Property Taxes • Food and Beverage Taxes • Hotel and Restaurant Taxes • Service Tax • Private Development • Easements • Metro Districts • CDBG Funding • Land Trusts • Greenway Utilities HIGHER HIGHER LOWER LOWER Figure 22. Capital investment reserve funds, developer impact fees, a dedicated sales tax, and PID/TIF districts are the funding sources for capital investments that are most feasible and have the highest revenue generation potential for Fort Collins. Capital Investment Funding Sources by Revenue Generation Potential and Feasibility Implementation / 309 Dedicated Sales Tax An additional percentage sales tax that is committed to constructing park sites, infrastructure, recreational fields, and trails has the advantage of collecting revenues from both residents and non- residents who conduct business in Fort Collins. Public Improvement or Tax Increment Financing District Commonly used for financing redevelopment projects, a Public Improvement District (PID) or Tax Increment Financing (TIF) District involves the issuance of tax-exempt bonds to pay for front- end infrastructure and eligible development costs in partnership with private developers and local businesses that benefit from the improvement. As development occurs, the “tax increment” resulting from redevelopment projects is used to retire the debt that was issued to fund the eligible redevelopment costs. The public portion of the redevelopment project funds itself using the additional taxes generated by the project. PIDs or TIFs can be used to fund park improvements and development as an essential infrastructure cost. This approach works well in downtown redevelopment, regional park improvements, and in trail development. Grants The grant market continues to grow annually. Grant writers and researchers are essential to pursue grants. Matching dollars are required for most federal grants and many state grants. Advertising Sales Advertising can occur with trash cans, playgrounds, dog parks, trails, flower pots, and as part of special events to pay for operational costs. Joint Use Agreements Joint use agreements are contractual relationships entered into between two or more local units of government or between a local unit of government and a non-profit organization for the joint usage and development of sports fields, regional parks, or other facilities. 310 / Fort Collins Parks and Recreation Master Plan Secondary Funding Sources Property Taxes Ad valorem taxes on real property may be committed to constructing park sites, infrastructure, fields, and trails. Food and Beverage Taxes This sales tax is used by many cities across the United States and usually requires voter approval. The taxes are paid by the local community as well as visitors to the city to help pay for a bond to finance future park and recreation related improvements. Usually associated with convention and tourism bureaus, parks and recreation agencies may receive a portion of this funding for capital expenses because they manage many tourist attractions. Hotel and Restaurant Taxes Taxes based on gross receipts from charges and meal services may be used to build and operate sports fields, regional parks, golf courses, tennis courts, and other special park and recreation facilities. Service Tax Service tax is a tax levied by a local government on service providers on certain service transactions, but is actually borne by customers. The consumer pays the tax to the service provider while paying the bill. The government in turn collects the tax from the service providers. Funding generated by a tax on services can be utilized for both operational and capital expenditures. The utilization of funds is usually defined when the tax is first introduced. Private Development Developers may lease space from City-owned land through a subordinate lease that pays out a set dollar amount plus a percentage of gross dollars for recreation enhancements. These could include a golf course, marina, restaurants, driving ranges, sports complexes, equestrian facilities, recreation centers, and ice arenas. Easements This revenue source is available when the City allows utility companies, businesses, or individuals to develop an improvement above or below ground on public property for a set period of time and a set dollar amount to be received by the City on an annual basis. Implementation / 311 Other Funding Sources Metro Districts Metropolitan districts are quasi-governmental entities with taxing authority that are used to finance necessary public infrastructure and services that the City cannot otherwise provide. A metro district is a type of special district derived from Colorado’s Special District Act (Title 32, Article 1, Colorado Revised Statutes). Community Development Block Grant Funding Community Development Block Grant (CDBG) funds are used by many cities to enhance parks. These funds should be used to support the refresh of major facilities based on their location in the city and that may do to enhance nearby neighborhoods and schools—which is the intended purpose of CDBG funds. Land Trusts Many systems have developed land trusts to help secure and fund the cost for acquiring land that needs to be preserved and protected for greenway purposes. This could be a good source to look to for acquisition of future lands. Greenway Utilities Greenway utilities are used to finance acquisition of greenways and development of the greenways by selling the development rights underground to fiber optic or other businesses. OPERATIONS AND MAINTENANCE FUNDING SOURCES Primary Funding Sources Dedicated Sales Tax An additional percentage sales tax that is committed to constructing park sites, infrastructure, recreational fields, and trails has the advantage of collecting revenues from both residents and non- residents who conduct business in Fort Collins. Ticket Sales/Admissions/User Fees This revenue source comes from accessing facilities for self- directed activities such as pools, ice skating rinks, ballparks, and entertainment facilities and helps to offset operational costs. 312 / Fort Collins Parks and Recreation Master Plan Special Use Permits Special use permits allow individuals to use specific park property for financial gain. The City either receives a set amount of money or a percentage of the gross service that is being provided. Reservations This revenue source comes from the right to reserve specific public property for a set amount of time. The reservation rates are usually set and apply to group picnic shelters, meeting rooms for weddings, reunions, and outings or other types of facilities for special activities. Equipment Rentals The revenue source is available on the rental of equipment such as tables, chairs, tents, stages, bicycles, ice skates, or roller blades that are used for recreation purposes. Private Management Private management involves contracting with a private business to provide and operate desirable recreational activities financed, constructed, and operated by the private sector, with additional compensation paid to the City. Revenue Generation Potential Feasibility • Dedicated Sales Tax • Ticket Sales/Admissions • Special Use Permits • Reservations • Equipment Rentals • Private Management • Partnerships • Charitable Support • Concession Management • Property Taxes • Food and Beverage Taxes • Hotel and Restaurant Taxes • Service Tax • Corporate Sponsorships • Catering Permits • Pouring Rights HIGHER HIGHER LOWER LOWER Figure 23. A dedicated sales tax, ticket sales/ admissions, special use permits, reservations, equipment rentals, and private management are the funding sources for operations and maintenance that are most feasible and have the highest revenue generation potential for Fort Collins. Operations and Maintenance Funding Sources by Revenue Generation Potential and Feasibility Implementation / 313 Partnerships Partnerships are joint-development funding sources or operational funding sources formed between separate agencies, such as two government entities, a non-profit and a public agency, or a private business and a public agency. Partners jointly develop revenue- producing park and recreation facilities and share risk, operational costs, responsibilities, and asset management based on the strengths of each partner. (See p. 317.) Friends Groups and Support Leagues Friends groups and support leagues deepen public support and community value for specific parks or facilities, and benefit the City by leveraging the work and scope of City services through stewardship, time, passion, fundraising, membership programs, “friend raising” and advocacy. Charitable Support Community needs are always deeper than any City’s budget. Charitable gifts are a vehicle to expand and enrich City programs and services: from youth recreation to neighborhood park improvements, from turban gardens to the preservation of open spaces. The City’s “in-house” philanthropic services, City Give, creates a formalized structure to respond to strategic projects and community needs that fall outside the normal city budget priorities but are well- positioned for private funding. Donations, aligned with parks and recreations priorities and strategic objectives, generously benefit specific parks, trail segments, facilities, and community programs. City Give’s transparent, non-partisan governance structure upholds the public’s trust in our ability to honor donor intent and make meaningful investments in our community. Charitable support for parks and recreation includes cash and non- cash contributions from individuals, businesses, financial institutions, Donor Advised Funds, community fundraisers and event sponsors. Public support of parks, facilities and trials can also be made through donations of real estate, securities, bequests and real property. Concession Management Concession management is from retail sales or rentals of soft goods, hard goods, or consumable items. The City either contracts for the service or receives a set amount of the gross percentage or the full revenue dollars that incorporates a profit after expenses. 314 / Fort Collins Parks and Recreation Master Plan Secondary Funding Sources Property Taxes Ad valorem taxes on real property may be committed to maintaining park sites, infrastructure, fields, and trails. Food and Beverage Taxes This sales tax is used by many cities across the United States and usually requires voter approval. The taxes are paid by the local community as well as visitors to the city to help pay for a bond to finance future park and recreation related improvements. Usually associated with convention and tourism bureaus, parks and recreation agencies may receive a portion of this funding for capital expenses because they manage many tourist attractions. Hotel and Restaurant Taxes Taxes based on gross receipts from charges and meal services may be used to build and operate sports fields, regional parks, golf courses, tennis courts, and other special park and recreation facilities. Service Tax Service tax is a tax levied by a local government on service providers on certain service transactions, but is actually borne by customers. The consumer pays the tax to the service provider while paying the bill. The government in turn collects the tax from the service providers. Funding generated by a tax on services can be utilized for both operational and capital expenditures. The utilization of funds is usually defined when the tax is first introduced. Corporate Sponsorships Corporations can underwrite a portion or all of the cost of an event, program, or activity in exchange for their name being associated with the service. Sponsorships typically are title sponsors, presenting sponsors, associate sponsors, product sponsors, or in-kind sponsors. Many agencies seek corporate support for these types of activities. Catering Permits This allows caterers to work in the park-and-recreation system on a permit basis with a set fee or a percentage of food sales returning to the city. Many parks and recreation agencies have their own catering-service contracts and receive a percentage (10–15%) from the sale of food and drinks. This may be most suitable for large or special events occurring on publicly-owned properties. Another form of fee income is the temporary business license.Multiple funding sources may come together to support special events. Open Streets Implementation / 315 Other Funding Sources Pouring Rights Pouring rights are agreements between private soft drink companies and the City to have exclusive rights to serve their products within parks and facilities. A portion of the gross sales goes back to the City. 316 / Fort Collins Parks and Recreation Master Plan Implementation / 317 PARTNERSHIPS Fort Collins has a long history of partnerships with many organizations. As expected by a system that has achieved the Commission on Parks and Recreation Agencies Accreditation, Fort Collins has managed these partnerships at a best practice level, including the development of formalized agreements. The following guidelines can be used when updating current and developing new partnership agreements in the future. The 4th of July Parade brings residents, business, and organizations together. 4th of July Fort Collins 318 / Fort Collins Parks and Recreation Master Plan TYPES OF PARTNERSHIPS While not an exhaustive list of potential partnerships, there are five typical types of partners. Operational Partners Partners who help maintain facilities and assets, promote amenities and site usage, support site needs, provide programs and events, and/or maintain the integrity of a facility through labor, equipment, or materials. Vendor Partners Service providers and/or contractors who can gain brand association and recognition as a preferred vendor or supporter in exchange for reduced rates, services, or another agreed upon benefit. Service Partners Nonprofit organizations and/or friends groups that support efforts to provide programs and events, advocacy and education, and/or collaboratively serve specific constituents in the community. Co-Branding Partners Private organizations that can gain brand association and recognition as a supporter in exchange for sponsorship or co- branded programs, events, marketing, promotional campaigns, and/ or advertising opportunities. Philanthropic Partnerships The City seeks to engage philanthropic partnerships, not as financial resources, but as stakeholders in the organizational mission of parks and recreation. Beyond filling a gap in municipal services, cross-sector partnerships increase collaboration, cultivate civic engagement, nurture inclusiveness, and financially support mutually agreed upon strategic initiatives. Philanthropic partners can include corporations, churches, grant- making organizations, passionate community advocates, mission- driven organizations, nonprofits and other public service institutions. Implementation / 319 SUCCESSFUL PARTNERSHIPS The key to any successful partnership is for each partner to bring value. This may take the form of operational revenue, capital revenue to construct a facility, or enhanced visitation and user group participation. The key to effective partnerships is not to create an entitled partner dependent on the City to support their users’ needs, but instead one that contributes to the value of the project. Partnerships should follow these principles to be effective. • Common values: trust, respect, honesty, and identifiable “way of work” behaviors such as collaboration, respect for each other’s expertise, decision making protocols, and recognition for contributions to the partnership. • Complementary nature of the City’s and partner’s competencies and capacities, enhancing each other’s work and role. • Shared goals and outcomes that identify and describe success. • Agreed upon financial outcomes. For partnerships in a facility, financial outcomes for the facility as a whole should be prioritized over individual spaces. All spaces should be considered shared space and prioritized on a prime/non-prime time basis, based on individual partners’ needs, and should be available to any partner who is part of making the whole facility a success. • Clarity of roles, responsibilities, timelines, money involved in capital and operational costs, and deliverables to the community based on an agreed-to operating pro-forma and capital cost investment. The pro-forma should be updated annually for clarity. • Evaluation and, ultimately, celebration of success. EXAMPLE PARTNERSHIP COMPONENTS Vision Statement Parks, trails, and recreation facilities in Fort Collins are an invitation to all community members to sustain and build wellness, curiosity, innovation, and community—as part of the city’s iconic, interconnected network of public space. Purpose This policy is designed to guide the process for the City in its desire to partner with private, nonprofit, or other governmental entities for the redevelopment, design, construction, and/or operation of the facility. 320 / Fort Collins Parks and Recreation Master Plan Fort Collins would like to identify for-profit, nonprofit, and governmental entities that are interested in proposing to partner with the City to construct a new facility. A major component in exploring any potential partnership will be to identify additional collaborating partners that may help provide a synergistic working relationship in terms of resources, community contributions, knowledge, and political sensitivity. These partnerships should be mutually beneficial for all proposing partners including the City, and particularly beneficial for the citizens of Fort Collins. Issues to Be Addressed Fort Collins has developed partnerships over many years that have helped to support the management of parks and recreation facilities and programs services, while also providing educational and recreational opportunities for the citizens of Fort Collins. The recommended policy will promote fairness and equity within the existing and future partnerships, while helping staff to manage against what may cause conflicts internally and externally. Certain partnership guidelines must be adopted by the City of Fort Collins for existing and future partnerships to work effectively. These partnership guidelines are as follows: • All partnerships will require an upfront presentation to the City of Fort Collins that describes the reason for creation of the partnership and establishes an outcome that benefits each partner’s involvement. • All partnerships will require a working agreement with measurable outcomes that hold each partner accountable to the outcomes desired and to each other and will be evaluated on a yearly basis with reports back to the City on the outcomes of the partnership and how equitable the partnership remains. • All partnerships will track direct and indirect costs associated with the partnership investment to demonstrate the level of equity each partner is investing. • Each partner will not treat one another as a client-to-client relationship, but will create a partnership culture that focuses on planning together on a yearly basis or as appropriate; communicating weekly/or monthly on how the partnership is working; and annually reporting to each other’s board or owners on how well the partnership is working, and the results of their efforts to the taxpayers of Fort Collins. • Full disclosure by both partners to each other will be made available when issues arise. • Annual informing of each other’s staff on the respective partner’s values, yearly goals, and work plans so both partners are in tune with issues the partners may be dealing with that could affect the partnership policy or agreement as it applies to finances, staffing, capital costs, political elements, or changes in operating philosophies. Implementation / 321 Expected Outcomes and Benefits • Increased visibility. • Increase in services and programs. • Tax dollars spent on services are maximized through collaboration. • Public belief in and support of the role of the City in partnerships. • Promotes a positive image. • Public involvement enriches their understanding of the City. • Engaged public enhances current and future development of programs and facilities. • Provides alternatives for manpower, recreation sites, financial resources, supplies, materials, etc. for a more comprehensive system. • Shared vision and goals. • Allow the City the opportunity to make a vision a reality. • Reach more people, provide more services, reduce expenditures, and generate more revenue. • Eliminates duplication of efforts, strengthen communities, and achieve greater outcomes. Guiding Procedures Public/Public Partnerships The policy for public/public partnerships is evident with the City based on their working with the Poudre and Thompson School Districts in Fort Collins. Working together on the development, sharing, and/or operating of parks and recreation facilities and programs will be as follows: • Each partner will meet with Fort Collins Parks and Recreation staff annually to plan and share activity-based costs and equity invested by each partner in the partnership. • Partners will establish measurable outcomes and work through key issues to focus on the coming year between each partner to meet the desired outcomes. • Each partner will focus on meeting a balance of 50% equity for each agreed-to partnership and will track investment costs accordingly. • Each partner will assign a liaison to serve each partnership agency for communication and planning purposes. • Measurable outcomes will be reviewed quarterly and shared with each partner, with adjustments made as needed. • Each partner will act as an agent for the other partner, thinking collectively as one rather than two separate agencies for purposes of the agreement. 322 / Fort Collins Parks and Recreation Master Plan • Each partner will meet with the other partner’s respective board or owner annually to share results of the partnership agreement. • A working partnership agreement will be developed and monitored together on a quarterly or as-needed basis. • If conflicts arise between partners, the City’s Parks or Recreation Director will meet with the partner’s highest ranking officer to resolve the partnership issue. It should be resolved at the highest level or the partnership will be dissolved. • No exchange of money between partners will be made until the end of the partnership year. A running credit will be established that can be settled at the end of the planning year with one check or will be carried over to the following year as a credit with adjustments made to the working agreement to meet the equity level desired. Public/Nonprofit Partnerships The partnership policy for public/not-for-profit partnerships with the City and the not-for-profit community of service providers is seen in associations working together in the development and management of facilities and programs. These principles are as follows: • The not-for-profit partner agency or group involved with the City must first recognize that they are in a partnership with the City to provide a public service or good; conversely, the City must manage the partnership in the best interest of the community as a whole, not in the best interest of the not-for-profit agency. • The partnership working agreement will be year-to-year and evaluated based on the outcomes determined for the partnership agencies or groups during the planning process at the start of the partnership year. At the planning workshop, each partner will share their needs for the partnership and outcomes desired. Each partner will outline their level of investment in the partnership as it applies to money, people, time, equipment, and the amount of capital investment they will make in the partnership for the coming year. • Each partner will focus on meeting a balance of 50% equity or as negotiated and agreed upon as established in the planning session with the City. Each partner will demonstrate to the other the method each will use to track costs, how it will be reported on a monthly basis, and any revenue earned. • Each partner will appoint a liaison to serve each partnering agency for communication purposes. • Measurable outcomes will be reviewed quarterly and shared with each partner, with adjustments made, as needed. • Each partner will act as an agent for the other partner to think collectively as one, not two separate agencies. Items such as financial information will be shared if requested by either partner when requested to support a better understanding of the resources available to the partnership. Implementation / 323 • Each partner will meet the other’s respective board on a yearly basis to share results of the partnership agreement. • If conflicts should arise during the partnership year, the City’s Parks or Recreation Director and the highest-ranking officer of the not-for-profit agency will meet to resolve the issue. • It should be resolved at this level or the partnership will be dissolved. No other course of action will be allowed by either partner. • Financial payments by the not-for-profit agency will be made monthly to City as outlined in the working agreement to meet the 50% equity level of the partnership. Public/Private Partnerships The policy for public/private partnerships is relevant to the City and could include businesses, private groups, private associations, or individuals who desires to make a profit from use of a City facility or programs. It would also be evident if the business, group, association, or individual who wishes to develop a facility on park property, to provide a service on City-owned property, or who has a contract with the City to provide a task or service on City-owned facilities. The partnership principles are as follows: • Upon entering into an agreement with a private business, group, association or individual, the City must recognize that the entity is entitled to make a profit. • In developing a public/private partnership, the City, as well as the private partner will enjoy a designated fee from the contracting agency, or a designated fee plus a percentage of gross dollars less sales tax on a monthly, quarterly, or yearly basis, as outlined in the contract agreement. • In developing a public/private partnership, the City and contracted partners will establish a set of measurable outcomes to be achieved. A tracking method of those outcomes will be established and monitored by the City. The outcomes will include standards of quality, financial reports, customer satisfaction, payments to the City, and overall coordination with the City for the services rendered. • Depending on the level of investment made by the private contractor, the partnership agreement can be limited to months, a year, or multiple years. • The private contractor will provide on a yearly basis a working management plan they will follow to ensure the outcomes desired by the City to achieve the goals of the partnership set out in the partnership recital. The work management plan can and will be negotiated, if necessary. Monitoring of the work management plan will be the responsibility of both partners. The City must allow the contractor to operate freely in their best interest, as long as the outcomes are achieved. 324 / Fort Collins Parks and Recreation Master Plan • The City has the right to advertise for private contracted partnership services, or negotiate on an individual basis with a bid process based on the professional level of the service to be provided. • If conflicts arise between both partners, the Parks or Recreation Director and the highest ranked officer from the entity will try to resolve the issue before going to each partner’s legal counsel. If none can be achieved, the partnership shall be dissolved. THE PARTNERING PROCESS The steps for the creation of a partnership with the City are as follows: • The City will create a public notification process that will help inform any and all interested partners of the availability of partnerships with the City. This will be done through notification in area newspapers, listing in a brochure, or through any other notification method that is feasible. • The proposing partner takes the first step to propose partnering with the City. • To help in reviewing both the partnerships proposed, and the project to be developed in partnership, they ask for a Preliminary Proposal according to a specific format. • If the initial review of a Preliminary Proposal yields interest and appears to be mutually beneficial based on the City mission and goals, and the selection criteria, a City staff or appointed representative will be assigned to work with potential partners. • The City representative is available to answer questions related to the creation of an initial proposal, and after initial interest has been indicated, will work with the proposing partner to create a checklist of what actions need to take place next. Each project will have distinctive planning, design, review, and support issues. The City representative will facilitate the process of determining how the partnership will address these issues. This representative can also facilitate approvals and input from any involved City staff member, providing guidance for the partners as to necessary steps. • An additional focus at this point will be determining whether this project is appropriate for additional collaborative partnering, and whether this project should prompt the City to seek a Request for Proposal (RFP) from competing/ collaborating organizations. • For most projects, a Formal Proposal from the partners for their desired development project will need to be presented for the City’s official development review processes and approvals. The project may require approval by the City Attorney’s office. Implementation / 325 • Depending on project complexity and anticipated benefits, responsibilities for all action points are negotiable, within the framework established by law, to assure the most efficient and mutually beneficial outcome. Some projects may require that all technical and professional expertise and staff resources come from outside the City’s staff, while some projects may proceed most efficiently if the City contributes staff resources to the partnership. • The partnership must cover the costs that the partnership incurs, regardless of how the partnered project is staffed, and reflect those costs in its project proposal and budget. The proposal for the partnered project should also discuss how staffing and expertise will be provided, and what documents will be produced. If City staff resources are to be used by the partnership, those costs should be allocated to the partnered project and charged to it. • Specific Partnership Agreements appropriate to the project will be drafted jointly. There is no specifically prescribed format for partnership agreements, which may take any of several forms depending on what will accomplish the desired relationships among partners. The agreements may be in the form of: • Lease Agreements • Management and/or Operating Agreements • Maintenance Agreements • Intergovernmental Agreements (IGAs) • Or a combination of these and/or other appropriate agreements • Proposed partnership agreements might include oversight of the development of the partnership, concept plans and architectural designs, development and design review, project management, and construction documents, inspections, contracting, monitoring, etc. Provision to fund the costs and for reimbursing the City for its costs incurred in creating the partnership, facilitating the project’s passage through the development review processes, and completing the required documents should be considered. • If all is approved, the partnership begins. The City is committed to upholding its responsibilities to partners from the initiation through the continuation of a partnership. Evaluation will be an integral component of all partnerships. The agreements should outline who is responsible for evaluation, the types of measures used, and detail what will occur should the evaluations reveal that partners are not meeting their partnership obligations. PHYSICAL VISION PLAN 328 / Fort Collins Parks and Recreation Master Plan Fort Collins Parks and Recreation Master Plan / 329 PHYSICAL VISION PLAN The Physical Vision Plan summarizes the recommendations in the Fort Collins Parks and Recreation Master Plan. It allows for an “at a glance” view of the proposed system and shows how the various parks, trails, and recreation facilities in the plan connect and tie the system together. 330 / Fort Collins Parks and Recreation Master Plan PHYSICAL VISION PLAN Proposed Parks, Land Acquired New parks recommended in the 2008 Parks and Recreation Policy Plan that have yet to be master planned and built. These parks include the northeast community park, the east community park, Bacon Park, Trailhead Park, and Iron Horse Park. Proposed Parks, Land Not Acquired Parks that have been planned but land has not been acquired yet. These parks include Interstate Park, Bucking Horse Park, Eastridge Park, and Fossil Lake Park. Proposed Parks New neighborhood, schoolside, or urban parks recommended by this plan to meet level of service standards. Proposed Community/ Neighborhood Centers The planned Southeast Community Center in Fossil Creek Community Park and two additional community or neighborhood centers—in the new northeast and east community parks— recommended by this plan to meet level of service standards. Proposed Trails Additional major paved trail connections recommended based on this plan’s policy framework to complete the trail system and close gaps. Proposed Trail Connections Trails that are currently planned should be completed in order to expand the existing system.H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d R Fort Collins Parks and Recreation Master Plan / 331H O R S E T O O T H R E S E V O I R F O S S I L L A K ETaft Hill RdTimberline RdLemay AveI-25I-25College AveMulberry St Vine Dr Harmony Rd Horsetooth Rd Trilby Rd D r a k e R d Prospect R d Elizabeth Street Park Richards Lake ParkRichards Lake Park E Community ParkE Community Park Bucking Horse ParkBucking Horse Park Trailhead ParkTrailhead ParkIronhorse ParkIronhorse ParkLegacy ParkLegacy Park Bacon ParkBacon Park Poudre Plains Park Old Town Park Shields Park Sunflower Park Morningside Park Heron Park Wheaton Park Parkwood Park Eastridge Park NE Community Park Fossil Lake Park R R R Interstate Park APPENDICES 334 / Fort Collins Parks and Recreation Master Plan APPENDIX A: TRANSIT ACCESSIBLE PARKS Bus and MAX lines cover much of Fort Collins, but many parks are not easily accessible from these routes. The map to the right and the list below show the parks that can be easily accessed from public transit. For the purposes of this plan, easily accessed means that a park or recreation facility is within 1,000 feet of a transit stop. Transit Accessible Recreation Facilities All existing recreation facilities are accessible by public transit. Transit Accessible Parks • Avery Park • Blevins Park • Buckingham Park • City Park • Civic Center Park • Eastside Park • Edora Park • Lee Martinez Park • Library Park • Oak Street Plaza • Old Fort Collins Park • Ridgeview Park • Roland Moore Park • Washington Park • Warren Park • Woodwest Park Fort Collins Parks and Recreation Master Plan / 335 Transit Accessible Parks 0 1/2 1 2 Miles Transit Accessible Park Bus Routes MAX Line Bus Stop Recreation Facility 336 / Fort Collins Parks and Recreation Master Plan APPENDIX B: BENCHMARKING Fort Collins’ park and recreation amenities were benchmarked against a set of five peer cities that have similar demographic or economic characteristics, or have highly regarded public space systems. Factors that went into picking the peer cities included considerations such as a major university presence, similar demographics, similar climate, a mix of regional and national cities, and a mix of peer and aspirational cities. Data that includes budget, park acreage, and number of amenities was recorded for each peer city. • Aurora, CO • Boise, ID • Boulder, CO • Madison, WI • Minneapolis, MN Fort Collins Parks and Recreation Master Plan / 337 Fort Collins Aurora Boise Boulder Madison Minneapolis CO CO ID CO WI MN University Presence Major University Colorado State Boise State CU Boulder U of Wisconsin U of Minnesota University Enrollment 33,413 22,113 33,246 43,820 51,147 Source: Google 11/18/2019 Overall Population Population 159,150 357,323 220,859 106,271 248,856 411,452 Area (sq mi) 56.0 153.5 82.1 24.8 76.9 54.0 Population Density (people/sq mi) 2,842 2,328 2,690 4,285 3,236 7,619 Population Change 2000-2017 284096.4%9.9%7.4%9.1%6.7%7.5% Source: 2013-2017, 2006-2010 ACS 5-Year Estimates Economic Characteristics Median Household Income $60,110 $58,343 $54,547 $68,612 $59,387 $55,720 Change in Median Household Income2000-2017 21.2%17.8%8.2%5.8%13.0%20.9% Labor Force Participation Rate 70.0%71.2%68.8%66.6%72.1%74.2% Unemployment Rate 5.9%6.0%5.0%5.6%4.1%6.0% Poverty Rate 17.0%13.7%14.0%19.2%18.3%20.7% Source: 2013-2017, 2006-2010 ACS 5-Year Estimates Demographics Median Age 29.2 34.2 36.0 28.6 31.0 32.1 Senior Population (65+)10.1%10.5%13.1%10.5%11.1%9.2% White alone, not Hispanic or Latino 80.6%45.6%82.6%81.0%74.5%59.9% Hispanic or Latino (any race)11.8%28.6%8.7%9.3%7.0%9.8% Percent Foreign Born 6.4%19.8%7.0%11.2%11.7%15.9% Bachelor's Degree or Higher 53.6%28.5%40.9%73.8%57.1%48.3% Source: 2013-2017 ACS 5-Year Estimates Climate Average Annual Temperature 50.3 50.5 52.5 51.0 46.5 46.3 Average Annual High Temperature 63.7 64.4 63.6 64.0 56.0 55.3 Average Annual Low Temperature 36.8 36.6 41.3 38.0 36.9 37.3 Average Annual Precipitation (inches) 16.1 15.4 11.7 18.3 34.5 30.6 Average Annual Snowfall (inches) 55.8 58.3 19.2 73.2 38.2 54.4 Elevation (ft) 5,160.0 5,266.0 2,838.0 5,288.0 858.0 834.0 Koppen Climate Classification Tropical/ Subtropical Steppe Tropical/ Subtropical Steppe Mediterranean Tropical/ Subtropical Steppe Warm Summer Continental Hot Summer Continental Source: weatherbase.com 11/18/2019 TPL Analysis TPL Residents within a 10-minute walk 67%88%69%90%94%96% TPL ParkScore Ranking NA 23.0 21.0 NA 12.0 3.0 Source: tpl.org 11/18/2019 338 / Fort Collins Parks and Recreation Master Plan GOOD 49% EXCELLENT 42% FAIR 2% POOR 1% HAVE NOT VISITED 4% 95% EXCELLENT OR GOOD AMONG THOSE WHO HAVE PARTICIPATED HAVE NOT VISITED 12%EXCELLENT 28% GOOD 51% FAIR 7% Overall, how would you rate the physical condition of the _____ you or other members of your household have visited during the past 12 months? POOR 1% RECREATION FACILITIES 90% EXCELLENT OR GOOD AMONG THOSE WHO HAVE PARTICIPATED PARKS, NATURAL AREAS, OR OPEN SPACES How would you rate the overall quality of recreation programs offered by the City of Fort Collins that you and members of your household have participated in during the past 12 months? POOR 1% HAVE NOT PARTICIPATED 41% EXCELLENT 19% GOOD 33% FAIR 5% 88% EXCELLENT OR GOOD AMONG THOSE WHO HAVE PARTICIPATED APPENDIX C: SURVEY RESULTS The following is a summary of selected results from the statistically valid survey conducted as part of the planning process. A separate survey results report contains all results and information on how the survey was conducted. Fort Collins Parks and Recreation Master Plan / 339 Do you feel that there are sufficient public parks, natural areas, and open spaces within walking distance of your residence? 79% YES LARIMER COUNTY LOVELAND WINDSOR DENVER LA PORTE BOULDER BELLVUE GREELEY WELLINGTON OTHER From the following list, please check ALL the communities in the area that you and members of your household have visited or used for parks and recreation facilities in the past 12 months . 91% 28% 18% 15% 10% 46% 22% 17% 12% 7% 340 / Fort Collins Parks and Recreation Master Plan How important are quality parks, paved trails, recreation facilities, and programs to the identity of Fort Collins? MINIMALLY 1% How well do parks, paved trails, recreation facilities/programs in Fort Collins reflect the identity of the City? NOT IMPORTANT 1% MINIMALLY 2% SOMEWHAT 19% VERY WELL 80% SOMEWHAT 12% VERY IMPORTANT 85% 97% SOMEWHAT OR VERY IMPORTANT 80% VERY WELL SENIORS (50+) NATURE (OUTDOOR REC. & ED.) FITNESS/WELLNESS SPECIAL EVENTS/FESTIVALS Priority Investment Rating: Programs 172 171 108 86 80 62 41 21 149 96 85 78 61 39 7 120 88 82 62 54 31 Low Priority Medium Priority (70+)High Priority (125+) YOUTH & FAMILY SPORT DROP-IN PLAY AQUATICS (LESSN., FIT., TEAMS) HISTORY ENVIRONMENTAL STEWARDSHIP INCLUSION SUPPORT FOR DIS. SPORTS LEAGUES ICE SKATING (LESSN., CLIN., TM.) STEM PROGRAMS TEENS FARM & GARDENING EARLY CHILDHOOD ARTS & CRAFTS CLASSES SPECIALIZED PROG. FOR DIS. VOLUNTEERING COMPUTER ACCESS OTHER SURVEY RESULTS Fort Collins Parks and Recreation Master Plan / 341 Priority Investment Rating: Outdoor Facilities NAT. AREAS/WILDLIFE HABITAT PLAYGROUNDS PAVED, MULTI-USE TRAILS RENTABLE EVENT SPACE COMMUNITY GARDENS TENNIS COURTS WATER PLAY FEATURES VOLLEYBALL COURTS DOWNTOWN PARKS & PLAZAS DIAMOND ATHLETIC FIELDS HIKING TRAILS COURTS (P-/H-BALL, BOCCE) UNPROGRAMMED SPACES RECTANGULAR SPORTS FIELDS DOG PARKS BIKE PARKS MOUNTAIN BIKE COURSES OTHER PARK SHELTERS/PICNIC AREAS BASKETBALL COURTS SKATE PARKS 168 161 120 95 65 53 36 31 157 120 89 64 51 33 30 122 106 84 55 50 33 Low Priority Medium Priority (70+)High Priority (125+) Priority Investment Rating: Indoor Facilities SWIMMING POOL EXERCISE & FITNESS EQUIP. 197 195 113 91 76 45 22 160 106 90 55 40 12 147 91 79 54 35 Low Priority Medium Priority (70+)High Priority (125+) ARTS, CRAFTS, GAMES ROOMS WALKING/JOGGING TRACK INDOOR SPORTS FIELDS LAP POOL DINING SPACES FOR FITNESS/DANCE COMPUTER ROOMS SPACES FOR MEETINGS/PARTIES MAKER SPACES INDOOR WATER PARK CLASSROOM SPACES MULTI-PURPOSE GYMS DESIGN LABS INDOOR COURTS OTHER HEALTH CLINIC 342 / Fort Collins Parks and Recreation Master Plan How supportive are you of some increase in taxes to fund the types of parks, trails, and recreation facilities that are most important to you and your household? VERY SUPPORTIVE 35% SOMEWHAT SUPPORTIVE 32% NOT SURE 17% NOT SUPPORTIVE 15% 67% VERY OR SOMEWHAT SUPPORTIVE Do you agree that parks, paved trails, and recreation facilities in Fort Collins are beautiful? DISAGREE 2% STRONGLY DISAGREE 1% STRONGLY AGREE 55% 98% AGREE OR STRONGLY AGREE SURVEY RESULTS Fort Collins Parks and Recreation Master Plan / 343 LACK OF PUBLIC RESTROOMS PEOPLE EXPERIENCING HOMELESSNESS THERE DON’T HAVE TIME OR INTEREST FEES ARE TOO HIGH DON'T KNOW WHERE TO GO/WHAT'S OFFERED PARKS ARE TOO CROWDED TOO FAR FROM OUR RESIDENCE Please check ALL the reasons that prevent you or members of your household from using parks and recreation facilities or programs in Fort Collins more often . 17.2% 15.1% 32.9% 11.5% 21.1% 7.6% 6.8% 3.5% 2.9% 1.4% 13.3% 23.1% 10.0% 18.6% 7.4% 4.7% 3.5% 2.0% 1.2% 12.1% 21.3% 8.4% 7.4% 4.3% 3.5% 1.6% FACILITIES ARE NOT WELL MAINTAINED USE FACILITIES IN OTHER CITIES AQUATICS (LESSON, FITNESS, TEAMS) PROGRAM TIMES ARE NOT CONVENIENT NOT ACCESSIBLE BY PUBLIC TRANSPORTATION REGISTRATION FOR PROGRAMS IS DIFFICULT NOT ACCESSIBLE TO PEOPLE WITH DISABILITIES FACILITIES LACK RIGHT EQUIPMENT I HEAR NEGATIVE THINGS ABOUT PARKS POOR/UNCOMFORTABLE PARK ATMOSPHERE POOR CUSTOMER SERVICE BY STAFF FACILITY OPERATING HOURS NOT CONVENIENT DESIRED FACILITY/PROGRAM IS NOT OFFERED INADEQUATE LIGHTING NO VISIBLE PATROLLING PRESENCE ACTIVITIES GOING ON MAKE ME FEEL UNSAFE OTHER NOT ENOUGH PEOPLE TO FEEL COMFORTABLE FEAR OF GETTING INJURED DRIVE WALK BIKE MAX BUS CAR- SHARE OTHER BIKE- SHARE Please check ALL the ways you travel to the parks and recreation facilities that you use . 92% 80% 69% 9% 4%2%1.4%0.8% 344 / Fort Collins Parks and Recreation Master Plan APPENDIX D: SOURCES 1. U.S. Department of Health and Human Services, Physical Activity and Health: A Report of the Surgeon General (Atlanta: U.S. Department of Health and Human Services, Centers for Disease Control and Prevention, National Center for Chronic Disease Prevention and Health Promotion, 1996), 4–8, http:// www.cdc.gov/nccdphp/sgr/pdf/sgrfull.pdf 2. Emily B. Kahn et al. and the Task Force on Community Preventive Services, “The Effectiveness of Interventions to Increase Physical Activity,” American Journal of Preventive Medicine 22, no. 4S (2002): 87–88. 3. Li, D., and Sullivan, W. C. (2016). “Impact of views to school landscapes on recovery from stress and mental fatigue.” Landscape and Urban Planning, 148, 149–158. 4. Watts, G. (2017). “The effects of ‘greening’ urban areas on the perceptions of tranquility.” Urban Forestry & Urban Greening, 26, 11–17. 5. Bratman, G. N., Daily, G. C., Levy, B. J., and Gross, J. J. (2015). “The benefits of nature experience: Improved affect and cognition.” Landscape and Urban Planning, 138, 41–50. 6. Crompton, Dr. John. “Measuring the Economic Impact of Park and Recreation Services” by 2010. National Recreation & Park Association. 7. Andrea Faber Taylor et al., “Coping with ADD: The Surprising Connection to Green Play Settings,” Environment and Behavior 33, no. 1 (January 2001): 54–77. 8. Nowak, David and Heisler, Gordon. “Air Quality Effects of Urban Parks and Trees”. 2010. National Recreation & Park Association. 9. Akbari, H., D. Kurn, et al. 1997. Peak power and cooling energy savings of shade trees. Energy and Buildings 25:139–148. 10. Environmental Protection Agency. n.d. What is Green Infrastructure? Retrieved from https://www.epa.gov/ greeninfrastructure/what-greeninfrastructure 11. E.Gregory McPherson, et. al. “Benefit-Cost Analysis of Fort Collins’ Municipal Forest” by 2003. Pacific Southwest Research Station Center for Urban Forest Research. Fort Collins Parks and Recreation Master Plan / 345 12. Sherer, Paul. “The Benefits of Parks: Why America Needs More City Parks and Open Space.” 2006. The Trust for Public Land. 13. Outdoor Industry Association, The Outdoor Recreation Economy: Colorado 14. IMPLAN and the Center for Regional Analysis—George Mason University for NRPA 15. Environmental Protection Agency. n.d. What is Green Infrastructure? Retrieved from https://www.epa.gov/ greeninfrastructure/what-greeninfrastructure 16. Sherer, Paul. “The Benefits of Parks: Why America Needs More City Parks and Open Space.” 2006. The Trust for Public Land. 17. Rails to Trails Conservancy. 2008. Active Transportation for America: The Case for Increased Federal Investment for Bicycling and Walking. Supported by Bikes Belong Coalition 18. Kuzmyak, Richard & Dill, Jennifer. 2012. Walking and Bicycling in the United States. TR News. Retrieved on May 12, 2014: http://onlinepubs.trb.org/onlinepubs/trnews/trnews280.pdf 19. Garrett-Peltier, H. 2011. Pedestrian and Bicycle Infrastructure: A National Study of Employment Impacts. Political Economy 20. North Front Range Metropolitan Planning Organization - Population Projections 2015–2030. 21. U.S. Census Bureau, American Community Survey 2013–2017 5-Year Estimates, Table B15001, 2017. 22. U.S. Census Bureau, American Community Survey 2013–2017 5-Year Estimates, Table B01001, 2017. 23. U.S. Census Bureau, American Community Survey 2013–2017 5-Year Estimates, Table B19001, 2017. 24. U.S. Census Bureau, American Community Survey 2013–2017 5-Year Estimates, Table B01001H, 2017. 25. Crompton, Dr. John and Dr. Charles Lamb. Marketing Government and Social Services. 346 / Fort Collins Parks and Recreation Master Plan