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HomeMy WebLinkAboutagenda.council.worksession.20240722AGENDA CITY COUNCIL WORK SESSION July 22, 2024 4:00 PM, City Council Chambers 427 Rio Grande Place, Aspen I.Work Session I.A City of Aspen Financial Update and 2025 Budget Assumptions I.B Recreation Business Plan Zoom Meeting Instructions Join from a PC, Mac, iPad, iPhone or Android device: Please click this URL to join: https://us06web.zoom.us/j/88905990460? pwd=LCixTpc63dJ5OIl6fYJo3zZ2o5MHSL.1 Passcode: 81611 Or join by phone: Dial: US: +1 346 248 7799 Webinar ID: 889 0599 0460 Passcode: 81611 International numbers available: https://us06web.zoom.us/u/kcUfSNdmU3 Financial Update and 2025 Budget Assumptions Memo.pdf financial_update_2024.07.22_-_final.pptx Recreation_Business_Plan_Update_Memo.docx Aspen Recreation Division - Final Draft Business Plan 4.5.24.pdf 1 1 TO: FROM: THROUGH: MEMO DATE: RE: Aspen City Council Pete Strecker, Finance Director Sara Ott, City Manager July 22, 2024 Financial Update & 2025 Budget Assumptions PURPOSE: With the recent conclusion of the 2024-2025 ski season and in preparation for materials related to the 2025 financial plan, staff are seeking to provide Council with a baseline understanding of revenues to date and a near-term outlook for these tax sources, plus request input on the 2025 base budget assumptions to help finalize the planning effort that is currently underway within the organization. SUMMARY: There are four areas of focus for the update meeting this quarter: (1)A high-level overview of the current economic state and how tax receipts have performed and are projected to perform in 2025. (2)Base budget assumptions for 2025 planning around labor costs and goods / services price escalation, including escalation in capital programming. (3)A discussion around how Council wishes to navigate the 2025 budget presentation process this October. (4)Some new conceptual employee housing programs being researched as possible solutions to a challenging labor market in a high-cost community. Slide material included in the packet incorporates information for items 1, 2, and 4 above. For item 3, staff specifically wishes to get feedback from Council during the work session for this year’s proposed budget walk through as the public meetings schedule has been reduced, leaving four dates to share the 2025 financial plan with Council (Oct 7, 14, 21, and 28). Specifically, staff would like to know if Council is comfortable with the following methodology for presenting the 2025 plan: •Finance would initiate the 2025 Budget walkthrough with a high-level overview, focusing on overall revenue forecasts, expenditure recommendations, debt service and large capital initiatives. Additional emphasis would also be placed on funds that have large financial commitments proposed and funds with limited reserves, reviewing their financial health in the near and longer term. 2 •Departments would then present and would be prioritized to ensure: o Departments with new supplemental requests would be required to present their need for new resources, outlining the why (what has changed) as well as the what (what is needed and why it is the best course of action). o Departments will large capital programs would need to present and outline the prioritization and impacts for the Community. •Departments operating more under the status quo and have no major initiatives, supplementals or capital needs would not be prioritized for discussion but would likely be touched on by the Finance Department at a high-level. Additionally, presentation material from the departments may also be pared back to limit the amount of Compass information around past wins (with some exceptions) and focused more with a forward-looking lens. CITY MANAGER NOTES: Please contact the City Manager if there are questions or follow-up needed regarding the information provided. 3 Financial Update & 2025 Budget Assumptions Pete Strecker – Finance Director. Matt Grau – Budget Manager, Courtney DeVito – Human Resources Director July 22, 2024 4 Economic “Stability” Photo Credit: PIIE/William Melancon 5 2024 Taxable Sales (Thru Apr) Taxable Sales •Inflation included ~ 3.4% YTD •Filing consistency creating winners & non-winners •Top 5 sectors (74% of total sales) •Largely local (83%) Thru May 2023 2024 2024 vs 2023 Accommodations $161,882,725 $167,687,269 4% Restaurants $87,192,735 $92,858,353 6% Sporting Goods $36,787,778 $34,847,567 -5% Clothing $51,254,073 $63,679,330 24% Food & Drug $28,095,673 $28,642,810 2% Liquor $4,883,776 $4,529,984 -7% Marijuana $3,504,053 $2,888,704 -18% Miscellaneous $44,413,249 $41,333,855 -7% Luxury Goods $20,063,565 $40,368,713 101% Utilities $25,617,338 $23,825,199 -7% Construction $31,427,235 $27,289,714 -13% Automobile $15,169,015 $13,640,761 -10% Banking / Financial $1,861,493 $1,895,424 2% Health & Beauty $3,907,529 $1,452,497 -63% Taxable Sales $516,060,236 $544,940,179 6%6 2024 Taxable Sales (Projection) Taxable Sales • Incorporating slowdown for 2 nd half of year • 1.5% increase over budget expectations • Extra $400K in tax ($30M in total) for the Community Month 2023 2024 2024 vs 2023 January $142,064,058 $141,164,834 -1% February $133,134,900 $146,773,967 10% March $146,247,041 $168,767,965 15% April $53,561,071 $52,630,414 -2% May $41,053,166 $35,603,000 -13% Thru May $516,060,236 $544,940,179 6% Proj. Jun - Dec $714,431,933 $725,221,000 2% Proj. Annual $1,230,492,169 $1,270,161,179 3% 7 2024 Tax Collections (Projection) Fiscal Year 2023: $29.3M • 3% increase for 2024 • 2% increase for 2025 Dedicated Use 2024 Proj 2025 Proj 1.50% Parks & Open Space $18,930,900 $19,275,600 0.15% Transportation $1,893,100 $1,927,600 Portion of 0.45% Affordable Housing $1,419,400 $1,445,200 Portion of 0.45% Kids First $4,259,900 $4,337,500 0.30% Education $3,788,800 $3,857,800 Annual Tax Projections $30,292,100 $30,843,700 Parks & Open Space, 1.50% Transportation, 0.15% Affordable Housing / Childcare, 0.45% Education, 0.30% 2.40% Sales Tax 8 STR Excise Tax 12 Mo. Experience $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 23-May 23-Jun 23-Jul 23-Aug 23-Sep 23-Oct 23-Nov 23-Dec 24-Jan 24-Feb 24-Mar 24-Apr HOUSING 44,150 336,279 439,120 315,391 211,110 112,233 98,980 818,237 743,872 807,511 772,620 121,230 GF 4,730 36,030 47,049 33,792 22,619 12,025 10,605 87,668 79,701 86,519 82,781 12,989 AMP 14,191 108,090 141,146 101,376 67,857 36,075 31,815 263,005 239,102 259,557 248,342 38,967 AMP GF HOUSING STR Taxes:12 months $45M taxable in 2024 vs $48M in 2023 (Jan – Apr) • Classic Properties Showing Some Pullback • Long Term Rentals Up • 4% Drop in Total Permitted Properties 9 Taxable Lodging (Thru Apr) Lodging Type 2023 2024 Change STR-Classic 27,265,924 24,623,244 (10%) STR-Lodge Exempt 20,369,177 20,467,315 0% STR-Owner Occupied 882,146 880,983 (0%) STR – Aggregated 48,517,247 45,971,542 (5%) Lodging / Hotel 108,639,559 117,875,727 9% Total Taxable Sales 157,156,806 163,847,269 4% Month 2023 2024 Jan $951 $975 Feb $1,110 $1,108 Mar $1,008 $1,056 Apr $435 $383 Avg.$876 $881 Month 2023 2024 Jan 79%69% Feb 79%78% Mar 78%74% Apr 40%36% Avg.69%64% Destimetrics Avg Daily Rate: Up 1% Occupancy: Down 7% City Tax Filings Taxable Sales: Up 4% 10 Lodging Taxes (Projection) Lodging Type 2024 Proj.2025 Proj. STR-Classic $4,707,000 $4,800,000 STR-Lodge Exempt $2,023,500 $2,104,000 STR-Owner Occupied $109,000 $110,000 STRs (5% / 10%)$6,839,500 $7,014,000 Traditional Lodging (2%)$5,743,000 $5,973,000 Total Sales $12,582,500 $12,987,000 $12.6M in Projected 2024 Taxes 3% Forecast Growth in 2025 Overall Affordable Housing, 70% Env. Issues, 7.5%Capital, 22.5% STR Excise Tax Transportation, 25% Tourism, 75% Traditional Lodging Tax 11 RETTs (Thru May) Aspen Daily News Nov 19, 2023 2023 2024 Change Number of Transactions 226 316 40% Total Cash Value $691,162,173 $683,685,430 (1%) Average Cash Value $3,058,240 $2,163,561 (29%) Actual Tax Receipts $10,156,688 $10,115,360 (0%) Arts and Culture Fund $3,455,811 $3,418,427 Affordable Housing Fund $6,700,877 $6,696,933 Upward revision to RETT expectations warranted 12 2024 Investments YTD $63,375,162 17% $44,489,441 12% $128,747,142 34% $72,593,196 19% $66,661,771 18% Money Markets + Cash Corporate Bonds Government Agencies Government Bonds Municipal Bonds •$375M invested •$5.7M earned income •Avg. Ann. Return: ~4% Corporate Investments Maturity Date Market Value Colgate Palmolive Co 8/15/2025 $1,507,436 Walmart Inc 9/9/2025 $4,138,004 Microsoft Corp 11/3/2025 $1,946,015 Colgate Palmolive Co 3/2/2026 $1,394,680 Walmart Inc 4/15/2026 $4,915,326 Wells Fargo Bank NA 12/11/2026 $4,999,610 Kaiser Foundation Hospital 5/1/2027 $4,766,601 European Investment Bank 11/15/2027 $6,100,942 Inter-American Development Bank 7/3/2028 $7,897,828 Inter-American Development Bank 1/11/2029 $6,822,998 Total Corporates $44,489,441 13 2025 Financial Planning 14 Goods and Services •Current Overall CPI +3.4% •Core CPI +3.6% 15 Goods and Services •Forecasted CPI continues downward trend from peak in mid-2022 •Proposing +3.0% increase on base budget goods & services for 2025 16 Capital Escalation Non-Residential PPI - Feb 2020 PPI - April 2024 Change Electrical Contractors 130.2 165.8 27.3% Roofing Contractors 139.5 209.2 50.0% Plumbing/ HVAC Contractors 138.9 176.6 27.1% Concrete Contractors 137.6 178.5 29.7% Labor costs definitely a contributing factor Construction industry has seen a reset in its baseline… 17 Capital Escalation Nationally, 25% - 50% price jump in materials since 2020 18 Capital Escalation City’s experience linked to national trends 2019 2023 Change Labor General Contractor PM $90.00 $150.00 67% General Contractor Superintendent $85.00 $130.00 53% Mechanical Service Tech $75.00 $140.00 87% Journeyman Electrician $85.00 $125.00 47% Apprentice Electrician $75.00 $100.00 33% Plumber $120.00 $160.00 33% Overhead Door Contractor $100.00 $150.00 50% Roofer $75.00 $110.00 47% Carpenter $65.00 $95.00 46% Materials Concrete (per cubic yard)$1,317.60 $1,715.85 30% Asphalt (per ton)$208.20 $337.50 62% 19 2025 Total Compensation Courtney DeVito, HR Director July 22, 2024 20 Budget Assumptions Total Compensation Philosophy (TCP) · A framework to guide decision-making on compensation and benefits for employees. · Ensure the city is a market leader, annual process. · Compare jobs locally, regionally and nationally, when appropriate. 21 Financial Planning Item 2025 Health Insurance: · 2025 Health Insurance Premiums: · Maintain $0 employee-only premium · Cost-share increase on all other tiers · Plan Design Changes: · Increase in-network deductible and out-of-pocket maximums by $500 · Increase out-of-network deductible and out-of-pocket maximum by $1000 22 Financial Planning Item 2025 Total Compensation: · 2025 Merit Increase Recommendation – up to 5% · Local competitive peer group = up to 4%-5% · Regional competitive group = up to 5% · 2025 Compensation Plan Adjustment of 2%-4% · $250 Wellness Bonus for Preventative Care 23 Financial Planning Item Housing Support: · Under consideration · Expansion of down payment assistance program · Housing stipend for some employees, based on objective criteria · Increase in FTE contribution to the 505 fund for unit acquisition and long-term unit maintenance Recommendations will be included in proposed budget. 24 MEMORANDUM TO:Mayor and City Council FROM:Desiree Whitehead, Recreation Manager THROUGH:Austin Weiss, Parks and Recreation Director MEMO DATE:July 15, 2024 MEETING DATE:July 22, 2024 RE:Recreation Business Plan Update REQUEST OF COUNCIL: The purpose of this memo and work session is to update City Council on the work that has been done with the Recreation Business Plan. BACKGROUND: The Aspen Recreation Department has an agreement with the Recreation Advisory Committee that a Business Plan must be updated every ten years. The previous Business Plan is set to be revaluated in 2025 but given the COVID-driven impacts on public recreation facilities, early funding was granted by council in order to proceed with an updated Business Plan in 2023. The department worked with PROS Consulting over the last year to develop a five-year business plan that would analyze current operations and fees with recommendations to help ensure the long-term financial sustainability of the facility and its programming. DISCUSSION: PROS Consulting has provided an updated recreation business plan and staff wants to provide council with an update on the findings of the plan. The primary focus of the planning effort is to: •Inform decision-making regarding the operations of all components of all recreation facilities and provide an analysis of the fee structure. •Provide an analysis of current programming and fee schedules of programming, and provide recommendations for the future, to ensure financial sustainability and programming continuity. •Identify internal and external partners, responsibilities, and processes to strengthen collaboration to deliver high quality community recreational services. •Provide a cost recovery analysis and make recommendation for a preferred subsidy model based on industry standards of similar communities. •Any other recommendations to help ensure the long-term financial sustainability of Aspen’s recreation facilities and the department’s programming. 25 Project Process: The foundation of the Business Plan was to incorporate a variety of data and mine local knowledge using a comprehensive stakeholder participation process and community surveys. The stakeholder input process incorporated a variety of methods that included interviews, focus group meetings, and public forums/presentations. The data generated from these critical community interactions helped to define the true unmet recreation needs of the community, as well as address key operational issues, provide recommendations for business-related changes, and strategize on how to best position the department to move forward for optimal results. Summary of Community Input Input from the community confirmed that many love the Aspen Recreation Department’s facilities and programs, but there are gaps in services and amenities. Residents expressed that additional departmental investment is needed to maintain and expand the park and recreation system for the growing community. Participants see the system as one that is well-maintained with knowledgeable staff that provide excellent customer service. They also enjoy the numerous programs and amenities offered. Unmet needs exist as the demand for select services is currently outweighing the available facilities and/or existing amenities. Summary of Program/Service Priority Rankings The purpose of the Program/Service Rankings is to provide a prioritized list of recreational needs for the community served by the Aspen Recreation Department. The analysis evaluated both quantitative results gleaned from focus group and stakeholder discussions, and qualitative data obtained from the statistically valid and online surveys. The results of the priority rankings are tabulated into three categories: High Priority, Medium Priority, and Low Priority, and are summarized below. 26 Program Plan Recommendations 27 Cost of Services Recommendations 1.Implement the Classification of Services and Cost Recovery Goals: Through the cost of service analysis, the major functional program areas were assessed and classified based on the criteria identified previously. This process included determining which programs and services fit into each classification criteria. Then minimum cost recovery goals were established based on the guidelines included in this plan and shown in the table below. The percentage of cost recovery is based on the classification of services and staff should achieve the minimum cost recovery goal, although anomalies will exist. 2.Develop New Pricing Policy Based on Classification of Programs and Services: If a shift in philosophical approach is embraced, it is important to continue to focus on cost recovery goals by service category. Pricing based on established operating budget recovery goals will provide flexibility to maximize all pricing strategies to the fullest. Allowing the staff to establish fees within a pricing range tied to cost recovery goals will permit them to set fees based on market factors and differential pricing (prime time/non-primetime, season/off-season rates) to maximize user participation and encourage additional group rate pricing where applicable. 3.Consider the Development of Dynamic Pricing Strategies: As Aspen embarks on the implementation of a new pricing policy, it will be necessary to expand upon and implement pricing strategies that will not only increase sales but also maximize the utilization of the departments programs and recreation facilities. By creating pricing options, customers are given the opportunity to choose which option best fits their schedule and price point. It is recommended that the department continue to explore pricing strategies that create options for the customer. Revenue and Cost Allocation The consultant team, utilizing its PASS™ software, analyzed 2022 data to ensure a complete picture of both expense and service data. The consulting team via its PASS™ software, provided a comprehensive cost of service analysis to determine budget 28 expenditures, revenues, program & facility cost recovery, and tax subsidy of programs, facilities and services provided by the Division. The overall goal of the cost of service analysis and classification of services process is to define the appropriate level of cost recovery while optimizing the return on investment from tax support for the operation of the Division. Utilizing data derived from a combination of sources including the City of Aspen’s financial system and the Recreation Department’s recreation management software, expenditures were allocated to three distinct expenditure types as shown below. Revenue and expenditures were then further allocated to four distinct service areas as shown below: Cost Recovery Recommendation Previous councils’ direction was for the Recreation Department to achieve a 50% cost recovery. The department has not met the 50% cost recovery since 2016. In order to get back on track, especially after COVID,the updated business plan recommends alignment with the updated classification of programs and services with cost recovery goals and a fee increase for 2025. By doing the above in 2025 this will allow for the department to get to cost recovery of 46% shown in the following summary table. This is a starting point, and additional increases will need to happen to achieve the 50%. 29 FEE ADJUSTMENTS: The Department should implement individual program changes to increase revenues through fee increases and reduce or eliminate underperforming programs to achieve the cost recovery targets for each core program area. Special attention should be focused on programs that are currently underperforming and membership and daily pass fees for the ARC. PRICING POLICY: Create a comprehensive fee and pricing policy to be approved by the Aspen City Council that establishes cost recovery goals (not specific fees) for core program areas and an annual operational fund subsidy level for the ARD based on service classification and public benefit. Operational Recommendations Though there are only a few policies and procedures that need updating or development as identified through the CAPRA self-assessment. It is recommended that the following be developed/updated and implemented within the next one to three years: 30 FINANCIAL IMPACTS: The Business Plan recommends for Recreation to optimize the return on investment from tax support for the operations of the division the department would need to align current operations and services with the recommended classification of programs and services. The department would also need to increase program and services fees. To achieve the 46% cost recovery that is recommended by the business plan, all programs and services fees would have a 6% increase at minimum in 2025. To get Recreation back in line with Council expectations of 50% cost recovery Recreation would either need to increase fees by 15% in 2025 or a 5%-6% increase over the next 5 years. 31 RECOMMENDATIONS: Staff recommend in order for the department to meet Councils’ expectations of 50% cost recovery we recommend a 6% increase in fees for 2025 and 5%-6% increase in fees over the next 5 years. This is a more conservative approach, but staff feel the smaller increases would be more transparent to the community. CITY MANAGER COMMENTS: 32 2024 Aspen Recreation Division Business Plan 33 34 Business Plan i Table of Contents CHAPTER ONE – EXECUTIVE SUMMARY ................................................................................................. 1 ASPEN RECREATION DIVISION OVERVIEW .................................................................................. 1 PROJECT PURPOSE ........................................................................................................................ 1 PROJECT PROCESS ....................................................................................................................... 2 SUMMARY OF DEMOGRAPHICS ANALYSIS ................................................................................. 2 SUMMARY OF COMMUNITY INPUT THEMES ................................................................................ 2 SUMMARY OF PROGRAM/SERVICE PRIORITY RANKINGS .......................................................... 3 PROGRAM PLAN RECOMMENDATIONS ...................................................................................... 4 COST OF SERVICE RECOMMENDATIONS .................................................................................... 5 REVENUE AND COST ALLOCATION ............................................................................................. 6 COST RECOVERY RECOMMENDATION ..................................................................................... 7 OPERATIONAL RECOMMENDATIONS ........................................................................................ 9 CONCLUSION ............................................................................................................................. 9 CHAPTER TWO – DEMOGRAPHIC & RECREATION TRENDS ANALYSIS ................................................ 10 INTRODUCTION ........................................................................................................................... 10 DEMOGRAPHIC ANALYSIS ......................................................................................................... 10 METHODOLOGY ......................................................................................................................... 10 NATIONAL RECREATION TRENDS ANALYSIS .............................................................................. 16 RECREATION TRENDS SUMMARY ............................................................................................... 31 CHAPTER THREE - COMMUNITY NEEDS ASSESSMENT .......................................................................... 32 QUALITATIVE INPUT SUMMARY .................................................................................................. 32 STASTICALLY VALID SURVEY....................................................................................................... 33 SUMMARY OF COMMUNITY NEEDS - PRIORITY RANKINGS ..................................................... 45 CHAPTER FOUR – PROGRAM AND SERVICES ASSESSMENT ................................................................ 47 INTRODUCTION ........................................................................................................................... 47 METHODOLOGY ......................................................................................................................... 47 SWOT ........................................................................................................................................... 47 PROGRAM REGISTRATION DATA ANALYSIS .............................................................................. 49 BROCHURE SERVICE AREAS ....................................................................................................... 50 UTILIZING THE COMMUNITY SURVEY ......................................................................................... 52 RECOMMENDATIONS ................................................................................................................. 53 PROGRAM PLAN SUMMARY ...................................................................................................... 54 CHAPTER FIVE - COST OF SERVICE ANALYSIS ..................................................................................... 55 PROJECT BACKGROUND............................................................................................................ 55 PURPOSE AND GOAL .................................................................................................................. 55 PROCESS AND METHODOLOGY ................................................................................................ 55 REVENUE AND COST ALLOCATION ........................................................................................... 55 CURRENT COST OF SERVICE ANALYSIS SUMMARY ................................................................... 56 CLASSIFICATION OF SERVICES .................................................................................................. 57 COST RECOVERY RECOMMENDATION ..................................................................................... 60 35 Aspen Recreation Division ii COST OF SERVICE SUMMARY .................................................................................................... 62 COST ALLOCATION OPTION ...................................................................................................... 63 CHAPTER SIX - STANDARD OPERATING PROCEDURES REVIEW .......................................................... 64 COMMISSION ON ACCREDITATION FOR PARK AND RECREATION AGENCIES ANALYSIS ..... 64 SPECIFIC POLICY AND PROCEDURE RECOMMENDATIONS ..................................................... 71 CHAPTER SEVEN - STRATEGIC IMPLEMENTATION ............................................................................ 72 CHAPTER EIGHT - CONCLUSION .......................................................................................................... 74 APPENDICES……….…………………………………………………………………………………….……….75 36 Business Plan 1 CHAPTER ONE – EXECUTIVE SUMMARY ASPEN RECREATION DIVISION OVERVIEW Aspen Recreation is a division of the City of Aspen Parks & Recreation Department. The Division operates and maintains several facilities which include: • Aspen Recreation Center (ARC): An 82,000 sq. ft. recreation facility located on Maroon Creek Road across from the Aspen School District campus and part of what Aspen considers its “Community Campus”. The proximity between the elementary, middle, and high schools and the recreation center allows for a high level of youth participation in recreational programming. The Aspen Recreation Center hosts an aquatics area with a lap pool, family pool, hot tub, water slide, sauna, and various water features. The Lewis Ice Arena, located within the Aspen Recreation Center, is an NHL-sized sheet of ice and seats 750 spectators. A 32-foot climbing tower, fitness rooms that include cardio and resistance weight equipment are also located within the facility. • Aspen Ice Garden: An 80’ X 185’ enclosed sheet of ice located in the heart of Aspen and is one of the oldest and most beloved facilities in the city. This facility plays host to not only ice events but dry floor rentals of high-end art and antique shows in the city. • Red Brick Recreation Center: Purchased by the City of Aspen in 1992, this former school became an Arts Center as well as a Recreation Facility, opening in 1993. The recreation portion of the Red Brick, run by the Recreation Division hosts gymnastics, a multitude of fitness programs, birthday parties, and a large indoor climbing facility. Offices at this location host programmers who provide an array of recreational programs and activities in the community. The Recreation Division provides youth, adult and senior sports and activities within the community which take place at the above-mentioned City facilities, Aspen School District facilities, and outdoor playing fields maintained by the Parks & Recreation Department. A joint use agreement between the Aspen School District and the City of Aspen provides an effective use of resources within the community in providing recreational opportunities for students. PROJECT PURPOSE The Aspen Recreation Department has an agreement with the Recreation Advisory Committee that a Business Plan must be updated every ten years. The current Business Plan is set to be revaluated in 2025 but given the COVID-driven impacts on public recreation facilities early funding has been granted to proceed with an updated Business Plan in 2023.The City is also looking to move to a five-year recreation business plan rather than the ten-year recreation business plan to better address the consistently evolving nature of public recreation within the Aspen community. The primary focus of the updated recreation business plan should be: • Inform decision-making regarding the operation of all components of the identified recreation facilities and fees structure. • Provide an analysis of current programming and fee schedules of programming, and recommendations for the future, to ensure financial sustainability and programming continuity. • Identify internal and external partners, responsibilities, and processes to strengthen collaboration to deliver high quality community recreational services. • Provide a cost recovery analysis and make recommendation for a preferred subsidy model based on a classification of services methodology that is unique to Aspen. 37 Aspen Recreation Division 2 • Any other recommendations to help ensure the long-term financial sustainability of the facility and its programming. PROJECT PROCESS The foundation of the Business Plan was to incorporate a variety of data and mine local knowledge using a comprehensive stakeholder participation process and community surveys. The stakeholder input process incorporated a variety of methods that included interviews, focus group meetings, and public forums/presentations. The data generated from these critical community interactions helped to define the true unmet recreation needs of the community, as well as address key operational issues, provide recommendations for business-related changes, and strategize on how to best position the Division to move forward for optimal results. SUMMARY OF DEMOGRAPHICS ANALYSIS POPULATION The population is expected to remain consistent over the next 15 years. With a consistent population, the city will need to focus more on strategically reinvesting, redeveloping, and maintaining existing recreation facilities than on expanding the system. AGE SEGMENTATION Aspen currently has an unbalanced age segmentation with the largest group being 55+ (35%). Over the next 15 years, the city’s population is expected to grow older as two out of every five residents of Aspen will be fifty-five and older by 2038. RACE AND ETHNICITY A slightly diversifying community will focus the city on providing traditional and emerging programming and service offerings. HOUSEHOLDS AND INCOME Though Aspen’s income characteristics indicate that the average household may have more disposable income, residents are still likely to be price conscious and have a need to understand the value that correlates with quality-of-life indicators. SUMMARY OF COMMUNITY INPUT THEMES Input from the community confirmed that many love Aspen Recreation Division’s facilities and programs, but there are gaps in service and amenities. Residents expressed that additional Division investment is needed to maintain and expand the park and recreation system for the growing community. Participants see the system as one that is well-maintained with knowledgeable staff that provide excellent customer service. They also enjoy the numerous programs and amenities offered. Unmet needs exist as the demand for select services is currently outweighing the available facilities and/or existing amenities. The following summarizes the themes of community input: • High Quality Experiences: The Division provides high quality and diverse programs, services, and recreation facilities. • Customer Service and Marketing: The Division provides excellent customer service and creates awareness of Division offerings through a strong and focused marketing plan. 38 Business Plan 3 • Investing in the System - Continue to focus on reinvesting in and maintaining existing facilities (specifically the Red Brick Recreation Center and the Aspen Ice Garden) while also expanding the system that focuses on unmet needs, specifically fitness at the Aspen Recreation Center. • Pay Equity – Pay equity issues exist for part-time staff and need to be resolved in the short- term to ensure fully operational facilities and high-quality programs. • Local Focus – The Division should continue to primarily focus on providing services to Aspen residents. • Regional Recreation Opportunities – Though the Division should focus primarily on providing facilities and services to its residents, it should continue to secondarily focus on providing opportunities to a greater service area as deemed appropriate and necessary. • Intergovernmental Partnerships - Continue to strengthen the cooperative relationship between the Division and the Aspen School District. SUMMARY OF PROGRAM/SERVICE PRIORITY RANKINGS The purpose of the Program/Service Rankings is to provide a prioritized list of recreational needs for the community served by the Aspen Recreation Division. The analysis evaluated both quantitative results gleaned from focus group and stakeholder discussions and qualitative data obtained from the statistically valid and online surveys. The results of the priority rankings are tabulated into three categories: High Priority, Medium Priority, and Low Priority and are summarized below. 39 Aspen Recreation Division 4 PROGRAM PLAN RECOMMENDATIONS PROGRAMS AND SERVICES COMMUNITY NEED YES NO Adult fitness & wellness programs High X Expansion would require additional fitness space within the Aspen Recreation System Community events High X Expand Adult biking High X Work with the bicycling community to identify partnership opportunities Water fitness classes/lap swimming High X Expand Senior (50+) programming Medium X Consider partnership with Pitkin County Pickleball lessons & leagues Medium X Expansion would require indoor space (i.e. gymnasium, fieldhouse) be added to the Aspen Recreation System Adult sports leagues Medium X Continue/consider expansion as needed Group swim lessons Medium X Continue Tennis lessons & leagues Medium X Continue Online/virtual programs Medium X Consider as needed Public skate Medium X Continue Adult hockey Medium X Continue After‐school programs for youth of all ages Medium X Expand as needed while continuing the partnership with the Aspen Youth Center Adult climbing Low X Continue Private swim lessons Low X Continue Youth sports Low X Continue Preschool programs (Playhouse)Low X X Continue Youth biking Low X Continue Summer camps Low X Continue Youth fitness & wellness classes Low X Consider/evaluate the need Teen/tween programs Low X Consider as needed Youth climbing Low X X Continue Programs for people with special needs Low X Consider/evaluate the need Recreation Programs and Services Program/Service Currently Offered? Action 40 Business Plan 5 COST OF SERVICE RECOMMENDATIONS The following recommendations should be considered to improve fiscal performance and the delivery of programs and services. 1. Implement the Classification of Services and Cost Recovery Goals: Through the cost of service analysis, the major functional program areas were assessed and classified based on the criteria identified previously. This process included determining which programs and services fit into each classification criteria. Then minimum cost recovery goals were established based on the guidelines included in this plan and shown in the table below. The percentage of cost recovery is based on the classification of services and staff should achieve the minimum cost recovery goal, although anomalies will exist. The table below represents a summary of the classification of programs and services by core program/service area. Classification Benefit Level Minimum Recommended Cost Recovery Goal (by Tier) Essential Community Benefit 5% Mostly Essential Considerable Community Benefit 20% Important Balanced Community & Individual Benefit 30% Mostly Value Added Considerable Individual Benefit 50% Value Added Individual Benefit 75% Core Program/ Service Area Benefit Level Classification Minimum Recommended Cost Recovery Goal Recommended Fee Range Adult Sports (Non-Ice)Individual Value-Added 75%$700 - $1,000 Aquatics - Certification Courses Balanced Important 30%$150 - $400 Aquatics - Group Lessons Considerable Community Mostly Essential 20%$40 - $50 Aquatics - Private Lessons Considerable Individual Mostly Value Added 50%$35 - $100 Ice - General Programs Balanced Important 30%$75 - $100 Ice - Leagues Balanced Important 30%$175 - $500 Ice - Summer Camps Considerable Individual Mostly Value Added 50%$700 - $800 Ice Programming Admission - Daily Visit Balanced Important 30%$18 - $60 Personal Training Balanced Important 30%$125 - $150 Recreation Center Admission - Daily Visit Individual Value-Added 75%$12 - $40 Recreation Center Admission - Punch Pass Individual Value-Added 75%$120 - $600 Recreation Center Membership - 1 month Individual Value-Added 75%$70 - $300 Recreation Center Membership - 3 months Considerable Individual Mostly Value Added 50%$160 - $550 Recreation Center Membership - 6 months Considerable Individual Mostly Value Added 50%$325 - $900 Recreation Center Membership - 12 months Balanced Important 30%$550 - $1,750 Rentals and Reservations Individual Value-Added 75%$10 - $500 Youth After School Community Essential 5%$15 - $30 Youth Biking Considerable Individual Mostly Value Added 50%$100 - $125 Youth Climbing Considerable Individual Mostly Value Added 50%$100 - $525 Youth Day Camps - Specialized Considerable Individual Mostly Value Added 50%$250 - $400 Youth Sports Balanced Important 30%$75 - $200 Youth Summer Camps Balanced Important 30%$50 - $100 41 Aspen Recreation Division 6 2. Develop New Pricing Policy Based on Classification of Programs and Services: If a shift in philosophical approach is embraced, it is important to continue to focus on cost recovery goals by service category. Pricing based on established operating budget recovery goals will provide flexibility to maximize all pricing strategies to the fullest. Allowing the staff to establish fees within a pricing range tied to cost recovery goals will permit them to set fees based on market factors and differential pricing (prime time/non-primetime, season/off-season rates) to maximize user participation and encourage additional group rate pricing where applicable. 3. Consider the Development of Dynamic Pricing Strategies: As Aspen embarks on the implementation of a new pricing policy, it will be necessary to expand upon and implement pricing strategies that will not only increase sales but also maximize the utilization of the Division’s parks, programs, and recreation facilities. By creating pricing options, customers are given the opportunity to choose which option best fits their schedule and price point. It is recommended that the Division continue to explore pricing strategies that create options for the customer. REVENUE AND COST ALLOCATION The consultant team, utilizing its PASS™ software, analyzed 2022 data to ensure a complete picture of both expense and service data. The consulting team via its PASS™ software, provided a comprehensive cost of service analysis to determine budget expenditures, revenues, program & facility cost recovery, and tax subsidy of programs, facilities and services provided by the Division. The overall goal of the cost of service analysis and classification of services process is to define the appropriate level of cost recovery while optimizing the return on investment from tax support for the operation of the Division. Utilizing data derived from a combination of sources including the City of Aspen’s financial system and the Recreation Division’s recreation management software, expenditures were allocated to three distinct expenditure types as shown below. Revenue and expenditures were then further allocated to four distinct service areas as shown below: SERVICE TITLE Revenues Expenditures Programs $496,053 $1,200,645 Facility Rentals $637,207 $2,754,263 Daily Admission/Punch Pass $538,111 $591,800 Membership $461,125 $984,419 Total $2,132,497 $5,531,128 Expenditure Type TOTAL Direct Expenditure $1,855,287 Facility Expenditure $1,841,265 Administrative and Overhead Expenditure $1,834,576 Total Expenditures $5,531,128 42 Business Plan 7 COST RECOVERY RECOMMENDATION In alignment with the classification of programs and services, the Consulting Team, in collaboration with the City of Aspen, has developed a recommendation aimed at identifying a realistic, data-driven cost recovery goal for the annual operations of the Aspen Recreation Division. The following summary table shows that the Recreation Division can achieve an annual cost recovery goal of 46% overall cost recovery. 1.10.1 COST OF SERVICE SUMMARY • OPERATIONAL SUBSIDY: The annual operational subsidy for the recommended cost recovery goal is approximately $3M annually (of which $1.8M are facility costs), a reduction of approximately $400,000 annually. The ARD should increase program and service fees as recommended and reduce underperforming programs to achieve an increased overall cost recovery and a reduction in the reliance on taxpayer funding. • FEE ADJUSTMENTS: The Department should implement individual program changes to increase revenues through fee increases and reduce or eliminate underperforming programs to achieve SERVICE TITLE Revenues Expenditures Revenues Over (Under) Expenditures Cost Recovery ‐ Percent Programs $575,686 $1,200,645 ($624,959)48% Facility Rentals $857,273 $2,754,263 ($1,896,990)31% Daily Admission/Punch Pass $564,669 $591,800 ($27,132)95% Membership $524,504 $984,419 ($459,915)53% Total $2,522,132 $5,531,128 ($3,008,996)46% Revenues CURRENT SCENARIO 1 Programs $496,053 $575,686 Facility Rentals $637,207 $857,273 Daily Admission/Punch Pass $538,111 $564,669 Membership $461,125 $524,504 Total Revenues $2,132,497 $2,522,132 Expenditures CURRENT SCENARIO 1 Programs $1,200,645 $1,200,645 Facility Rentals $2,754,263 $2,754,263 Daily Admission/Punch Pass $591,800 $591,800 Membership $984,419 $984,419 Total Expenditures $5,531,128 $5,531,128 General Fund Subsidy Subtotal ($3,398,631) ($3,008,996) Cost Recovery 39%46% 43 Aspen Recreation Division 8 the cost recovery targets for each core program area. Special attention should be focused on programs that are currently underperforming and membership and daily pass fees for the ARC. • PRICING POLICY: Create a comprehensive fee and pricing policy to be approved by the Aspen City Council that establishes cost recovery goals (not specific fees) for core program areas and an annual operational fund subsidy level for the ARD based on service classification and public benefit. 1.10.2 COST ALLOCATION OPTION A cost allocation option that the City of Aspen could consider is the removal of recreation facility expenditures ($1,841,265) from the Aspen Recreation Division’s annual operating budget. If the City of Aspen pursued this cost allocation option, the following summary table shows that the Recreation Division can achieve an annual cost recovery goal of 68%. PLEASE NOTE: Though the recreation facility expenditures would not be “carried” in the Aspen Recreation Division’s annual operating budget, it is understood the recreation facility costs would be funded by general fund taxpayer dollars. 44 Business Plan 9 OPERATIONAL RECOMMENDATIONS Though there are only a few policies and procedures that need updating or development as identified through the CAPRA self-assessment. It is recommended that the following be developed/updated and implemented within the next one to three years: CONCLUSION Overall, the recreation system is highly valued by residents and leaders. It serves multiple purposes including recreational, educational, social, and higher quality of life. Adequate funding for upkeep of existing parks and facilities is a priority for residents as well as developing, renovating, and expanding parks and facilities. In short, investment in the Division’s park and recreation system should be a priority. The City is not expected to grow over the next 15 years. While this can be positive, it can also stress the existing park and recreation system if strategies and policies are not in place to meet the evolving and ever-changing recreation needs of residents. As of today, the Division has adequate facilities to meet the recreational needs of residents, however, aging and/or outdated facilities such as the Aspen Recreation Center, the Aspen Ice Garden and the Red Brick Recreation Center will hold the Division back from continuing to do so in the future. Findings have been synthesized into a framework of strategic recommendations for Aspen Recreation Division. It is recommended that the strategies align with three major categories: 1. Creating a Healthy Balance of Programs and Services. 2. Decision Making within the Framework of Total Cost of Service. 3. Operating as a Best Practice Agency. RECOMMENDED POLICIES & PROCEDURES BENEFIT REFERENCE —Marketing Plan Efficiently and effectively increasing the ongoing awareness of and participation in and utilization of programs, services and facilities. Marketing Plan Guidelines provided in Appendix —Recreation Program and Service Evaluation Provide consistent delivery and evaluation of recreation programs/services Pre and Post Evalution Tools provided in the Appendix Outreach to Underserved Populations Ensuring that the populations that are most in need of the Aspen Recreation Division services are aware of and have access to them. Sample Policy Document provided in the Appendix Succession Planning Continuity of organization, administration, and delivery of services. Succession Planning Guidelines provided in the Appendix Volunteer Management Leveraging in-kind donations to improve program/service delivery while increasing grassroots advocacy for the Division. Volunteer Management Policy provided in the Appendix 45 Aspen Recreation Division 10 CHAPTER TWO – DEMOGRAPHIC & RECREATION TRENDS ANALYSIS INTRODUCTION A key component of the Recreation Business Plan (“Plan”) is a Demographic & Recreation Trends Analysis. This provides the City of Aspen’s Recreation Division (“City”) insight into the general makeup of the population served and identifies market trends in recreation. It also helps quantify the market in and around the City and understand the types of parks, facilities, and programs / services that are most appropriate to satisfy the needs of residents. This analysis is two-fold – it aims to answer the who and the what. First, it assesses the demographic characteristics and population projections of City residents to understand who they serve. Secondly, recreational trends are examined on a national, regional, and local level to understand what the population served wants to do. Findings from this analysis establish a fundamental understanding that provides a basis for prioritizing the community need for parks, trails, facilities, and recreation programs. DEMOGRAPHIC ANALYSIS The Demographic Analysis describes the population within the city. This assessment is reflective of the City’s total population and its key characteristics such as age segments, race, ethnicity, and income levels. It is important to note that future projections are based on historical patterns and unforeseen circumstances during or after the time of the analysis could have a significant bearing on the validity of the projected figures. METHODOLOGY Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in December 2023 and reflects actual numbers as reported in the 2010 and 2020 Census. ESRI then estimates the current population (2023) as well as a 5-year projection (2028). PROS utilized straight line linear regression to forecast demographic characteristics for 2033 and 2038. 46 Business Plan 11 2.3.1 CITY POPULACE POPULATION The City’s population has not experienced growth in the last 13 years and is not in-line with the modest national annual growth rate of 0.81% (from 2010-2023). Like the population, the total number of households also stayed constant over the last 13 years. Aspen, at 1.91 people per household, has a smaller household size than the U.S. (2.51). Currently, the population is estimated at 6,823 individuals living within 3,487 households. Projecting ahead, the total population growth is expected to continue to decline slowly. By 2038, the City’s population is projected at 6,622 residents living within 3,316 households. Please Note: The population numbers do not reflect total park and recreation utilization as 300,000+ people visit Aspen annually. 6,988 7,004 6,823 6,719 6,696 6,622 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 2010 Census 2020 Census 2023 Estimate 2028 Projection 2033 Projection 2038 Projection POPULATION Total Population 3,685 3,540 3,487 3,464 3,380 3,316 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 2010 Census 2020 Census 2023 Estimate 2028 Projection 2033 Projection 2038 Projection HOUSEHOLDS Number of Households 47 Aspen Recreation Division 12 2.3.2 AGE SEGMENT Evaluating the City’s age segmentation, the population has aged in the last 13 years. In 2010, the 55+ population made up 35% of the population, whereas today it makes up 5% of Aspen’ populace, an increase of 7%. The 2023 population has a median age of 43.6 years old which is older than the U.S. median age of 38.5 years. Over the last 13 years, the City has continued to have an unbalanced age segmentation. This trend is projected to continue over the next 15 years as the 55+ age segment is expected to represent 40% of the total population (an increase of 5% over 2023) while other major age segments will remain unchanged or decrease. 12%12%12%12%12%12% 26%26%26%25%25%25% 33%27%27%27%25%23% 24%29%29%28%29%31% 4%6%6%8%8%9% 2010 Census 2020 Census 2023 Estimate 2028 Projection 2033 Projection 2038 Projection POPULATION BY AGE SEGMENTS 0‐17 18‐34 35‐54 55‐74 75+ 48 Business Plan 13 RACE AND ETHNICITY DEFINITIONS The minimum categories for data on race and ethnicity for Federal statistics, program administrative reporting, and civil rights compliance reporting are defined below. The Census 2020 data on race is directly comparable with data from the 2010 Census. The latest (Census 2020) definitions and nomenclature are used within this analysis. • American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment. • Asian – This includes a person having origins in any of the original peoples of East Asia, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam. • Black Alone – This includes a person having origins in any of the black racial groups of Africa. • Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands. • White Alone – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa. • Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South, or Central American, or other Spanish culture or origin, regardless of race. Please Note: The Census Bureau defines Race as a person’s self-identification with one or more of the following social groups: White, Black, or African American, Asian, American Indian, and Alaska Native, Native Hawaiian and Other Pacific Islander, some other race, or a combination of these, while Ethnicity is defined as whether a person is of Hispanic / Latino origin or not. For this reason, the Hispanic / Latino ethnicity is viewed separate from race throughout this demographic analysis. 49 Aspen Recreation Division 14 2.3.3 RACE Assessing race, the City’s current population has diversified over the last 13 years as the White Alone population has decreased to 85%, though that is well above the US White Alone population of 59%. Two or More Races has become the largest racial segmentation in the City at 7%. The predictions for 2038 expect the population to become more diverse, with the Two or More Race population making up 11% of the population while the White Alone population will continue to decrease and represent 77% of the population. 2.3.4 ETHNICITY The City’s population was also assessed based on Hispanic/Latino ethnicity, which by the Census Bureau definition is viewed independently from race. It is important to note that individuals who are Hispanic/Latino in ethnicity can also identify with any racial categories identified above. People of Hispanic/Latino origin has remained unchanged since the last census (2020) and currently represents approximately 10% of the City’s population, which is below the national average (19% Hispanic/Latino). The Hispanic/ Latino population is expected to grow slightly to 13% of the City’s total population by 2038. 94%85%85%85%80%77% 1% 1%1%1%1%1% 1% 2%2%2%3%3% 2% 5%4%4%6%7% 1%7%7%7%10%11% 2010 Census 2020 Census 2023 Estimate 2028 Projection 2033 Projection 2038 Projection RACE Two or More Races Some Other Race Native Hawaiian & Other Pacific Islander Alone Asian Alone American Indian & Alaska Native Alone Black or African American Alone White Alone 11%10%10%12%13% 89%90%90%88%87% 2020 Census 2023 Estimate 2028 Projection 2033 Projection 2038 Projection HISPANIC POPULATION Hispanic / Latino Origin (any race)All Others 50 Business Plan 15 2.3.5 HOUSEHOLD INCOME As seen below, the City’s per capita income ($82,808) and median household income ($68,584) are greater than that of the U.S. average but below that of the Glenwood Springs Metropolitan Statistical Area (MSA) averages. The per capita income is that earned by an individual while the median household income is based on the total income of everyone over the age of sixteen living under the same roof. 2.3.6 ASPEN DEMOGRAPHIC IMPLICATIONS The following implications are derived from the analyses provided above. Each implication is organized by the outlined demographic information sections. POPULATION The population is expected to remain consistent over the next 15 years. With a consistent population, the city will need to focus more on strategically reinvesting, redeveloping, and maintaining existing recreation facilities than on expanding the system. AGE SEGMENTATION Aspen currently has an unbalanced age segmentation with the largest group being 55+ (35%). Over the next 15 years, the city’s population is expected to grow older as two out of every five residents of Aspen will be fifty-five and older by 2038. RACE AND ETHNICITY A slightly diversifying community will focus the city on providing traditional and emerging programming and service offerings. HOUSEHOLDS AND INCOME Though Aspen’s income characteristics indicate that the average household may have more disposable income, residents are still likely to be price conscious and have a need to understand the value that correlates with quality-of-life indicators. $82,808 $90,304 $41,804 $103,915 $125,306 $74,755 Aspen Glenwood Springs MSA U.S.A. COMPARATIVE INCOME Per Capita Income Median Household Income 51 Aspen Recreation Division 16 NATIONAL RECREATION TRENDS ANALYSIS The Trends Analysis provides an understanding of national, regional, and local recreational trends as well recreational interest by age segments. Trends data used for this analysis was obtained from Sports & Fitness Industry Association’s (SFIA), National Recreation and Park Association (NRPA), and Environmental Systems Research Institute, Inc. (ESRI). All trend data is based on current and/or historical participation rates, statistically valid survey results, or NRPA Park Metrics. 2.4.1 NATIONAL TRENDS IN RECREATION METHODOLOGY The Sports & Fitness Industry Association’s (SFIA) Sports, Fitness & Leisure Activities Topline Participation Report 2023 was utilized in evaluating the following trends: • National Recreation Participatory Trends • Core vs. Casual Participation Trends The study is based on findings from surveys conducted in 2023 by the Sports Marketing Surveys USA (SMS), resulting in a total of 18,000 online interviews. Surveys were administered to all genders, ages, income levels, regions, and ethnicities to allow for statistical accuracy of the national population. A sample size of 18,000 completed interviews is considered by SFIA to result in a high degree of statistical accuracy. A sport with a participation rate of five percent has a confidence interval of plus or minus 0.32 percentage points at a 95 percent confidence level. Using a weighting technique, survey results are applied to the total U.S. population figure of 305,439,858 people (ages six and older). The purpose of the report is to establish levels of activity and identify key participatory trends in recreation across the U.S. This study looked at 120 different sports/activities and subdivided them into various categories including: sports, fitness, outdoor activities, aquatics, etc. 52 Business Plan 17 OVERALL PARTICIPATION Approximately 236.9 million people ages six and over reported being active in 2023, which is a 1.9% increase from 2021 and the greatest number of active Americans in the last 6 years. This is an indicator that Americans are continuing to make physical activity more of a priority in their lives. Outdoor activities continue to thrive, recreation facilities reopened, fitness at home maintains popularity, and team sports are slowly reaching pre-pandemic participation levels. The chart below depicts participation levels for active and inactive (those who engage in no physical activity) Americans over the past 6 years. CORE VS. CASUAL PARTICIPATION In addition to overall participation rates, SFIA further categorizes active participants as either core or casual participants based on frequency of participation. Core participants have higher participatory frequency than casual participants. The thresholds that define casual versus core participation may vary based on the nature of each individual activity. For instance, core participants engage in most fitness activities more than fifty times per year, while for sports, the threshold for core participation is typically thirteen times per year. In each activity, core participants are more committed and tend to be less likely to switch to other activities or become inactive (engage in no physical activity) than causal participants. This may also explain why activities with more core participants tend to experience less pattern shifts in participation rates than those with larger groups of casual participants. Increasing for the fifth straight year, 158.1 million people were considered CORE participants in 2023. 216.9 218.5 221.7 229.7 232.6 236.9 81.4 82.1 81.2 74.3 72.2 68.6 0.0 50.0 100.0 150.0 200.0 250.0 2017 2018 2019 2020 2021 2022NUMBER OF PARTICIPANTS (MILLIONS)ACTIVITY AND INACTIVITY TREND Total Actives Total Inactives 143.6 147.5 149.7 154.3 156.7 158.1 0.0 50.0 100.0 150.0 200.0 2017 2018 2019 2020 2021 2022NUMBER OF PARTICIPANTS (MILLIONS)TOTAL CORE ACTIVES 53 Aspen Recreation Division 18 PARTICIPATION BY GENERATION The following chart shows 2023 participation rates by generation. Fitness sports continue to be the go- to means of exercise for Boomers, Gen X, and Millennials. Over half of the Gen X, Millennials, and Gen Z generation participated in one type of outdoor activity. Team sports were heavily dominated by generation Gen Z and a third of Gen X also participated in individual sports such as golf, trail running, triathlons, and bowling. HIGHLIGHTS Team sports are continuing to recover due to shutdowns during the pandemic. Team sports participation rate increased to 23.2% which is near 2019 participation levels. Pickleball continues to be the fastest growing sport in America by doubling its participation in 2023. Following the popularity of pickleball, every racquet sport also increased in total participation in 2023. Americans continued to practice yoga, attend Pilates training, and workout with kettlebells. Many started indoor climbing, while others took to the hiking trail. The waterways traffic had an increase of stand-up paddlers, kayaks, and jet skis. Gymnastics, swimming on a team, court volleyball, and fast-pitch softball benefited from the participation boom created from the Olympics. Water sports had the largest gain in participation rates. Activities such as jet skiing, scuba diving, and boardsailing/windsurfing all contributed to the 7% increase. Outdoor sports continued to grow with 55% percent of the U.S. population participating. This rate remains higher than pre-pandemic levels with a 51% participation rate in 2019. The largest contributor to this gain was trail running, having a 45% increase over the last five years. 66.2%22.9%43.3%8.0%4.6%8.8%3.7%66.7%31.9%52.9%13.1%14.4%13.4%9.0%69.2%43.4%61.6%21.2%31.3%18.8%15.8%55.5%45.4%61.0%23.4%54.8%17.4%20.4%FITNESS SPORTS INDIVIDUAL SPORTS OUTDOOR SPORTS RACQUET SPORTS TEAM SPORTS WATER SPORTS WINTER SPORTS PARTICIPATION BY GENERATION Boomers (1945-1964) Gen X (1965-1979) Millennials (1980-1999) Gen Z (2000+) 54 Business Plan 19 2.4.2 NATIONAL TRENDS IN GENERAL SPORTS PARTICIPATION LEVELS The top sports most heavily participated in the United States were basketball (28.1 million), golf (25.6 million), and tennis (23.6 million) which have participation figures well more than the other activities within the general sports category. Baseball (15.5 million), and outdoor soccer (13.0 million) round out the top five. The popularity of basketball, golf, and tennis can be attributed to the ability to compete with small number of participants, this coupled with an ability to be played outdoors and/or properly distanced helps explain their popularity during the COVID-19 pandemic. Basketball’s overall success can also be attributed to the limited amount of equipment needed to participate and the limited space requirements necessary, which make basketball the only traditional sport that can be played at most American dwellings as a drive-way pickup game. Golf continues to benefit from its wide age segment appeal and is considered a life-long sport. In addition, target type game venues or golf entertainment venues have increased drastically (86.2%) as a 5-year trend, using golf entertainment (e.g., Top Golf) as a new alternative to breathe life back into the game of golf. FIVE-YEAR TREND Since 2017, pickleball (185.7%), golf - entertainment venues (86.2%), and tennis (33.4%) have shown the largest increase in participation. Similarly, basketball (20.3%) and outdoor soccer (9.2%) have also experienced significant growth. Based on the five-year trend from 2017-2023, the sports that are most rapidly declining in participation include ultimate frisbee (-31.5%), rugby (-28.1%), and roller hockey (- 25.4%). ONE-YEAR TREND The most recent year shares some similarities with the five-year trends; with pickleball (85.7%) and golf - entertainment venues (25.7%) experiencing some of the greatest increases in participation this past year. Other top one-year increases include racquetball (8.0%), badminton (7.1%), and gymnastics (7.1%). Sports that have seen moderate 1-year increases, but 5-year decreases are racquetball (8.0%), gymnastics (7.1%), and court volleyball (4.2%). This could be a result of coming out of the COVID-19 pandemic and team program participation on the rise. Like their 5-year trend, rugby (-5.8%), roller hockey (-4.0%), and ultimate frisbee (-2.2%) have seen decreases in participation over the last year. 55 Aspen Recreation Division 20 2017 2021 2022 5‐Year Trend 1‐Year Trend Basketball 23,401 27,135 28,149 20.3%3.7% Golf (9 or 18-Hole Course)23,829 25,111 25,566 7.3%1.8% Tennis 17,683 22,617 23,595 33.4%4.3% Golf (Entertainment Venue)8,345 12,362 15,540 86.2%25.7% Baseball 15,642 15,587 15,478 -1.0%-0.7% Soccer (Outdoor)11,924 12,556 13,018 9.2%3.7% Pickleball 3,132 4,819 8,949 185.7%85.7% Football (Flag)6,551 6,889 7,104 8.4%3.1% Badminton 6,430 6,061 6,490 0.9%7.1% Volleyball (Court)6,317 5,849 6,092 -3.6%4.2% Softball (Slow Pitch)7,283 6,008 6,036 -17.1%0.5% Soccer (Indoor)5,399 5,408 5,495 1.8%1.6% Boxing for Fitness 5,157 5,237 5,472 6.1%4.5% Football (Tackle)5,224 5,228 5,436 4.1%4.0% Football (Touch)5,629 4,884 4,843 -14.0%-0.8% Gymnastics 4,805 4,268 4,569 -4.9%7.1% Volleyball (Sand/Beach)4,947 4,184 4,128 -16.6%-1.3% Track and Field 4,161 3,587 3,690 -11.3%2.9% Racquetball 3,526 3,260 3,521 -0.1%8.0% Cheerleading 3,816 3,465 3,507 -8.1%1.2% Ice Hockey 2,544 2,306 2,278 -10.5%-1.2% Softball (Fast Pitch)2,309 2,088 2,146 -7.1%2.8% Ultimate Frisbee 3,126 2,190 2,142 -31.5%-2.2% Wrestling 1,896 1,937 2,036 7.4%5.1% Lacrosse 2,171 1,892 1,875 -13.6%-0.9% Roller Hockey 1,834 1,425 1,368 -25.4%-4.0% Squash 1,492 1,185 1,228 -17.7%3.6% Rugby 1,621 1,238 1,166 -28.1%-5.8% National Participatory Trends ‐ General Sports Activity % Change Legend:Moderate Increase (0% to 25%) Large Decrease (less than -25%) NOTE: Participation figures are in 000's for the US population ages 6 and over Large Increase (greater than 25%) Moderate Decrease (0% to -25%) Participation Levels 56 Business Plan 21 2.4.3 NATIONAL TRENDS IN GENERAL FITNESS PARTICIPATION LEVELS Overall, national participatory trends in fitness have experienced 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. The most popular general fitness activities in 2023 also were those that could be done at home or in a virtual class environment. The activities with the most participation was walking for fitness (114.8 million), treadmill (53.6 million), free weights (53.1 million), running/jogging (47.8 million), and yoga (33.6 million). FIVE-YEAR TREND Over the last five years (2017-2023), the activities growing at the highest rate were trail running (44.9%), yoga (23.0%), Pilates training (14.0%) and dance, step & choreographed exercise. Over the same period, the activities that have undergone the biggest decline in participation include group stationary cycling (-33.4%), cross-training style workout (-32.1%) and non-traditional/off road triathlons (-28.1%). ONE-YEAR TREND In the last year, fitness activities with the largest gains in participation were group-related activities, cardio kickboxing (8.5%), Pilates training (5.8%), and group stationary cycling (5.5%). This 1-year trend is another indicator that participants feel safe returning to group-related activities. Trail running (5.9%) also saw a moderate increase indicating trail connectivity to continue to be important for communities to provide. In the same span, fitness activities that had the largest decline in participation were cross- training style workout (-5.3%), bodyweight exercise (-2.6%) and running/jogging (-2.4%). 57 Aspen Recreation Division 22 2017 2021 2022 5‐Year Trend 1‐Year Trend Walking for Fitness 110,805 115,814 114,759 3.6%-0.9% Treadmill 52,966 53,627 53,589 1.2%-0.1% Free Weights (Dumbbells/Hand Weights)52,217 52,636 53,140 1.8%1.0% Running/Jogging 50,770 48,977 47,816 -5.8%-2.4% Yoga 27,354 34,347 33,636 23.0%-2.1% Stationary Cycling (Recumbent/Upright)36,035 32,453 32,102 -10.9%-1.1% Weight/Resistant Machines 36,291 30,577 30,010 -17.3%-1.9% Free Weights (Barbells) 27,444 28,243 28,678 4.5%1.5% Elliptical Motion/Cross-Trainer 32,283 27,618 27,051 -16.2%-2.1% Dance, Step, & Choreographed Exercise 22,616 24,752 25,163 11.3%1.7% Bodyweight Exercise 24,454 22,629 22,034 -9.9%-2.6% High Impact/Intensity Training 21,476 21,973 21,821 1.6%-0.7% Trail Running 9,149 12,520 13,253 44.9%5.9% Rowing Machine 11,707 11,586 11,893 1.6%2.6% Stair Climbing Machine 14,948 11,786 11,677 -21.9%-0.9% Pilates Training 9,047 9,745 10,311 14.0%5.8% Cross-Training Style Workout 13,622 9,764 9,248 -32.1%-5.3% Martial Arts 5,838 6,186 6,355 8.9%2.7% Stationary Cycling (Group)9,409 5,939 6,268 -33.4%5.5% Cardio Kickboxing 6,693 5,099 5,531 -17.4%8.5% Boxing for Fitness 5,157 5,237 5,472 6.1%4.5% Boot Camp Style Cross-Training 6,651 5,169 5,192 -21.9%0.4% Barre 3,436 3,659 3,803 10.7%3.9% Tai Chi 3,787 3,393 3,394 -10.4%0.0% Triathlon (Traditional/Road)2,162 1,748 1,780 -17.7%1.8% Triathlon (Non-Traditional/Off Road)1,878 1,304 1,350 -28.1%3.5% National Participatory Trends ‐ General Fitness Activity % Change NOTE: Participation figures are in 000's for the US population ages 6 and over Moderate Increase (0% to 25%) Large Decrease (less than -25%)Participation Growth/Decline:Large Increase (greater than 25%) Moderate Decrease (0% to -25%) Participation Levels 58 Business Plan 23 2.4.4 NATIONAL TRENDS IN OUTDOOR/ADVENTURE RECREATION PARTICIPATION LEVELS Results from the SFIA report demonstrate rapid growth in participation regarding outdoor/adventure recreation activities. Much like general fitness activities, these activities encourage an active lifestyle, can be performed individually, and are not as limited by time constraints. In 2023, the most popular activities, in terms of total participants include day hiking (59.5 million), road bicycling (43.6 million), freshwater fishing (41.8 million), camping (37.4 million), and wildlife viewing (20.6 million). FIVE-YEAR TREND From 2017-2023, sport/bouldering (174.8%), camping (42.5%), skateboarding (41.3%), day hiking (32.7%), birdwatching (28.6%) has undergone large increases in participation. The five-year trend also shows activities such as indoor climbing (-51.4%), adventure racing (-32.2%) to be the only activities with double-digit decreases in participation. ONE-YEAR TREND The one-year trend shows most activities growing in participation from the previous year. The most rapid growth being in sport/boulder climbing (151.1%), BMX bicycling (8.3%), birdwatching (6.8%), and in-line roller skating (4.7%). Over the last year, the only activities that underwent decreases in participation were indoor climbing (-56.9%), adventure racing (-6.1%), and overnight backpacking (-0.9%). 59 Aspen Recreation Division 24 2017 2021 2022 5‐Year Trend 1‐Year Trend Hiking (Day) 44,900 58,697 59,578 32.7%1.5% Bicycling (Road)38,866 42,775 43,554 12.1%1.8% Fishing (Freshwater)38,346 40,853 41,821 9.1%2.4% Camping 26,262 35,985 37,431 42.5%4.0% Wildlife Viewing (>1/4 mile of Vehicle/Home)20,351 20,452 20,615 1.3%0.8% Camping (Recreational Vehicle)16,159 16,371 16,840 4.2%2.9% Birdwatching (>1/4 mile of Vehicle/Home)12,296 14,815 15,818 28.6%6.8% Fishing (Saltwater)13,062 13,790 14,344 9.8%4.0% Backpacking Overnight 10,975 10,306 10,217 -6.9%-0.9% Skateboarding 6,382 8,747 9,019 41.3%3.1% Bicycling (Mountain)8,609 8,693 8,916 3.6%2.6% Fishing (Fly)6,791 7,458 7,631 12.4%2.3% Archery 7,769 7,342 7,428 -4.4%1.2% Climbing (Sport/Boulder)2,103 2,301 5,778 174.8%151.1% Roller Skating, In-Line 5,268 4,940 5,173 -1.8%4.7% Bicycling (BMX) 3,413 3,861 4,181 22.5%8.3% Climbing (Indoor)5,045 5,684 2,452 -51.4%-56.9% Climbing (Traditional/Ice/Mountaineering)2,527 2,374 2,452 -3.0%3.3% Adventure Racing 2,529 1,826 1,714 -32.2%-6.1% National Participatory Trends ‐ Outdoor / Adventure Recreation Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:Moderate Increase (0% to 25%) Large Decrease (less than -25%) Large Increase (greater than 25%) Moderate Decrease (0% to -25%) 60 Business Plan 25 2.4.5 NATIONAL TRENDS IN AQUATICS PARTICIPATION LEVELS Swimming is deemed a lifetime activity, which is why it continues to have such strong participation. In 2023, fitness swimming remained the overall leader in participation (26.3 million) amongst aquatic activities. FIVE-YEAR TREND Assessing the five-year trend, fitness swimming (-3.2%) and swimming on a team (-3.4%) experienced moderate decreases due to the accessibility of facilities during COVID-19. While aquatic exercise (2.1%) saw a slight increase in participation during this same time. ONE-YEAR TREND In 2023, all aquatic activities saw moderate increases in participation which can be asserted to facilities and programs returning to pre-COVID-19 pandemic levels. Swimming on a team (2.8%), aquatic exercise (2.7%) andn fitness swimming (2.5%) saw moderate increases in participation. 2017 2021 2022 5‐Year Trend 1‐Year Trend Swimming (Fitness)27,135 25,620 26,272 -3.2% 2.5% Aquatic Exercise 10,459 10,400 10,676 2.1% 2.7% Swimming on a Team 3,007 2,824 2,904 -3.4% 2.8% National Participatory Trends ‐ Aquatics Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:Moderate Increase (0% to 25%) Large Decrease (less than -25%) Large Increase (greater than 25%) Moderate Decrease (0% to -25%) 61 Aspen Recreation Division 26 2.4.6 NATIONAL TRENDS IN WATER SPORTS / ACTIVITIES PARTICIPATION LEVEL The most popular water sports / activities based on total participants in 2023 were recreational kayaking (13.6 million), canoeing (9.5 million), and snorkeling (7.4 million). It should be noted that water activity participation tends to vary based on regional, seasonal, and environmental factors. A region with more water access and a warmer climate is more likely to have a higher participation rate in water activities than a region that has a long winter season or limited water access. Therefore, when assessing trends in water sports and activities, it is important to understand that fluctuations may be the result of environmental barriers which can influence water activity participation. FIVE-YEAR TREND Over the last five years, surfing (37.8%), recreational kayaking (28.7%), stand-up paddling (13.6%) and white-water kayaking (9.0%) were the fastest growing water activities. From 2017-2023, activities declining in participation were water skiing (-14.9%), snorkeling (-12.0%), boardsailing/windsurfing (- 11.6%), and sea/touring kayaking (10.6%). ONE-YEAR TREND In 2023, water skiing (-0.6%) was the only water activity to see a decrease in participation. Activities which experienced the largest increases in participation in the most recent year include jet skiing (7.6%), scuba diving (7.4%), boardsailing/windsurfing (7.2%), and surfing (6.6%). 62 Business Plan 27 2017 2021 2022 5‐Year Trend 1‐Year Trend Kayaking (Recreational)10,533 13,351 13,561 28.7%1.6% Canoeing 9,220 9,199 9,521 3.3%3.5% Snorkeling 8,384 7,316 7,376 -12.0%0.8% Jet Skiing 5,418 5,062 5,445 0.5%7.6% Stand-Up Paddling 3,325 3,739 3,777 13.6%1.0% Surfing 2,680 3,463 3,692 37.8%6.6% Sailing 3,974 3,463 3,632 -8.6%4.9% Rafting 3,479 3,383 3,595 3.3%6.3% Water Skiing 3,572 3,058 3,040 -14.9%-0.6% Wakeboarding 3,005 2,674 2,754 -8.4%3.0% Kayaking (White Water)2,500 2,587 2,726 9.0%5.4% Scuba Diving 2,874 2,476 2,658 -7.5%7.4% Kayaking (Sea/Touring)2,955 2,587 2,642 -10.6%2.1% Boardsailing/Windsurfing 1,573 1,297 1,391 -11.6%7.2% National Participatory Trends ‐ Water Sports / Activities Activity % Change NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:Moderate Increase (0% to 25%) Large Decrease (less than -25%) Large Increase (greater than 25%) Moderate Decrease (0% to -25%) Participation Levels 63 Aspen Recreation Division 28 2.4.7 NON-PARTICIPANT INTEREST BY AGE SEGMENT In addition to participation rates by generation, SFIA also tracks non-participant interest. These are activities that the U.S. population currently does not participate in due to physical or monetary barriers, but is interested in participating in. Below are the top five activities that each age segment would be most likely to partake in if they were readily available. Overall, the activities most age segments are interested in including Camping, Bicycling, Fishing, and Swimming for Fitness. All of which are deemed as low-impact activities, making them obtainable for any age segment to enjoy. Fishing Camping Soccer Martial Arts Basketball 6-12 Year-Olds Fishing Camping Working out w/ Weights Volleyball Running/Jogging 13-17 Year-Olds Camping Fishing Martial Arts Volleyball Kayaking 18-24 Year-Olds Camping Fitness Swimming Bicycling Fishing Kayaking 25-34 Year-Olds Fitness Swimming Camping Bicycling Fishing Hiking 35-44 Year-Olds Bicycling Fishing Camping Fitness Swimming Hiking 45-54 Year-Olds Bicycling Fishing Fitness Swimming Camping Hiking 55-64 Year-Olds Fishing Fitness Swimming Bicycling Birdwatching/Wildlife viewing Working out using machines 65+ Year-Olds 64 Business Plan 29 2.4.8 LOCAL TRENDS - MARKET POTENTIAL INDEX ESRI's 2023 Sports and Leisure Market Potential (MPI) Data measures the demand for recreation activities as well as expected consumer attitudes towards these activities by City of Aspen residents. The MPI shows the likelihood that a resident of the City of Aspen will participate in certain activities when compared to the US National average. The City is compared to the national average in four (4) categories – general sports, fitness, outdoor recreation, and commercial recreation. PLEASE NOTE: The participation by Aspen residents in these activities is not restricted geographically to the City of Aspen. For example, an Aspen resident may participate in an activity offered in Basalt. Overall, Aspen demonstrates above average market potential index numbers. Aspen’s MPI indicates that Aspen has numerous activities that have expected participation rates that are 10% or greater than the national average in all four categories. Activities with MPI numbers greater than the national average are significant because they demonstrate that there is a greater potential that Aspen residents will actively participate in offerings if the city or surrounding communities provided these activities. Activities with MPI numbers lower than the national average are also significant because they demonstrate that there is either a lower potential that Aspen residents will participate in these activities or the opportunity to participate in these activities is not available to them. This data should be interfaced with other key findings derived during the master planning process to determine an appropriate level of service for park acreage and amenities for the City of Aspen. Other key factors that determine level of service include, but are not limited to demographic projections, resident need as determined by the community engagement process, current level of service (existing park and amenity inventory), and access to existing parks and amenities. 2023 GENERAL SPORTS MARKET POTENTIAL INDEX 111 100 101 116 112 83 161 139 0 20 40 60 80 100 120 140 160 180 Baseball Basketball Football Golf Soccer Softball Tennis Volleyball GENERAL SPORTS MPI Aspen National Average (100) 65 Aspen Recreation Division 30 2023 GENERAL FITNESS MARKET POTENTIAL INDEX 2023 OUTDOOR RECREATION MARKET POTENTIAL INDEX 123 170 179 121 117 134 157 99 0 20 40 60 80 100 120 140 160 180 200 Aerobics Jogging/ Running Pilates Swimming Walking for Exercise Weight Lifting Yoga Zumba FITNESS MPI Aspen National Average (100) 84 151 132 141 117 70 94 141 154 185 0 20 40 60 80 100 120 140 160 180 200 Archery Backpacking Bicycling (mountain) Bicycling (road) Canoeing/ Kayaking Fishing (fresh water) Fishing (salt water) Hiking Horseback Riding Rock Climbing OUTDOOR ACTIVITY MPI Aspen National Average (100) 66 Business Plan 31 2023 COMMERCIAL RECREATION MARKET POTENTIAL INDEX RECREATION TRENDS SUMMARY It is critically important for Aspen to understand the local and national participation trends in recreation activities. In doing so, the Division can gain general insight into the lifecycle stage of recreation programs and activities (emerging, stable, and declining) and thereby anticipate potential changes in need and demand for the programs and activities that it provides to the residents of Aspen. Here are some major takeaways for local and national recreation trends: • Fitness walking remained the most popular activity nationally and locally. • All listed aquatic activities have experienced strong participation nationally and swimming is above the national average in Aspen. • Local participation in most every fitness activity far exceeds that of the national averages. • Basketball is the most participated in sport nationally while golf is the most participated in sport locally. • Outdoor recreational activities are on the rise nationally and many of these activities are popular locally, including bicycling, hiking, and rock climbing. • National participation in commercial recreation activities has increased since COVID-19, while local MPI numbers indicate that the most popular of these activities in Aspen are visiting art galleries and museums. • Based on national measurements, income level has a positive impact on activity rate. Higher income households tend to have higher activity rates. 126 120 108 85 108 115 91 157 109 105 92 125 56 99 170 150 176 0 20 40 60 80 100 120 140 160 180 200 Attended adult education course Attended sports event Did painting/drawing Did photo album/scrapbooking Did photography Dined out Flew a drone Participated in a book club Played video/electronic game (console) Played video/electronic game (portable) Visited a theme park in last Visited a zoo Visited an indoor water park Went overnight camping Went to art gallery Went to live theater Went to museum OTHER RECREATION MPI (last 12 months) Aspen National Average (100) 67 Aspen Recreation Division 32 CHAPTER THREE - COMMUNITY NEEDS ASSESSMENT The efforts in creating the Business Plan were based on an evaluation of existing resources and capacity as well as community input. Thus, a key consideration to creating a vision for the Aspen Recreation Division is to understand current community values, needs, and desires. The assessment of these values is accomplished by triangulating information generated from focus groups with staff, public input received via the project website, a statistically valid survey, and reinforced through intercept and electronic surveys. The surveys were written to reflect issues and wishes that emerged from the qualitative data gathered through discussions with staff. Triangulation occurs when findings of the qualitative work are supported by the quantitative work. The following sections discuss this process and resulting findings. QUALITATIVE INPUT SUMMARY In the summer of 2023, the consultant team conducted a series of internal stakeholder and focus group meetings. The results of these focus group discussions were condensed to a series of key themes that emerged. Input confirmed that many love the Division’s facilities and programs, but there are gaps in service and amenities and additional investment is needed to maintain and enhance existing facilities for the growing community. Participants see the system as one that is well-maintained with great staff. They also enjoy the numerous programs and amenities offered. Unmet needs exist as the demand for select services is currently outweighing the available facilities and/or existing amenities. The following summarizes the themes of community input: • High Quality Experiences: The Division provides high quality and diverse programs, services, and recreation facilities. • Customer Service and Marketing: The Division provides excellent customer service and creates awareness of Division offerings through a strong and focused marketing plan. • Investing in the System - Continue to focus on reinvesting in and maintaining existing facilities (specifically the Red Brick Recreation Center and the Aspen Ice Garden) while strategically expanding the system that focuses on unmet needs, specifically fitness at the Aspen Recreation Center. • Pay Equity – Pay equity issues exist for part-time staff and need to be resolved in the short-term to ensure fully operational facilities and high-quality programs. • Local Focus – The Division should continue to primarily focus on providing services to Aspen residents. • Regional Recreation Opportunities – Though the Division should focus primarily on providing facilities and services to its residents, it should continue to secondarily focus on providing opportunities to a greater service area as deemed appropriate and necessary. • Intergovernmental Partnerships - Continue to strengthen the cooperative relationship between the Division and the Aspen School District. 68 Business Plan 33 S TASTICALLY VALID SURVEY 3.2.1 OVERVIEW ETC Institute administered a needs assessment survey for the Aspen Recreation Division during the summer of 2023. The survey was conducted as part of the development of the Division’s Business Plan. The survey results will aid the Division in taking a resident-driven approach to making decisions that will enrich and positively affect the lives of residents. 3.2.2 METHODOLOGY ETC Institute mailed a survey packet to a random sample of households in Aspen. Each survey packet contained a cover letter, a copy of the survey, and a postage-paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online at AspenSurvey.org. After the surveys were mailed, ETC Institute followed up with residents to encourage participation. To prevent people who were not residents of Aspen from participating, everyone who completed the survey online was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered online with the addresses that were originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample, the online survey was not included in the final database for this report. The goal was to collect a minimum of 300 completed surveys from residents. The goal was met with 318 completed surveys collected. The overall results for the sample of 318 households are statistically representative of Aspen residents and have a precision of at least +/-5.2 at the 95% level of confidence. The major findings of the survey are summarized in the following pages. Complete survey results are provided as a stand-alone document. 69 Aspen Recreation Division 34 3.2.3 FACILITIES USE OVERVIEW Respondents were provided with a list of 5 Aspen recreation facilities and asked to indicate how often they visit. Respondents most often visited (with ratings other than “never”) the Aspen Recreation Pool (53%) and Aspen Recreation Center (40%). 70 Business Plan 35 3.2.4 BARRIERS TO USE Respondents were asked to select all the reasons that prevent their household from using programs, activities, events, and facilities more often. Busy schedules (18%), use of other facilities or gyms (18%), and high fees (17%) were the three barriers most often selected by respondents. PLEASE NOTE: National Average for Too Crowded/Lack of Availability = 5% 71 Aspen Recreation Division 36 3.2.5 BENEFITS OF FACILITIES/PROGRAMS/SERVICES Respondents were provided with a list of 10 potential benefits of recreation facilities/programs/services and asked to rate their level of agreement. Respondents most often agreed (rating “agree” or “strongly agree”) that they make Aspen a more desirable place to live (84%), improve households’ physical health and fitness (77%), and improve households’ mental health and reduce stress (77%). The four benefits of highest importance to respondents were improving households’ physical health and fitness (60%), improving households’ mental health (55%), and making Aspen a more desirable place to live (38%). 72 Business Plan 37 3.2.6 SATISFACTION Most respondents (58%) report being satisfied (39%) or very satisfied (19%) with the overall value their household receives from facilities, programs, or services at Aspen Recreation. PLEASE NOTE: National Average for Very Satisfied = 25% 73 Aspen Recreation Division 38 3.2.7 FUNDING Respondents were asked to indicate how they would want the city to fund future recreation needs based on their perception of value. The highest percentage of respondents (42%) say they think funding should increase followed by 31% believing it should stay the same. On average, respondents think 54% of funding should come from user fees, 36% from sales tax, and 10% from other sources. 74 Business Plan 39 3.2.8 COMMUNICATION METHODS Respondents most often report learning about Aspen’s recreation programs and services via word of mouth (61%), newspaper (52%), or the city website (36%). Respondents would most prefer communication to come from the newspaper (49%), emails (37%), or via word of mouth (36%). 75 Aspen Recreation Division 40 3.2.9 ACCESS FOR NON-RESIDENTS Most respondents (82%) believe non-residents should be eligible for daily admission into Aspen recreation facilities at a higher fee than residents. 76 Business Plan 41 3.2.10 PAYMENT METHOD PREFERENCE The highest percentage of respondents (35%) would most prefer using a punch pass (pay per visit) option as their method of payment to access Aspen recreation facilities followed by an annual family pass (16%). 77 Aspen Recreation Division 42 3.2.11 FEES Most respondents (84%) think that it should cost less than $20 for daily admission as a resident to use recreation facilities. As a non-resident, over half of respondents (56%) think a daily admission charge between $20-30 is reasonable. 78 Business Plan 43 3.2.12 RECREATION PROGRAM IMPORTANCE AND UNMET NEEDS • Recreation Program Importance: o Based on the sum of respondents’ top four choices, these were the four programs ranked most important to residents:  Adult fitness and wellness programs (41%)  Adult biking (24%)  Community events (19%)  Water fitness classes/lap swimming (19%) o The percentage of residents who selected each program as one of their top four choices is shown in the chart below. 79 Aspen Recreation Division 44 • How Well Needs Are Being Met for Recreation Programs: o Based on the number of households who indicated their needs were only being partly met or less, 1,133 households (35%) responded that adult fitness and wellness classes had the greatest level of unmet need. o The level of unmet need for other recreation programs is shown in the chart below: 80 Business Plan 45 SUMMARY OF COMMUNITY NEEDS - P RIORITY RANKINGS The purpose of the Program/Service Priority Rankings is to provide a prioritized list of recreation program needs for the community served by the Aspen Recreation Division. This model evaluates the integration of both quantitative and qualitative data. • Quantitative data includes the local demographics, recreation trends and statistically valid survey, • Qualitative data includes community input via stakeholder interviews, staff input, ARC meetings, and planning team observations. A weighted scoring system was used to determine the priorities for recreation programs/services and facilities/amenities. These weighted scores provide an overall score and priority ranking for the system. The results of the priority ranking are tabulated into three categories: High Priority (top third), Medium Priority (middle third), and Low Priority (bottom third). 3.3.1 RECREATION PROGRAM/SERVICE – CITY AS A WHOLE 81 Aspen Recreation Division 46 3.3.2 R ECREATION PROGRAM/SERVICE HIGH PRIORITY RANKINGS BY HOUSEHOLD TYPE High Priority Programs and Services City Wide Households with Young Children Ages 0‐9 Households with Teens/Young Adults Children Ages 10‐19 Households Young/Middle Age Adults Ages 20‐49 NO Children Households Young/Middle Age Adults Ages 50‐64 NO Children Households Ages 65+ NO Children Adult fitness & wellness programs Community events Adult biking Water fitness classes/lap swimming After-school programs for youth of all ages Group swim lessons Summer camps Preschool programs (Playhouse) Youth sports (leagues, classes, programs) Youth biking Youth fitness and wellness classes Tennis lessons and leagues Senior (50+) programming Teen/Tween Programs Adult Sports Leagues Pickleball Lessons and Leagues Recreation Program and Service Prioritization by Household Type 82 Business Plan 47 CHAPTER FOUR – PROGRAM AND SERVICES ASSESSMENT INTRODUCTION The City of Aspen Recreation Division (ARD) must update its Business Plan every 10 years, with the most recent version due to be re-evaluated in 2025. However, given the COVID-19 Pandemic, funding was granted to proceed with an updated Business Plan in 2023. In addition to this planning change, ARD is shifting toward a shorter, five-year planning horizon. As part of the Business Plan process, a Recreation Program and Services Inventory and Analysis is created to understand recreation planning context, existing performance measures, identify gaps (if applicable), and to provide greater insights for the overall Business Plan. METHODOLOGY The Recreation Programs and Services Inventory and Analysis involved three key steps: 1) A Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis. 2) A customized data analysis for all 2022 registration data. 3) Connection to the statistically valid community survey conducted by ETC Institute as part of the Business Plan public engagement process. SWOT A staff SWOT Analysis was facilitated on June 6, 2023, as a mechanism to understand context around ARD recreation programming. The conversation’s intent is to provide qualitative context before conducting a quantitative data analysis. Of note, Strengths and Weaknesses are internal to the organization and represent the things that they have control over. Opportunities and Threats represent items that are external to the organization and although the organization may have influence, they also may not have complete control over them. The following items represent the information gleaned from the SWOT Analysis: 4.3.1 STRENGTHS • Cross training is intentional. • Program diversity – ARD has more offerings than what their facilities indicate (i.e., more than just swimming, ice, etc. – community events and programming). • High community involvement in adult community programming (e.g., recreational hockey and softball). • ARD staff is strong. • ARD is progressing toward pre-Covid staffing levels (ice, swim teachers, and adult lifeguards may be an exception). • Curriculum with the school, course cost reductions, and referral bonuses for lifeguarding have helped with staffing levels. • Community partners – school is the main partner, senior center partnerships, non-profits, and Aspen PD; most allow ARD to provide enhanced services, but some do allow ARD to offer things they may not otherwise offer. 83 Aspen Recreation Division 48 4.3.2 WEAKNESSES • Staffing Capacity o Reliance on part-time labor. o Part-time staff retention and turnover. o Can be a challenge that full-time positions are split between focus areas/functions (also a strength for cross training purposes); this can be mentally draining and/or stressful for staff as well. • Lack of Facilities o ARD does not have some needed facilities (e.g., gymnasium, more sheets of ice, multi- purpose indoor space); the ARC was originally built as a pool and ice – space uses have evolved over time. o The Aspen Ice Garden and Red Brick Recreation Center are obsolete and in significant need of capital reinvestment and/or renovation. o Limited space for the number of entities that ARD wants to use the space. o Ice is operationally inefficient due to location (two places in different parts of the city). o Do not use the Ice Garden during the summer months. o Limited fitness workout space (both ARD space and market competitors). 4.3.3 OPPORTUNITIES • Examining the existing uses of space and understanding future opportunities based on seasonal use, customer patterns, etc.; Ice Garden is a good example of a space that could be utilized during the “off-season” (good flex space); the fitness studio (to a lesser extent) as well. • ARD is really the only place in a 40-mile radius for fitness workouts (low market saturation). • More adult programming can be added to the portfolio. 4.3.4 THREATS • Available housing for staff. • Greater demand than available supply. • Weather events (e.g., smoke, droughts). • IT services. 84 Business Plan 49 PROGRAM REGISTRATION DATA ANALYSIS Registration data was collected and analyzed for 2022. A multi-year trend analysis could not be performed because of a change in recreation program management software. The analysis’ intent is to shed light on data trends that can provide insights for programmatic recommendations. It is also this analysis’ intent to be combined with cost recovery analyses, public engagement findings, and pricing strategies to make better informed decisions. Data was collected for the following program areas: 1. Adult softball 2. Aquatics (group and private lessons) 3. Ice activities (general, leagues, and camps) 4. Youth baseball 5. Youth basketball 6. Youth biking 7. Youth climbing 8. Youth day camp 9. Youth “other” programs 10. Youth soccer 4.4.1 SERVICE CATEGORIES For the purposes of the overall Business Plan process, ARD assigned classifications to create service categories. Service categories indicate the level of individual benefit received from participating in the program or service. For example, “1 Essential” services provide broad public access and have a lower cost recovery expectation than the other end of the spectrum “5 Value Added” which relates to individual good programs and services. When examining the 2022 program statistics by service category, the following takeaways are identified: • Almost 3/4 of all program registrations come from Essential programs. • Revenue generation per registration increases going from Essential to Value Added; however, one-third of all generated revenue comes from Essential programs. • Mostly Value Added programs generate the highest revenue per registration, but this service category also has a 1.2 “go” vs “cancelled” ratio (GCR) meaning there is nearly one class cancelled for every class completed. Service Category Number of Completed Programs Registrations Registrations per Program Registrations Percent of Whole Average Capacity Revenue Revenue per Registration Revenue Percent of Whole Cancelled Programs "Go" vs "Cancelled" Ratio 1 Essential 62 6,073 98.0 72% 76% $162,373 $27 33%29 2.1 2 Mostly Essential - - ------ - - 3 Important 27 467 17.3 6% 61% $39,272 $84 8%19 1.4 4 Mostly Value Added 23 237 10.3 3% 82% $89,574 $378 18%20 1.2 5 Value Added 20 1,630 81.5 19% 75% $204,834 $126 41%12 1.7 Sum 132 8,407 ‐100%‐$496,053 ‐100%80 38% 85 Aspen Recreation Division 50 4.4.2 FACILITIES ARD provides recreation programs at its own facilities including the Aspen Recreation Center which includes the Lewis Ice Arena (ARC), Aspen Ice Garden, and Red Brick Recreation Center. Additionally, programs are offered outside of these facilities with the assistance of the Aspen School Division. When examining the 2022 program statistics by facility, the following takeaways are identified: • Two areas (climbing and lawn) cancel as many programs as completed. • Ice rink and offsite programming generate 3/4 of program revenue. • Even with low registrations per program, climbing activities generate high revenue per registration. PLEASE NOTE: Lawn and Field statistics only reflect programming offered by ARD. BROCHURE SERVICE AREAS ARD publishes a seasonal activity guide. Recreation programs are organized into program or service areas for ease of user navigation. These categories are also more intuitive to the layperson which makes presenting an analysis in this format quicker to understand the differences between program types. When examining the 2022 program statistics by brochure service area, the following takeaways are identified: • Four areas (general ice, youth basketball, youth climbing, and youth soccer) cancel (or almost cancel) as many programs as completed. • Youth day camps are popular with a high average capacity, the highest percentage of revenue generated (32%), and zero program cancellations. • Youth soccer and youth biking operate at less than half capacity on average. • Ice leagues have the highest GCR metric with three programs completed for every one program cancellation. • Ice leagues also exhibit high average capacity and revenue generation. Facility Number of Completed Programs Registrations Registrations per Program Registrations Percent of Whole Average Capacity Revenue Revenue per Registration Revenue Percent of Whole Cancelled Programs "Go" vs "Cancelled" Ratio Climbing 16 115 7.2 1% 81% $23,807 $207 5%19 0.8 Field 17 262 15.4 3% 52% $35,577 $136 7%8 2.1 Ice Rink 20 602 30.1 7% 75% $200,255 $333 40%12 1.7 Lawn 1 3 3.0 0% 50% $162 $54 0%1 1.0 Meeting Room 2 23 11.5 0% 96% $6,900 $300 1%1 2.0 Offsite 20 6,035 301.8 72% 91% $169,418 $28 34%10 2.0 Pool 56 1,367 24.4 16% 72% $59,934 $44 12%29 1.9 Sum 132 8,407 ‐100%‐$496,053 ‐100%80 38% Brochure Service Area Number of Completed P rograms Registrations Registrations per Program Registrations Percent of Whole Average Capacity Revenue Revenue per Registration Revenue Percent of Whole Cancelled Programs "Go" vs "Cancelled" Ratio Adult Softball 3 20 6.7 0% 83% $15,200 $760 3%0 - Aquatics - Group 55 263 4.8 3% 71% $11,850 $45 2%30 1.8 Aquatics - Private 1 1,104 1104.0 13% 100% $48,084 $44 10%0 - Ice - General 10 44 4.4 1% 63% $2,200 $50 0%10 1.0 Ice - Leagues 6 462 77.0 5% 88% $139,350 $302 28%2 3.0 Ice - Summer Camp 4 96 24.0 1% 85% $58,705 $612 12%0 - Youth Baseball 4 78 19.5 1% 77% $8,033 $103 2%0 - Youth Basketball 11 173 15.7 2% 75% $17,395 $101 4%9 1.2 Youth Biking 2 14 7.0 0% 42% $932 $67 0%1 2.0 Youth Climbing*15 104 6.9 1% 85% $23,037 $222 5%19 0.8 Youth Day Camp 10 5,839 583.9 69% 107% $158,923 $27 32%0 - Youth Other Program 3 69 23.0 1% 54% $1,674 $24 0%1 3.0 Youth Soccer 8 141 17.6 2% 35% $10,670 $76 2%8 1.0 Sum 132 8,407 ‐100%‐$496,053 ‐100%80 38% *Four instances of Beginning Youth Climbing had a waitlist; this is the only program with a documented waitlist. 86 Business Plan 51 4.5.1 PROGRAM FORMAT, LENGTH, AND TIME OF DAY Recreation programs can be delivered in many different formats. Understanding trends related to how a program is implemented is important for program portfolio management. The tables below provide statistics based on program format, length, and time of day. When examining the 2022 program statistics by format, length, and time of day, the following takeaways are identified: • Format o Two-day program formats cancel more programs than are completed. o Four-day program formats generate the least amount of revenue but have the highest GCR metric. o The most popular program formats are one-day and 5+ day program formats based on average capacity, revenue generation, and number of overall registrations. • Length o Programs shorter than three hours produce 69% of all registrations and 65% of all revenue. o 1-2 hour programs almost have a program cancelled for every completed program. • Time of Day o Participation in programs varies by time of day with afternoon programs having the highest amount of registration (40%) whereas fringe times only account for 1% of all registrations. o Afternoon-evening programs as well as those programs that take place entirely in the evening produce over one-third of total revenue generated. Format Number of Completed Programs Registrations Registrations per Program Registrations Percent of Whole Average Capacity Revenue Revenue per Registration Revenue Percent of Whole Cancelled Programs "Go" vs "Cancelled" Ratio 1-Day 85 1,274 15.0 15% 79% $193,508 $152 39%50 1.7 2-Day 20 268 13.4 3% 61% $24,381 $91 5%27 0.7 4-Day 11 117 10.6 1% 58% $9,208 $79 2%3 3.7 5+ Day 16 6,748 421.8 80% 76% $268,956 $40 54%0 - Sum 132 8,407 ‐100%‐$496,053 ‐100%80 38% Length Number of Completed Programs Registrations Registrations per Program Registrations Percent of Whole Average Capacity Revenue Revenue per Registration Revenue Percent of Whole Cancelled Programs "Go" vs "Cancelled" Ratio <1 Hour 64 301 4.7 4% 70% $12,550 $42 3%39 1.6 1-2 Hours 47 2,087 44.4 25% 75% $255,817 $123 52%38 1.2 2-3 Hours 5 3,393 678.6 40% 65% $55,947 $16 11%2 2.5 4 Hours 2 340 170.0 4% 227% $2,720 $8 1%0 - 5-6 Hours 4 37 9.3 0% 69% $7,832 $212 2%1 4.0 8+ Hours 10 2,249 224.9 27% 69% $161,187 $72 32%0 - Sum 132 8,407 ‐100%‐$496,053 ‐100%80 38% Time of Day Number of Completed Programs Registrations Registrations per Program Registrations Percent of Whole Average Capacity Revenue Revenue per Registration Revenue Percent of Whole Cancelled Programs "Go" vs "Cancelled" Ratio Morning 60 1,379 23.0 16% 70% $59,334 $43 12%32 1.9 Morning-Afternoon 4 37 9.3 0% 69% $7,832 $212 2%2 2.0 Afternoon 40 4,184 104.6 50% 77% $96,313 $23 19%31 1.3 Afternoon-Evening 12 96 8.0 1% 84% $32,037 $334 6%9 1.3 Evening 6 462 77.0 5% 88% $139,350 $302 28%6 1.0 All Day 10 2,249 224.9 27% 69% $161,187 $72 32%0 - Sum 132 8,407 ‐100%‐$496,053 ‐100%80 38% 87 Aspen Recreation Division 52 UTILIZING THE COMMUNITY SURVEY ETC Institute implemented a statistically valid community survey during the summer months of 2023. Based on data collected, the Priority Investment Rating (PIR) represents how a wide variety of recreation programs relate to each other based on the degree of overall need, unmet need, and importance. Based on PIR findings, the following takeaways are provided: • Fitness & wellness and aquatic programming are important program portfolio activities. • There is a desire to see senior (50+) programming increased (this program area is not part of the Recreation Programs and Services Inventory and Analysis as these services are provided by Pitkin County). • Although having the third lowest unmet needs rating, adult hockey is viewed as important to Aspen residents. • Climbing activities in general may be viewed as more of a niche activity with its low priority rating, but adult climbing is at the upper end of the low priority spectrum. 88 Business Plan 53 RECOMMENDATIONS Based on all available data included in this Recreation Programs and Services Inventory and Analysis, the following recommendations are provided. 4.7.1 ADULT PROGRAMMING CAN BE EXPANDED Adult softball and adult hockey program statistics indicate adult sports are a popular endeavor for ARD. Both activities have a high average program capacity and revenue per registration figure. In terms of cost recovery, adult sports can play an important role in revenue generation. Additionally, there appears to be interest in adult biking (according to the community survey) which could help offset the lower program capacity metrics seen in youth biking. 4.7.2 MORE FOCUS ON CLIMBING ACTIVITIES Climbing activities produce a relatively low number of registrations and have a high number of cancelled programs. With the addition of survey data, there may be room to expand adult programming into climbing activities. Currently, there is a higher frequency of climbing activities being cancelled compared to being completed; however, youth climbing also experienced the only waitlisted activities in 2022. Therefore, a broader focus on youth and adult climbing offerings is warranted. 4.7.3 ENHANCE UTILITY OF ASPEN ICE GARDEN The Aspen Ice Garden is not utilized as much during the summer months. Combined with statistically valid survey data and other program statistics in this assessment, there is support for more camps and multi-purpose indoor recreation programming space within the ARD system. 4.7.4 CONTINUE TO BALANCE THE FOCUS BETWEEN ESSENTIAL AND VALUE ADDED PROGRAMS Revenue generation per registration increases going from Essential to Value Added; however, one-third of all generated revenue comes from Essential programs. An organization will typically generate more revenue from a smaller number of people and will generate the least amount of revenue from a larger number of people. Translating this philosophy to recreation, an organization will typically receive more registrations for Essential services than Value Added. This means there needs to be adequate space to operate Essential programs, but Value Added programs are critical to ARD’s bottom line and should be carefully implemented based on positively trending program format, length, and time of day. 4.7.5 REDUCE THE NUMBER OF OFFERINGS FOR LOW GCR PROGRAMS The “go” vs “cancelled” ratio (GCR) is a good metric to use for internal benchmarking purposes. It gives an indication of the likelihood of a program is completed for every one that is cancelled. In terms of programs, those that take place at the climbing and lawn facilities along with general ice programs and youth soccer should be carefully monitored. Additionally, examining the utility of two-day programs is warranted as there is a steep drop off from one-day to two-day programs. 4.7.6 REDUCE THE NUMBER OF OFFERINGS FOR LOWER CAPACITY PROGRAMS Youth biking activities should be closely monitored for negative participation trends over subsequent years as they are currently operating near half capacity. 89 Aspen Recreation Division 54 4.7.7 LEVERAGE THE RECREATION SOFTWARE SYSTEM TO CAPTURE SPACE UTILIZATION Add program format, length, and time of day analyses to program evaluations to understand localized trends. Then, ensure all registered activities are tracked in the recreation software system by location to assist with operationalizing program format, length, and time of day metrics. PROGRAM PLAN SUMMARY The Aspen Recreation Division provides quality programs, services, and events to the community; however, it does have opportunity for improvement. The chart below provides a summary of the recommended actions that the Department should implement in developing a program plan to meet the needs of residents. PROGRAMS AND SERVICES COMMUNITY NEED YES NO Adult fitness & wellness programs High X Expansion would require additional fitness space within the Aspen Recreation System Community events High X Expand Adult biking High X Work with the bicycling community to identify partnership opportunities Water fitness classes/lap swimming High X Expand Senior (50+) programming Medium X Consider partnership with Pitkin County Pickleball lessons & leagues Medium X Expansion would require indoor space (i.e. gymnasium, fieldhouse) be added to the Aspen Recreation System Adult sports leagues Medium X Continue/consider expansion as needed Group swim lessons Medium X Continue Tennis lessons & leagues Medium X Continue Online/virtual programs Medium X Consider as needed Public skate Medium X Continue Adult hockey Medium X Continue After‐school programs for youth of all ages Medium X Expand as needed while continuing the partnership with the Aspen Youth Center Adult climbing Low X Continue Private swim lessons Low X Continue Youth sports Low X Continue Preschool programs (Playhouse)Low X X Continue Youth biking Low X Continue Summer camps Low X Continue Youth fitness & wellness classes Low X Consider/evaluate the need Teen/tween programs Low X Consider as needed Youth climbing Low X X Continue Programs for people with special needs Low X Consider/evaluate the need Recreation Programs and Services Program/Service Currently Offered? Action 90 Business Plan 55 CHAPTER FIVE - COST OF SERVICE ANALYSIS PROJECT BACKGROUND In 2023, the Aspen Recreation Division contracted with PROS Consulting and ePRep Solutions to evaluate the cost effectiveness of the Recreation Division’s programs and services in relation to the level of subsidy from tax dollars versus revenue generation from user fees. PURPOSE AND GOAL The overall goal of the cost of service analysis and classification of services process is to define the appropriate level of cost recovery while optimizing the return on investment from tax support for the operation of the Division. The recommended changes specifically should provide a sound public policy rationale for which programs and services should be subsidized at a higher level from tax support and those program that should be partially or fully self-supporting through user fees, justify when and why fees are charged, improve operational efficiency and cost effectiveness of the Division, increase program and facilities revenue, and provide cost savings. PROCESS AND METHODOLOGY In the spring/summer of 2023, the consultant team, utilizing its PASS™ software, analyzed 2022 historical data to ensure a complete picture of both expense and service data. The consulting team, via its PASS™ software, provided a comprehensive cost of service analysis to determine budget expenditures, revenues, program & facility cost recovery, and tax subsidy of programs, facilities and services provided by the Division. Additionally, the consulting team facilitated staff workshops to identify and classify Division programs/services to establish appropriate level of tax subsidy and corresponding cost recovery goals for the Division’s program service delivery. The following is intended to provide findings and recommendations that should inform decision making relative to Division cost of service and cost recovery goals. REVENUE AND COST ALLOCATION Utilizing 2022 data derived from a combination of sources including the City of Aspen’s financial system and the Recreation Division’s recreation management software, expenditures were allocated to three distinct expenditure types as shown below. Revenue and expenditures were then further allocated to four distinct service areas as shown below: SERVICE TITLE Revenues Expenditures Programs $496,053 $1,200,645 Facility Rentals $637,207 $2,754,263 Daily Admission/Punch Pass $538,111 $591,800 Membership $461,125 $984,419 Total $2,132,497 $5,531,128 Expenditure Type TOTAL Direct Expenditure $1,855,287 Facility Expenditure $1,841,265 Administrative and Overhead Expenditure $1,834,576 Total Expenditures $5,531,128 91 Aspen Recreation Division 56 C URRENT COST OF SERVICE ANALYSIS SUMMARY The following provides two snapshot summaries of the Aggregate Cost Recovery Analysis of the major service areas for the Division. The two summaries differ based on the percentage of facility costs allocated to expenditures. In Summary #2, it is assumed that financial support for operating recreation facilities will come from a revenue source other than fees/programming in the second scenario. The data provided was constructed around the service areas created with ePRepSolutions and Aspen staff and then compiled by the Aspen P&R Division Financial Analyst and reviewed by ePRepSolutions staff. 5.5.1 CURRENT COST OF SERVICE SUMMARY #1 – 100% OF FACILITY COSTS ALLOCATED 5.5.2 CURRENT COST OF SERVICE SUMMARY #2 – 0% OF FACILITY COSTS ALLOCATED CURRENT: REVENUES AND EXPENDITURES ‐ 100% of Facility Costs Allocated SERVICE TITLE Revenues Expenditures Revenues Over (Under) Expenditures Cost Recovery ‐ Percent Programs $496,053 $1,200,645 ($704,592)41% Facility Rentals $637,207 $2,754,263 ($2,117,056)23% Daily Admission/Punch Pass $538,111 $591,800 ($53,689)91% Membership $461,125 $984,419 ($523,294)47% Total $2,132,497 $5,531,128 ($3,398,631)39% 100% of Facility Costs Allocated = $1,841,265 CURRENT: REVENUES AND EXPENDITURES ‐ 0% of Facility Costs Allocated SERVICE TITLE Revenues Expenditures Revenues Over (Under) Expenditures Cost Recovery ‐ Percent Programs $496,053 $1,137,313 ($641,260)44% Facility Rentals $637,207 $1,611,073 ($973,866)40% Daily Admission/Punch Pass $538,111 $353,483 $184,629 152% Membership $461,125 $587,994 ($126,869)78% Total $2,132,497 $3,689,863 ($1,557,366)58% 0% of Facility Costs Allocated = $0 92 Business Plan 57 CLASSIFICATION OF SERVICES Aspen currently does not classify its programs and services. Classifying programs and services is an important process for an agency to follow to remain aligned with the community’s interests and needs, the mission of the organization, and to sustainably operate within the bounds of the financial resources that support it. Program classification is important as financial performance (cost recovery) goals are established for each category of services. This is then linked to the cost recovery recommendations and strategies for each program. For this effort, each program area is assigned a specific cost recovery target that aligns to these expectations. The approach taken in this analysis expands classifying services in the following ways: • For whom the program is targeted? • For what purpose? • For what benefits? • For what cost? • For what outcome? 5.6.1 PARAMETERS FOR CLASSIFYING PROGRAM TYPES The first milestone is to develop a classification system for the services and functions of the Aspen Recreation Division. These systems need to reflect the statutory obligations of the division, the support functions performed, and the value-added programs that enrich both the customer’s experience and generate earned revenues in mission-aligned ways to help support operating costs. To identify how the costs of services are supported and by what funding source, the programs are to be classified by their intended purpose and what benefits they provide. Then funding source expectations can be assigned, and this data used in future cost analysis. The results of this process are a summary of classification definitions and criteria, classification of programs within the Aspen Recreation Division and recommended cost recovery targets for each service based on these assumptions. Community Benefit:Recreation services to be accessible and of benefit to all, supported wholly or significantly by tax dollars. Considerable Community Benefit:Recreation services benefits accrued to both the general public and individual interests, but to a significant community advantage. Balanced Community & Individual Benefit:benefits accrued to both individual and general public interests, but to a significant individual advantage Considerable Individual Benefit:nearly all benefit received by individuals, benefit to community in a narrow sense Individual Benefit:exclusive benefit received by individuals and not the general public 93 Aspen Recreation Division 58 These classifications need to be organized to correspond with cost recovery expectations defined for each category. For this effort, each program area is assigned a specific cost recovery target that aligns to these expectations. 5.6.2 PROGRAM CLASSIFICATION DESCRIPTIONS The program classification matrix was developed as a guide for the Division staff to follow when classifying programs, and how that program needs to be managed regarding cost recovery. By establishing clarification of what constitutes a “Essential Public Service,” “Important Public Service,” and “Value Added Service” will provide the Division and its stakeholders a better understanding of why and how to manage each program area as it applies to public and private value. Additionally, the effectiveness of the criteria linked to performance management expectations relies on the true cost of programs (direct and indirect cost) being identified. Where a program falls within this matrix can help to determine the most appropriate cost recovery rate that should be pursued and measured. This includes being able to determine what level of public and private benefit exists as they apply to each program area. Public benefit is described as, “everyone receives the same level of benefit with equal access.” Private benefit is described as “the user receives exclusive benefit above what a general taxpayer receives for their personal benefit.” 5.6.3 PROGRAM CLASSIFICATIONS 5.6.4 CLASSIFICATION OF SERVICES AND COST RECOVERY - KEY RECOMMENDATIONS The following recommendations should be considered to improve fiscal performance and the delivery of programs and services. 1. Implement the Classification of Services and Cost Recovery Goals: Through the cost of service analysis, the major functional program areas were assessed and classified based on the criteria identified previously. This process included determining which programs and services fit into each classification criteria. Then minimum cost recovery goals were established based on the guidelines included in this plan and shown in the table below. The percentage of cost recovery is based on the classification of services and staff should achieve the minimum cost recovery goal, although anomalies will exist. CLASSIFICATION LEVEL OF BENEFIT ESSENTIAL Basic services intended to be accessible and of benefit to all; supported wholly or significantly by tax subsidies. MOSTLY ESSENTIAL Benefit accrued to both the general public and individual interests, but to a significant community advantage. IMPORTANT Benefit accrued to both individual and general public interests, but to a significant individual advantage. MOSTLY VALUE ADDED Nearly all benefit received by individual(s), with benefit provided to the community only in a narrow sense. VALUE ADDED Exclusive benefit received by individual(s) and not the general public; individual pays most, if not all, of the full cost of service provision. 94 Business Plan 59 The table below represents a summary of the classification of programs and services by core program/service area. Classification Benefit Level Minimum Recommended Cost Recovery Goal (by Tier) Essential Community Benefit 5% Mostly Essential Considerable Community Benefit 20% Important Balanced Community & Individual Benefit 30% Mostly Value Added Considerable Individual Benefit 50% Value Added Individual Benefit 75% Core Program/ Service Area Benefit Level Classification Minimum Recommended Cost Recovery Goal Recommended Fee Range Adult Sports (Non-Ice)Individual Value-Added 75%$700 - $1,000 Aquatics - Certification Courses Balanced Important 30%$150 - $400 Aquatics - Group Lessons Considerable Community Mostly Essential 20%$40 - $50 Aquatics - Private Lessons Considerable Individual Mostly Value Added 50%$35 - $100 Ice - General Programs Balanced Important 30%$75 - $100 Ice - Leagues Balanced Important 30%$175 - $500 Ice - Summer Camps Considerable Individual Mostly Value Added 50%$700 - $800 Ice Programming Admission - Daily Visit Balanced Important 30%$18 - $60 Personal Training Balanced Important 30%$125 - $150 Recreation Center Admission - Daily Visit Individual Value-Added 75%$12 - $40 Recreation Center Admission - Punch Pass Individual Value-Added 75%$120 - $600 Recreation Center Membership - 1 month Individual Value-Added 75%$70 - $300 Recreation Center Membership - 3 months Considerable Individual Mostly Value Added 50%$160 - $550 Recreation Center Membership - 6 months Considerable Individual Mostly Value Added 50%$325 - $900 Recreation Center Membership - 12 months Balanced Important 30%$550 - $1,750 Rentals and Reservations Individual Value-Added 75%$10 - $500 Youth After School Community Essential 5%$15 - $30 Youth Biking Considerable Individual Mostly Value Added 50%$100 - $125 Youth Climbing Considerable Individual Mostly Value Added 50%$100 - $525 Youth Day Camps - Specialized Considerable Individual Mostly Value Added 50%$250 - $400 Youth Sports Balanced Important 30%$75 - $200 Youth Summer Camps Balanced Important 30%$50 - $100 95 Aspen Recreation Division 60 2. Develop New Pricing Policy Based on Classification of Programs and Services: If a shift in philosophical approach is embraced, it is important to continue to focus on cost recovery goals by service category. Pricing based on established operating budget recovery goals will provide flexibility to maximize all pricing strategies to the fullest. Allowing the staff to establish fees within a pricing range tied to cost recovery goals will permit them to set fees based on market factors and differential pricing (prime time/non-primetime, season/off-season rates) to maximize user participation and encourage additional group rate pricing where applicable. 3. Consider the Development of Dynamic Pricing Strategies: As Aspen embarks on the implementation of a new pricing policy, it will be necessary to expand upon and implement pricing strategies that will not only increase sales but also maximize the utilization of the Division’s parks, programs, and recreation facilities. By creating pricing options, customers are given the opportunity to choose which option best fits their schedule and price point. It is recommended that the Division continue to explore pricing strategies that create options for the customer. • Primetime • Length of Stay Pricing • Non-primetime • Cost Recovery Goal Pricing • Multi-tiered Program Pricing • Level of Exclusivity Pricing • Group Discounting and Packaging • Age Segment Pricing COST RECOVERY RECOMMENDATION In alignment with the classification of programs and services, the Consulting Team, in collaboration with the City of Aspen, has developed a recommendation aimed at identifying a realistic, data-driven cost recovery goal for the annual operations of the Aspen Recreation Division. 5.7.1 GENERAL ASSUMPTIONS/RECOMMENDATIONS The following assumptions were applied to each cost recovery scenario: • Future program participation, as well as number of facility rentals and memberships/daily admissions were based on current registrations/transactions. • Existing program fees were adjusted to achieve the minimum cost recovery goals based on the recommended classification of programs and services. A summary of recommended fees has been provided as a stand-alone EXCEL spreadsheet to Aspen Recreation Division staff. o 53% of programs - $0 fee increase o 14% of programs - $1-$9 fee increase o 24% of programs - $10-$40 fee increase o 9% of programs - $50+ fee increase • Existing rental fees were adjusted to achieve the minimum cost recovery goal based on the recommended classification of service. A summary of recommended fees has been provided as a stand-alone EXCEL spreadsheet to Aspen Recreation Division staff. 96 Business Plan 61 o 52% of programs - $0 fee increase o 19% of programs - $1-$9 fee increase o 24% of programs - $10-$25 fee increase o 5% of programs - $50+ fee increase • Existing membership fees and pricing methodology were adjusted to achieve the minimum cost recovery goals based on the recommended classification of services. Changes to the membership pricing methodology are shown in the table below and as follows: Additional assumptions and recommendations are as follows: o The dynamic pricing strategy of In-Person vs On-Line fees remains unchanged; however, the pricing differential was streamlined, and it is recommended that In-Person fees are 10% greater than On-Line fees. o Punch passes were removed from the membership tiers and grouped with other single visit admissions to better align with the resident vs non-resident pricing strategy. • Existing punch pass/daily admission fees and pricing methodology were adjusted to achieve the minimum cost recovery goals based on the recommended classification of services. Changes to the pricing methodology are as follows: o Punch passes were moved from the membership tiers and grouped with single visit admissions. Pass Plan Pass Type Pass Term Pricing Strategy Aspen Recreation Center General Membership Adult 12 Months Aspen Recreation Center General Membership Family 12 Months Aspen Recreation Center General Membership Senior 12 Months Aspen Recreation Center General Membership Youth 12 Months Aspen Recreation Center General Membership Adult 12 Months Aspen Recreation Center General Membership Family 12 Months Aspen Recreation Center General Membership Senior 12 Months Aspen Recreation Center General Membership Youth 12 Months Aspen Recreation Center General Membership Adult 12 Months Aspen Recreation Center General Membership Family 12 Months Aspen Recreation Center General Membership Senior 12 Months Aspen Recreation Center General Membership Youth 12 Months Aspen Recreation Center General Membership Adult 12 Months Aspen Recreation Center General Membership Family 12 Months Aspen Recreation Center General Membership Senior 12 Months Aspen Recreation Center General Membership Youth 12 Months 12 Month Membership Pricing serves as the baseline fees 67% of 12 Month Membership Fees 60% of 6 Month Membership Fees 50% of 3 Month Membership Fees 97 Aspen Recreation Division 62 o The dynamic pricing strategy of Resident vs Non-Resident fees remains unchanged; however, the pricing differential was streamlined, and it is recommended that Non- Resident fees are 225% greater than Resident fees. o The single visit daily admission tier was utilized as the baseline for establishing the fees for the punch passes. o The 20- and 10- punch pass packages were priced at 80% of the single visit daily admission tier. 5.7.2 RECOMMENDED COST RECOVERY GOAL The following summary table shows that the Recreation Division can achieve an annual cost recovery goal of 46%. PLEASE NOTE: It is recommended that the City seek to achieve the cost recovery goal within three years. COST OF SERVICE SUMMARY • OPERATIONAL SUBSIDY: As shown in the table below, the annual operational subsidy for the recommended cost recovery goal is approximately $3M annually (of which $1.8M are facility costs), a reduction of approximately $400,000 annually. The ARD should increase program and service fees as recommended and reduce underperforming programs to achieve an increased overall cost recovery and a reduction in the reliance on taxpayer funding. SERVICE TITLE Revenues Expenditures Revenues Over (Under) Expenditures Cost Recovery ‐ Percent Programs $575,686 $1,200,645 ($624,959)48% Facility Rentals $857,273 $2,754,263 ($1,896,990)31% Daily Admission/Punch Pass $564,669 $591,800 ($27,132)95% Membership $524,504 $984,419 ($459,915)53% Total $2,522,132 $5,531,128 ($3,008,996)46% Revenues CURRENT SCENARIO 1 Programs $496,053 $575,686 Facility Rentals $637,207 $857,273 Daily Admission/Punch Pass $538,111 $564,669 Membership $461,125 $524,504 Total Revenues $2,132,497 $2,522,132 Expenditures CURRENT SCENARIO 1 Programs $1,200,645 $1,200,645 Facility Rentals $2,754,263 $2,754,263 Daily Admission/Punch Pass $591,800 $591,800 Membership $984,419 $984,419 Total Expenditures $5,531,128 $5,531,128 General Fund Subsidy Subtotal ($3,398,631) ($3,008,996) Cost Recovery 39%46% 98 Business Plan 63 • FEE ADJUSTMENTS: The Department should implement individual program changes to increase revenues through fee increases and reduce or eliminate underperforming programs to achieve the cost recovery targets for each core program area. Special attention should be focused on programs that are currently underperforming and membership and daily pass fees for the ARC. • PRICING POLICY: Create a comprehensive fee and pricing policy to be approved by the Aspen City Council that establishes cost recovery goals (not specific fees) for core program areas and an annual operational fund subsidy level for the ARD based on service classification and public benefit. COST ALLOCATION OPTION A cost allocation option that the City of Aspen could consider is the removal of recreation facility expenditures ($1,841,265) from the Aspen Recreation Division’s annual operating budget. If the City of Aspen pursued this cost allocation option, the following summary table shows that the Recreation Division can achieve an annual cost recovery goal of 68%. PLEASE NOTE: Though the recreation facility expenditures would not be “carried” in the Aspen Recreation Division’s annual operating budget, it is understood the recreation facility costs would be funded by general fund taxpayer dollars. 99 Aspen Recreation Division 64 CHAPTER SIX - STANDARD OPERATING PROCEDURES REVIEW COMMISSION ON ACCREDITATION FOR PARK AND RECREATION AGENCIES ANALYSIS The Commission for Accreditation of Park and Recreation Agencies (CAPRA) accredits park and recreation agencies for excellence in operation and service. Charged with providing high quality services and experiences, park and recreation agencies across the United States turn to CAPRA Accreditation as a credible and efficient means of achieving a quality operation, while providing assurance to the public that the agency meets national standards of best practice. Agency accreditation is available to all entities administering park and recreation systems, including municipalities, townships, counties, special Divisions and regional authorities, councils of government, schools, and military installations. 6.1.1 BENEFITS FOR THE PUBLIC • Assurance of well-administered services in accord with approved professional practices. • Potential for external financial support and savings to the public. • External recognition of a quality governmental service. • Holds an agency accountable to the public and ensures responsiveness to meet their needs. • Improves customer service and the overall quality of services. 6.1.2 BENEFITS FOR THE AGENCY • Public and political recognition. • Increased efficiency and evidence of accountability. • Answer the question, "How are we doing?" through extensive self-evaluation. • Identifies areas for improvement by comparing an agency against national standards of best practice. • Enhances staff teamwork and pride by engaging all staff in the process. • Creates an environment for regular review of operations, policies, and procedures, and promotes continual improvement. • Forces written documentation of policies and procedures. There are currently 155 agencies nationwide that are accredited. The Aspen Recreation Division can be accredited within the next ten years. Accreditation is based on an agency’s compliance with the 154 standards for national accreditation. To achieve accreditation, an agency must comply with all 36 Fundamental Standards and 106 (90%) of the 118 Non-Fundamental Standards upon initial accreditation and 112 (95%) of the 118 Non-Fundamental Standards upon reaccreditation. In conducting an analysis of the administrative policies and procedures that govern the Aspen Recreation Division, a self-assessment utilizing the Commission for Accreditation of Park and Recreation Agencies (CAPRA) standards was conducted. PLEASE NOTE: Not all CAPRA standards are applicable to the Recreation Division. The intent of the analysis is to identify operational strengths and gaps against a set of best practice standards. The following sections provide a snapshot of the self-assessment against the CAPRA standards where applicable. Please note, that standards marked in RED are Fundamental standards and are required of 100 Business Plan 65 all agencies seeking accreditation. The Level of Completion is indicated by a shaded circle; unshaded and partially unshaded circles are best practice standards where operational improvement is needed. 6.1.3 AGENCY AUTHORITY, ROLE AND RESPONSIBILITY SUMMARY OF AGENCY, AUTHORITY, ROLE, AND RESPONSIBILITY • Fundamental Standards: The Division currently meets all the fundamental standards required in this section. • Basic Standards: The Division meets most of the basic standards. • Area of Improvement: Organization/consolidation of the individual Source of Authority documents into one document for efficient periodic review. 6.1.4 PLANNING SUMMARY OF PLANNING • Fundamental Standards: The Division currently meets most of the fundamental standards required in this section. • Basic Standards: The Division currently meets most of the basic standards required in this section. • Areas of Improvement: Updating of various planning documents including, but not limited to, the Parks and Recreation System Master Plan and ADA Transition Plan. 1.1 Source of Authority 1.1.1 Approving Authority/Policy Body 1.1.2 Citizen Advisory Boards/Committees 1.2 Periodic Timetable for Review of Documents 1.2.1 Document Approval Authority 1.3 Jurisdiction 1.4 Mission 1.4.1 Agency Goals and Objectives 1.4.2 Personnel Involvement 1.5 Vision 1.6 Policies, Rules Regulations, and Operational Procedures 1.6.1 Administrative Policies and Procedures 1.7 Agency Relationship 1.7.1 Operational Coordination and Cooperation Agreements 1.0 Agency Authority, Role, and Responsibility 2.1 Overall Planning Function Within Agency 2.2 Involvement in Local Planning 2.3 Planning with Regional, State, and Federal Agencies 2.3.1 Community Comprehensive Plan with Park and Recreation Component 2.4 Park and Recreation System Master Plan 2.5 Strategic Plan 2.6 Feasibility Studies 2.7 Site Plans 2.8 Historical and Cultural Resource Management Plans 2.9 Community Involvement 2.10 ADA Transition Plan 2.0 Planning 101 Aspen Recreation Division 66 6.1.5 ORGANIZATION AND ADMINISTRATION SUMMARY OF ORGANIZATION AND ADMINISTRATION • Fundamental Standards: The Division currently meets most of the fundamental standards required in this section. • Basic Standards: The Division currently meets most of the basic standards required in this section. • Areas of Improvement: Internal communication processes and public information policy, specifically, but not limited to, a formal marketing plan. 3.1 Organizational Structure 3.2 Administrative Offices 3.2.1 Support Services 3.3 Internal Communication 3.4 Public Information Policy and Procedure 3.4.1 Public Information and Community Relations Responsibility 3.4.2 Community Relations Plan 3.4.3 Marketing Plan 3.4.3.1 Marketing Responsibility 3.4.3.2 Social Media Policy 3.5 Utilization of Technology 3.5.1 Management Information Systems 3.6 Records Management Policy and Procedures 3.6.1 Records Disaster Mitigation and Recovery Plan and Procedures 3.0 Organization and Administration 102 Business Plan 67 6.1.6 HUMAN RESOURCES SUMMARY OF HUMAN RESOURCES • Fundamental Standards: The Division currently meets all the fundamental standards required in this section. • Basic Standards: The Division currently meets most of the basic standards required in this section. • Areas of Improvement: Succession planning and volunteer management. 4.1 Personnel Policies and Procedures Manual 4.1.1 Code of Ethics 4.1.1.1 Staff Acceptance of Gifts and Gratuities 4.1.2 Recruitment Process 4.1.3 Equal Opportunity Employment and Workforce Diversity 4.1.4 Selection Process 4.1.5 Background Investigation 4.1.6 Employee Benefits 4.1.7 Supervision 4.1.8 Compensation Plan 4.1.9 Performance Evaluation 4.1.10 Promotion 4.1.11 Disciplinary System 4.1.12 Grievance Procedures 4.1.13 Termination and End of Employment 4.1.14 Social Media Policies Regarding Staff Use 4.2 Staff Qualifications 4.3 Job Analyses for Job Descriptions 4.4 Chief Administrator 4.4.1 Leadership Succession Procedure 4.5 Workforce Health and Wellness Program 4.6 Orientation Program 4.6.1 Employee Training and Development Program 4.6.2 Professional Certification and Organization Membership 4.7 Volunteer Management 4.7.1 Use of Volunteers 4.7.2 Volunteer Recruitment, Selection, Orientation, Training, and Retention 4.7.3 Supervision and Evaluation of Volunteers 4.7.4 Recognition of Volunteers 4.7.5 Liability Coverage for Volunteers 4.8 Consultants and Contract Employees 4.0 Human Resources 103 Aspen Recreation Division 68 6.1.7 FINANCIAL MANAGEMENT SUMMARY OF FINANCIAL MANAGEMENT • Fundamental Standards: The Division currently meets all the fundamental standards required in this section. • Basic Standards: The Division currently meets all the basic standards required in this section. • Areas of Improvement: None • • 5.1 Fiscal Policy 5.1.1 Comprehensive Revenue Policy 5.1.2 Agency Acceptance of Gifts and Donations 5.1.3 Grants Procedures 5.1.4 Private, Corporate, and Non-Profit Support Procedures 5.2 Fiscal Management Procedures 5.2.1 Authority and Responsibility for Fiscal Management 5.2.2 Purchasing Procedures 5.2.2.1 Emergency Purchase Procedures 5.3 Accounting System 5.3.1 Financial Status Reports 5.3.2 Position Authorization Procedures 5.3.3 Fiscal Control and Monitoring Procedures 5.3.4 Independent Audit 5.4 Annual or Biennial Budget 5.4.1 Budget Development Guidelines 5.4.2 Budget Recommendations 5.5 Budget Control Procedures 5.5.1 Supplemental/Emergency Appropriations Procedures 5.5.2 Inventory and Fixed Assets Control 5.0 Financial Management 104 Business Plan 69 6.1.8 PROGRAMS AND SERVICES MANAGEMENT SUMMARY OF PROGRAMS AND SERVICES MANAGEMENT • Fundamental Standards: The Division currently meets most of the fundamental standards required in this section. • Basic Standards: The Division currently meets most of the basic standards required in this section. • Areas of Improvement: Policy development for identification of and outreach to underserved populations. 6.1.9 FACILITY AND LAND USE MANAGEMENT SUMMARY OF FACILITY AND LAND USE MANAGEMENT • Fundamental Standards: The Division currently meets the fundamental standard required in this section. • Basic Standards: The Division currently meets most of the basic standards required in this section. • Area of Improvement: Full ADA audit of the existing parks and recreation system. 6.1 Recreation Programming Plan 6.1.1 Program and Service Determinants 6.1.2 Participant Involvement 6.1.3 Self-Directed Programs and Services 6.1.4 Leader-Directed Programs and Services 6.1.5 Facilitated Programs and Services 6.1.6 Cooperative Programming 6.2 Program Objectives 6.3 Scope of Program Opportunities 6.3.1 Outreach to Diverse Underserved Populations 6.4 Community Education for Leisure Process 6.4.1 Community Health and Wellness Education and Promotion 6.5 Participant and Spectator Code of Conduct 6.5.1 Concussion Protocol 6.0 Programs and Services Management 7.1 Parkland Acquisition Procedures 7.2 Areas and Facilities Development Policies and Procedures 7.2.1 ADA Existing Facility and Site Access Audit 7.3 Defense Against Encroachment Procedures 7.4 Disposal of Lands Procedures 7.5 Maintenance and Operations Management Standards 7.5.1 Facility Legal Requirements 7.5.2 Preventative Maintenance Plan 7.6 Fleet Management Plan 7.7 Agency-Owned Equipment, Materials, Tools, and Supplies Policies and Procedures 7.7.1 Building Plans and Specifications 7.7.2 Land and Lease Records 7.8 Environmental Sustainability Policy and Program 7.9 Natural Resource Management Plans and Procedures 7.9.1 Recycling and/or Zero Waste Plan 7.10 Maintenance Personnel Assignment Procedures 7.11 Capital Asset Depreciation and Replacement Schedule 7.0 Facility and Land Use Management 105 Aspen Recreation Division 70 6.1.10 PUBLIC SAFETY, LAW ENFORCEMENT, AND SECURITY SUMMARY OF PUBLIC SAFETY, LAW ENFORCEMENT AND SECURITY • Fundamental Standards: The Division currently meets all the fundamental standards required in this section. • Basic Standards: The Division currently meets most of the basic standards required in this section. • Areas of Improvement: Finalizing emergency management planning with other city departments and county/state agencies. 6.1.11 RISK MANAGEMENT SUMMARY OF RISK MANAGEMENT • Fundamental Standards: The Division currently meets the fundamental standard required in this section. • Basic Standards: The Division currently meets all the basic standards required in this section. • Areas of Improvement: None 8.1 Codes, Laws, and Ordinances 8.1.1 Staff Liaison to Law Enforcement Officers 8.2 Authority to Enforce Laws by Law Enforcement Officers 8.3 Law Enforcement Officer Training 8.4 Public Information on Laws, Ordinances, Rules, Regulations, and Policies 8.4.1 In-Service Training for Staff on Public Safety and Law Enforcement 8.4.2 Handling of Disruptive Behavior Procedures 8.4.3 Traffic Control, Parking plans, and Crowd Control 8.4.4 Handling of Evidentiary Items Procedures 8.5 General Security Plan 8.6 Emergency Management Planning 8.6.1 In-Service Training for Staff on General Security and Emergency Management 8.6.2 Emergency Risk Communications Plan 8.6.3 Care and Shelter Procedures 8.0 Public Safety, Law Enforcement, and Security 9.1 Risk Management Policy 9.1.1 Risk Management Plan and Procedures 9.1.2 Accident and Incident Report Procedures 9.1.3 Personnel Involvement and Training 9.2 Risk Manager 9.3 ADA Compliance and Face-to-Face Resolution 9.0 Risk Management 106 Business Plan 71 6.1.12 EVALUATION, ASSESSMENT, AND RESEARCH SUMMARY OF EVALUATION, ASSESSMENT, AND RESEARCH • Fundamental Standards: Currently, the Division partially meets the fundamental standard required in this section. • Basic Standards: The Division currently meets most of the basic standards required in this section. • Areas of Improvement: Finalizing and putting into practice the processes and procedures for continuous evaluation and improvement. S PECIFIC POLICY AND PROCEDURE RECOMMENDATIONS Though there are only a few policies and procedures that need updating or development as identified through the CAPRA self-assessment. It is recommended that the following be developed/updated and implemented within the next one to three years: 10.1 Systematic Evaluation Process 10.1.1 Responsibility for Evaluation 10.1.2 Staff Training on how to Evaluate Programs, Services, and Facilities 10.2 Outcomes Assessment 10.3 Performance Measurement 10.3.1 Level of Service Standards 10.4 Needs Assessment 10.5 Program and Services Statistics 10.5.1 Recreation and Leisure Trends Analysis 10.5.2 Community Inventory 10.5.3 NRPA Park Metrics 10.6 Research Investigation 10.6.1 Quality Assurance 10.0 Evaluation, Assessment, and Research RECOMMENDED POLICIES & PROCEDURES BENEFIT REFERENCE —Marketing Plan Efficiently and effectively increasing the ongoing awareness of and participation in and utilization of programs, services and facilities. Marketing Plan Guidelines provided in Appendix —Recreation Program and Service Evaluation Provide consistent delivery and evaluation of recreation programs/services Pre and Post Evalution Tools provided in the Appendix Outreach to Underserved Populations Ensuring that the populations that are most in need of the Aspen Recreation Division services are aware of and have access to them. Sample Policy Document provided in the Appendix Succession Planning Continuity of organization, administration, and delivery of services. Succession Planning Guidelines provided in the Appendix Volunteer Management Leveraging in-kind donations to improve program/service delivery while increasing grassroots advocacy for the Division. Volunteer Management Policy provided in the Appendix 107 Aspen Recreation Division 72 CHAPTER SEVEN - STRATEGIC IMPLEMENTATION The consultant synthesized its findings to develop a framework of strategic recommendations for the Aspen Recreation Division. It is recommended that the strategies align with four major categories of best practices: 1. Creating a Healthy Balance of Programs and Services. 2. Decision Making within the Framework of Total Cost of Service. 3. Operating as a Best Practice Agency. The implementation matrix should be evaluated and refined as development, economic and political circumstances shift and be used to validate the Division’s vision and mission. 1. Creating a Healthy Balance of Programs and Services Strategy Implement program management principles ensuring consistent delivery of quality programs as recommended in the Business Plan. Strategy Refine core program services that align with community need. Strategy Track lifecycles and participation of programs utilizing the Go to Cancelled Ratio (GCR) Methodology. Replace programs in their down cycle with new programs that meet community needs. Strategy Create additional target marketing strategies to inform residents of the services being provided utilizing the high priority needs by household type analysis provided in the Business Plan. Strategy Engage volunteers in the delivery of programs and services to build advocacy and support for the park and recreation system. Strategy Leverage the RecTrac (recreation software management system) to capture and measure space utilization. Strategy Consider the renovation and/or expansion of existing recreation facilities to ensure the necessary spaces and places to meet the recreation programmatic/service needs of the community. 2. Decision Making within the Framework of Total Cost of Service Strategy Develop and adopt a new pricing policy based on the classification of programs and services methodology. Strategy Implement the classification of services methodology and cost recovery goals while continuing to update fees as needed. Strategy Consider the implementation of Pass Lite software to efficiently track and evaluate the total cost of service for all programs and services. 108 Business Plan 73 3. Operating as a Best Practice Agency Strategy Develop a formal marketing plan to increase the ongoing awareness of and participation in and utilization of programs, services, and facilities. Strategy Develop formal pre- and post-program evaluation tools. Strategy Ensure that the populations that are most in need of the Aspen Recreation Division services are aware of and have access to them by developing an outreach policy for underserved populations. Strategy Create a succession plan to ensure the continuity of organization, administration, and delivery of services. Strategy Develop a volunteer management policy to leverage in-kind donations to improve program/service delivery while increasing grassroots advocacy for the Division. Strategy Consider establishing an annual cost recovery goal for the operations of the Aspen Recreation Division in which the general fund subsidy does not exceed $3 million. Strategy Consider implementing the membership, daily admission and punch pass pricing methodologies as outlined in Chapter 5. Strategy Establish a consistent pricing differential between In-Person and Online membership fees. (In-Person fees are recommended to be 10% greater than On-Line fees). Strategy Consider removing Punch Passes from the Recreation Center Membership tier and group them with the single visit admissions to better align with the resident vs non-resident pricing strategy. 109 Aspen Recreation Division 74 CHAPTER EIGHT - CONCLUSION The Aspen Recreation Division Business Plan was developed to provide the organization a roadmap for the future using knowledge gained from community input, cost of service and program inventory review, and comparison to national standards and trends. The planning process incorporated a comprehensive series of discovery and analysis strategies to understand the workings of the organization and included a strong community engagement process. Several strategic recommendations resulted from this effort and were aligned into the seven major categories of implementation actions found in Chapter 7. Overall, the programs, services and facilities are highly valued by community residents and leaders. It serves multiple purposes including recreational, environmental, educational, social, economic development and higher quality of life. Adequate funding for upkeep of existing parks is a priority for residents as well as developing, renovating, and expanding parks and facilities. Continued communication between the community and the Division is another opportunity for enhancing programs, services, and project activities. In short, investment in the Division’s park and recreation system should be a priority. Programmatically, the Division is meeting many of the major needs of the community, but a regular review of offers will ensure successful outcomes. Operationally, the Division is meeting expectations as a high performing, highly functioning agency and the continued development of processes will allow for improved decision-making. The City is not expected to grow over the next 15 years. While this can be positive, it can also stress the existing park and recreation system if strategies and policies are not in place to meet the evolving and ever-changing recreation needs of residents. As of today, the Division has adequate facilities to meet the recreational needs of residents, however, aging and/or outdated facilities such as the Aspen Recreation Center, the Aspen Ice Garden and the Red Brick Recreation Center will hold the Division back from continuing to do so in the future. The Aspen Recreation Division Business Plan includes a system-wide approach for accomplishing short and long-term goals, initiatives, tactics, and measurements to ensure that the Division can operate effectively, efficiently, and sustainably – while providing world-class services, programs, parks, and facilities to the community for many years to come. 110 Appendix A 2023 City of Aspen, CO Recreation Program, Services, and Facilities Needs Assessment Survey Findings Report 111 Contents Section 1: Executive Summary.............................. 4 Section 2: Charts and Graphs.............................. 13 Section 5: Tabular Data...................................... 59 Section 3: Priority Investment Rating .................. 44 Section 6: Open-Ended Comments...................... 87 Section 4: National Benchmarks.......................... 52 Section 7: Survey Instrument............................. 96 112 1 Executive Summary 113 2023 City of Aspen   Recreation Program, Services, and Facilities Needs  Assessment Survey  Executive Summary  Overview  ETC Institute administered a needs assessment survey for the City of Aspen during the summer  months of 2023. The survey will help determine recreation priorities for the community.  Methodology  ETC Institute mailed a survey packet to a random sample of households in Aspen. Each survey  packet contained a cover letter, a copy of the survey, and a postage‐paid return envelope.  Residents who received the survey were given the option of returning the survey by mail or  completing it online at AspenSurvey.org.  After the surveys were mailed, ETC Institute followed up with residents to encourage  participation. To prevent people who were not residents of Aspen from participating, everyone  who completed the survey online was required to enter their home address prior to submitting  the survey. ETC Institute then matched the addresses that were entered online with the  addresses that were originally selected for the random sample. If the address from a survey  completed online did not match one of the addresses selected for the sample, the online survey  was not included in the final database for this report.  The goal was to collect a minimum of 300 completed surveys from residents. The goal was met  with 318 completed surveys collected. The overall results for the sample of 318 households have  a precision of at least +/‐5.2 at the 95% level of confidence.  This report contains the following:  Charts showing the overall results of the survey (Section 2) Priority Investment Rating (PIR) that identifies priorities for facilities and programs (Section 3) Benchmarks comparing data from Aspen to national averages (Section 4) Tabular data showing the overall results for all questions on the survey (Section 5) Answers to open‐ended questions (Section 6) A copy of the cover letter and survey instrument (Section 7) The major findings of the survey are summarized in the following pages.  Aspen, CO 2023 Report ETC Institute (2023)4 114 Major Findings  Facilities Use Overview. Respondents were provided with a list of 5 Aspen recreation facilities  and asked to indicate how often they visit. Respondents most often visited (with ratings other  than “never”) the Aspen Recreation Pool (53%) and Aspen Recreation Center (40%).     Barriers to Use. Respondents were asked to select all the reasons that prevent their household  from using programs, activities, events, and facilities more often. Busy schedules (18%), use of  other facilities or gyms (18%), and high fees (17%) were the three barriers most often selected  by respondents.  Organizations Used. Respondents were asked to select all of the non‐city organizations their  household had used for recreation or sports activities over the past year. County, state and  national parks and facilities (68%), personal workout facilities (33%), and private clubs (30%) were  the three organizations used most.    Satisfaction and Value. Most respondents (58%) report being satisfied (39%) or very satisfied  (19%) with the overall value their household receives from facilities, programs, or services at  Aspen Recreation. Given the COVID‐19 Pandemic, most respondents (62%) say their perception  of value for facilities and recreation programs has not changed. Respondents were then asked to  indicate how they would want the city to fund future recreation needs based on their perception  of value. The highest percentage of respondents (42%) say they think funding should increase  followed by 31% believing it should stay the same.  Benefits of Facilities/Programs/Services. Respondents were provided with a list of 10 potential  benefits of recreation facilities/programs/services and asked to rate their level of agreement.  Respondents most often agreed (rating “agree” or “strongly agree”) that they make Aspen a  more desirable place to live (84%), improve households’ physical health and fitness (77%), and  improve households’ mental health and reduce stress (77%). The four benefits of highest  importance to respondents were improving households’ physical health and fitness (60%),  improving households’ mental health (55%), and making Aspen a more desirable place to live  (38%).  Communication Methods. Respondents most often report learning about Aspen’s recreation  programs and services via word of mouth (61%), newspaper (52%), or the city website (36%).  Respondents would most prefer communication to come from the newspaper (49%), emails  (37%), or via word of mouth (36%).    Fees and Payments. Most respondents (82%) believe non‐residents should be eligible for daily  admission into Aspen recreation facilities at a higher fee than residents. The highest percentage  of respondents (35%) would most prefer using a punch pass (pay per visit) option as their method  of payment to access Aspen recreation facilities followed by an annual family pass (16%). On  average, respondents think 54% of funding should come from user fees, 36% from sales tax, and  10% from other sources. Most respondents (84%) think that it should cost less than $20 for daily  admission as a resident to use recreation facilities. As a non‐resident, over half of respondents  (56%) think a daily admission charge between $20‐30 is reasonable.     Aspen, CO 2023 Report ETC Institute (2023)5 115 Active Aging Programs/Services Needs and Priorities  Active Aging Program/Service Needs: Respondents were asked to identify if their household had  a need for 6 active aging programs/services and to rate how well their needs for each were  currently being met. Based on this analysis, ETC Institute was able to estimate the number of  households in the community that had the greatest “unmet” need for various active aging  programs/services.  The three active aging programs/services with the highest percentage of households that have  an unmet need:  1.Special interest classes– 793 households 2.Social gatherings – 699 households 3.Volunteer opportunities – 661 households The estimated number of households that have unmet needs for each of the 6 active aging  programs/services assessed is shown in the chart below.  Q9. Estimated Number of Households Whose Active Aging  Program/Service Needs Are Only “Partly Met" or “Not Met” by number of households with need based on an estimated 3,278 households 793 699 661 474 452 381 Special interest classes Social gatherings Volunteer opportunities Dance lessons and programs Senior sports leagues Music classes and programs 0 250 500 750 Not Met 1,000 Partly Met Aspen, CO 2023 Report ETC Institute (2023)6 116 Active Aging Programs/Services Importance: In addition to assessing the needs for each  program/service, ETC Institute also assessed the importance that residents placed on each item.  Based on the sum of respondents’ top two choices, these were the two active aging  programs/services ranked most important to residents:  1.Special interest classes (23%) 2.Social gatherings (19%) The percentage of residents who selected each program/service as one of their top two choices  is shown in the chart below.  Q10.  Which TWO ACTIVE AGING programs/services from the list in Question 9 are  MOST IMPORTANT to your household? by percentage of respondents who selected the items as one of their top two choices 23% 19% 16% 10% 10% 4% Special interest classes Social gatherings Volunteer opportunities Dance lessons & programs Senior sports leagues Music classes & programs 0%20% Top choice 2nd choice Aspen, CO 2023 Report ETC Institute (2023)7 117 Priorities for Active Aging Investments: The Priority Investment Rating (PIR) was developed by  ETC Institute to provide organizations with an objective tool for evaluating the priority that  should be placed on recreation and parks investments. The Priority Investment Rating (PIR)  equally weighs (1) the importance that residents place on active aging programs/services and (2)  how many residents have unmet needs for the program/service. [ Details regarding the  methodology for this analysis are provided in Section 3 of this report.]  Based the Priority Investment Rating (PIR), the following active aging programs/services were  rated as high priorities for investment:  Special interest classes (PIR=200) Social gatherings (PIR=170) Volunteer opportunities (PIR=152) Dance lessons and programs (PIR=105) Senior sports leagues (PIR=101) The chart below shows the Priority Investment Rating for each of the 6 active aging  programs/services assessed on the survey.  200  170  152  105  101  67  Special interest classes  Social gatherings Volunteer opportunities Dance lessons & programs Senior sports leagues Music classes & programs 0 50 100 150 200  Top Priorities for Investment for Programs Based on Priority Investment Rating Medium Priority (50‐99) High Priority  (100+) Aspen, CO 2023 Report ETC Institute (2023)8 118 Recreation Program Needs and Priorities  Program Needs: Respondents were asked to identify if their household had a need for 23  programs and to rate how well their needs for each were currently being met. Based on this  analysis, ETC Institute was able to estimate the number of households in the community that had  the greatest “unmet” need for various programs.  The three programs with the highest percentage of households that have an unmet need:  1.Adult fitness and wellness programs – 1,133 households 2.Community events – 793 households 3.Senior (50+) programming – 668 households The estimated number of households that have unmet needs for each of the 23 programs  assessed is shown in the chart below.  Q7c. Estimated Number of Households Whose Program Needs Are Only  “Partly Met" or “Not Met” 1,133 Community events 793 668 639 588 576 535 515 513 412 392 382 309 307 300 297 278 268 267 259 257 238 206 by number of households with need based on an estimated 3,278 households Adult fitness & wellness programs Senior (50+) programming Water fitness classes/lap swimming Adult sports leagues Adult biking Tennis lessons & leagues Pickleball lessons & leagues Group swim lessons Public skate Online/virtual programs Adult climbing Private swim lessons After‐school programs for youth of all ages Youth biking Preschool programs (Playhouse) Youth sports Youth climbing Youth fitness & wellness classes Teen/tween programs Adult hockey Summer camps Programs for people with special needs 0 1,000 Not Met Partly Met Aspen, CO 2023 Report ETC Institute (2023)9 119 Activities/Programs Importance: In addition to assessing the needs for each program, ETC  Institute also assessed the importance that residents placed on each item. Based on the sum of  respondents’ top four choices, these were the four programs ranked most important to  residents:  1.Adult fitness and wellness programs (41%) 2.Adult biking (24%) 3.Community events (19%) 4.Water fitness classes/lap swimming (19%) The percentage of residents who selected each program as one of their top four choices is shown  in the chart below.  Q8. Programs Most Important to Households. 3% 2% 2% 1% 41% Adult biking 24% 19% 19% 16% 14% 12% 11% 9% 9% 8% 6% 6% 6% 5% 4% 4% 3% 2% by percentage of respondents who selected the items as one of their top four choices Adult fitness & wellness programs Community events Water fitness classes/lap swimming Pickleball lessons & leagues Senior (50+) programming Adult hockey Adult sports leagues After‐school programs for youth of all ages Group swim lessons Online/virtual programs Public skate Private swim lessons Tennis lessons & leagues Adult climbing Youth sports Summer camps Preschool programs (Playhouse) Programs for people with special needs Youth fitness & wellness classes Youth biking Teen/tween programs Youth climbing 0%15%45%30% Top choice 2nd choice 3rd choice 4th choice Aspen, CO 2023 Report ETC Institute (2023)10 120 Priorities for Program Investments: The Priority Investment Rating (PIR) was developed by ETC  Institute to provide organizations with an objective tool for evaluating the priority that should  be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally  weighs (1) the importance that residents place on programs and (2) how many residents have  unmet needs for the program. [ Details regarding the methodology for this analysis are provided  in Section 3 of this report.]  Based the Priority Investment Rating (PIR), the following programs were rated as high priorities  for investment:  Adult fitness & wellness programs (PIR=200) Community events (PIR=117) Adult biking (PIR=110) Water fitness classes/lap swimming (PIR=102) The chart below shows the Priority Investment Rating for each of the 23 programs assessed on  the survey.  200  117  110  102  94  83  80  67  61  54  51  51  50  47  42  35  35  32  31  29  28  27  24  Adult fitness & wellness programs Community events Adult biking Water fitness classes/lap swimming Senior (50+) programming Pickleball lessons & leagues Adult sports leagues Group swim lessons Tennis lessons & leagues Online/virtual programs Public skate Adult hockey After‐school programs for youth of all ages Adult climbing Private swim lessons Youth sports Preschool programs (Playhouse) Youth biking Summer camps Youth fitness & wellness classes Teen/tween programs Youth climbing Programs for people with special needs 0 50 100 150 200  Top Priorities for Investment for Programs Based on Priority Investment Rating Medium Priority (50‐99) Low Priority (0‐50) High Priority  (100+) Aspen, CO 2023 Report ETC Institute (2023)11 121 Charts & Graphs2 122 Q1. Including yourself, how many people in your household are...Under age 55%Ages 5‐95%Ages 10‐144%Ages 15‐195%Ages 20‐244%Ages 25‐349%Ages 35‐4415%Ages 45‐498%Ages 50‐548%Ages 55‐6419%Ages 65‐7412%Ages 75+7%by percentage of persons in householdAspen, CO 2023 ReportETC Institute (2023)13123 Q2.  Family Usage and Ratings: Please indicate how often you/your household use orvisited the following facilities.by percentage of respondents (excluding "not provided" and "never")54%40%33%27%24%Aspen Recreation PoolAspen Recreation Center‐fitness, climbingRed Brick Recreation CenterAspen Ice GardenLewis Ice Arena0%15%30%45%60%Daily Several Times a Week Several Times a Month Several Times a YearAspen, CO 2023 ReportETC Institute (2023)14124 Q3. Barriers to programs/Facilities Usage:  Which of the following are the biggest barriers to you/your household using Aspen programs/activities/events/facilities.by percentage of respondents (excluding "none")27%18%18%17%15%15%11%8%8%7%5%No barriersToo busyUse other facilities or gymsFees are too highTime when programs are offeredI don't know what is offeredToo crowded/lack of availabilityDesired programs are not offeredNot interested in what is offeredHours of operation are not convenient0%15%30%Desired different format of programs that are offeredAspen, CO 2023 ReportETC Institute (2023)15125 Q4.  Please CHECK ALL of the non‐city organizations that you/your household have used for recreation and/or sport activities during the last 12 months.by percentage of respondents (multiple selections could be made)68%33%30%19%14%11%11%3%County, state & national parks & facilitiesPersonal workout facilitiesPrivate clubs (tennis, health, swim, fitness)Public schoolsPlaces of worship (e.g., synagogues, churches)Private summer campsPrivate & non‐profit youth sportsPrivate schools0%15%30%45%60%Aspen, CO 2023 ReportETC Institute (2023)16126 Q5.  Please CHECK ALL of the ways YOU CURRENTLY LEARN about Aspen recreation programs and service.by percentage of respondents (multiple selections could be made)61%52%36%31%29%26%24%15%12%11%7%6%Word of mouthNewspaperCity websiteEmailsWhile visiting recreation facilitiesWhen participating in programsSocial mediaPromotions at special eventseNewsletterBannersFlyersDigital screens at facilities0%15%30%45%60%Aspen, CO 2023 ReportETC Institute (2023)17127 Q6.  Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreational programs/activities?by percentage of respondents who selected the items as one of their top three choices49%37%36%26%26%19%14%10%9%7%4%2%NewspaperEmailsWord of mouthSocial mediaCity websiteeNewsletterWhile visiting recreation facilitiesWhen participating in programsPromotions at special eventsBannersFlyersDigital screens at facilities0%20%40%Top choice 2nd choice 3rd choiceAspen, CO 2023 ReportETC Institute (2023)18128 Q7. Need for Recreational Programs.by percentage of respondents who indicated need58%48%47%33%32%26%24%23%23%23%18%18%18%17%15%15%15%13%13%12%11%10%7%Adult fitness & wellness programsCommunity eventsAdult bikingWater fitness classes/lap swimmingSenior (50+) programmingAdult sports leaguesPickleball lessons & leaguesGroup swim lessonsTennis lessons & leaguesPublic skateAdult hockeyYouth sportsAfter‐school programs for youth of all agesAdult climbingPrivate swim lessonsOnline/virtual programsYouth climbingSummer campsYouth bikingTeen/tween programsYouth fitness & wellness classesPreschool programs (Playhouse)Programs for people with special needs0%25%50%Aspen, CO 2023 ReportETC Institute (2023)19129 Q7. Estimated Number of Households Who Have a Need for Programs.by number of households based on an estimated 3,278 households1,8951,5771,5541,0721,039846774760760741587577574547505495475413413384370328226Adult fitness & wellness programsCommunity eventsAdult bikingWater fitness classes/lap swimmingSenior (50+) programmingAdult sports leaguesPickleball lessons & leaguesGroup swim lessonsTennis lessons & leaguesPublic skateAdult hockeyYouth sportsAfter‐school programs for youth of all agesAdult climbingPrivate swim lessonsOnline/virtual programsYouth climbingSummer campsYouth bikingTeen/tween programsYouth fitness & wellness classesPreschool programs (Playhouse)Programs for people with special needs01,0002,000Aspen, CO 2023 ReportETC Institute (2023)20130 Q7b. How Well Needs Are Being Met for Recreational Programs.by percentage of respondents 42%19%18%20%16%21%17%15%21%16%16%12%15%12%14%13%19%7%8%8%13%21%37%34%30%30%24%26%28%19%24%22%24%19%20%19%17%11%23%19%20%8%9%9%20%26%21%31%25%28%15%23%27%35%20%28%21%30%35%33%36%31%31%28%29%38%27%17%18%27%20%29%28%41%35%33%25%41%37%45%38%32%37%34%39%42%45%50%53%64%Adult bikingAdult hockeyYouth sportsCommunity eventsAfter‐school programs for youth of all agesPublic skateYouth climbingSummer campsWater fitness classes/lap swimmingAdult fitness & wellness programsPrivate swim lessonsSenior (50+) programmingPickleball lessons & leaguesGroup swim lessonsTeen/tween programsAdult sports leaguesAdult climbingTennis lessons & leaguesYouth fitness & wellness classesYouth bikingOnline/virtual programsPreschool programs (Playhouse)Programs for people with special needs0%20%40%60%80%100%Fully met Mostly met Partly met Not metAspen, CO 2023 ReportETC Institute (2023)21131 Q7c. Estimated Number of Households Whose Program Needs Are Only “Partly Met" or “Not Met”by number of households with need based on an estimated 3,278 households1,133793668639588576535515513412392382309307300297278268267259257238206Adult fitness & wellness programsCommunity eventsSenior (50+) programmingWater fitness classes/lap swimmingAdult sports leaguesAdult bikingTennis lessons & leaguesPickleball lessons & leaguesGroup swim lessonsPublic skateOnline/virtual programsAdult climbingPrivate swim lessonsAfter‐school programs for youth of all agesYouth bikingPreschool programs (Playhouse)Youth sportsYouth climbingYouth fitness & wellness classesTeen/tween programsAdult hockeySummer campsPrograms for people with special needs01,000Not Met Partly MetAspen, CO 2023 ReportETC Institute (2023)22132 Q8. Programs Most Important to Households.by percentage of respondents who selected the items as one of their top four choices3%2%1%41%24%19%19%16%14%12%11%9%9%8%6%6%6%5%4%4%3%2%2%Adult fitness & wellness programsAdult bikingCommunity eventsWater fitness classes/lap swimmingPickleball lessons & leaguesSenior (50+) programmingAdult hockeyAdult sports leaguesAfter‐school programs for youth of all agesGroup swim lessonsOnline/virtual programsPublic skatePrivate swim lessonsTennis lessons & leaguesAdult climbingYouth sportsSummer campsPreschool programs (Playhouse)Programs for people with special needsYouth fitness & wellness classesYouth bikingTeen/tween programsYouth climbing0%15%30%45%Top choice 2nd choice 3rd choice 4th choiceAspen, CO 2023 ReportETC Institute (2023)23133 Q9. Need for Active Aging Programs/Servicesby percentage of respondents who indicated need34%29%29%20%18%15%Volunteer opportunitiesSocial gatheringsSpecial interest classesDance lessons and programsSenior sports leaguesMusic classes and programs0%10%20%30%40%Aspen, CO 2023 ReportETC Institute (2023)24134 Q9.  Please indicate how well your needs are being met for each of the ACTIVE AGING programs and services listed below.by percentage of respondents (excluding "no need")21%10%11%10%15%5%19%17%15%14%6%11%24%23%18%19%17%26%35%51%57%57%62%58%Volunteer opportunitiesSocial gatheringsDance lessons & programsSenior sports leaguesMusic classes & programsSpecial interest classes0%20%40%60%80%100%Fully Met Mostly Met Partly Met Not MetAspen, CO 2023 ReportETC Institute (2023)25135 Q9. Estimated Number of Households Whose Active Aging Program/Service Needs Are Only “Partly Met" or “Not Met”by number of households with need based on an estimated 3,278 households793699661474452381Special interest classesSocial gatheringsVolunteer opportunitiesDance lessons and programsSenior sports leaguesMusic classes and programs0 250 500 750 1,000Not Met Partly MetAspen, CO 2023 ReportETC Institute (2023)26136 Q10.  Which TWO ACTIVE AGING programs/services from the list in Question 9 are MOST IMPORTANT to your household?by percentage of respondents who selected the items as one of their top two choices23%19%16%10%10%4%Special interest classesSocial gatheringsVolunteer opportunitiesDance lessons & programsSenior sports leaguesMusic classes & programs0%20%Top choice 2nd choiceAspen, CO 2023 ReportETC Institute (2023)27137 Q11.  Please indicate your level of agreement with the following statements concerning some benefits of facilities/programs/services.by percentage of respondents44%44%41%34%35%30%26%24%23%22%37%33%36%36%33%36%29%29%29%25%12%16%17%22%19%25%32%33%34%28%4%4%3%3%7%6%8%11%12%16%4%3%3%5%6%4%5%4%2%8%Makes Aspen a more desirable place to liveIs physically accessible to all peopleIs age‐friendly & accessible to all age groupsProvides volunteer opportunitiesPromotes tourism to City & the region0%20%40%60%80%100%Strongly Agree Agree Neutral Disagree Strongly DisagreeImproves my (my household's) physical health & fitnessImproves my (my household's) mental health & reduces stressProvides positive social interactions for me (my household)Helps to reduce crime in my neighborhood & keep kids out of troubleProvides recreation services & programs for residents with special needsAspen, CO 2023 ReportETC Institute (2023)28138 Q12.  Which FOUR of the benefits from the list in Question 11 are MOST IMPORTANT to you/your household?by percentage of respondents who selected the items as one of their top four choices60%55%38%29%24%15%10%7%7%6%Makes Aspen a more desirable place to liveIs age‐friendly & accessible to all age groupsIs physically accessible to all peopleProvides volunteer opportunitiesPromotes tourism to City & the region0%20%40%60%Top choice 2nd choice 3rd choice 4th choiceImproves my (my household's) physical health & fitnessImproves my (my household's) mental health & reduces stressProvides positive social interactions for me (my household)Helps to reduce crime in my neighborhood & keep kids out of troubleProvides recreation services & programs for residents with special needsAspen, CO 2023 ReportETC Institute (2023)29139 Q13.  Please rate your level of satisfaction with the overall value that your household receives from facilities, programs, or services at Aspen Recreation.Very satisfied19%Satisfied39%Neutral30%Dissatisfied8%Very dissatisfied4%by percentage of respondents (excluding "don’t know”)Aspen, CO 2023 ReportETC Institute (2023)30140 Q14.  Given the recent COVID‐19/Coronavirus crisis, how has your/your household’s perception of the value of facilities and recreational programs changed?9%13%No change62%9%7%by percentage of respondents (excluding "not provided”)Value has significantly increasedValue has somewhat increasedValue has somewhat decreasedValue has significantly decreasedAspen, CO 2023 ReportETC Institute (2023)31141 Q15.  Based on your perception of value, how would you want the city to fund future recreation needs?Increase funding42%31%Reduce funding6%Not sure21%by percentage of respondents (excluding "not provided”)Maintain existing funding levelsAspen, CO 2023 ReportETC Institute (2023)32142 Q16.  Please check the ONE statement you MOST SUPPORT regarding daily admission for non‐City of Aspen residents into Aspen Recreation Facilities?18%82%by percentage of respondents (excluding “not provided”)Non‐residents should be eligible for a daily admission at the same price as residentsNon‐residents should be eligible for a daily admission at a higher fee than residentsAspen, CO 2023 ReportETC Institute (2023)33143 Q17.  Which ONE of the following is your MOST PREFERRED method of payment for use of Aspen recreation facilities?35%Annual family pass16%16%Annual individual pass13%Daily pass10%Monthly pass9%by percentage of respondents (excluding “not provided")Punch pass (pay per‐visit option)None, would not or do not use the facilityAspen, CO 2023 ReportETC Institute (2023)34144 Q18.  Please tell us the percentage of funding that you believe should come from each source in the table below.User fees54%Sales tax36%Other10%by percentage of respondentsAspen, CO 2023 ReportETC Institute (2023)35145 Q19.  What do you consider to be a reasonable charge for DAILY ADMISSION for a RESIDENT of the City of Aspen to use recreation facilities, including the Aspen Recreation Center, the Red Brick, and the Ice Garden?Less than $2084%$20‐$3013%$30‐$402%$40‐$501%by percentage of respondents (excluding "not provided”)Aspen, CO 2023 ReportETC Institute (2023)36146 Q20.  What do you consider to be a reasonable charge for DAILY ADMISSION for a NON‐RESIDENT of City of Aspen to use recreational facilties, including the Aspen Recreation Center, the Red Brick, and the Ice Garden?$20‐$3056%$30‐$4028%$40‐$5010%$50+6%by percentage of respondents (excluding "not provided”)Aspen, CO 2023 ReportETC Institute (2023)37147 Q21. Your gender:Male50.9%Female48.7%Non‐binary0.3%by percentage of respondents (excluding "prefer not to answer")Aspen, CO 2023 ReportETC Institute (2023)38148 Q22. What is your age?55‐6422%18‐3421%65+20%45‐5420%35‐4418%by percentage of respondents (excluding “not provided")Aspen, CO 2023 ReportETC Institute (2023)39149 Q23. Are you or any members of your family of Hispanic, Spanish, or Latino/a/x ancestry?Yes10%No90%by percentage of respondents (excluding "not provided")Aspen, CO 2023 ReportETC Institute (2023)40150 Q24. Which of the following best describes your race?by percentage of respondents89.3%2.2%0.6%0.3%0.3%4.4%White or CaucasianAsian or Asian IndianAmerican Indian or Alaska NativeBlack or African AmericanNative Hawaiian or other Pacific IslanderOther0.0%25.0%50.0%75.0%100.0%Aspen, CO 2023 ReportETC Institute (2023)41151 Q25.  What is the primary language spoken in your home?English97%Spanish1%Vietnamese1%Other1%by percentage of respondents (excluding "not provided”)Aspen, CO 2023 ReportETC Institute (2023)42152 Priority Investment Rating3 153 Priority Investment Rating Aspen, CO The Priority Investment Rating (PIR) was developed by ETC Institute to provide governments  with an objective tool for evaluating the priority that should be placed on parks and recreation  investments.  The Priority Investment Rating was developed by ETC Institute to identify the  facilities and programs residents think should receive the highest priority for investment.  The  priority investment rating reflects the importance residents place on items (sum of top 4 choices)  and the unmet needs (needs that are not met or only partly met) for each facility/program  relative to the facility/program that rated the highest overall.  Since decisions related to future  investments should consider both the level of unmet need and the importance of facilities and  programs, the PIR weights each of these components equally.  The PIR reflects the sum of the Unmet Needs Rating and the Importance Rating as shown in the  equation below:  PIR = UNR + IR  For example, if the Unmet Needs Rating for Community Gardens were 98.9 (out of 100) and the Importance Rating for Community Gardens were 21.6 (out of 100), the Priority Investment Rating for Community Gardens would be 120.5 (out of 200). How to Analyze the Charts:  High Priority Areas are those with a PIR of at least 100.  A rating of 100 or above generally indicates there is a relatively high level of unmet need and residents generally think it is important to fund improvements in these areas.  Improvements in this area are likely to have a positive impact on the greatest number of households. Medium Priority Areas are those with a PIR of 50‐99.  A rating in this range generally indicates there is a medium to high level of unmet need or a significant percentage of residents generally think it is important to fund improvements in these areas. Low Priority Areas are those with a PIR below 50.  A rating in this range generally indicates there is a relatively low level of unmet need and residents do not think it is important to fund improvements in these areas.  Improvements may be warranted if the needs of very specialized populations are being targeted. The following pages show the Unmet Needs Rating, Importance Rating, and Priority Investment  Rating for facilities and programs.   Aspen, CO 2023 Report ETC Institute (2023)44 154 Unmet Needs Rating for Programsthe rating for the item with the most unmet need=100 the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need100.070.059.056.451.950.947.245.545.336.434.633.727.327.126.426.224.523.723.622.822.721.018.1Adult fitness & wellness programsCommunity eventsSenior (50+) programmingWater fitness classes/lap swimmingAdult sports leaguesAdult bikingTennis lessons & leaguesPickleball lessons & leaguesGroup swim lessonsPublic skateOnline/virtual programsAdult climbingPrivate swim lessonsAfter‐school programs for youth of all agesYouth bikingPreschool programs (Playhouse)Youth sportsYouth climbingYouth fitness & wellness classesTeen/tween programsAdult hockeySummer campsPrograms for people with special needs0.020.040.060.080.0100.0Aspen, CO 2023 ReportETC Institute (2023)45155 Importance Rating for Programsthe rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important100.059.246.645.637.635.028.227.722.821.418.914.614.613.812.910.710.08.36.15.35.14.62.9Adult fitness & wellness programsAdult bikingCommunity eventsWater fitness classes/lap swimmingPickleball lessons & leaguesSenior (50+) programmingAdult hockeyAdult sports leaguesAfter‐school programs for youth of all agesGroup swim lessonsOnline/virtual programsPublic skatePrivate swim lessonsTennis lessons & leaguesAdult climbingYouth sportsSummer campsPreschool programs (Playhouse)Programs for people with special needsYouth fitness & wellness classesYouth bikingTeen/tween programsYouth climbing0.020.040.060.080.0100.0Aspen, CO 2023 ReportETC Institute (2023)46156 200 117 110 102 94 83 80 67 61 54 51 51 50 47 42 35 35 32 31 29 28 27 24 Adult fitness & wellness programsCommunity eventsAdult bikingWater fitness classes/lap swimmingSenior (50+) programmingPickleball lessons & leaguesAdult sports leaguesGroup swim lessonsTennis lessons & leaguesOnline/virtual programsPublic skateAdult hockeyAfter‐school programs for youth of all agesAdult climbingPrivate swim lessonsYouth sportsPreschool programs (Playhouse)Youth bikingSummer campsYouth fitness & wellness classesTeen/tween programsYouth climbingPrograms for people with special needs0 50 100 150 200 Top Priorities for Investment for Programs Based onPriority Investment RatingMedium Priority(50‐99)Low Priority (0‐50)High Priority (100+)Aspen, CO 2023 ReportETC Institute (2023)47157 Unmet Needs Rating for Active Aging Programs/Servicesthe rating for the item with the most unmet need=100 the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need100.088.283.459.857.148.2Special interest classesSocial gatheringsVolunteer opportunitiesDance lessons & programsSenior sports leaguesMusic classes & programs0.020.040.060.080.0100.0Aspen, CO 2023 ReportETC Institute (2023)48158 Importance Rating for Programsthe rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important100.082.268.345.243.919.1Special interest classes Social gatheringsVolunteer opportunitiesDance lessons & programsSenior sports leaguesMusic classes & programs0.020.040.060.080.0100.0Aspen, CO 2023 ReportETC Institute (2023)49159 200 170 152 105 101 67 Special interest classes Social gatheringsVolunteer opportunitiesDance lessons & programsSenior sports leaguesMusic classes & programs0 50 100 150 200 Top Priorities for Investment for Programs Based onPriority Investment RatingMedium Priority(50‐99)High Priority (100+)Aspen, CO 2023 ReportETC Institute (2023)50160 Benchmarks4 161 Aspen, CO 2023 ReportETC Institute (2023)52162 58%19%69%25%0%20%40%60%Aspen (2023)National Averageby percentage of respondentsRating Parks and Recreation Satisfaction"Very Satisfied"/"Satisfied" with the Overall Quality of Parks/Facilities/Programs"Very Satisfied" with the Overall Quality of Parks/Facilities/ProgramsAspen, CO 2023 ReportETC Institute (2023)53163 by % of respondents Barriers to Recreation Use18%18%17%15%15%11%8%8%7%28%10%13%16%33%5%16%15%8%Too busyUse other facilities or gymsFees are too highTime when programs are offeredI don't know what is being offeredToo crowded/lack of availabilityDesired programs are not offeredNot interested in what is offeredHours of operation are not convenient0%15%30%Aspen (2023)National AverageAspen, CO 2023 ReportETC Institute (2023)54164 by % of respondents Sources Used for Information about Parks and Recreation61%52%36%31%29%24%7%45%30%34%17%10%25%19%Word of mouthNewspaperCity websiteEmailsWhile visiting recreation facilitiesSocial MediaFlyers0%15%30%45%60%Aspen (2023)National AverageAspen, CO 2023 ReportETC Institute (2023)55165 by percentage of respondentsRespondents with Need for Recreation Programs58%39%33%26%24%23%18%13%12%11%10%7%46%22%26%22%10%14%15%18%14%17%12%11%Adult fitness and wellness programsPrivate/Group swim lessonsWater fitness classes/lap swimmingAdult Sports LeaguesPickleball lessons & leaguesTennis lessons & leaguesAfter‐school programs for youth of all agesSummer campsTeen/tween programsYouth Fitness and Wellness ProgramsPreschool Programs (Playhouse)Programs for people with special needs0%15%30%45%60%Aspen (2023)National AverageAspen, CO 2023 ReportETC Institute (2023)56166 by % of respondents Outside Organizations Used for Recreation30%22%14%11%25%14%14%17%Private clubs (tennis, health, swim, fitness)Private/Public schoolsPlaces of worship (e.g., synagogues, churches)Private & non‐profit youth sports0%15%30%Aspen (2023)National AverageAspen, CO 2023 ReportETC Institute (2023)57167 Tabular Data5 168 Q1. Including yourself, how many people in your household are... Mean Sum number 2.4 746 Under age 5 0.1 34 Ages 5-9 0.1 37 Ages 10-14 0.1 32 Ages 15-19 0.1 36 Ages 20-24 0.1 33 Ages 25-34 0.2 65 Ages 35-44 0.4 112 Ages 45-49 0.2 60 Ages 50-54 0.2 61 Ages 55-64 0.4 141 Ages 65-74 0.3 86 Ages 75+ 0.2 49 Aspen, CO 2023 Report ETC Institute (2023)59 169 Q2. Facility Usage and Ratings. For each of the following, please indicate how often you or other members of your household use or visit each of the facilities listed below using a scale of 5 to 1, where 5 means "Daily," and 1 means "Never." (N=318) Several Several Several times per times per times per Daily week month year Never Not provided Q2-1. Aspen Recreation Pool 0.6% 9.7% 6.9% 35.2% 45.6% 1.9% Q2-2. Lewis Ice Arena 0.0% 3.1% 2.5% 17.0% 73.9% 3.5% Q2-3. Aspen Recreation Center-fitness, climbing 2.2% 6.9% 5.3% 24.5% 59.1% 1.9% Q2-4. Red Brick Recreation Center 0.0% 4.7% 5.7% 21.7% 64.5% 3.5% Q2-5. Aspen Ice Garden 0.0% 0.6% 6.9% 17.9% 70.8% 3.8% (WITHOUT "NOT PROVIDED") Q2. Facility Usage and Ratings. For each of the following, please indicate how often you or other members of your household use or visit each of the facilities listed below using a scale of 5 to 1, where 5 means "Daily," and 1 means "Never." (without "not provided") (N=318) Several times Several times Several times Daily per week per month per year Never Q2-1. Aspen Recreation Pool 0.6% 9.9% 7.1% 35.9% 46.5% Q2-2. Lewis Ice Arena 0.0% 3.3% 2.6% 17.6% 76.5% Q2-3. Aspen Recreation Center-fitness, climbing 2.2% 7.1% 5.4% 25.0% 60.3% Q2-4. Red Brick Recreation Center 0.0% 4.9% 5.9% 22.5% 66.8% Q2-5. Aspen Ice Garden 0.0% 0.7% 7.2% 18.6% 73.5% Aspen, CO 2023 Report ETC Institute (2023)60 170 Q3. Barriers to Programs and Facilities Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using Aspen Recreational programs, activities or classes and facilities. Q3. Which following are the biggest barriers to your household using Aspen Recreational programs, activities or classes & facilities Number Percent No barriers 86 27.0 % Too crowded/lack of availability 36 11.3 % Fees are too high 55 17.3 % I don't know what is offered 46 14.5 % Too busy 58 18.2 % Use other facilities or gyms 57 17.9 % Desired programs are not offered 26 8.2 % Desired different format of programs that are offered 16 5.0 % Time when programs are offered 47 14.8 % Not interested in what is offered 25 7.9 % Hours of operation are not convenient 23 7.2 % Other 23 7.2 % Total 498 Q4. From the following list, please CHECK ALL of the non-City organizations that you or members of your household have used for recreation and/or sports activities during the last 12 months. Q4. All the non-City organizations your household has used for recreation and/or sports activities Number Percent Public schools 61 19.2 % Private schools 8 2.5 % Private & non-profit youth sports 34 10.7 % Private summer camps 36 11.3 % Personal workout facilities 105 33.0 % Private clubs (tennis, health, swim, fitness) 96 30.2 % County, state & national parks & facilities 217 68.2 % Places of worship (e.g., synagogues, churches) 43 13.5 % Other 26 8.2 % Total 626 Aspen, CO 2023 Report ETC Institute (2023)61 171 Q4-9. Other: Q4-9. Other Number Percent Open space trails, CMC 1 3.8 % Local bike, hike, river 1 3.8 % Rio Grande Trail 1 3.8 % Hiking around Aspen 1 3.8 % SkiCo summer camp 1 3.8 % Trails River, Ski Runs 1 3.8 % Wilderness, trails 1 3.8 % Cross Country trails, bike trails 1 3.8 % HOA managed pool and tennis courts in Hunter Creek 1 3.8 % National forest 1 3.8 % TRAILS 1 3.8 % SKI LIFT 1 3.8 % Work place 1 3.8 % Outside recreation 1 3.8 % Cardiac rehab 1 3.8 % Tennis golf muni 1 3.8 % Bike path, trails 1 3.8 % Golf 1 3.8 % Ski muts 1 3.8 % Dance studio 1 3.8 % Tonic 1 3.8 % MTB trails 1 3.8 % Snowman's Center 1 3.8 % Outside activities 1 3.8 % Snowmass Rec 1 3.8 % Ski mountain, Mt Pike trails 1 3.8 % Total 26 100.0 % Q5. From the following list, please CHECK ALL the ways YOU CURRENTLY LEARN about Aspen recreation programs and services. Q5. All the ways you currently learn about Aspen recreation programs & services Number Percent When participating in programs 82 25.8 % City website 113 35.5 % While visiting recreation facilities 91 28.6 % Newspaper 164 51.6 % Word of mouth 195 61.3 % Promotions at special events 48 15.1 % Banners 35 11.0 % Emails 97 30.5 % eNewsletter 37 11.6 % Social media 76 23.9 % Flyers 23 7.2 % Digital screens at facilities 20 6.3 % Other 3 0.9 % Total 984 Aspen, CO 2023 Report ETC Institute (2023)62 172 Q5-13. Other: Q5-13. Other Number Percent Recreation center website 2 66.7 % Friends 1 33.3 % Total 3 100.0 % Q6. Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities? Q6. Top choice Number Percent When participating in programs 12 3.8 % City website 32 10.1 % While visiting recreation facilities 10 3.1 % Newspaper 84 26.4 % Word of mouth 33 10.4 % Promotions at special events 3 0.9 % Banners 3 0.9 % Emails 61 19.2 % eNewsletter 19 6.0 % Social media 23 7.2 % Flyers 4 1.3 % Digital screens at facilities 1 0.3 % None chosen 33 10.4 % Total 318 100.0 % Q6. Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities? Q6. 2nd choice Number Percent When participating in programs 6 1.9 % City website 29 9.1 % While visiting recreation facilities 21 6.6 % Newspaper 45 14.2 % Word of mouth 48 15.1 % Promotions at special events 13 4.1 % Banners 7 2.2 % Emails 34 10.7 % eNewsletter 18 5.7 % Social media 30 9.4 % Flyers 3 0.9 % Digital screens at facilities 2 0.6 % None chosen 62 19.5 % Total 318 100.0 % Aspen, CO 2023 Report ETC Institute (2023)63 173 Q6. Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities? Q6. 3rd choice Number Percent When participating in programs 12 3.8 % City website 21 6.6 % While visiting recreation facilities 14 4.4 % Newspaper 27 8.5 % Word of mouth 34 10.7 % Promotions at special events 11 3.5 % Banners 12 3.8 % Emails 23 7.2 % eNewsletter 24 7.5 % Social media 31 9.7 % Flyers 6 1.9 % Digital screens at facilities 3 0.9 % None chosen 100 31.4 % Total 318 100.0 % (SUM OF TOP 3) Q6. Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities? (top 3) Q6. Top choice Number Percent When participating in programs 30 9.4 % City website 82 25.8 % While visiting recreation facilities 45 14.2 % Newspaper 156 49.1 % Word of mouth 115 36.2 % Promotions at special events 27 8.5 % Banners 22 6.9 % Emails 118 37.1 % eNewsletter 61 19.2 % Social media 84 26.4 % Flyers 13 4.1 % Digital screens at facilities 6 1.9 % None chosen 33 10.4 % Total 792 Aspen, CO 2023 Report ETC Institute (2023)64 174 Q7. Please indicate how well your needs are being met for each of the programs listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=318) Fully met Mostly met Partly met Not met No need Q7-1. Adult biking 20.1% 9.7% 9.4% 8.2% 52.5% Q7-2. Adult climbing 3.1% 1.9% 6.0% 5.7% 83.3% Q7-3. Adult fitness & wellness programs 9.4% 13.8% 20.4% 14.2% 42.1% Q7-4. Adult hockey (leagues, clinics, programs) 3.5% 6.6% 4.7% 3.1% 82.1% Q7-5. Adult sports leagues 3.5% 4.4% 8.5% 9.4% 74.2% Q7-6. After-school programs for youth of all ages 2.8% 5.3% 4.4% 5.0% 82.4% Q7-7. Community events (Trunk or Treat, Community Health Day, etc.) 9.4% 14.5% 14.8% 9.4% 51.9% Q7-8. Group swim lessons 2.8% 4.7% 6.9% 8.8% 76.7% Q7-9. Online/virtual programs (e.g., fitness programs, virtual tours/virtual & augmented reality programs) 1.9% 1.3% 4.4% 7.5% 84.9% Q7-10. Pickleball lessons & leagues 3.5% 4.4% 5.0% 10.7% 76.4% Q7-11. Preschool programs (Playhouse) 0.0% 0.9% 3.8% 5.3% 89.9% Q7-12. Private swim lessons 2.5% 3.5% 3.1% 6.3% 84.6% Q7-13. Programs for people with special needs 0.0% 0.6% 1.9% 4.4% 93.1% Q7-14. Public skate 4.7% 5.3% 6.3% 6.3% 77.4% Q7-15. Senior (50+) programming 3.8% 7.5% 8.8% 11.6% 68.2% Q7-16. Summer camps 1.9% 3.5% 2.8% 4.4% 87.4% Q7-17. Teen/tween programs 1.6% 2.2% 4.1% 3.8% 88.4% Q7-18. Tennis lessons & leagues 1.6% 5.3% 7.2% 9.1% 76.7% Aspen, CO 2023 Report ETC Institute (2023)65 175 Q7. Please indicate how well your needs are being met for each of the programs listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. Fully met Mostly met Partly met Not met No need Q7-19. Water fitness classes/lap swimming 6.9% 6.3% 8.8% 10.7% 67.3% Q7-20. Youth biking 0.9% 2.5% 3.5% 5.7% 87.4% Q7-21. Youth climbing 2.5% 3.8% 2.2% 6.0% 85.5% Q7-22. Youth fitness & wellness classes 0.9% 2.2% 3.5% 4.7% 88.7% Q7-23. Youth sports (leagues, classes, programs) 3.1% 6.0% 3.8% 4.7% 82.4% Q7-24. Other 0.0% 23.1% 23.1% 53.8% 0.0% Aspen, CO 2023 Report ETC Institute (2023)66 176 (WITHOUT "NO NEED") Q7. Please indicate how well your needs are being met for each of the programs listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need") (N=318) Fully met Mostly met Partly met Not met Q7-1. Adult biking 42.4% 20.5% 19.9% 17.2% Q7-2. Adult climbing 18.9% 11.3% 35.8% 34.0% Q7-3. Adult fitness & wellness programs 16.3% 23.9% 35.3% 24.5% Q7-4. Adult hockey (leagues, clinics, programs) 19.3% 36.8% 26.3% 17.5% Q7-5. Adult sports leagues 13.4% 17.1% 32.9% 36.6% Q7-6. After-school programs for youth of all ages 16.1% 30.4% 25.0% 28.6% Q7-7. Community events (Trunk or Treat, Community Health Day, etc.) 19.6% 30.1% 30.7% 19.6% Q7-8. Group swim lessons 12.2% 20.3% 29.7% 37.8% Q7-9. Online/virtual programs (e.g., fitness programs, virtual tours/virtual & augmented reality programs) 12.5% 8.3% 29.2% 50.0% Q7-10. Pickleball lessons & leagues 14.7% 18.7% 21.3% 45.3% Q7-11. Preschool programs (Playhouse) 0.0% 9.4% 37.5% 53.1% Q7-12. Private swim lessons 16.3% 22.4% 20.4% 40.8% Q7-13. Programs for people with special needs 0.0% 9.1% 27.3% 63.6% Q7-14. Public skate 20.8% 23.6% 27.8% 27.8% Q7-15. Senior (50+) programming 11.9% 23.8% 27.7% 36.6% Q7-16. Summer camps 15.0% 27.5% 22.5% 35.0% Q7-17. Teen/tween programs 13.5% 18.9% 35.1% 32.4% Q7-18. Tennis lessons & leagues 6.8% 23.0% 31.1% 39.2% Aspen, CO 2023 Report ETC Institute (2023)67 177 (WITHOUT "NO NEED") Q7. Please indicate how well your needs are being met for each of the programs listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need") Fully met Mostly met Partly met Not met Q7-19. Water fitness classes/lap swimming 21.2% 19.2% 26.9% 32.7% Q7-20. Youth biking 7.5% 20.0% 27.5% 45.0% Q7-21. Youth climbing 17.4% 26.1% 15.2% 41.3% Q7-22. Youth fitness & wellness classes 8.3% 19.4% 30.6% 41.7% Q7-23. Youth sports (leagues, classes, programs) 17.9% 33.9% 21.4% 26.8% Q7-24. Other 0.0% 23.1% 23.1% 53.8% Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? Q8. Top choice Number Percent Adult biking 51 16.0 % Adult climbing 7 2.2 % Adult fitness & wellness programs 53 16.7 % Adult hockey (leagues, clinics, programs) 13 4.1 % Adult sports leagues 11 3.5 % After-school programs for youth of all ages 7 2.2 % Community events (Trunk or Treat, Community Health Day, etc.) 15 4.7 % Group swim lessons 7 2.2 % Online/virtual programs (e.g., fitness programs, virtual tours/virtual & augmented reality programs) 1 0.3 % Pickleball lessons & leagues 19 6.0 % Preschool programs (Playhouse) 2 0.6 % Private swim lessons 5 1.6 % Programs for people with special needs 1 0.3 % Public skate 4 1.3 % Senior (50+) programming 7 2.2 % Summer camps 2 0.6 % Teen/tween programs 4 1.3 % Tennis lessons & leagues 4 1.3 % Water fitness classes/lap swimming 17 5.3 % Youth biking 3 0.9 % Youth sports (leagues, classes, programs) 4 1.3 % None chosen 81 25.5 % Total 318 100.0 % Aspen, CO 2023 Report ETC Institute (2023)68 178 Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? Q8. 2nd choice Number Percent Adult biking 24 7.5 % Adult climbing 6 1.9 % Adult fitness & wellness programs 44 13.8 % Adult hockey (leagues, clinics, programs) 17 5.3 % Adult sports leagues 4 1.3 % After-school programs for youth of all ages 7 2.2 % Community events (Trunk or Treat, Community Health Day, etc.) 13 4.1 % Group swim lessons 7 2.2 % Online/virtual programs (e.g., fitness programs, virtual tours/virtual & augmented reality programs) 5 1.6 % Pickleball lessons & leagues 13 4.1 % Preschool programs (Playhouse) 6 1.9 % Private swim lessons 4 1.3 % Programs for people with special needs 1 0.3 % Public skate 3 0.9 % Senior (50+) programming 10 3.1 % Summer camps 4 1.3 % Teen/tween programs 1 0.3 % Tennis lessons & leagues 6 1.9 % Water fitness classes/lap swimming 16 5.0 % Youth biking 3 0.9 % Youth climbing 2 0.6 % Youth fitness & wellness classes 1 0.3 % Youth sports (leagues, classes, programs) 3 0.9 % None chosen 118 37.1 % Total 318 100.0 % Missing Cases = 0 Aspen, CO 2023 Report ETC Institute (2023)69 179 Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? Q8. 3rd choice Number Percent Adult biking 2 0.6 % Adult climbing 3 0.9 % Adult fitness & wellness programs 22 6.9 % Adult hockey (leagues, clinics, programs) 6 1.9 % Adult sports leagues 14 4.4 % After-school programs for youth of all ages 7 2.2 % Community events (Trunk or Treat, Community Health Day, etc.) 19 6.0 % Group swim lessons 11 3.5 % Online/virtual programs (e.g., fitness programs, virtual tours/virtual & augmented reality programs) 10 3.1 % Pickleball lessons & leagues 11 3.5 % Preschool programs (Playhouse) 3 0.9 % Private swim lessons 7 2.2 % Programs for people with special needs 2 0.6 % Public skate 4 1.3 % Senior (50+) programming 17 5.3 % Summer camps 1 0.3 % Tennis lessons & leagues 6 1.9 % Water fitness classes/lap swimming 13 4.1 % Youth biking 1 0.3 % Youth climbing 2 0.6 % Youth fitness & wellness classes 1 0.3 % Youth sports (leagues, classes, programs) 6 1.9 % None chosen 150 47.2 % Total 318 100.0 % Aspen, CO 2023 Report ETC Institute (2023)70 180 Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? Q8. 4th choice Number Percent Adult biking 1 0.3 % Adult climbing 1 0.3 % Adult fitness & wellness programs 12 3.8 % Adult hockey (leagues, clinics, programs) 1 0.3 % Adult sports leagues 7 2.2 % After-school programs for youth of all ages 9 2.8 % Community events (Trunk or Treat, Community Health Day, etc.) 14 4.4 % Group swim lessons 3 0.9 % Online/virtual programs (e.g., fitness programs, virtual tours/virtual & augmented reality programs) 9 2.8 % Pickleball lessons & leagues 6 1.9 % Private swim lessons 3 0.9 % Programs for people with special needs 4 1.3 % Public skate 8 2.5 % Senior (50+) programming 12 3.8 % Summer camps 6 1.9 % Teen/tween programs 1 0.3 % Tennis lessons & leagues 2 0.6 % Water fitness classes/lap swimming 14 4.4 % Youth fitness & wellness classes 5 1.6 % Youth sports (leagues, classes, programs) 1 0.3 % None chosen 199 62.6 % Total 318 100.0 % Aspen, CO 2023 Report ETC Institute (2023)71 181 (SUM OF TOP 4) Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? (top 4) Q8. Top choice Number Percent Adult biking 78 24.5 % Adult climbing 17 5.3 % Adult fitness & wellness programs 131 41.2 % Adult hockey (leagues, clinics, programs) 37 11.6 % Adult sports leagues 36 11.3 % After-school programs for youth of all ages 30 9.4 % Community events (Trunk or Treat, Community Health Day, etc.) 61 19.2 % Group swim lessons 28 8.8 % Online/virtual programs (e.g., fitness programs, virtual tours/virtual & augmented reality programs) 25 7.9 % Pickleball lessons & leagues 49 15.4 % Preschool programs (Playhouse) 11 3.5 % Private swim lessons 19 6.0 % Programs for people with special needs 8 2.5 % Public skate 19 6.0 % Senior (50+) programming 46 14.5 % Summer camps 13 4.1 % Teen/tween programs 6 1.9 % Tennis lessons & leagues 18 5.7 % Water fitness classes/lap swimming 60 18.9 % Youth biking 7 2.2 % Youth climbing 4 1.3 % Youth fitness & wellness classes 7 2.2 % Youth sports (leagues, classes, programs) 14 4.4 % None chosen 81 25.5 % Total 805 Q9. Please indicate how well your needs are being met for each of the ACTIVE AGING programs and services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=318) Fully met Mostly met Partly met Not met No need Q9-1. Dance lessons & programs 2.2% 2.8% 3.5% 11.0% 80.5% Q9-2. Senior sports leagues 1.9% 2.5% 3.5% 10.4% 81.8% Q9-3. Music classes & programs 2.2% 0.9% 2.5% 9.1% 85.2% Q9-4. Social gatherings 2.8% 5.0% 6.6% 14.8% 70.8% Q9-5. Special interest classes (gardening, writing, book clubs) 1.6% 3.1% 7.5% 16.7% 71.1% Q9-6. Volunteer opportunities 7.2% 6.6% 8.2% 11.9% 66.0% Q9-7. Other 0.0% 50.0% 0.0% 50.0% 0.0% Aspen, CO 2023 Report ETC Institute (2023)72 182 (WITHOUT "NO NEED") Q9. Please indicate how well your needs are being met for each of the ACTIVE AGING programs and services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need") (N=318) Fully met Mostly met Partly met Not met Q9-1. Dance lessons & programs 11.3% 14.5% 17.7% 56.5% Q9-2. Senior sports leagues 10.3% 13.8% 19.0% 56.9% Q9-3. Music classes & programs 14.9% 6.4% 17.0% 61.7% Q9-4. Social gatherings 9.7% 17.2% 22.6% 50.5% Q9-5. Special interest classes (gardening, writing, book clubs) 5.4% 10.9% 26.1% 57.6% Q9-6. Volunteer opportunities 21.3% 19.4% 24.1% 35.2% Q9-7. Other 0.0% 50.0% 0.0% 50.0% Q9-7. Other: Q9-7. Other Number Percent ART CLASSES 1 50.0 % Exercise classes 1 50.0 % Total 2 100.0 % Q10. Which TWO ACTIVE AGING programs/services from the list in Question 9 are MOST IMPORTANT to your household? Q10. Top choice Number Percent Dance lessons & programs 20 6.3 % Senior sports leagues 25 7.9 % Music classes & programs 6 1.9 % Social gatherings 34 10.7 % Special interest classes (gardening, writing, book clubs) 33 10.4 % Volunteer opportunities 26 8.2 % None chosen 174 54.7 % Total 318 100.0 % Q10. Which TWO ACTIVE AGING programs/services from the list in Question 9 are MOST IMPORTANT to your household? Q10. 2nd choice Number Percent Dance lessons & programs 13 4.1 % Senior sports leagues 7 2.2 % Music classes & programs 8 2.5 % Social gatherings 26 8.2 % Special interest classes (gardening, writing, book clubs) 40 12.6 % Volunteer opportunities 24 7.5 % None chosen 200 62.9 % Total 318 100.0 % Aspen, CO 2023 Report ETC Institute (2023)73 183 (SUM OF TOP 2) Q10. Which TWO ACTIVE AGING programs/services from the list in Question 9 are MOST IMPORTANT to your household? (top 2) Q10. Top choice Number Percent Dance lessons & programs 33 10.4 % Senior sports leagues 32 10.1 % Music classes & programs 14 4.4 % Social gatherings 60 18.9 % Special interest classes (gardening, writing, book clubs) 73 23.0 % Volunteer opportunities 50 15.7 % None chosen 174 54.7 % Total 436 Aspen, CO 2023 Report ETC Institute (2023)74 184 Q11. Please indicate your level of agreement with the following statements concerning some potential benefits of Aspen's recreation facilities, programs, or services. (N=318) Strongly Strongly agree Agree Neutral Disagree disagree Don't know Q11-1. Improves my (my household's) mental health & reduces stress 33.6% 29.9% 14.5% 2.8% 2.2% 17.0% Q11-2. Improves my (my household's) physical health & fitness 37.7% 28.0% 13.5% 3.1% 2.5% 15.1% Q11-3. Helps to reduce crime in my neighborhood & keep kids out of trouble 17.9% 19.8% 21.4% 5.3% 3.5% 32.1% Q11-4. Makes Aspen a more desirable place to live 39.0% 32.4% 10.4% 3.1% 3.1% 11.9% Q11-5. Is age-friendly & accessible to all age groups 28.3% 26.1% 15.1% 5.3% 5.0% 20.1% Q11-6. Provides positive social interactions for me (my household) 23.6% 28.3% 19.5% 4.7% 3.1% 20.8% Q11-7. Is physically accessible to all people 23.9% 25.5% 15.4% 2.2% 3.1% 29.9% Q11-8. Promotes tourism to City & the region 15.7% 17.9% 20.1% 11.6% 5.7% 28.9% Q11-9. Provides recreation services & programs for residents with special needs 10.1% 12.6% 15.1% 5.3% 0.9% 56.0% Q11-10. Provides volunteer opportunities 11.9% 14.2% 16.0% 5.3% 1.9% 50.6% Q11-11. Other 25.0% 0.0% 25.0% 0.0% 25.0% 25.0% Aspen, CO 2023 Report ETC Institute (2023)75 185 (WITHOUT "DON’T KNOW") Q11. Please indicate your level of agreement with the following statements concerning some potential benefits of Aspen's recreation facilities, programs, or services. (without "don't know") (N=318) Strongly agree Agree Neutral Disagree Strongly disagree Q11-1. Improves my (my household's) mental health & reduces stress 40.5% 36.0% 17.4% 3.4% 2.7% Q11-2. Improves my (my household's) physical health & fitness 44.4% 33.0% 15.9% 3.7% 3.0% Q11-3. Helps to reduce crime in my neighborhood & keep kids out of trouble 26.4% 29.2% 31.5% 7.9% 5.1% Q11-4. Makes Aspen a more desirable place to live 44.3% 36.8% 11.8% 3.6% 3.6% Q11-5. Is age- friendly & accessible to all age groups 35.4% 32.7% 18.9% 6.7% 6.3% Q11-6. Provides positive social interactions for me (my household) 29.8% 35.7% 24.6% 6.0% 4.0% Q11-7. Is physically accessible to all people 34.1% 36.3% 22.0% 3.1% 4.5% Q11-8. Promotes tourism to City & the region 22.1% 25.2% 28.3% 16.4% 8.0% Q11-9. Provides recreation services & programs for residents with special needs 22.9% 28.6% 34.3% 12.1% 2.1% Q11-10. Provides volunteer opportunities 24.2% 28.7% 32.5% 10.8% 3.8% Q11-11. Other 33.3% 0.0% 33.3% 0.0% 33.3% Aspen, CO 2023 Report ETC Institute (2023)76 186 Q11-11. Other: Q11-11. Other Number Percent Programs 1 25.0 % WOULD LIKE MORE AYC FOR MIDDLE SCHOOL AGE 1 25.0 % Antiquated snooty people of this town are garbage 1 25.0 % Biking, climbing, pilates, etc. for seniors 1 25.0 % Total 4 100.0 % Q12. Which FOUR of the benefits from the list in Question 11 are MOST IMPORTANT to you and members of your household? Q12. Top choice Number Percent Improves my (my household's) mental health & reduces stress 93 29.2 % Improves my (my household's) physical health & fitness 87 27.4 % Helps to reduce crime in my neighborhood & keep kids out of trouble 6 1.9 % Makes Aspen a more desirable place to live 22 6.9 % Is age-friendly & accessible to all age groups 11 3.5 % Provides positive social interactions for me (my household) 9 2.8 % Is physically accessible to all people 2 0.6 % Promotes tourism to City & the region 4 1.3 % Provides volunteer opportunities 3 0.9 % None chosen 81 25.5 % Total 318 100.0 % Q12. Which FOUR of the benefits from the list in Question 11 are MOST IMPORTANT to you and members of your household? Q12. 2nd choice Number Percent Improves my (my household's) mental health & reduces stress 59 18.6 % Improves my (my household's) physical health & fitness 75 23.6 % Helps to reduce crime in my neighborhood & keep kids out of trouble 5 1.6 % Makes Aspen a more desirable place to live 26 8.2 % Is age-friendly & accessible to all age groups 14 4.4 % Provides positive social interactions for me (my household) 17 5.3 % Is physically accessible to all people 7 2.2 % Promotes tourism to City & the region 4 1.3 % Provides recreation services & programs for residents with special needs 5 1.6 % Provides volunteer opportunities 5 1.6 % None chosen 101 31.8 % Total 318 100.0 % Aspen, CO 2023 Report ETC Institute (2023)77 187 Q12. Which FOUR of the benefits from the list in Question 11 are MOST IMPORTANT to you and members of your household? Q12. 3rd choice Number Percent Improves my (my household's) mental health & reduces stress 17 5.3 % Improves my (my household's) physical health & fitness 22 6.9 % Helps to reduce crime in my neighborhood & keep kids out of trouble 23 7.2 % Makes Aspen a more desirable place to live 47 14.8 % Is age-friendly & accessible to all age groups 24 7.5 % Provides positive social interactions for me (my household) 35 11.0 % Is physically accessible to all people 8 2.5 % Promotes tourism to City & the region 7 2.2 % Provides recreation services & programs for residents with special needs 6 1.9 % Provides volunteer opportunities 7 2.2 % None chosen 122 38.4 % Total 318 100.0 % Q12. Which FOUR of the benefits from the list in Question 11 are MOST IMPORTANT to you and members of your household? Q12. 4th choice Number Percent Improves my (my household's) mental health & reduces stress 7 2.2 % Improves my (my household's) physical health & fitness 7 2.2 % Helps to reduce crime in my neighborhood & keep kids out of trouble 15 4.7 % Makes Aspen a more desirable place to live 26 8.2 % Is age-friendly & accessible to all age groups 26 8.2 % Provides positive social interactions for me (my household) 30 9.4 % Is physically accessible to all people 14 4.4 % Promotes tourism to City & the region 6 1.9 % Provides recreation services & programs for residents with special needs 7 2.2 % Provides volunteer opportunities 7 2.2 % None chosen 173 54.4 % Total 318 100.0 % Aspen, CO 2023 Report ETC Institute (2023)78 188 (SUM OF TOP 4) Q12. Which FOUR of the benefits from the list in Question 11 are MOST IMPORTANT to you and members of your household? (top 4) Q12. Top choice Number Percent Improves my (my household's) mental health & reduces stress 176 55.3 % Improves my (my household's) physical health & fitness 191 60.1 % Helps to reduce crime in my neighborhood & keep kids out of trouble 49 15.4 % Makes Aspen a more desirable place to live 121 38.1 % Is age-friendly & accessible to all age groups 75 23.6 % Provides positive social interactions for me (my household) 91 28.6 % Is physically accessible to all people 31 9.7 % Promotes tourism to City & the region 21 6.6 % Provides recreation services & programs for residents with special needs 18 5.7 % Provides volunteer opportunities 22 6.9 % None chosen 81 25.5 % Total 876 Q13. Please rate your level of satisfaction with the overall value that your household receives from facilities, programs, or services at Aspen Recreation. Q13. Your level of satisfaction with overall value that your household receives from facilities, programs, or services at Aspen Recreation Number Percent Very satisfied 51 16.0 % Satisfied 105 33.0 % Neutral 80 25.2 % Dissatisfied 21 6.6 % Very dissatisfied 10 3.1 % Don't know 51 16.0 % Total 318 100.0 % (WITHOUT "DON’T KNOW") Q13. Please rate your level of satisfaction with the overall value that your household receives from facilities, programs, or services at Aspen Recreation. (without "don't know") Q13. Your level of satisfaction with overall value that your household receives from facilities, programs, or services at Aspen Recreation Number Percent Very satisfied 51 19.1 % Satisfied 105 39.3 % Neutral 80 30.0 % Dissatisfied 21 7.9 % Very dissatisfied 10 3.7 % Total 267 100.0 % Aspen, CO 2023 Report ETC Institute (2023)79 189 Q14. Given the recent COVID-19/Coronavirus crisis, how has your and your household's perception of the value of facilities and recreation programs changed? Q14. How has your perception of the value of facilities & recreation programs changed given recent COVID-19/Coronavirus crisis Number Percent Value has significantly increased 28 8.8 % Value has somewhat increased 38 11.9 % No change 184 57.9 % Value has somewhat decreased 26 8.2 % Value has significantly decreased 20 6.3 % Not provided 22 6.9 % Total 318 100.0 % (WITHOUT "NOT PROVIDED") Q14. Given the recent COVID-19/Coronavirus crisis, how has your and your household's perception of the value of facilities and recreation programs changed? (without "not provided") Q14. How has your perception of the value of facilities & recreation programs changed given recent COVID-19/Coronavirus crisis Number Percent Value has significantly increased 28 9.5 % Value has somewhat increased 38 12.8 % No change 184 62.2 % Value has somewhat decreased 26 8.8 % Value has significantly decreased 20 6.8 % Total 296 100.0 % Q15. Based on your perception of value, how would you want the City to fund future recreation needs? Q15. How would you want City to fund future recreation needs based on your perception of value Number Percent Increase funding 129 40.6 % Maintain existing funding levels 94 29.6 % Reduce funding 19 6.0 % Not sure 63 19.8 % Not provided 13 4.1 % Total 318 100.0 % (WITHOUT "NOT PROVIDED") Q15. Based on your perception of value, how would you want the City to fund future recreation needs? (without "not provided") Q15. How would you want City to fund future recreation needs based on your perception of value Number Percent Increase funding 129 42.3 % Maintain existing funding levels 94 30.8 % Reduce funding 19 6.2 % Not sure 63 20.7 % Total 305 100.0 % Aspen, CO 2023 Report ETC Institute (2023)80 190 Q16. Please check the ONE statement you MOST SUPPORT regarding daily admission for non-City of Aspen residents into Aspen Recreation Facilities. Q16. One statement you most support regarding daily admission for non-City of Aspen residents into Aspen Recreation facilities Number Percent Non-residents should be eligible for a daily admission at the same price as residents 54 17.0 % Non-residents should be eligible for a daily admission at a higher fee than residents 242 76.1 % Not provided 22 6.9 % Total 318 100.0 % (WITHOUT "NOT PROVIDED") Q16. Please check the ONE statement you MOST SUPPORT regarding daily admission for non-City of Aspen residents into Aspen Recreation Facilities. (without "not provided") Q16. One statement you most support regarding daily admission for non-City of Aspen residents into Aspen Recreation facilities Number Percent Non-residents should be eligible for a daily admission at the same price as residents 54 18.2 % Non-residents should be eligible for a daily admission at a higher fee than residents 242 81.8 % Total 296 100.0 % Q17. Which ONE of the following is your MOST PREFERRED method of payment for use of Aspen recreation facilities? Q17. Which one is your most preferred method of payment for use of Aspen Recreation facilities Number Percent Daily pass 30 9.4 % Monthly pass 27 8.5 % Annual individual pass 39 12.3 % Annual family pass 48 15.1 % Punch pass (pay per-visit option) 104 32.7 % None, would not or do not use the facility 46 14.5 % Not provided 24 7.5 % Total 318 100.0 % (WITHOUT "NOT PROVIDED") Q17. Which ONE of the following is your MOST PREFERRED method of payment for use of Aspen recreation facilities? (without "not provided") Q17. Which one is your most preferred method of payment for use of Aspen Recreation facilities Number Percent Daily pass 30 10.2 % Monthly pass 27 9.2 % Annual individual pass 39 13.3 % Annual family pass 48 16.3 % Punch pass (pay per-visit option) 104 35.4 % None, would not or do not use the facility 46 15.6 % Total 294 100.0 % Aspen, CO 2023 Report ETC Institute (2023)81 191 Q18. We would like your opinion regarding the appropriate mix of funds to use for ongoing recreation programs and services. Please tell us the percentage of funding that you believe should come from each source in the table below. Mean User fees 53.84 Sales tax 35.99 Other 10.17 Q19. What do you consider to be a reasonable charge for DAILY ADMISSION for a RESIDENT of the City of Aspen to use recreation facilities, including the Aspen Recreation Center (ARC), the Red Brick, and the Ice Garden? Q19. What do you consider to be a reasonable charge for daily admission for a City resident to use recreation facilities Number Percent Less than $20 258 81.1 % $20-$30 40 12.6 % $30-$40 6 1.9 % $40-$50 2 0.6 % Not provided 12 3.8 % Total 318 100.0 % (WITHOUT "NOT PROVIDED") Q19. What do you consider to be a reasonable charge for DAILY ADMISSION for a RESIDENT of the City of Aspen to use recreation facilities, including the Aspen Recreation Center (ARC), the Red Brick, and the Ice Garden? (without "not provided") Q19. What do you consider to be a reasonable charge for daily admission for a City resident to use recreation facilities Number Percent Less than $20 258 84.3 % $20-$30 40 13.1 % $30-$40 6 2.0 % $40-$50 2 0.7 % Total 306 100.0 % Q20. What do you consider to be a reasonable charge for DAILY ADMISSION for a NON-RESIDENT of City of Aspen to use Recreation facilities, including the Aspen Recreation Center (ARC), the Red Brick, and the Ice Garden? Q20. What do you consider to be a reasonable charge for daily admission for a Non-resident to use recreation facilities Number Percent $20-$30 167 52.5 % $30-$40 83 26.1 % $40-$50 31 9.7 % $50+ 17 5.3 % Not provided 20 6.3 % Total 318 100.0 % Aspen, CO 2023 Report ETC Institute (2023)82 192 (WITHOUT "NOT PROVIDED") Q20. What do you consider to be a reasonable charge for DAILY ADMISSION for a NON-RESIDENT of City of Aspen to use Recreation facilities, including the Aspen Recreation Center (ARC), the Red Brick, and the Ice Garden? (without "not provided") Q20. What do you consider to be a reasonable charge for daily admission for a Non-resident to use recreation facilities Number Percent $20-$30 167 56.0 % $30-$40 83 27.9 % $40-$50 31 10.4 % $50+ 17 5.7 % Total 298 100.0 % Q21. Your gender: Q21. Your gender Number Percent Male 162 50.9 % Female 155 48.7 % Non-binary 1 0.3 % Total 318 100.0 % Q22. Your age: Q22. Your age Number Percent 18-34 65 20.4 % 35-44 57 17.9 % 45-54 62 19.5 % 55-64 68 21.4 % 65+ 64 20.1 % Not provided 2 0.6 % Total 318 100.0 % (WITHOUT "NOT PROVIDED") Q22. Your age: (without "not provided") Q22. Your age Number Percent 18-34 65 20.6 % 35-44 57 18.0 % 45-54 62 19.6 % 55-64 68 21.5 % 65+ 64 20.3 % Total 316 100.0 % Q23. Are you or other members of your household of Hispanic, Spanish, or Latino/a/x ancestry? Q23. Are you or other members of your household of Hispanic, Spanish, or Latino/a/x ancestry Number Percent Yes 30 9.4 % No 285 89.6 % Not provided 3 0.9 % Total 318 100.0 % Aspen, CO 2023 Report ETC Institute (2023)83 193 (WITHOUT "NOT PROVIDED") Q23. Are you or other members of your household of Hispanic, Spanish, or Latino/a/x ancestry? (without "not provided") Q23. Are you or other members of your household of Hispanic, Spanish, or Latino/a/x ancestry Number Percent Yes 30 9.5 % No 285 90.5 % Total 315 100.0 % Q24. Which of the following best describes your race/ethnicity? Q24. Your race/ethnicity Number Percent Asian or Asian Indian 7 2.2 % Black or African American 1 0.3 % American Indian or Alaska Native 2 0.6 % White or Caucasian 284 89.3 % Native Hawaiian or other Pacific Islander 1 0.3 % Other 14 4.4 % Total 309 Q24-6. Self-describe your race/ethnicity: Q24-6. Self-describe your race/ethnicity Number Percent Hispanic 4 28.6 % Latino 3 21.4 % Mixed 3 21.4 % More than one 2 14.3 % Multi-racial 2 14.3 % Total 14 100.0 % Q25. What is the primary language spoken in your home? Q25. Primary language spoken in your home Number Percent English 301 94.7 % Spanish 4 1.3 % Vietnamese 2 0.6 % Other 2 0.6 % Not provided 9 2.8 % Total 318 100.0 % (WITHOUT "NOT PROVIDED") Q25. What is the primary language spoken in your home? (without "not provided") Q25. Primary language spoken in your home Number Percent English 301 97.4 % Spanish 4 1.3 % Vietnamese 2 0.6 % Other 2 0.6 % Total 309 100.0 % Aspen, CO 2023 Report ETC Institute (2023)84 194 Q25-4. Other: Q25-4. Other Number Percent Portuguese 2 66.7 % French 1 33.3 % Total 3 100.0 %   Aspen, CO 2023 Report ETC Institute (2023)85 195 Open-Ended Comments6 196 Open‐Ended QuesƟon Responses Q3—“Other”: Barriers to Programs and FaciliƟes Usage. Covid I don't know. My kids want to ice skate but they are usually at school during the open skate except for a weekend. like to have water aerobics offered at least 4 days a week and prefer 5 days a weed at 10 am M‐Friday LocaƟon Need adult swimming lessons. Needs beƩer ADA/more inclusive opportuniƟes.    Programs are relaƟvely the same for decades.  Try  an adult climbing class, as an example. not indoor people Opening earlier would be nice services Rec. more convenient Silver sneakers doesn’t include classes anymore Snowmass Club The gym is outdated and small To  far away TOO MUCH CHLORINE traffic traffic traffic Tra ffic to and from the ARC is a deterrent We don't go into town much. We exercise outdoors we walk outdoors Work  in town and it isn’t convenient to get to programs/gym at the ARC Your  faciliƟes are subpar and an embarrassment. Q4a—What types of programs or faciliƟes are you primarily using from other non‐City organizaƟons? Aspen Meadows, public school, and sports programs. Aspen Music fesƟval Aspen Ski Slopes, bike trails. Aspen SkiCo At home equipment; private studio classes; outdoor trails AVSC  ‐ Aspen Valley Ski and Snowboard Club.  local trails and surrounding areas, Snowmass club Bike to Bells, AshcroŌ, Snowmass, Lenado Birding/Nature acƟviƟes. Astronomy. Dance/movement. Indoor tennis. Indoor tennis. camps/museums, aces campsites Children's sports programs. CMC Community EDU.  CPR classes for hospitality workers would be great. county, state and naƟonal parks, Roaring Fork cycling, private fitness/yoga studios Cross country ski tracks and hiking Dance studio and classes Dance studios for dance. Exercise Pilates machine class Fitness classes (lagree) fitness, classes, club Golf Golf Golf Golf Golf , tennis Golf, trails Gym Gym Aspen, CO 2023 Report ETC Institute (2023)87 197  Gym   Gym    Gym for Pickleball in winter. CMC Aspen  fitness programs   Gym for weightliŌing. Would  love to see  ARC expand and upgrade weight room    Gyms, courts, dance…   Gyms. On occasion but so expensive for  a local worker.    Gym—weights, peloton   health club, naƟonal forest   Hiking and riding on public lands and  CMC.   Hiking and trails groups    Hiking trails in the area.   hiking, biking, skiing   hiking, biking, skiing   Hiking, gym, Aspen Santa Fe Ballet   hiking, hanging out, walking   Home workouts.   Hot yoga   Jean Robert's Gym   Just being outside. Biking hiking running  skiing fishing   Kids acƟviƟes    LiŌ served skiing and biking   Mostly riding a Kickr, home barbells,  and outdoor exercise.   mother nature   Mountain bike trails    Mountain bike trails and skills park.  Pls  build a ski/jumps, like small version of  crown mtn park in the Marlot area by  ARC/ high school   muni, tennis & golf   Music venues   music, theater, dance   My husband uses the Aspen Golf and  Snowmass Rec Center.   naƟonal parks   Nature   Nature related acƟviƟes   NO REAL FACILITIES, JUST EMJOY THE  NATURAL PARKS    Non‐official ones like volleyball.   Open space   Open spaces for hiking, biking, free  online yoga videos.   Other fitness class opƟons    Our neighborhood gym and pool (Aspen  Village); Basalt Parks; State  Parks/NaƟonal Forests   Our own HOA managed rec faciliƟes    outdoors, private gym   Outside   Parks   Parks and outdoor spaces   Parks, NaƟonal Forests    parks, state, naƟonal   personal trainer   Personal training. Cycle studio at Jewish  Center.   PICKLEBALL   pickleball courts, outdoor swimming  pool   pickleball, cross fit, pool   Pickleball. Yoga    Pilates   Pilates   Pool   Pool/fitness    Pools, trails, gym   private facility/gym   private gym, dog parks (fenced)   private gyms   program in C'dele.    Public parks, Crown Mountain Park,  Arbaney Park, Veltus  Park   Public swimming pool, dance studio,  library free dance program, school  tennis courts, bike paths & trails, hiking  trails, pickleball courts at public rec  center    RecreaƟon   Roads to access recreaƟon and fitness  Aspen, CO 2023 Report ETC Institute (2023)88 198  School‐sports‐summer camps.   ski areas, bike trails, back country   ski co‐snowboarding, mountain biking   ski hills, trails, skate park, bike trails   ski in winter, hiking, biking raŌing in  summer   Skiing   skiing, biking, paragliding   Smuggler Racquet Club, Soo Bahk Do,  AVSC, ACES   Smuggler tennis, Skiing Company, Aspen  Meadows, online Yoga.   Snowmass Mtn Club   Snowmass Mtn Club   Snowmass pool, Nordic trails, ski areas,  yoga studios.   Snowmass Rec Center   SOCCER CLUBS, SKI/SNOWBOARD  CLUBS, SNOWMASS ATHLETIC   CLUB/CLASSES   SPIN CLASSES, HIIT CLASSES   state parks   Swim team, Aspen Skate Club   tennis and gym   TENNIS/PICKLEBALL   Trails, roads and ski mountains.   U.S Forest Service lands and similar for  biking and hiking   UPHILLING, PILATES, BIKING   weight room   Weights and equipment at home.   Weights, cardio equipment   White River NaƟonal Park and churches   work out   work out classes online but prefer  outdoor acƟviƟes   Work  out, Summer camp, sports   workout in gym, pickleball   workout weights   yoga   yoga   yoga studio and kids camp   Yoga, pure Barr, hiking, surfing    yoga, swimming   Youth  sports, yoga classes  Q7—“Other”: Need for Programs  A great state of the art fitness center and pickleball facility   Bike & hiking trails   Facility use for personal exercise    fenced dog parks   gym   I've wanted group swim lessons for my kids but it is so hard to sign up and then once I figure it  out, it is full. It shouldn't be that hard to get into a swim class.    Lazy river   Need more curling ice Ɵme   Need open air public swimming pool !    Playgrounds    Senior program   Thai Chi/Chi gong and gentle yoga for recovery.   Water  core fitness, treading water!!  Aspen, CO 2023 Report ETC Institute (2023)89 199 Q18—“Other”: We would like your opinion regarding the appropriate mix of funds to use for ongoing recreaƟon programs and services. Please tell us the percentage of funding that you believe should come from each source in the table below.  ask for donaƟons   Billionaire subsidy   businesses or corporate sponsors   Childcare for adults working out!!   City and County Grants   City budget   City or county grants   City subsidies, state grants, other  revenue sources   Corporate sponsorship‐especially  realtor.   DonaƟons   donaƟons from rich   Fund raisers    Fund raisers    Fundraisers, don’t punish the local  businesses. Get the money from the  billionaire 2nd homeowners.    GiŌs   gov   government funds (sales tax)   GOVT ASSISTANCE   Grants   Grants   Grants    Half cent tax that was approved   Housing    Local councils   Non permanent resident    Non resident fees, property taxes.    Other city or county/municipal or state  budget allocaƟons    Private donors   Private partnerships or special funds  support    Property tax   Property tax   Property tax   Property tax   Property tax   Property tax   Property tax   Property tax   Property tax   REAL ESTATE MILL LEVY   REAL ESTATE SALES   Second home owners   state or fed grants   tax on luxury goods and services   tax on visitors   the rich   tourism fees   Tourism tax   To urists  pay extra   tourists should pay  Aspen, CO 2023 Report ETC Institute (2023)90 200 Q26—“Please share any addiƟonal comments that could assist us in improving recreaƟonal faciliƟes and programs/services”:  Access to fitness faciliƟes in Aspen especially has become very exclusive. Private businesses are  taking advantage of locals because of this and also contribuƟng to the issue. The cardio fitness  room at the Aspen Rec center seems like an aŌer thought while the hockey arena was the  priority. We  should have cardio available at the Red Brick. MarƟal arts and indoor cycling  coaching and workouts should be more accessible.    AddiƟonal services: gym, spinning, group fitness needed in town during the day for people who  work in Aspen and don’t have Ɵme to get to the ARC   Adult dance (not just acƟve aging).   All outside tennis/pickleball acƟviƟes are extremely crowded.    Arc should be free for older residents on fixed income.  Treading  water classes never taught for  core to help walk, do physical acƟviƟes is needed. Not water aerobics, treading water.  This is a  safety issue in water and walking. No one teaches this. I offered. Likened to Pilates in water. Keep  people off devices like crutches, canes, walkers, and post injury. I gave asked PT’s at hospital.  Zero offer this . I am not licensed PT but got off crutches aŌer 3 years.     Relaxing, helps in every  way to build strength and balance. If you are new you can use a noodle. Also deep breathing and  relaxing. Aspen city said no!  If you learn this well, also helpful to maintain mind over body fear  and regain a stronger independent life. Thank you for asking.    As a local it is geƫng to expensive to go to gyms or do classes. Even paying to skin up in winter is  ridiculous when no services are provided. All just makes for unhappy working locals that work  there buƩs of for the rich that need them    Aspen has numerous parks yet none catered toward dog owners who enjoy the safety of it being  fenced in.  There is an extremely large demographic of residents who own dogs   Bozeman has really cool outdoor bouldering faciliƟes. Aspen should install a series of these (for  climbers, not just kids) at parks around town.  Makes more free recreaƟon opportuniƟes.  Newbury park would be a great starƟng place.    Bring back silks classes, slack lining, and more adult leagues other than just hockey and soŌball.  More adult sports needed. More playhouse too.    Build an outdoor pool! Have a great place to have lunch   Can we please talk about the weight room? It is the step child of the ARC and, given that there  are no longer any gyms in Aspen or anywhere nearby, and given that you do have space (Red  Brick, unused locker room adjacent to the weight room, group fitness studio which can be  moved) perhaps be open to the possibiliƟes. I go daily, and it is really lacking in basic equipment  and space. Separately, I would love to be able to take a Master Swim group class. Intermediate  level ‐ learn how to swim efficiently, strokes, etc. There is no opƟon. They are all for kids OR  there is the Master Swim training class. Some of us need something to bridge the gap so we can  actually do laps and join that class. The only opƟon is to do privates, and I cannot afford it. Thank  you.   Charge out of towners even higher rates. This should not be a facility for them.    easy access to the faciliƟes, too hard to drive thru town, roundabout is the problem, it stops the  traffic.    Everyone should pay the same .   Aspen, CO 2023 Report ETC Institute (2023)91 201  Extend the hours at the ARK. 1 extra hour would make a huge difference for me.    Fix the golf scheduling system for pass holders    For some people Its a long walk to front door, beƩer snow and ice removal in parking area. Offer  Tia Chi class.   Have a yearly pass for seniors who do not have "Silver Sneakers"   Having a monthly newsleƩer informaƟon residents of upcoming programs/series (place, Ɵme,  fees, etc.)  Via email would be beƩer to inform people of what is happening in the near future   Huge need for large exercise rooms for fitness, winter indoor pickleball courts. ConƟnued food  facility. More coordinaƟon of AHS and ARC field use and indoor pickleball at the elementary  school. More days and evening.  They ARC focus has been ice and aquaƟcs. Why do we need 2  ice rinks in 2 separate parts of town. See the old ice garden and build #2 next to the ARC. One  Zamboni, one ice facility, beƩer parking.  When and if there will be new pickleball courts, build a  check‐in/bathroom and man it. Get rid of the baƫng cage. Broken and has sat unused for several  years.    I consider muni tennis & golf plus our ski mountains, bike paths, and mountains my primary  recreaƟon areas with lower costs @ larc.  I would go for fitness classes   I don’t feel there’s an awareness of what’s available for the “Aspen  Senior,” those long Ɵme  incredible healthy and physically acƟve locals that sƟll ski, hike, climb and paddle. I’d love to do  sports with others but don’t know where or how. I tried to learn pickle ball this summer but was  told to show up at the courts but went to the golf course courts and found they were at Rec  center, for example. Would  love to ski and hike with others or learn to dance. As a new empty  nester, I’d love social events…Covid made a lot of us isolated.   I think I understand that you are wanƟng to cast your net broadly. But it's a gym, let's be careful  about offering music lessons at a gym. Not something I support. We  can do music someplace  else.   I think the pickleball programs need to improve. Need more courts, beƩer faciliƟes and league  play. I think some of the courts at the golf course should also be converted to pickleball.    I understand & appreciate the efforts & funding required to offer these vital  community  ameniƟes.    I used to by the punch passes but they were so hard to use and find. When a new system was  implemented the punch passes would disappear or only be on one screen. I hate that the punch  passes expire. I love that Snowmass Rec Center's punch passes do not expire. I buy a pass  through Snowmass Rec and only do daily admissions to ARC.  I think I go less to the ARC now  because of paying daily admission but otherwise I waste more money on a punch pass that  disappears or expires.    I wish the check in opƟon at the ARC was beƩer.   I would like to see an outdoor splash pad for kids and a beƩer yoga studio.  One that actually  feels like a private yoga studio.   I WOULD LOVE TO SEE MORE FUNDING. THE AYC  NEEDS MORE ACTIVITY/SPACE/OPTIONS. SO  MANY MIDDLE SCHOOLERS GO AND NEED IMPROVEMENT‐OTHERWISE  ON STREETS. SAFE  PLACE!! BETTER COMMUNICATION   I would love to take advantage of the programs that you offer, but most everything I’m  interested in (for example, Pickleball) is only offered mid week during the day. I work full‐Ɵme,  so nights and weekends are the only Ɵmes that I could aƩend. I don’t even know how to play. I  Aspen, CO 2023 Report ETC Institute (2023)92 202 would love to learn, but you don’t seem to offer that at a convenient Ɵme. Not everyone in  Aspen is rich and doesn’t need to work!   I'm happy to see this survey so I don't have to go to a council meeƟng for public comment.    Improve weight room    improve weight room at ARC   Keep it a local amenity please! The summer camp has been AWESOME this summer and I'd hate  to have to compete with all of the other visitors here in the summer for a camp spot just so I can  work! Please make it a steep discount for daily/monthly/annual passes for residents ‐ right now  it's preƩy expensive for a normal family of four and that is a barrier. For instance, when we had  both children enrolled in group swim lessons on Saturday, we sƟll had to use two punch passes if  both parents aƩended, using the pool by floaƟng around in it while the kids had lessons, but not  really using it for our own fitness or enjoyment. It is a wonderful thing to have the ARC and I  hope to use it more in the future as my children get older and we have more free Ɵme, but if it is  too costly, we just won't go there, unfortunately. My husband does Masters swim in the lap pool  and that is a great thing to have here as well.    Let one wheels and class 2 ebikes up the Rio Grande trail so there are less cars and more  parking.    Looking forward to the pickleball facility expansion. Please move forward with the pavilion.    More bike trails/skills area for young kids and adults.  Like a small scale Crown mountain Park in  Marlot‐ Open Space buy the ARC   MORE FITNESS INSTRUCTORS   More gatherings in town for locals to meet and maybe some light acƟviƟes. I feel  like the only  thing to do aŌer work everyday is go to the bar and there not even any good bars leŌ.    More yoga/ Pilates offerings, adult gymnasƟcs or tumbling, cross country mountain bike classes  or group rides for beginner/ intermediates.    My friends and I are puzzled by the number of High School kids hanging out  in the fitness area  when they have a weight room and TWO gymnasiums at the high school. Somewhat inƟmidaƟng  because they are on their phones all the Ɵme filming/texƟng/etc., and very dismissive to the  people working out, some are very rude. Please look at expanding the ARC’s weight room and  overall fitness area.   Need indoor tennis facility! Need more indoor faciliƟes for soccer and turf sports. Our kids need  to be able to be acƟve in the winter Ɵme. They can only ski on the weekends. School year is long  and there is not enough indoor athleƟc faciliƟes to keep  them acƟve in those few hours aŌer  school day.    NEED OUTDOOR POOL‐HUGE MISTAKE NOT TO  BUILD   Offer water aerobics, Pilates (mat any version, social community programs   Our kids have grown up and my husband and I prefer to exercise outside so we don’t need all of  the programs listed, at least for now. We  think you do a great job of providing a variety of  programs.  Thank you.    ParƟcipate in Medicare Part C‐what happened to Silver Sneakers?   Pickleball courts need updaƟng. They are dangerous to play on.    Please have more opportuniƟes for people who work M‐F office jobs, classes at 6:30 a.m. or 7  a.m., and some classes at 4:30‐5 pm. Also masters swimming opƟons every day will be sooooooo  nice!   Aspen, CO 2023 Report ETC Institute (2023)93 203  Provide greatly reduced senior passed   Red brick classes at pm Ɵmes.    SomeƟmes I find it frustraƟng that the men’s locker room is open to children aŌer school or  other kids acƟviƟes. I think they should have their own area to change and leave their  belongings.    Standardize pump class Ɵmes and length of 45 minutes   Thank you   Thank you for having this survey   Thank you for having this survey   The city should spend an equal amount on city residents wellness as they do on a single  resident’s affordable housing.    The faciliƟes are amazing. Desiree and her team do an outstanding job!   The gym at the ARC is barely adequate. Mostly because the weight room is about a third the  size. It needs to be so no limit on number of people who use it.    The public skate Ɵme is lacking in communicaƟon. What’s posted online is incorrect more oŌen  than not. And when it is available recently, the hours have been drasƟcally reduced per day. This  is very tough in the summer when kids are pracƟcing for compeƟƟons.    The rec center was a joke from the start.    THE WORKOUT AREA AT  THE REC CENTER NEEDS TO BE ENLARGED. COMPARING ASPEN'S REC  CENTER TO SNOWMASS OR MONTROSE, OUR WORKOUT AREA IS SIGNIFICANTLY SMALLER   there are no indoor basketball areas for adults to play   There are no public gyms in town that are affordable, therefore more people are joining the ARC.   The weight room is TOO  SMALL, Ɵme to revisit the expansion plans for the weight room.  Secondly why do the high school kids hangout in the weight/fitness room when the high school  has a top north facility. StarƟng to see some flare ups between members when the place is  crowded. Finally NO CELL PHONES IN WEIGHT ROOM specifically the wannabe influencers  filming every aspect of their workout, RIDICULOUS.   These are important programs to fund and maintain for our town. There is plenty of grant  money available. I was on a grant commiƩee and this is the kind of grant we loved to make!   This city is very well set up for programs, offers a lot. For me, some are just too expensive.    Too  many things to list here. City has repeatedly missed opportunity to make the ARC/Red Brick  models of what is possible in our community. It is under valued, under‐funded, anƟquated and  set up for conƟnued mediocrity.    Veteran  benefits    Weight room needs addiƟonal machines   When we have used it was very nice    Why hold fitness classes during the day when most people are at work?  Please provide earlier  or later classes so they can actually be aƩended.   Why they aren’t any public open air  swimming pools for local kids is unbelievable, not everyone  can be a member at Maroon creek club .    Would  love it if there were senior pickleball hours.    Would  love to have more discount for annual paid in full membership.  Adding something for  Pitkin County employees to get discounted membership would also help.  Aspen, CO 2023 Report ETC Institute (2023)94 204 Survey Instrument7 205 427 Rio Grande • Aspen, CO • 81611 www.aspenrecreation.com Dear Aspen Resident: Over the years, feedback from citizens like you has been instrumental in helping to bring recreational programs and services to the Aspen community. In order to continue offering programs that our citizens support, the Aspen Recreation Department has contracted with a third-party research company to conduct a study of randomly selected households. Your input is necessary to ensure our programs continue to meet the needs and desires of our community. I am writing to let you know that your address has been randomly selected for participation, and that you have received a mailed survey from ETC Institute, from Olathe, Kansas. The survey is confidential and individual responses will not be shared. All responses will be reported collectively after tabulation by ETC Institute surveyors and data processing agents in Kansas. Every voice matters. To ensure our survey results represent all of our citizens, it is vital that you complete and return the questionnaire when you receive the survey package. Even if you do not use the City’s Recreational programs or facilities, your participation is still very important. The survey should only take about 10 minutes to complete, and will be provided with a postage paid, return envelope to submit the completed questionnaire. You may also complete this survey online at aspensurvey.org. Once we have collected the survey responses, the results will be used to complete the Aspen Recreation Department recreational operations and programming study to ensure that this department is ready to best serve our residents. Thank you in advance for your participation and for making this survey a success. If you have any questions, please feel free to contact me by phone at (970) 429-2083 or by email at desiree.whitehead@aspen.gov. Sincerely, Desiree Whitehead, MS Recreation Director Aspen, CO 2023 Report ETC Institute (2023)96 206 ©2023 ETC Institute Page 1 2023 Aspen Recreation Program, Services and Facilities Needs Assessment Aspen Recreation would like your input to help determine recreation priorities for the City of Aspen. This survey will take approximately 10 minutes to complete. When you are finished, please return your survey in the enclosed postage-paid, return- reply envelope. If you prefer, you can complete the survey online at aspensurvey.org. We greatly appreciate and value your time! 1. Please complete this survey with ALL household members in mind. Including yourself, how many people in your household are... Under age 5: ____ Ages 5-9: ____ Ages 10-14: ____ Ages 15-19: ____ Ages 20-24: ____ Ages 25-34: ____ Ages 35-44: ____ Ages 45-49: ____ Ages 50-54: ____ Ages 55-64: ____ Ages 65-74: ____ Ages 75+: ____ 2. Facility Usage and Ratings. For each of the following, please indicate how often you or the members of your household use or visit each of the facilities listed below using a scale of 5 to 1, where 5 means "Daily," and 1 means "Never." How often do you use or visit... Daily Several Times Per Week Several Times Per Month Several Times Per Year Never 1. Aspen Recreation Pool 5 4 3 2 1 2. Lewis Ice Arena 5 4 3 2 1 3. Aspen Recreation Center- fitness, climbing 5 4 3 2 1 4. Red Brick Recreation Center 5 4 3 2 1 5. Aspen Ice Garden 5 4 3 2 1 3. Barriers to Programs and Facilities Usage. Please indicate which of the following are the biggest barriers to you or anyone in your household using Aspen Recreational programs, activities or classes and facilities. [Check all that apply.] ____(01) No barriers ____(02) Too crowded/lack of availability ____(03) Fees are too high ____(04) I don't know what is offered ____(05) Too busy ____(06) Use other facilities or gyms ____(07) Desired programs are not offered ____(08) Desired different format of programs that are offered ____(09) Time when the programs are offered ____(10) Not interested in what is offered ____(11) Hours of operation are not convenient ____(12) Other: ____________________________________________ 4. From the following list, please CHECK ALL of the non-City organizations that you or members of your household have used for recreation and/or sports activities during the last 12 months. [Check all that apply.] ____(1) Public schools ____(2) Private schools ____(3) Private and non-profit youth sports ____(4) Private summer camps ____(5) Personal workout facilities ____(6) Private clubs (tennis, health, swim, fitness) ____(7) County, State and National Parks and facilities ____(8) Places of worship (e.g., synagogues, churches) ____(9) Other: _____________________________________________ 4a. What types of programs or facilities are you primarily using from other non-City organizations? _____________________________________________________________________________________________ Aspen, CO 2023 Report ETC Institute (2023)97 207 ©2023 ETC Institute Page 2 5.From the following list, please CHECK ALL the ways YOU CURRENTLY LEARN about Aspen recreation programs and services. ____(01) When participating in programs ____(02) City website ____(03) While visiting recreation facilities ____(04) Newspaper ____(05) Word of mouth ____(06) Promotions at special events ____(07) Banners ____(08) Emails ____(09) E-newsletter ____(10) Social media ____(11) Flyers ____(12) Digital screens at facilities ____(13) Other: ____________________________________________ 6.Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities? [Write in your answers below using the numbers from the list in Question 5, or circle "NONE."] 1st: ____ 2nd: ____ 3rd: ____ NONE 7.Please indicate how well your needs are being met for each of the programs listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Programs Fully Met Mostly Met Partly Met Not Met No Need 01. Adult biking 4 3 2 1 9 02. Adult climbing 4 3 2 1 9 03. Adult fitness and wellness programs 4 3 2 1 9 04. Adult hockey (leagues, clinics, programs) 4 3 2 1 9 05. Adult sports leagues 4 3 2 1 9 06. After-school programs for youth of all ages 4 3 2 1 9 07. Community events (Trunk or Treat, Community Health Day, etc.) 4 3 2 1 9 08. Group swim lessons 4 3 2 1 9 09. Online/virtual programs (e.g., fitness programs, virtual tours/virtual and augmented reality programs) 4 3 2 1 9 10. Pickleball lessons and leagues 4 3 2 1 9 11. Preschool programs (Playhouse) 4 3 2 1 9 12. Private swim lessons 4 3 2 1 9 13. Programs for people with special needs 4 3 2 1 9 14. Public skate 4 3 2 1 9 15. Senior (50+) programming 4 3 2 1 9 16. Summer camps 4 3 2 1 9 17. Teen/Tween programs 4 3 2 1 9 18. Tennis lessons and leagues 4 3 2 1 9 19. Water fitness classes/lap swimming 4 3 2 1 9 20. Youth biking 4 3 2 1 9 21. Youth climbing 4 3 2 1 9 22. Youth fitness and wellness classes 4 3 2 1 9 23. Youth sports (leagues, classes, programs) 4 3 2 1 9 24. Other: ________________________________________________ 4 3 2 1 9 8.Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the first column in Question 7, or circle "NONE."] 1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE Aspen, CO 2023 Report ETC Institute (2023)98 208 ©2023 ETC Institute Page 3 9. Please indicate how well your needs are being met for each of the ACTIVE AGING programs and services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Active Aging Programs and Services Fully Met Mostly Met Partly Met Not Met No Need 1. Dance lessons and programs 4 3 2 1 9 2. Senior sports leagues 4 3 2 1 9 3. Music classes and programs 4 3 2 1 9 4. Social gatherings 4 3 2 1 9 5. Special interest classes (gardening, writing, book clubs) 4 3 2 1 9 6. Volunteer opportunities 4 3 2 1 9 7. Other: _______________________________________ 4 3 2 1 9 10. Which TWO ACTIVE AGING programs/services from the list in Question 9 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the list in Question 9, or circle "NONE."] 1st: ____ 2nd: ____ NONE 11. Please indicate your level of agreement with the following statements concerning some potential benefits of Aspen's recreation facilities, programs, or services by circling the corresponding number. The recreation system in Aspen... Strongly Agree Agree Neutral Disagree Strongly Disagree Don't Know 01. Improves my (my household's) mental health and reduces stress 5 4 3 2 1 9 02. Improves my (my household's) physical health and fitness 5 4 3 2 1 9 03. Helps to reduce crime in my neighborhood and keep kids out of trouble 5 4 3 2 1 9 04. Makes Aspen a more desirable place to live 5 4 3 2 1 9 05. Is age-friendly and accessible to all age groups 5 4 3 2 1 9 06. Provides positive social interactions for me (my household) 5 4 3 2 1 9 07. Is physically accessible to all people 5 4 3 2 1 9 08. Promotes tourism to the City and the region 5 4 3 2 1 9 09. Provides recreation services and programs for residents with special needs 5 4 3 2 1 9 10. Provides volunteer opportunities 5 4 3 2 1 9 11. Other: ______________________________________________________ 5 4 3 2 1 9 12. Which FOUR of the benefits from the list in Question 11 are MOST IMPORTANT to you and members of your household? [Write in your answers below using the numbers from the first column in Question 11, or circle "NONE."] 1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE 13. Please rate your level of satisfaction with the overall value that your household receives from facilities, programs, or services at Aspen Recreation. ____(5) Very Satisfied ____(4) Satisfied ____(3) Neutral ____(2) Dissatisfied ____(1) Very Dissatisfied ____(9) Don't Know 14. Given the recent COVID-19/Coronavirus crisis, how has your and your household's perception of the value of facilities and recreation programs changed? ____(5) Value has significantly increased ____(4) Value has somewhat increased ____(3) No change ____(2) Value has somewhat decreased ____(1) Value has significantly decreased 15. Based on your perception of value, how would you want the City to fund future recreation needs? ____(1) Increase funding ____(2) Maintain existing funding levels ____(3) Reduce funding ____(4) Not sure Aspen, CO 2023 Report ETC Institute (2023)99 209 ©2023 ETC Institute Page 4 16. Please check the ONE statement you MOST SUPPORT regarding daily admission for non-City of Aspen residents into Aspen Recreation Facilities. [Check only ONE.] ____(1) Non-residents should be eligible for a daily admission at the same price as residents ____(2) Non-residents should be eligible for a daily admission at a higher fee than residents 17. Which ONE of the following is your MOST PREFERRED method of payment for use of Aspen recreation facilities? [Check only ONE.] ____(1) Daily pass ____(2) Monthly pass ____(3) Annual individual pass ____(4) Annual family pass ____(5) Punch pass (pay per-visit option) ____(6) None; would not or do not use the facility 18. We would like your opinion regarding the appropriate mix of funds to use for ongoing recreation programs and services. Please tell us the percentage of funding that you believe should come from each source in the table below. [Please be sure your total adds up to 100%.] _______% User Fees _______% Sales Tax _______% Other, please specify: _________________________________________________________________________ 100% TOTAL 19. What do you consider to be a reasonable charge for DAILY ADMISSION for a RESIDENT of the City of Aspen to use recreation facilities, including the Aspen Recreation Center (ARC), the Red Brick, and the Ice Garden? [Check only ONE.] ____(1) Less than $20 ____(2) $20-$30 ____(3) $30-$40 ____(4) $40-$50 ____(5) More than $50 20. What do you consider to be a reasonable charge for DAILY ADMISSION for a NON-RESIDENT of City of Aspen to use Recreation facilities, including the Aspen Recreation Center (ARC), the Red Brick, and the Ice Garden? [Check only ONE.] ____(1) $20-$30 ____(2) $30-$40 ____(3) $40-$50 ____(4) More than $50 Demographics 21. Your gender: ____(1) Male ____(2) Female ____(3) Non-binary 22. Your age: ______ years 23. Are you or other members of your household of Hispanic, Spanish, or Latino/a/x ancestry? ____(1) Yes ____(2) No 24. Which of the following best describes your race/ethnicity? ____(01) Asian or Asian Indian ____(02) Black or African American ____(03) American Indian or Alaska Native ____(04) White or Caucasian ____(05) Native Hawaiian or other Pacific Islander ____(99) Other: ____________________________________________ 25. What is the primary language spoken in your home? ____(1) English ____(2) Spanish ____(3) Vietnamese ____(4) Other: _________________________________ 26. Please share any additional comments that could assist us in improving recreational facilities and programs/services. Aspen, CO 2023 Report ETC Institute (2023)100 210 ©2023 ETC Institute Page 5 27. Would you be willing to participate in future surveys sponsored by the City of Aspen? ____(1) Yes [Please answer Q27a.] ____(2) No 27a. Please provide your contact information. Mobile Phone Number: Email Address: This concludes the survey. Thank you for your time! Please return your completed survey in the enclosed return-reply envelope address to: ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061 Your responses will remain completely confidential. The information to the right will ONLY be used to help identify the level of need in your area. Thank you! Aspen, CO 2023 Report ETC Institute (2023)101 211 Appendix B Volunteer Management Policy Example 212 Business Plan 1 VOLUNTEER POLICY PURPOSE AND GOAL The purpose of the Volunteer Program is to offer opportunities for residents, organizations, and friends of the Aspen Recreation Division to volunteer their skills and time in meaningful work that advances ongoing programs. The purpose of the Aspen Recreation Division’s Volunteer Policies is to support the Volunteer Program with guidance, structure and direction for staff and volunteers in the areas of: • Rights of and responsibilities of individual volunteers • Staff planning and volunteer training for meaningful work. • Personnel practices affecting volunteers. The Aspen Recreation Division may recommend guidelines and procedures that further support the Volunteer Program. Examples of guidelines and procedures are given at the end of this policy document. The Aspen Recreation Division may also develop a Volunteer Manual or Handbook to be provided to each volunteer. Volunteer recruitment and retention must be addressed through creative procedures, which are of the utmost importance. Such procedures will be developed by the The Aspen Recreation Division staff, based on consultation with experienced volunteer coordinators in other similar organizations. ISSUES ADDRESSED The adoption of volunteer policies will address these issues: • Indicate the importance of the Volunteer Program and individual volunteers. • Bring increased structure and predictability into the management of volunteers. • Require improved planning for volunteer activities and training for volunteers, within the ongoing programs. • Avoid misunderstandings and mistakes regarding volunteer personnel practices, especially with an increasing number of volunteers. • Development of advocacy EXPECTED BENEFITS AND OUTCOMES • A commitment by the Aspen Recreation Division to its Volunteer Program will yield increased volunteer accomplishments of necessary recreation projects for which funding is not available. • A business-like approach to volunteer management will increase volunteer participation and satisfaction. • Communication of adopted volunteer personnel policies will assure volunteers of fair treatment while performing tasks. • Well-planned volunteer projects, combined with the necessary volunteer training, will generate increased motivation and greater contribution of time and skills. • Advocacy among volunteers will increase as a natural outcome of the volunteer experience. 213 Business Plan 2 • Stewardship volunteers will gain understanding and experience useful in communicating and demonstrating the importance of land stewardship to others in the community. VOLUNTEER PROGRAM POLICIES These policies are organized within the following sections: • Rights and Responsibilities of Individual Volunteers • Volunteer Training and Safety • Rights and Responsibilities of Individual Volunteers DEFINITION OF "VOLUNTEER" A "volunteer" is anyone who, without compensation, performs a task in the direction of, and on behalf of, the Aspen Recreation Division. ORIENTATION Volunteers shall be given an orientation to that will include an introduction to the Division and its staff, the policies that guide the volunteer's relationship with the Aspen Recreation Division, (the Volunteer Manual), and the programs and plans within which volunteers may work. NON-DISCRIMINATION Participation as a volunteer for Aspen Recreation Division shall be open to any individual, and no individual shall be discriminated against or harassed based upon race, gender, sexual orientation, marital or parental status, national origin, age, or mental or physical handicap. MINIMUM AGE The minimum age for volunteers on non-hazardous assignments is 14 years. Volunteers under the age of 18 must have the written consent of a parent or guardian before volunteering. The volunteer duties assigned to a minor will comply with all appropriate laws and regulations on child labor. Special permission must be given to groups of individuals under the age of 14 (e.g., Cub Scouts) who wish to serve in a voluntary capacity for the Aspen Recreation Division. Adult supervision will be required for all of those under 14 years of age. VOLUNTEER RECOGNITION The Aspen Recreation Division has approved an annual Volunteer Recognition program which will be offered for each volunteer who has given a minimum of 10 hours in the preceding year. DRESS CODE Volunteers shall dress appropriately for the conditions and performance of their duties, and to present a good image to the community. Volunteers shall follow the current dress code adopted by the Aspen Recreation Division. 214 Business Plan 3 VOLUNTEER TRAINING AND SAFETY SUPERVISOR Based on the volunteer’s interests and strengths, as well as the needs of the Aspen Recreation Division, each volunteer will be assigned to collaborate with a staff member or a trained and qualified adult volunteer, who will provide training, guidance, and supervision. The supervisor shall be available to the volunteer for consultation and assistance. PLAN OF WORK Each volunteer will be provided with a scope of work job description and assistance in understanding the expectations of her/his service. TRAINING The supervisor will provide the proper on-the-job training for each volunteer and provide information and tools to perform her/his duties. Other training opportunities may arise in the form of workshops and meetings. Some activities may require the volunteer to have specific qualifications. WORKING ALONE PROHIBITED At no time shall any volunteer work alone at a work site. The volunteer's supervisor or an adult volunteer leader shall always be present. SAFETY Volunteers are responsible for: • Supporting efforts to promote safe working conditions and habits. • Making full use of safety equipment and safeguards provided for assigned tasks. • Reporting immediately all unsafe work conditions to their supervisor RESPONSIBLE STAFF MEMBER An Aspen Recreation Division staff member or adult volunteer leader who is solely responsible for the project shall be on the premises or readily accessible in case of an emergency or unanticipated need. WORK SITE The work site shall be provided with the necessary equipment, facilities, and space to enable the volunteer to perform her/his duties effectively and comfortably. Volunteer work sites are subject to the same safety requirements as are all recreation work sites. ACCESS TO PROPERTY AND MATERIALS Volunteers shall have access to Aspen Recreation Division property and materials necessary to fulfill their duties and shall receive training in the operation of any necessary equipment. Property and materials shall be used only when directly required for the volunteer's task. ACCESS TO INFORMATION Volunteers shall have access to information pertinent to the performance of their work assignments, except for information which Aspen Recreation Division deems to be confidential. 215 Appendix C Recreation Program Evaluation Tools 216 Class Name:Session/Season: Instructor Name:Budget Org Key: Are the required knowledge/skills/abilities available within the department? Is a partnership or collaboration with an outside organization needed? List possible partners: Should we conduct a "pilot" of this program and why? Number Meetings:Hours Per Meeting: Minimum enrollment: Location:Park/School 0 Proposed cost per nonresident Signature Facility 0 0 Contractor's Facility 0 @ Max @ Min @ Max @ Min Per participant:0.00 0.00 0.00 Instructor pay per hour:#DIV/0!#DIV/0! Percentage:0.0%0.00 0.00 City cost per hour per person:#DIV/0!#DIV/0! Per class:0.00 0.00 0.00 Per hour:-$ 0.00 0.00 Res Non $0.00 $0.00 Participant cost per hour:#DIV/0!#DIV/0! x Program Description/Overview Parks & Recreation Department Pre-Program Analysis Nonresident differential Maximum class capacity: Proposed cost per resident: Information Available Program Goals/Objectives (Minimally 3 Specific Goals/Outcomes) x Proposed Instructor Costs Overview of Proposed Fees x x How does this program align with the Department's Mission/Vision/Values? Target Population - Who will this program serve? (specify age group(s)) Target Geographic Area(s) - What area of town will this program be held and why? East Central West Yes No Yes Yes No No 217 @ Max @ Min @ Max @ Min Gross Revenue:$0.00 $0.00 Differential NR Revenue 0 0 @ Max @ Minimum 0.00 0.00 Include employee pmts by % or per hour 0.00 0.00 Include materials, books, t-shirts 0.00 0.00 Include mailers & activity guide ($650 pp summer used for est) Indirect Costs: 0.00 0.00 0.00 0.00 0.1 $0.00 $0.00 115% #DIV/0!Net revenue @ max & 23% Non Res $0.00 #DIV/0!Net revenue @ min & 23% Non Res $0.00 #DIV/0! Enrollment needed for 100% recovery aka "Break Even Point" ----Based on 23% Nonresidents Enrollment needed for recovery goal aka "Meets Goal" ----Based on 23% Nonresidents Marketing Revenue revised 1/14 Other Considerations Indirect Staffing Total Costs Financial Analysis Recovery goal Comments Instructors Recovery % @ max & 23% Non Res Recovery % @ min & 23% Non Res Expenses Direct Costs: Additional Costs Facility 218 Class Name: Budget: How much revenue was recorded in CLASS?Differential NR Revenue $0 How much grant revenue, if any, does program receive? How much in non staff costs were incurred? include materials, supplies, books, t-shirts etc. How much space was used in the activity guide for advertising?full page Guide:summer Where was the program held?Location type: For the program coordinator and supervisor, how much work was the class?a lot 0 Where does program fall in the pyramid? Position Total Hrs Rate Rec Pgm Leader $19.95 Facility Manager $19.00 (not included to the left) Pool Manager Asst Pool Mngr $15.92 Aquatic Spec III $15.68 Per person:$0 Aquatic Spec II $14.25 Per class:$0 Aquatic Spec I $12.96 Percentage:$0 Rec Cashier II $14.03 Per hour $0 Rec Cashier I $12.76 Rec Specialist III $15.44 Rec Specialist II $14.03 Rec Specialist I $12.76 Rec Aide $10.50 Librarian Library Tech Library Asst Library Page $14.04 Library Trainee $12.76 Maintenance Preschool Teacher $17.76 Scorer 1 $11.24 Contract instructors $0.00 Total Salaries Hours per course:0 Hours of experience:0 #DIV/0!Class held vs. offered goal:80% Residents Nonresidents Total Boys Comments Girls park/school Highly INDIVIDUAL $0.00 Did program involve "non-instructor" staff time (such as Sparks, TRL, MGOL, special events)? Enter number of hours (not included in staffing figures below). These are hours not charged directly to program but hours associated with providing it. Instructor Costs/Staffing Hours - Includes Prep Hours How much was paid to the instructor? How is the instructor paid? Cost Parks, Recreation Libraries Department - Post Program Analysis Rates $110 $100 Percentage of Classes Held: Attendance & Participation By the Numbers Number classes offered: Number classes cancelled: 0 $0.00 Session/Season: Capacity 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Participants $0.00 $0.00 $0.00 Wait List $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 219 Class Name: Budget: Parks, Recreation Libraries Department - Post Program Analysis Session/Season: Direct/Controllable Costs:Indirect Costs:What do indirects cover? $0.00 facility custodial, utilities etc. 0.00 pgm coord, pool mngr, sups 900.00 Admin Overhead training, gen liablty, superintendents Subtotal Direct Costs:$900.00 Total recovery range from pyramid 100%+ Controllable cost recovery percentage 0%Total recovery percentage 0% Net Revenue:Program capacity realized:#DIV/0! Location: Program offering:Customer satisfaction goal:95% How was data gathered?Recommendation Program curriculum required: Provided?yes Mark the top three Core Values of program: Target Audience:Age Group:Geographic Location: Did program meet stated goals & objectives?yes If no, why? Program Life Cycle: Move this symbol to Life Cycle graph showing where you would place it at this time. Action plan to move program into maturation/saturation: If program is now in "decline," does evaluation support program termination?no Updated August 2013 0 Customer satisfaction: Instructors/Staff Financial Analysis Recovery goal (compared to controllable costs) Other Considerations Comments ($900.00) Marketing Indirect Staffing Total Costs 0.00 0.00 0.00 $900.00 New Annually Nuture/Grow Maturation Grouped/Avg Program Life Cycle Expenses Additional 5000s Costs Facility Fun & Celebration Community Safety Learning Stewardship Inclusion Creativity Diversity Collaboration Innovation People Health & Wellness 220 Appendix D Outreach to Diverse Underserved Populations Policy Example 221 Business Plan 1 OUTREACH TO DIVERSE UNDERSERVED POPULATIONS POLICY EXAMPLE STANDARD: The agency shall proactively extend programs and services to residents who may be underserved in the community. To encourage participation in parks and recreation programs and services, agencies shall identify and address barriers that may limit access including physical, social, and mental abilities and financial, geographic and cultural barriers. Financial barriers may be addressed through reduced fees and scholarships. Agencies should offer inclusionary support services to ensure access to programs and services for people of all abilities and socioeconomic status. SUGGESTED EVIDENCE OF COMPLIANCE: Identify underserved populations (provide methodology and data used for this analysis), describe specific barriers within the community that limit participation and provide examples of outreach programs and services offered by the agency to meet the needs of these populations and overcome barriers to access. EVIDENCE OF COMPLIANCE: The Agency strives to serve all residents and makes a special effort to identify and reach out to underserved groups including those with the following potential barriers: •Financial. According to 2020 Census data, the City of Aspen knows that 6.6% of families (just under 230) in Aspen live under the poverty level. The City has a scholarship program to assist these families. The City reaches out to the local school district and has attended school staff meetings in the past to explain the scholarship program. Additionally, the scholarship brochure and application were distributed through the school district's digital backpack and directly to families that are part of the school district's free and reduced lunch program. Efforts like these have led to an increase in the number of scholarships awarded in recent years as evidenced by reports from the City's registration software. •Disabilities. The City provides inclusion services, from training for City staff on inclusion techniques to providing trained inclusion aides when additional support is needed. •Connectivity. Aspen is only 3.66 square miles and all portions of the community are served by sidewalks, trails or access to free public transportation. Therefore, there are not the same geographical barriers that may exist in other communities. However, per the Trust for Public Lands, (ParkServe® | Trust for Public Land (tpl.org) only 52% of city residents are within a 10 minute walk to a park. 222 Appendix E Succession Planning Guidelines 223 Business Plan 1 SUCCESSION PLANNING As key positions approach retirement age within the next 5-10 years, it is imperative that the Division plans. By developing a succession plan that focuses on organizational sustainability, the Division will not only be able to further develop a highly professional staff, but also ensure that the Division can seamlessly manage itself forward. The Division’s workforce management and succession planning must be a conscious effort to build and sustain a competent workforce, a process that begins with intake. The building of organizational competence to both create a competitive pool of talent and preserve levels of performance is dependent on specific internal and external actions that achieve succession planning outcomes. Vacating leadership will drive a primary focus; however, the succession-planning component by itself is not a technique to just create individual career advancement opportunities or a reward for high performers. The objective of succession planning is to ensure that the Division continues to operate effectively when individuals depart from critical positions. This may not include all existing managerial positions; however, it may include positions that are not supervisory or managerial but instead utilize unique, hard-to-replace competencies. Succession planning is strategic, both in the investment of resources devoted to it and in the kinds of talent it focuses on. It is not a one-time event; rather, it is reassessed and revised annually through the workforce planning process. GOALS/DESIRED RESULTS •Ensure the systematic and long-term development of individuals to replace key job incumbents. •Provide a continuous flow of talented people to meet the organization’s management needs. •Assess the leadership needs to ensure the selection of qualified leaders is diverse, a good fit for the organization’s mission and goals, and have the necessary skills that support a capable and adaptive organization. 224 Business Plan 2 • To ensure high quality replacements for those individuals who currently hold positions that are key to the organization’s success. • Structure operational methods to adequately support required employee growth and development process. • Ensure an adequate knowledge base is preserved while management and leadership are transitioned and populated with new skills and talents. This knowledge and competency preservation effort can occur at other levels, as identified by directors. 225 Appendix F Marketing Plan Example 226 227 228 229 230 guiding 231 our current 232 233 about 234 235 conceptual foundation 236 conceptual foundation 237 238 moving 239 Sub-divisions 240 241 242 243 244 245 value 246 247 248 249 250 251 252 253 254 constituent-centered 255 constituent-centered 256 constituent-centered 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 denton customers 301 302 performance 303 performance 304 performance 305 performance 306 307 308