HomeMy WebLinkAboutagenda.council.worksession.20150127
CITY COUNCIL WORK SESSION
January 27, 2015
4:00 PM, City Council Chambers
MEETING AGENDA
I. Recreation Business Plan
II. FERC permit discussion
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MEMORANDUM
TO: MAYOR & CITY COUNCIL
FROM: TIM ANDERSON, RECREATION DIRECTOR
THRU: RANDY READY, ASST. CITY MANAGER
JEFF WOODS, MANAGER OF PARKS &
RECREATION
DON TAYLOR, FINANCE DIRECTOR
DATE OF MEMO: JANUARY 15, 2015
MEETING DATE: JANUARY 27, 2015
RE: RECREATION BUSINESS PLAN UPDATE
REQUEST OF COUNCIL: Staff is seeking direction on the next steps regarding the updated
Recreation Business Plan and key findings by PROS Consulting. While the attached report
provides the full picture of this issue and is a complement to this memo, staff would like to
recommend immediately focusing on the elements of the plan that should be prioritized
forimplementation. These include:
• Financial Performance: Tune up the cost analysis and development of pricing strategies
based upon a clarification of service and cost recovery methodology (lowering the City’s
subsidy).
• Technology: Focus on increased use of online registrations, website, and Radio
Frequency Identification (RFID) partnerships. (RFID partnerships are opportunities to
use the software we have in conjunction with other businesses in town such that guests
would have one stop shopping, meaning they could purchase use of recreation amenities
in advance as part of their visit.)
• Marketing Strategies: Develop and implement promotions, sales, and strategies directed
towards specific target markets.
• Establishment of Performance Measures: Identify areas which will best lead to success,
create measurable outcomes and regular assessments of performance.
Detailed examination and improvements in these focus areas will drive an overall plan for
continued operational success that meets both organizational goals and customer requests for the
best recreation programs, facilities and services. The facilities addressed in the plan include the
ARC, Red Brick Recreation Center and the Aspen Ice Garden.
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PREVIOUS COUNCIL ACTION: In 2005 City Council adopted the inaugural Recreation
Business Plan, attachment “B”. This plan was developed at the request of the Aspen Recreation
Center Citizen Advisory Committee with the intent of developing identifiable goals for the
Recreation Division and providing future direction to staff regarding financial and service goals.
Specific direction at that time from Council was to work toward the achievement of a recovery
level of direct expenses for programs and facilities which would equate to 50% for youth
programming and 100% for adult programming. Staff has generally done this, with a focus on
maintaining an overall subsidy level approved by Council.
BACKGROUND: The consultant focused on the following areas in the 2005 Business Plan:
• Review of recreation division structure/resources/policies
• Assessment of physical condition and functionality
• Review of recreation services and programs
• Review of budget requirements
• Review of marketing program
• Determination of possibilities for facility expansion
• Cost of services analysis
• Citizen survey
• Published final report and recommended action plan
Of the 27 Action Items identified in the 2005 Business Plan, 22 were implemented, leaving only
five that were not. This was due to funding challenges or required partnerships that did not
evolve. Additionally, the economic downturn in 2009 changed the direction of operations and
resulted in a downturn in the generation of revenue.
DISCUSSION: The purpose of the 2015 update is to continue to strategically look at recreation
services, business models and economic effectiveness. The Recreation Business Plan Update
defines a management approach to ensure financial sustainability through principles of
efficiency, productivity, cost of service, and revenue production .
The report provides information and benchmark comparisons regarding:
• Financial performance
• Review of the division’s structure/resources/policies
• Results from a statistically valid community survey
• Facilities review
• Action Plan
• Final written report
.
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It is important to note that since the work on this business plan began in 2013, staff has listened
to and acted upon many requests of the public and recommendations of the consultants already,
leading to an improved bottom line from a 48% recovery level in 2012 to a 53% recovery in
2014.
Key Findings:
1. FINANCIAL PERFORMANCE AND PROGRAM SERVICE DELIVERY
The City of Aspen Parks & Recreation Department has taken steps to position itself for better
financial performance since 2005.
• The City of Aspen Parks & Recreation Department has hired a financial analyst who has
helped create an outcome-based culture in the recreation division.
• Twenty-five percent of the City of Aspen’s population purchased a Fun Pass in 2012.
This percentage exceeds the best practice metric of 21 percent.
• Geographically separated facilities create significant operational efficiency challenges.
• Online registrations exceeded 80% in 2014.
• Addition of Silver Sneakers and senior programming has added users and connected with
an important part of Aspen’s population.
2. FACILITY MAINTENANCE
Through the public survey and specific facility surveys, the community is generally pleased
with maintenance and cleanliness of facilities, but the challenge is to continue to earn high
customer satisfaction levels over the life of the facilities.
3. MARKETING
In 2010 online registrations and use of the website were below 10%. Through innovative
pricing, marketing and website updates, online registrations increased over a four year period
to over 80%, and online mechanisms for increased marketing and promotions have enabled
staff to achieve the 53% recovery in 2014.
• The 2014 Black Friday FUN pass sale netted $59,898 in pass sales. This was a new
program that far exceeded expectations. The 302 passes sold and resulting revenue
accounts for 12% of annual sales in just four days.
• The use of social media is associated with an increase in promotional success.
4. TECHNOLOGY SOLUTIONS
• State of the art systems are in place, but potential for improvement lies in the
development of partnerships and the use of RFID applications.
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5. CAPITAL IMPROVEMENTS
Through the community survey and PROS analysis, the report shows that facilities are
lacking in two distinct areas:
Indoor Space:
Based on the percentage of respondent households who place adding more indoor
Recreation Division facilities as either “very important” or “important,” 61 percent of
respondent households find it important to specifically add more indoor weight training
space and equipment.
Outdoor Space:
Based on the percentage of respondent households who place adding more outdoor
Recreation Division facilities as either “very important” or “important,” 47 percent of
respondent households find it important to add an outdoor swimming pool . PROS, through
its analysis, notes that an outdoor splash pad or spray ground may be a better option.
6. PERFORMANCE MEASURES
Currently, the Aspen Recreation Division utilizes a citywide template for tracking
performance measures. However, the Recreation Division needs to be more focused on the
quantitative measure of services and how they relate to the success of the operation and
meeting budgetary expectations.
Next Steps:
PROS provides a number of recommendations in the conclusion of the report and in the Action
Plan Matrix that staff will utilize in the assessment and establishment of performance measures
and outcomes related to this plan. The next steps below are derived from the full report and are
summarized in the Action Plan Matrix.
1. FINANCIAL PERFORMANCE
Staff has begun to implement a process for updating the cost analysis model for operations.
The challenge in the cost analysis is how to allocate fixed costs and overhead costs to various
programs and facilities. Staff will develop an allocation policy, move forward with the
identification of costs per program and facility, then implement the PROS methodology of
classifying programs and establishing cost recovery goals.
The next steps will be:
• Develop and incorporate a new pricing policy
• Recreate the cost analysis with methodology found in the report
• Incorporate performance measures with financial goals
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2. DEVELOPMENT AND USE OF TECHNOLOGY
The business plan identifies Aspen
p. 48). PROS has identified the
a. Enhanced patron communications
• Seek feedback on information requested and implement best practice uses of the
website.
• Continue to use the website
communicating Parks & Recreation
newsletters.
• Continue to use online registration as an effective tool for
promotions.
• Use technology in the delivery of local FUN pass
b. Develop a guest-based approach to
• Develop ways to use technology to deliver marketing and promotions.
• Develop p artnerships and use of RFI
c. Partnerships and use of RFID:
• Partner with other entities in town for the benefit of our guests in
• Pursue RFID partnership with
guests to purchase Parks &
• Partner with local businesses
pricing of Parks & Recreation amenities
3. CONTINUE DEVELOPMENT AND USE OF MARKETING
a. Identify target markets and specific strategies directed towards those markets
• Promotions by age s egments
• Guest and local promotions
• Down valley residents
• Development of ACRA promotions/benefits
b. Continue to use social media
• Promotions
• Photos
• Contests
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DEVELOPMENT AND USE OF TECHNOLOGY
identifies Aspen ’s use of Technology as “state of the art” (ref.
has identified the following areas for improvement:
Enhanced patron communications :
eek feedback on information requested and implement best practice uses of the
Continue to use the website www.aspenrecreation.com as an effective tool for
communicating Parks & Recreation Department activities through electronic
Continue to use online registration as an effective tool for delivering marketing and
Use technology in the delivery of local FUN pass benefits
based approach to the use of technology:
Develop ways to use technology to deliver marketing and promotions.
artnerships and use of RFI D
Partnerships and use of RFID:
artner with other entities in town for the benefit of our guests in Aspen
Pursue RFID partnership with local businesses using the same software
guests to purchase Parks & Recreation services seamlessly.
local businesses to facilitate guests’ advance purchasing
of Parks & Recreation amenities .
CONTINUE DEVELOPMENT AND USE OF MARKETING
Identify target markets and specific strategies directed towards those markets
egments
promotions
residents
Development of ACRA promotions/benefits
use social media for:
rt” (ref. section 8.1
eek feedback on information requested and implement best practice uses of the
as an effective tool for
epartment activities through electronic
delivering marketing and
Develop ways to use technology to deliver marketing and promotions.
Aspen .
local businesses using the same software allowing
purchasing and package
Identify target markets and specific strategies directed towards those markets :
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c. Identify strategies such as the “Black Friday” promotion targeting specific markets:
• Black Friday was targeted at winter seasonal employees
• Silver Sneakers targets seniors 62 and older
• Teen promotions and partnerships with Aspen Youth Center
• Families
d. Continue to align best practices with the Bowman Marketing Study:
• Leverage the Aspen brand
• Be well-known for providing outstanding service
e. Continue to increase online use and associated online marketing strategies :
• Promotions/specials following online registration
• FUN Pass promotions marketed to push customers to view our full offerings on the
website
4. ESTABLISHMENT OF PERFORMANCE MEASURES
Staff will begin establishing measureable outcomes as they relate to:
• Financial performance
• Use of technology
• Marketing and promotions
a) Outcome measures should all tie to and ultimately lead to financial success as
defined by Council and City Administration. The use of technology should be
measured as to how it contributes to operational efficiency as well as the delivery of
information, marketing and promotions.
b) Marketing and promotions should have financial goals that can be measured for
success in the accomplishment of financial goals.
c) Financial goals should be set and the bar should be raised annually with a clear plan
developed through the use of the cost analysis tool.
As identified by PROS in Appendix 8 (ref. p. 93), the performance measures, within the
functional areas above, should be developed to:
• Identify the activity goal(s)
• Examine the budget vs. the expected output
• Seek efficiencies
• Seek avenues for effective delivery of services (reduced operational cost, varying ways
to deliver the service, increase fees)
5. CAPITAL IMPROVEMENTS
The addition of indoor fitness space and an outdoor pool were highest on the list of
improvements desired by those citizens surveyed. Chapter 10 in the report (ref. pages 51–
56) addresses capital improvements as identified in the citizen survey. Recommendations
from PROS and ancillary improvements to consider if these improvements are pursued
include:
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Indoor Space:
• Create an additional 5,000 square foot indoor fitness center above the existing indoor
pool at the ARC.
• Renovate the existing health and fitness center near the main entrance into a childcare
or child watch space.
• Renovate the space in the basement of the ARC facility into a modern, state of the art
aerobics classroom space.
Fitness areas are widely considered to be the highest net revenue producing area of any
recreation center. Based on a 2010 feasibility study, conceptual cost of a fitness center
added to the ARC would be approximately $3.5 million.
Outdoor Space:
• Option 1: Development of an outdoor pool that emphasizes shallow water.
• Option 2: Development of a spray ground.
With the short summer season Aspen experiences and the cost to run an outdoor pool(s),
PROS recommends a splash pad be pursued to fulfill the purpose of an outdoor aquatics
facility. Splash pads focus on fun spray features and are low cost to operate. They are
somewhat similar to the mall fountain which attracts kids and provides fun at a low cost.
FINANCIAL/BUDGET IMPACTS:
PROS consulting recommends that the Aspen City Council adopt an overall cost recovery goal
for the Recreation Division that is equal to 67 percent. In order to achieve the cost recovery goal,
the Aspen Recreation Division will need to meet the cost recovery goals established for each
program area as recommended.
In order to do so staff must:
• Update the cost analysis tool
• Identify performance measures
• Effectively use marketing outcomes to achieve financial goals.
• Effectively use technology outcomes to achieve financial goals.
The process of achieving a 67 percent return rate will take several years. Real changes and
decisions will need to be made regarding service levels, the delivery of services, and price
increases. PROS has found in this report that the Recreation Division overall is operating
effectively and efficiently, so most changes need to come either in pricing or service levels.
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RECOMMENDED ACTION:
1. Staff’s recommendations are to move forward on the following next steps:
a) Financial Performance: Tune up the cost analysis and development of pricing
strategies based upon a clarification of service and cost recovery methodology
(lowering the City’s subsidy).
b) Technology: Focus on increased use of online registrations, website, and Radio
Frequency Identification (RFID) partnerships. (RFID partnerships are opportunities to
use the software we have in conjunction with other businesses in town such that
guests would have one stop shopping, meaning they could purchase use of recreation
amenities in advance as part of their visit.)
c) Marketing Strategies: Develop and implement promotions, sales, and strategies
directed towards specific target markets.
d) Establishment of Performance Measures: Identify areas which will best lead to
success, create measurable outcomes and regular assessments of performance.
2. Follow through on direction from Council on any other Business Plan work program
elements.
3. Accept the Business Plan document and use it to help guide operational improvements and
facilities planning over the next ten years.
ATTACHMENTS:
“A” 2015 Business Plan Update “Final Draft”
“B” Executive Summary from 2005 Adopted Business Plan
“C” Action Plan Matrix
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January 2015
Aspen Recreation Business Plan Update
FINAL REPORT
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Acknowledgements
City Council
City Manager’s Office
Parks and Recreation Department
Recreation Division
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Table of Contents
- EXECUTIVE SUMMARY ................................................................ 1
INTRODUCTION ................................................................................................................................... 1
PROJECT PURPOSE AND GOAL ........................................................................................................ 1
BUSINESS PLAN ORGANIZATION ....................................................................................................... 2
SUMMARY OF KEY FINDINGS AND RECOMMENDATIONS ............................................................ 3
ACTION PLAN .................................................................................................................................... 11
- RECREATION DIVISION OVERVIEW ........................................ 13
OVERALL OBSERVATIONS ................................................................................................................ 13
SUMMARY .......................................................................................................................................... 15
– MARKET ANALYSIS ............................................................... 16
DEMOGRAPHIC ANALYSIS .............................................................................................................. 16
COMPARATIVE ANALYSIS ................................................................................................................ 18
STATISTICALLY VALID SURVEY .......................................................................................................... 23
- FINANCIAL PERFORMANCE AND PROGRAM DELIVERY .... 26
FINANCIAL PERFORMANCE KEY FINDINGS ................................................................................... 26
PROGRAM AND SERVICE DELIVERY KEY FINDINGS ..................................................................... 30
PROGRAM AND SERVICE CLASSIFICATION .................................................................................. 33
FINANCIAL PERFORMANCE & PROGRAM DELIVERY-KEY RECOMMENDATIONS .................... 36
FINANCIAL PERFORMANCE & PROGRAM DELIVERY - OTHER RECOMMENDATIONS ............ 39
- ORGANIZATIONAL STRUCTURE ............................................... 40
KEY FINDINGS .................................................................................................................................... 40
KEY RECOMMENDATIONS ............................................................................................................... 40
OTHER RECOMMENDATIONS .......................................................................................................... 42
- FACILITY MAINTENANCE ............................................................. 43
KEY FINDINGS .................................................................................................................................... 43
KEY RECOMMENDATIONS ............................................................................................................... 44
OTHER RECOMMENDATIONS .......................................................................................................... 44
- MARKETING............................................................................. 45
KEY FINDINGS .................................................................................................................................... 45
KEY RECOMMENDATIONS ............................................................................................................... 45
- TECHNOLOGY SOLUTIONS .................................................... 47
FINDINGS ............................................................................................................................................ 47
KEY RECOMMENDATIONS ............................................................................................................... 48
- PERFORMANCE MEASURES .................................................... 49
KEY FINDINGS .................................................................................................................................... 49
KEY RECOMMENDATIONS ............................................................................................................... 49
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- CAPITAL IMPROVEMENT RECOMMENDATIONS ..................... 50
KEY FINDINGS .................................................................................................................................. 50
KEY RECOMMENDATIONS - INDOOR FACILITIES ........................................................................ 50
KEY RECOMMENDATIONS - OUTDOOR FACILITIES .................................................................... 54
- CONCLUSION ........................................................................ 57
APPENDIX .................................................................................................................. 59
APPENDIX 1 - COMMUNITY SURVEY RESULTS ...................................................................................... 59
APPENDIX 2 – RECREATION PROGRAM STANDARDS ........................................................................ 77
APPENDIX 3 - VOLUNTEER POLICY ........................................................................................................ 80
APPENDIX 4 - SCHOLARSHIP POLICY ................................................................................................... 83
APPENDIX 5 - SPONSORSHIP POLICY ................................................................................................... 85
APPENDIX 6 - PARTNERSHIP POLICY ..................................................................................................... 88
APPENDIX 7 - REVENUE DEVELOPMENT MANAGER JOB DESCRIPTION .......................................... 91
APPENDIX 8 - PERFORMANCE MEASURE TEMPLATE .......................................................................... 93
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- EXECUTIVE SUMMARY
INTRODUCTION
The City of Aspen is a signature destination community with world-class outdoor adventures that include
skiing, biking, golfing, hiking, and exceptional indoor activities such as swimming and ice related sporting
activities. As a destination for visitors from across the globe and home to a very active population of
nearly 6,700, the business of Aspen has been, and will continue to be, that of recreation; yet the city is
able to maintain a small-town charm that year-round residents call home. As a major provider of
recreation facilities, programs, and special events, Aspen Parks & Recreation plays an integral role in
the success of the City of Aspen’s business and service brand.
PROJECT PURPOSE AND GOAL
As a strategy to continue to play an integral role in the business of recreation and to provide momentum
to improve the services and overall economic effectiveness when delivering services, the City of Aspen
hired PROS Consulting to conduct a Recreation Business Plan Update. This report defines a management
approach to ensure financial sustainability through principles of efficiency, productivity, cost of service,
and revenue production. Moreover, this report will assist city staff in their efforts toward increasing
bandwidth in the use of recreation facilities and programming excellence.
To help determine where opportunities exist, the Recreation Business Plan Update offers a specific
examination of the Aspen Parks & Recreation division. The results of this study include a progress report
of the outcomes of the 2005 Business Plan. The ultimate desire of this work is to improve the
effectiveness and efficiency of the operations and to determine potential future capital improvements
desired by the community.
1.2.1 PROJECT PROCESS
The primary intent of the Recreation Business Plan Update is to align the services and functions of the
Aspen Recreation Division with the needs and expectations of the community, and the mandates and
resources of the City of Aspen.
The foundation of the Recreation Business Plan Update was to “mine” local knowledge through the use
of a creative and comprehensive public participation process. It was important to engage community
members who enjoy the opportunity to participate in planning. Equally important was the desire to
encourage thoughts from other stakeholders that typically do not voice their opinions. The public input
process incorporated a variety of methods that included interviews, focus group meetings, and public
forums. These findings were triangulated with the results of a citywide statistically valid survey of the
Needs and
Expectations of
the Community
Mandates and
Resources of the
City
Services and
Functions of the
City of Aspen
Recreation
Division
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community. The data generated from these critical community interactions was used to aid the
investigator when accurately articulating the true unmet needs, addressing key operational issues,
providing recommendations for business related changes, and strategizing to move the recreation division
forward for optimum results.
1.2.2 ELEMENTS OF THE PLAN
The planning process for the Recreation Business Plan Update was completed in conjunction with the
Aspen Recreation Division staff and included:
The collection and analysis of available operational and financial data.
Onsite visits by the consulting team to gain input from staff, stakeholders, and the community.
The observation of operations of multiple facilities and services.
The data collected from the staff and onsite visits allowed the consulting team to identify key factors,
issues, and concerns regarding how the Aspen Recreation Division manages operations.
Specific elements for analysis requested by the recreatio n division leadership included assessments of
the:
2005 Business Plan outcomes and results
Financial Performance and Program Service Delivery
Organizational Structure, efficiency and functional design
Facility Maintenance Practices
Services Provided and Associated Marketing
Technology Use and Outcomes
Capital Improvements Needed
BUSINESS PLAN ORGANI ZATION
This Recreation Business Plan Update presents the overall analysis, findings, and recommendations of
the consulting team related to the areas outlined in the scope of services. This study begins with an
Executive Summary that provides an overview, and the following sections respond to the desired
categories outlined in the study scope to reveal findings and to offer recommendations. The study
concludes with a Summary Action Matrix for all major recommendations.
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SUMMARY OF KEY FINDI NGS AND RECOMMENDATI ONS
Following the assessment of Aspen Recreation Division operations, PROS Consulting identified a variety
of opportunities to support the development of the Recreation Business Plan Update. These
recommendations for the operational, programming, facility, and financial recommendation elements
will guide decision-making for the next five years. A n evaluation of the achievements from the 2005
Business Plan recommendations was used when completing the assessment.
1.4.1 2005 BUSINESS PLAN A SSESSMENT
The overall vision and mission of the Aspen Recreation Division has evolved over the past decade as
the 2005 Business Plan was implemented. The economic downturn slowed the implementation of the
recommendations, but as economics improved, staff was very effective when meeting the goals of the
plan. The following table summarizes the status of the 2005 Business Plan recommended goals. It is
expected that the strategic areas where the status is labeled as ongoing will continue to evolve in
conjunction with the recommendations set forth in the 2014 Business Plan.
STR ATEGIC AREA GOALS STATUS
Organizational Functionality
*Function as single entity
*Addition of Financial Analyst position
*Develop Special Events/Marketing team
*Establish level of service staffing m odel
100% fully im plemented and
ongoing
Custom er Service *Im plement On-Line Registration
*Enhance signage and inform ation exchange 100% fully im plemented
Financial
*Develop a pricing policy
*Establish pricing strategy based on Cost of Service
m odel
*Create an agreed upon subsidy level for the ARC
*Integrate division and city financial system s
*Measure econom ic impact of Recreation Division
services
100% fully im plemented and
ongoing
Marketing
*Prom ote the Recreation Division within all
external special events using public spaces
*Develop segm ented target m arketing strategy
*Establish local marketing program that targets
residents
*Develop non-resident marketing plan
*Pursue sponsorship and prom otional
opportunities with the private sector
Ongoing
Programs and Services
*Create program s that focus on tourists
*Develop fitness program s
*Partner with A spen Youth Center for older teen
program ming
*Develop shoulder season programm ing
Ongoing
Capital Improvem ents
*Resolve construction issues at the ARC
*Develop year round athletic field
*Pursue addition of outdoor pool at the ARC
*Consider a second sheet of ice at the A RC
COMPLETED: Construction
issues resolved; all weather turf
NOT COMPLETED: Outdoor
Pool and second sheet of ice
ASSESSMENT O F 2005 BUSINESS PLAN R ECO MMENDATIO NS
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1.4.2 FINANCIAL PERFORMANC E AND PROGRAM SERVIC E DELIVERY
FINANCIAL PERFORMANC E KEY FINDINGS
In 2012, the Aspen Recreation Division’s operating budget was organized into three major categories:
Red Brick Recreation Center, Aspen Recreation Center (ARC), and the Aspen Ice Garden. At that time
the division achieved a 48.4% cost recovery with $1.974M in revenues and $4.078M in expenses. The
following summarizes the key findings and analysis that guided that level of performance.
City Council established a pricing policy for the Aspen Recreation Division. Cost recovery goals
were established (100% for adult programs, 50% for youth programs) and were generally followed.
The division established a strategy not to exceed its annual General Fund subsidy. Staff was able
to manage the bottom line effectively as indicated by the FY 2012 results. Dependence on t he
subsidy from the city was reduced by $10,087.
o Aspen Recreation Division budgeted subsidy: $2,114,540
o Aspen Recreation Division actual subsidy: $2,104,453
A Parks and Recreation Pricing Committee was formed at the suggestion of a former city
councilman. The purpose of the committee was to ensure that data mining and analysis was
completed to make informed recommendations toward major pricing categories of the division.
For the Aspen Recreation Division, the pricing committee focused on analysis in the following
areas:
o Pass sales/daily admissions
o Ice services and programs
o Youth and adult programs
Once the analysis was completed, presentations were made to a Citywide Committee made up
of peers from other city departments. The Citywide Committee, in turn, suggested changes and
final recommendations to be presented to City Council for approval.
The pricing process has worked well. The recreation staff uses relevant pricing-related
information vetted at various staffing levels to understand and correct flaws. This process helps
to ensure that recommendations to City Council are presented with sound logic and rationale.
With this Recreation Business Plan Update, however, the process will need to be modified. Cost
recovery goals reflected in a new pricing policy and the adjusted classification of services will
need to be taken into consideration.
City Council approved a financial strategy to move the Information Technology and GIS
Departments as well as the Insurance Pool expenditures out of the City’s General Fund to the
recreation division, thereby creating an Internal Service Fund for the IT Department. This
resulted in a line item expense budg et increase of approximately $214,400 (or 5 %) for the
recreation division.
The hiring of a professional Financial Analyst created an outcome-based culture in the recreation
division. With this staff, financial analysis of data is used to make strategic business decisions. A
solid foundation on which to make sound business decisions about the operations of the division
is tracked. For example, the analysis of individual program participation and the related cost
recovery of that program determine the cost effectiveness of the program and the resulting
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economic performance. The next step would be to understand and implement the methodology
by which revenues and expenditures are captured and allocated. This is not currently understood
across the division.
PROS has rarely found this level of financial analysis when working with over a 1,000 agencies
across the nation. Aspen Parks & Recreation can be commended for having implemented this
best practice.
2,166 individuals purchased a pass in 2012. 80% (or 1,723) of the pass holders were Aspen
residents.
25% of the City of Aspen’s population purchased a Fun Pass in 2012. This percentage exceeds the
best practice metric of 21%, which is expected given the community value of an active lifestyle
and recreation needs that the city meets with its facilities.
In 2012, Fun Pass Sales equated to $685,580 and achieved 85.4% of its targeted goal.
Fun Pass Sales comprised approximately 60% of total revenues generated at the Aspen Recreatio n
Center (ARC).
In 2012, visitation to the ARC by Fun Pass holders and those purchasing a daily admission totaled
76,965 or 213 visits per day. This number is not reflective of the total visitation to the ARC.
Visitors that use the common area while parents or siblings are participating in a program,
activity, lesson or league are not included in the total number of visits.
Fun Pass Sales provide access to the Red Brick Recreation Center, Aspen Golf and Tennis Club,
in addition to the ARC. Based on current fiscal practice, the revenue is not allocated to the
budget center where activity takes place.
Currently, direct and indirect costs are not tracked at the unit cost level. For example, a
percentage of the cost to operate the ice facility comes from taxes that are spent to create the
experience.
Labor costs in 2012 were $2.647M. This cost equates to 65% of the total annual operational
budget. This is in-line with best practices for recreation divisions that offer similar diversity that
is provided in Aspen.
Online vs. in-person registration has been a success as 75% of all program registration now occurs
via the Aspen Parks & Recreation website.
Aspen’s recreation division has begun measuring the economic impact that its operations has on
the city as a whole. Baseline data is currently being developed and refined in conjunction with
the implementation of the recently completed Marketing Plan developed by Bowman Marketing
Services and the department’s Strategic Technology Plan.
The recreation division has developed a finan cial tool that measures the economic impact that
the division’s services has on the City of Aspen as a whole. It has been challenging, however, to
assimilate all of the data necessary to communicate the total economic impact.
Prior to a workshop conducted with staff in November 2014, programs and services were not
classified by level of benefit received.
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FINANCIAL PERFORMANC E – KEY RECOMMENDATION S
Implement a new Pricing Policy based on the classification of services and cost recovery
methodology as presented in the 2014 Business Plan. This policy would apply to newly created
groupings of lines of service provided by the recreation division as a means for increasing the
recovery of costs when providing a program or activity.
The recreation division will embark on the development of customer profiles (patron analytics).
Information will come from data analyzed by the Financial Analyst and Technology Solutions . It
is necessary to develop pricing strategies that will not only increase sales, but also maximize the
utilization of the recreation division’s facilities via a direct target -marketing program.
FINANCIAL PERFORMANC E – OTHER RECOMMENDATION S
Refine revenue and expenditure allocations across the newly formed lines of service to ensure
data integrity.
Utilize financial analysis to support pricing strategies, marketing, customer service, and
technology solution strategies.
Refine and simplify the Economic Impact Model that has been developed to focus on key factors
such as hotel vacancy rates and sales tax increases.
PROGRAM AND SERVICES KEY FINDINGS
The Aspen Recreation Division administers and/or facilitates the delivery of 75 different activities,
leagues, programs, and services to Aspen residents and visitors . These are grouped into 24 distinct lines
of service. Key findings regarding the direct delivery and/or facilitation of programs and services:
After reviewing the current programs offered to youth against desired program offerings of the
community, the consulting team finds that the division is of fering these services in-line with
those expectations.
The Aspen Recreation Division is not meeting the highest needs of the adult community, such as
provision of health and fitness programs. This service cannot be accomplished primarily due to
the lack of appropriately sized and located spaces for fitness equipment and group exercise
classes.
Formalized recreation program standards that guide consistent service delivery are not in place.
Prior to a staff workshop in November 2014, functional groupings of programs and services did
not exist and were not classified by core, important, and value-added, and do not have specific
cost recovery goals.
Several programs and services including, but not limited to, adult sports, youth enrichment, and
pro shop and merchandise sales are underperforming as cost recovery is significantly lower than
the stated City Council policy.
Open swim, fitness classes, and junior hockey are examples of lines of service that are performing
effectively. Cost recovery exceeds the targeted goals.
A formal agreement is in place with American Healthways Services to provide and facilitate Silver
Sneakers programming for senior citizens at the ARC. However, only an informal partnership
exists between the Aspen Recreation Division and the Aspen Senior Center.
The Aspen Youth Center, a nonprofit organization, operates out of leased space at the ARC and
provides safe, fun programs that focus on developing self -esteem and life skills for children in
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grades four through twelve. This successful partnership allows the recreation division to focus
its efforts on other lines of service that meet the recreation demands of residents.
PROGRAM AND SERVICES - KEY RECOMMENDATIONS
Classify lines of service using the methodology outlined in the 2014 Business Plan and evaluate
cost recovery goals for each on an annual basis.
Expand programs and services in the areas of greatest need to meet customer demand.
Implement recreation program standards found within the Business Plan to ensure consistency
service delivery.
PROGRAM AND SERVICES – OTHER RECOMMENDATIONS
Conduct analysis to determine participation trends in programs (total participation, seasonal
participation, local vs. tourist, etc.) and utilize that analysis as a means to target existing or goal
markets as needed.
Using the goals and objectives of the Aging Well Initiative as a guide, the division should build
upon the Silver Sneakers agreement and work to establish stronger connections with nonprofit
and private sector senior service providers to further engage senior citizens in the offerings of
the Aspen Recreation Division.
1.4.3 ORGANIZATIONAL STRUC TURE
KEY FINDINGS
The Aspen Recreation Division is currently comprised of 24.5 fulltime employees and has made a
conscious effort to operate more efficiently, in particular over the last five years. The following
summarizes key findings regarding the organizational structure of the division.
The division is functionally aligned with its program and service delivery.
The division is very “business strong” in that it possesses three key positions to advance its
business of a Financial Analyst, a Recreation Technologist, and a Marketing Manager.
The division does not have a position that focuses on revenue development, such as ARC
membership sales, sponsorships, donations, and in-kind services to support operational costs of
the division.
Over the next 10 years, the division will potentially undergo a personnel transformation, as
several upper and middle level managers will approach retirement age.
The division does not have a position titled Aquatic Supervisor, though the pool is a major area
of facility operations and programming.
The division’s labor costs have only increased by 4% since 2010.
The division is operating with three fewer fulltime employe es than in 2009 as it has eliminated
the Assistant Director of Recreation and Guest Services Supervisor positions. The Kids First
Director position has been relocated to another department within the city.
The division operates efficiently as it shares emp loyees with other divisions within Aspen Parks
& Recreation.
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Communication and information exchange across the division has improved significantly since
the completion of the 2005 Business Plan.
KEY RECOMMENDATIONS
Given the emphasis on cost recovery (or not exceeding the General Fund subsidy), the division
needs to add the position of Revenue Development Manager, which will focus on the creation of
partnerships, and sponsor and donor relationships to generate additional earned income. In the
first year, the position needs to establish a goal to generate $100,000 in earned income and/or
in-kind services. Within five years, the goal of the position would be to generate $250,000. The
position can also be utilized as a sales position for ARC memberships.
Create an administrative succession plan for the division to ensure sustainable and consistent
service delivery in the future. This plan needs to feed into the overall departmental succession
plan for the next 10 years.
Increase the utilization of volunteers in an effort to maximize the efficient utilization of paid
staff and management expenditures. The goal needs to be that volunteers make up 15% of the
total Aspen Recreation Division’s employment hours.
OTHER RECOMMENDATION S
Given the strong focus and significant expenditures associated with the year-round service
delivery of aquatics, the division needs to consider reclassifying a Recreation Supervisor I position
(or fill a current vacant position) as an Aquatic Supervisor.
Continue to seek opportunities to share employees across the department to maximize efficient
service delivery.
Continue to improve communication, knowledge, and staffing between the Red Brick Recreation
Center, Ice Garden, and ARC personnel to ensure consistent service delivery.
1.4.4 FAC ILITY MAINTENANCE
KEY FINDI N GS
Facilities that are clean and functioning efficiently are a critical element to delivering high quality
programs and services. The Aspen Recreation Division’s Facility Maintenance Operation can be described
as a model operation. Key findings regarding the maintenance operation of Aspen’s recreation facilities
are as follows:
Staff exhibits subject matter expertise that is rarely found at all levels of parks and recreation
department facility maintenance. This is a credit to t he City of Aspen for identifying and
developing staff. This expertise is a byproduct of the lack specialized skills that exist among third
party vendors in the Roaring Fork Valley and the cost prohibitive practice of outsourcing to
contractors from Denver.
Best practice and standard operating procedure manuals are in place.
The holistic operation focuses equally on day-to-day tasks, preventative maintenance, and repair
and maintenance.
Staff performs long-term asset preservation and replacement in conjunction with the city’s Asset
Management Program.
Staff details all work via a coordinated system of manuals, checklists, and information logs.
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KEY RECOMMENDATIONS
Continue the strong ongoing professional development program to ensure operational
sustainability and succession planning.
Continue to fully develop the Asset Management Program that establishes lifecycle replacement
plans for the functional and financial sustainability of the physical plants of the recreation
division.
OTHER RECOMMENDAT IONS
Work with Technology Solutions to streamline work order data to further enhance the effective
and efficient maintenance of the division’s facilities.
1.4.5 MARKETING
KEY FINDINGS
In 2014, Bowman Marketing Services completed the development of an Aspen Par ks & Recreation
Marketing Plan. The plan identified the strengths, weaknesses, opportunities, and threats of the system
and made recommendations on how best to strategically market the offerings of the department within
the greater context of the City of Aspen and the Roaring Fork Valley. Specific areas of focus of the
Marketing Plan include:
Branding
Social Media
Earned Media
Customer Experience
The Aspen Recreation Division’s Marketing Manager is currently implementing various elements of this
strategic marketing plan.
KEY RECOMMENDATIONS
Prioritize and implement the Bowman Marketing Plan.
Establish a direct target-marketing program to current users to better inform them of the
division’s offerings.
Develop a marketing budget.
1.4.6 TECHNOLOGY SOLUTIONS
KEY F INDINGS
The Aspen Parks & Recreation (APR) Master Strategic Tech Plan has been a work in progress since the
position of RecTech (Recreation Technologist) wa s created at the beginning of 2007. The intent of the
position was to specifically assist the current and future Goals and Objectives of Aspen Parks & Recreation
and its employees with mainstream, pertinent, and supporting technologies . Over the past eight years,
with very meticulous analysis and improvements taking place along the way, Aspen Parks & Rec reation
has evolved into an organization that utilizes technology to streamline communications with present and
future customers. Technology solutions support the achievement of APR Goals and Objectives through
three significant strategies:
Redundant, State of the Art Systems
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Enhanced Patron Communication
Cultivating the Tourist Patron
A review of the work that has been created and implemented is that Aspen Parks & Recreation is a
Technology Solutions leader in the public recreation industry. Most notably:
The recent facelift of the department’s website presents information in a functionally and
aesthetically pleasing manner that allows users the ability to easily navigate to their area of
interest while revealing to them the expansive offerings that the City of Aspen offers.
The implementation of online registration has been an unparalleled success with 75% of sales
occurring via Aspen Parks & Recreation’s website.
The development of a Content Delivery Network (CDN) informs current customers, via vide o
brochure, about the exciting contents of what the division will be offering during the following
month. It is the intent of the division to make this so dynamic and engaging that the City of Aspen
will utilize the division’s video productions as a market ing tool to inform and attract visitors.
KEY RECOMMENDATIONS
Engage in the development of predictive analytics to segment and market to the recreation
division’s patron databases.
The Radio Frequency Identification (RFID) initiative can be t he most direct path to cultivating
the visitor to Aspen and its recreation facilities via a partnership with the Aspen Skiing Company
(SkiCo). Integrate APR and SkiCo so that the RFID pass generated by SkiCo can also be recognized
at Aspen’s recreation facilities.
1.4.7 PER FORMANCE MEASURES
KEY FINDINGS
The Aspen Recreation Division utilizes a citywide template for tracking performance measures that does
not quantitatively measure the success of the operation.
KEY RECOMMENDATION
Aspen Recreation Division should develop p erformance measures using the template provided by
PROS Consulting that can quantitatively communicate to staff, citizens, the Advisory Board, and
City Council:
o How successful work is being performed (efficiency)
o If processes are in statistical control (efficiency)
o If goals are being met (productivity)
o If and where improvements are necessary (efficiency)
o If customers are satisfied (productivity)
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1.4.8 CAPITAL IMPROVEMENTS
KEY FINDINGS
As part of the process of developing the business plan and soliciting input fr om the community,
ETC/Leisure Vision conducted a statistically valid survey to help establish priorities for parks and
recreation facilities within the community. The following summarizes the key findings related to future
capital improvements for the Aspen Recreation Division.
Indoor Facilities: Based on households who feel that adding more indoor recreation division
facilities as either “very important” or “important,” sixty-one percent (61%) of respondent
households find it important to add more indoor weight training space and fitness related
equipment.
Outdoor Facilities: Based on households who feel that adding more outdoor recreation division
facilities is either “very important” or “important,” forty-seven percent (47%) of respondent
households find it important to add an outdoor swimming pool.
KEY RECOMMENDATIONS
Indoor facility development to meet customer need and, in turn, increase opportunities to
enhance cost recovery include:
o Creating an additional 5,000 square foot indoor fitness center above the existing indoor
pool at the ARC.
o Renovating of the existing health and fitness center near the main entrance into a
childcare or child watch space.
o Renovating the space in the “basement of the ARC facility” into a modern, state of the
art aerobics classroom space.
Outdoor Facility Development to meet customer need includes:
o Option 1: Development of an outdoor pool that emphasizes shallow water.
o Option 2: Development of a spray ground.
ACTION PLAN
An Action Plan in matrix form presenting a summary of all major recommendations, specific actions and
priorities is presented as a separate document from this report. This matrix is organized by the following
categories:
Financial Performance and Program and Service Delivery
Organizational Structure
Facility Maintenance
Marketing
Technology
Capital Improvements
The Action Matrix can be used to develop and prioritize work plans. It can be used as a road map for
continued improvements in the recreation division. The key to success for the recreation division is to
continue to build on current success and address the major issues and recommendations in a systematic
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manner. This requires retaining what the Aspen Recreation Division has achieved while adding programs,
services, and facility improvements that will generate revenue, reduce operational expenditures, and
enhance the experience for the users. In addition, focus needs to be placed on filling the off -peak times
through effective pricing, programming, and promotions. The most important consideration is to keep
the recreation division fresh through programming a nd strategic improvements for the users and guests
to ensure long-term success.
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- RECREATION DIVISION OVERVIEW
The City of Aspen’s recreation facilities and programs are a division of Aspen Parks & Recreation. The
division operates and maintains three geographically separated recreation facilities including:
Aspen Recreation Center (ARC): An 82,000 sq. ft. recreation facility located on Maroon Creek
Road across from the school district campus and part of what Aspen considers its “Community
Campus.” ARC houses an aquatics area with a lap pool, family pool, hot tub, water slide, sauna,
and various water features; the Lewis Ice Arena, which is an NHL sized sheet of ice and seats 750
spectators; a 32-foot climbing tower; and fitness rooms that include cardio and resistance weight
equipment.
Aspen Ice Garden: An 83’ X 183’ sheet of ice located in the heart of Aspen is one of the oldest
and most beloved facilities in town. This facility plays host to not only ice events but also dry
floor rentals of high-end art and antique shows.
Red Brick Recreation Center: Purchased by the City of Aspen in 1992, this old school became an
arts center as well as a recreation facility in 1993. The recreation division hosts gymnastics,
fitness programs, birthday parties, and a large indoor climbing facility. Offices at this location
house programmers who provide an array of recreation programs and activities within the
community.
The recreation division provides both youth and adult sports and activities in the community throug h the
use of the above-mentioned facilities, school facilities, and outdoor playing fields maintained by Aspen
Parks & Recreation.
OVERALL OBSERVATIONS
The consulting team, based on input received from the City of Aspen Recreation Division, the ARC
Advisory Committee, focus groups, and key city officials and stakeholders, identified the following
strengths and weaknesses of the division.
2.1.1 STRENGTHS
State of the art facilities, in particular, ARC and all weather turf field
Wide variety of programs and services offered for most age groups
Knowledgeable, professional staff
Strong customer service
Reasonable fees
Strong program instructors
Safe and well maintained environment, in particular, ARC
Existing community and city government advocates for the recreation division
Political goodwill
2.1.2 WEAKNESSES
Geographically separated facilities that create significant operational efficiency challenges.
Lack of state of the art revenue generating fitness centers
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Operation of three amenities (one indoor aquatic center and two separate ice rinks) are costly
due to overhead and specialized required maintenance.
Lack of senior programming
Locker rooms need to be improved and provide more privacy
Lack of gymnasium space
Lack of childcare and/or space for youths 2-8
Following the interviews with key staff, officials, and stakeholders, the consulting team investigated and
identified strengths and concerns. This process occurred through an analysis of operational and financial
data and on-site evaluations based on professional experience. The following opportunities and threats
were developed for the delivery of facilities, programs, and services by the recreation division.
2.1.3 OPPORTUNITIES
The business of Aspen is recreation
Local community is active and recreation oriented
2 million annual visitors to Aspen
Marketing plan and staff dedicated to implementation of plan are in place
Strong technology solutions division that is customer oriented and positioned to work with
marketing efforts
Improving economy
Philanthropic community that will fundraise to construct facilities and amenities that are most
needed
Outcome based culture exists among the recreation division staff
County-wide Aging Well Initiative recognizes that fitness and wellness is a key component to the
long-term well-being of seniors
Expansion of partnerships and sponsorships
ARC and grounds are able to support expansion of amenities and services
2.1.4 THREATS
Information overload
Continued competition with private sector for recreation services
Shifting demographics of the Roaring Fork Valley
Competing needs for capital improvement funding
Potential retirement of upper and middle management staff could disrupt continuity of high
quality service delivery if succession planning is not in place
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SUMMARY
As a whole, the recreation division has performed effectively in meeting the needs of the community
and developing a culture of continuous improvement. As has been the case with most agencies, the Great
Recession inhibited the division’s ability to build on the strong foundation that was established in the
first decade of the 21st century, but it is strategically positioned to successfully manage itself forward
within the “recreation” niche that it fills in the Roaring Fork Valley.
The following chapter provides greater insight into the community that the recreation division serves
and how it compares to similar mountain communities.
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– MARKET ANALYSIS
Market Analysis provides greater insight into the community that the recreation division serves as well
as how it compares to other mountain communities. In this chapter the consulting team provides analytics
derived from the databases of the Environmental Systems Research Institute. This study delves further
into the current and future demographics of the City of Aspen. Recreation needs of the community are
identified via the results of a statistically valid survey and a comparative analysis of the recreation
services provided by mountain towns across the State of Colorado.
DEMOGRAPHIC ANALYSIS
Demographic Analysis provides an understanding of the population in the City of Aspen. This analysis is
reflective of the total population, and its key characteristics such as age segments, income levels, race,
and ethnicity.
It is important to note that future projections are all based on historical patterns and unforeseen
circumstances during or after the time of the projections, which could have a significant bearing on the
validity of the final projections.
3.1.1 CITY OF ASPEN POPULATION
The population of the City of Aspen has risen slowly over the last decade. From 2000 to 2010, the service
area’s total population has increased by 744 or an annual rate of 1.3%, which is in line with the national
growth averages of just over 1% annually. Projecting forward, the growth rate is expected to continue
to rise at an annual rate of just over 1% for the next 15 years . Based on the projections, the city is
expected to have approximately 8,013 residents in 2027 .
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3.1.2 CITY OF ASPEN AGE SEGMENT ATION
Evaluating the distribution by age
segments, the city is predominantly
made up of young adults with families
and empty nesters. Highest segments
are ages 18-34 and 35-54.
Over time, there is projected to be a
rapidly aging trend with the active
adult (55+) population making up 38%
of Aspen’s population by 2027. This will
be the single largest age segment
within the City of Aspen, echoing the
general national trend where the 55+
age group has been growing as a result
of increased life expectancies and the
baby boomer population.
3.1.3 CITY OF ASPEN H OUSEHOLD INCOME
As observed in the table to the right, the city ’s
median household and per capita income is
considerably higher than State and National
averages. For the City of Aspen, it will be
important to understand the recreation needs of
the community and provide offerings that are
focused toward a mix of traditional and emerging
activities so as to capture a market with a higher
than average disposable income. Despite having
median household and per capita income that are
higher than State and National Averages, recent
reports indicate that wages being paid to City of
Aspen employees are lagging behind. In an effort
to resolve this issue, the city is utilizing a new
methodology to realign pay structures with
market data.
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COMPARATIVE ANALYSIS
PROS Consulting along with City of Aspen staff identified operating metrics to be benchmarked to
comparable industry recreation systems in the State of Colorado . The complexity in this analysis was
ensuring direct comparison through a methodology of statistics and ratios in order to provide comparable
information.
It must be noted that the benchmark analysis is only an indicator based on the information provided. The
information sought was a combination of operatin g metrics with budgets, staffing, facilities, and fees .
In some instances, the information was not tracked or not available. The attributes considered in this
benchmark study included:
Amenities
Budget per Capita
Cost Recovery
Personnel Costs
Fees and Hours of Operation
Careful attention was paid to incorporate agencies that are comparable “resort-like” communities in
Colorado and they include:
Aspen
Avon
Breckenridge
Durango
Glenwood Springs
Silverthorne
Snowmass Village
The goal of the comparative analysis
task is to evaluate where the City of
Aspen’s recreation division is positioned
among peer agencies as it applies to
efficiency and effectiveness practices.
Fiscal Year 2012 data was utilized to
develop benchmark comparisons.
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3.2.1 SYSTEM AMENIT Y COMPARISON
This section compares the scope and breadth of the recreation systems of each agency including
amenities, services, and programming offered to the community.
Aspen operates three significant stand-alone facilities (ARC, Ice Garden, and Red Brick
Recreation Center). No other benchmarked agency operates as many stand -alone facilities as
Aspen.
The other benchmarked agencies that operate multiple stand-alone facilities enjoy doing so in a
campus-like setting. Aspen’s facilities are geographically separated.
Aspen operates the largest recreation center in terms of square footage (82,000) of all the
benchmarked agencies.
Aspen operates two indoor ice rinks. Only one of the other benchmarked agencies operates an
indoor ice rink (Breckenridge).
Aspen is only one of two benchmarked agencies that operates a separate programming/arts
center (Red Brick Recreation Center)
Aspen is the ONLY agency that does not operate a modern, state of the art fitness center as part
of its recreation center. By adding this amenity, Aspen will meet a need in the community as
identified in the statistically valid survey (see Chapter 3.3) and, in turn, increase the potential
for generating new revenue (see Chapter 10).
Five of the six benchmarked agencies offer a childcare (babysitting) service. Aspen and Snowmass
Village are the only two agencies that do not.
Aspen is only one of two benchmarked agencies to operate a Nordic Center.
Aspen is the only agency that operates 2 indoor ice rinks and 1 indoor aquatic center. Th ese
facilities typically have a much higher cost of operation due to need to control the operating
environments with specialized mechanical and air handling systems, maintenance equipment,
and skilled staff.
A MENITIES AGENCY
Aspen Avon B reckenridge Durango
Glenwood
Springs Silverthorne
Snowm ass
Village
R ecreation Center 82,000 sq. ft 40,000 sq ft 69,000 sq ft 71,557 sq ft 65,000 sq ft 65,000 sq ft 18,000 sq ft.
O utdoor Ice R ink 1 1 1 1 1 1 1
Indoor Ice R ink 2 0 1 0 0 0 0
Aquatic Center 1 1 1 1 1 1 1
Program and Arts Center 1 0 0 1 0 0 0
Clim bing Wall 1 0 1 1 1 0 1
Nordic Center 1 0 1 0 0 0 0
Gym nasium 0 0 1 1 1 1 1
Indoor R unning Track N o N o Y e s Y e s Y e s Y e s N o
Group Exercise Studios Ye s Ye s Y e s Y e s Y e s Y e s Ye s
Fitness Center Ye s Ye s Y e s Y e s Y e s Y e s Ye s
Adventure Center (Putt Putt)N o N o Y e s N o N o No N o
Child Care N o Ye s Y e s Y e s Y e s Y e s N o
R ecreation Program m ing Ye s Ye s Y e s Y e s Y e s Y e s Ye s
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3.2.2 BUDGET PER CAPITA CO MPARISON
This section provides the total population, total operational budget, and budget per capita. The total
budget per capita is found by taking the operational budget and dividing it by the total population.
Population figures do not take into account the service area of each agency, which extends beyond
geographic boundaries.
The City of Aspen has the second highest operational budget with only Breckenridge spending
more annually.
Despite having the second highest operational budget, the City of Aspen ranks third in b udget
per capita.
Snowmass Village’s operating budget does not include facility maintenance or internal service
fund charges, as this funding is captured within the budgets of other departments.
Ci ty Popul a ti on
Se rve d
Tota l
Ope ra tiona l
Budge t
(Ex pe nse s)
Tota l
Budge t pe r
Ca pita
Aspe n 6,680 4,078,461$ 610.55$
Avon 6,345 2,382,087$ 375.43$
Brecke nr idge 4,540 4,489,269$ 988.83$
Durango 17,216 2,955,368$ 171.66$
Glenw ood Springs 9,677 2,126,837$ 219.78$
Silverthorne 3,887 2,708,729$ 696.87$
Snow mass Village 2,826 1,180,819$ 417.84$
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3.2.3 COST RECOVERY COMPAR ISON
This section covers two parts, the annual operating budget (both user fee revenues and total
expenditures) and cost recovery.
The City of Aspen collected the second most user fee revenues at $1,974.008 with only the City
of Breckenridge generating more.
The City of Aspen had the highest general fund subsidy when compared with the benchmarked
agencies. This is directly related to the division operating three specialized facilities (indoor
swimming pool and two indoor ice rinks) that carry high overhead and maintenance co sts.
The City of Aspen had the lowest level of cost recovery at 48% when compared with the
benchmarked agencies; however, it is in-line with national averages of 50% cost recovery. Among
the benchmarked agencies, the Town of Silverthorne had the highest cost recovery at 62%.
Snowmass Village’s operating budget does not include facility maintenance or internal service
fund charges, as this funding is captured within the budgets of other departments.
3.2.4 PERSONNEL COST COMPA RISON
This section shows total personnel costs for each agency and also breaks down personnel costs as a
percentage of the budget.
Snowmass Village has the lowest personnel costs allocated to their recreation division budget
while the City of Aspen has the highest.
Snowmass Village’s operating budget does not include facility maintenance or internal service
fund charges, as this funding is captured within the budgets of other departments.
City Pers onnel Costs Total Budget % of Total Budget
Aspen $2,646,740 $4,078,461 65%
Avon $1,235,689 $2,382,087 52%
Breckenridge $2,420,570 $4,489,269 54%
Durango $2,217,240 $2,955,368 75%
Gle nw ood Springs $1,459,532 $2,126,837 69%
Silverthorne $1,981,750 $2,708,729 73%
Snow mass Village $540,342 $1,180,819 46%
Aspen 1,974,008$ 4,0 7 8 ,461$ 2 ,10 4 ,453$ 48%
Avon 1,163,121$ 2,3 8 2 ,087$ 1 ,21 8 ,966$ 49%
Breckenridge 2,731,750$ 4,4 8 9 ,269$ 1 ,75 7 ,519$ 61%
Durango 1,715,445$ 2,9 5 5 ,368$ 1 ,23 9 ,923$ 58%
Glenw ood Springs 1,089,000$ 2,1 2 6 ,837$ 1 ,03 7 ,837$ 51%
Silverthorne 1,670,702$ 2,7 0 8 ,729$ 1 ,03 8 ,027$ 62%
Snow mass Village 700,0 4 9$ 1,1 8 0 ,819$ 480,770$ 59%
City Total Revenues Operating Budget
(Expenses)
Total Cost
Recovery
General Fund
Subsidy
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Despite having the highest total of personnel costs, the percentage of total budget (65 %)
allocated to personnel is in-line with best practices (60-70%) and ranks fourth when compared to
the benchmarked agencies. Aspen has reduced its ratio of personnel costs to total operating
budget by 8% over the last three years.
3.2.5 FEES AND HOURS OF OP ERATION COMPAR ISON
The following provides a snapshot at how Aspen stacks up regarding the fees charged in comparative
membership categories as well as the total weekly hours of operation.
The City of Aspen operates the ARC at 93 hours per week, which is slightly below the mid-point
(95 hours per week) of the benchmarked agencies.
The City of Aspen is most comparable to Snowmass Village (its most direct competitor) regarding
the fees charged for the adult, family, and youth annual membership categories.
The only annua l membership category in which Aspen has the highest fee is in the youth annual
category, however it is only $8 more than that of Snowmass Village and, as noted on page 14,
Aspen’s fee provides higher value given the access to amenities that the membership fee
provides.
C ity Adult Annual Fam i ly An nu al Y ou th An nu al W e e kly Ho urs of
O pe rati on
Aspen $597 $1,302 $482 93 h ou rs
Avon $687 $1,332 $413 95 h ou rs
Breckenridge $387 Do e s N o t O ffe r $230 98 h ou rs
Durango $335 $335 $215 97.5 h o u rs
Glenw ood Springs $390 $855 $270 89 h ou rs
Silverthorne $390 $793 $228 102 h ou rs
Snowmass Village $600 $1,120 $475 90.5 h o u rs
R ecreation Center
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STATISTICALLY VALID SURVEY
3.3.1 OVERVIEW OF THE METH ODOLOGY
ETC/Leisure Vision conducted a City of Aspen Recreation Division Survey in January 2014 to help establish
priorities for parks and recreation facilities, programs, and services wit hin the community. The survey
was designed to obtain statistically valid results from households throughout the City of Aspen. The
survey was administered by mail and by phone.
ETC/Leisure Vision worked extensively with the City of Aspen officials in the d evelopment of the survey
questionnaire. This work allowed the survey to be tailored to issues of strategic importance to help
determine recreation and parks priorities for the community.
A seven-page survey was mailed to a random sample of 1,800 households throughout recreation division
boundaries. Approximately three days after the surveys were mailed, each household that received a
survey also received an automated voice message encouraging them to complete the survey. In addition,
about two weeks after the surveys were mailed, Leisure Vision began contacting households by phone.
Those who had indicated they had not returned the survey were given the option of completing it by
phone.
The goal was to obtain a total of at least 300 completed surveys. ETC/Lei sure Vision met that goal with
a total of 302 surveys completed. The results of the random sample of 302 households have a 95% level
of confidence with a precision rate of at least +/-5.
3.3.2 S UMMAR Y OF MAJOR SURVEY FINDING S
The following presents a summary of the key findings from the administration of the statistically valid
survey. The full survey is provided in the Appendix of this report.
Respondent Household Interest in Participating in Recreation Programs for Youth: Based on the
percentage of youth in respondent households who are either “very interested” or “somewhat
interested,” 40% are interested in participating in public ice skating. Other recreation programs that
youth in respondent households are interested in include 36% for a climbing wall, 29% for youth
tennis, 27% for youth soccer, 26% for youth swim lessons, and 26% for youth special events.
Respondent Household Interest in Participating in Recreation Programs for Adults : Based on the
percentage of adults in respondent households who are ei ther “very interested” or “somewhat
interested,” 67% of adults are interested in participating in adult fitness and wellness classes, 54%
are interested in public ice skating, 42% are interested in adult special events, 42% are interested in
older adult programming, and 38% are interested in a climbing wall.
Level of Importance Respondent Households Place on Adding More Recreation Division Facilities :
Based on the percentage of respondent households who place adding more recreation facilities as
either “very important” or “important,” 46% find it important to add more Nordic equipment rentals,
40% rate it as important to include childcare, and 38% find it important to add bike equipment
rentals.
Level of Importance Respondent Households Place on Adding More Indoor Recreation Division
Facilities: Based on the percentage of respondent households who place adding more indoor
recreation division facilities as either “very important” or “important,” 61% find it important to add
more indoor weight training space and equipment, 54% would use aerobics space and equipment,
48% would use an indoor running and walking track, 40% would use an indoor swimming pool, 38%
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would use indoor tennis courts, 36% would use an indoor multipurpose field, and 34% would use indoor
basketball courts.
The Three Indoor Recreation Facilities Respondent Households Would Use the Most if they Were
Developed in the City of Aspen: Based on respondent households’ top three choices, 31% indicated
that they would use weight training space and equip ment the most, 26% would use aerobics space
and equipment, 25% would use an indoor running and walking track, 21% would use an indoor
swimming pool, and 19% would use indoor tennis courts.
Level of Importance Respondent Households Place on Adding More Outd oor Recreation Division
Facilities: Based on the percentage of respondent households who place adding more outdoor
recreation division facilities as either “very important” or “important,” 47% find it important to add
an outdoor swimming pool, 37% for outdoor tennis courts, 35% for outdoor multipurpose fields, 32%
for outdoor running and walking track, and 30% for outdoor basketball courts.
The Three Outdoor Recreation Facilities Respondent Households Would Use the Most if they Were
Developed in the City of Aspen: Based on the sum of respondent top three choices, 35% would use
an outdoor swimming pool the most, 20% would use outdoor tennis courts, 18% would use an outdoor
running and walking track, and 14% would use an outdoor multipurpose field.
Ways Respondent Households Would Prefer to Receive Information from the Recreation Division:
51% percent of respondent households would prefer to receive information by newspapers, 50% by e-
mail, and 42% by recreation Internet sites.
Respondent Level of Interest in Receiving Information from the Recreation Division: Based on the
percentage respondent households who are either “very interested” or “somewhat interested” in
receiving information from the recreation division, 65% of respondent households are interested i n
receiving announcements of upcoming events, 62% for class schedules and team sports, 59% for
cancellations and changes in schedules for classes and sports, 57% for descriptions of services, and
56% for membership charges and benefits.
What Respondent Households Consider to be a Reasonable Charge for a Family of Four to Use
Recreation Division Facilities, Including the Aspen Recreation Center (ARC), the Red Brick
Recreation Center, the Ice Garden and the Tennis Facilities: 32% of respondent households
consider less than $500 per year as a reasonable charge for a family of four, 34% say between $500 -
$750, 21% say between $750-$1,000, 6% say between $1,000-$1,250, and 6% say $1,250+ per year.
Respondent Level of Agreement Regarding Options to Pay for Recreation Division Services: Based
on the percentage of respondent households who either “strongly agree” or “agree,” 81% would
prefer to purchase 20-visit punch cards, 65% prefer to purchase and pay for recreation services on a
monthly bases, 59% prefer to pay for recreation services on a per-visit or per-class as-you-go basis,
58% prefer to purchase and pay for recreation services once a year, and 57% prefer to purchase
recreation services annually but pay monthly (monthly payment plan).
Respondent Level of Agreement with Recreation Division Funding: Based on the percentage of
respondent households who either “strongly agree” or “agree,” 92% agree that locals should pay less
for recreation facilities and programs than visitors, 81% agree that recreation division services have
a high value in comparison with their costs, 79% agree that they are worth taxpayer investment, and
75% agree that the amount they pay in fees for recreation services is about right.
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Respondent Households Opinion Regarding the Appropriate Mix of Funds to Use for Ongoing
Recreation Operations: 49% of respondent households believe it should be broken up by user fees,
24% believe it should be property taxes, 23% believe it should be sales taxes, and 4% say other means.
If Respondent Households Assumed Control of 100% of an Increased Recreation Budget, What
New or Expanded Facilities and Services Would be top Priorities and What Percent of the Budget
Would They Spend on Each: Respondent households were able to indicate their top three priority
services and facilities they would like to add and the amount of the budget they would spend on each
addition. In sum, respondent households would spend 57% of the budget on their priority choice for
addition one. Respondent households would allocate 28% of the budget to addition two, and the
remaining 15% of the budget toward addition three.
Percentage of Respondent Households who Indicated they Would Cut 1, 2, or 3 Facilities or
Services to Open up Funding Source for Their Priorities: In sum, 24% of respondent households
would cut one facility or service, 13% indicated they would cut two facilities or services, and 8%
indicated they would cut three facilities or services to make room for their priorities.
In Addition to (or Instead of) Aspen Recreation Facilities, What Facilities do Respondent
Households Regularly Use: 40% of respondent households regularly use private clubs in addition to
or instead of Aspen recreation facilities, 33% use facilities or equipment at home, 30% use Snowmass
recreation facilities or programs, and 19% use school facilities or programs.
Why Respondent Households Do Not Use or Use Infrequently the City of Aspen Recreation Division
Facilities and Services: When looking at eight potential reasons respondents did not use any of the
facilities (collectively), 26% stated I don’t use this kind of facility, 23% stated Doesn’t offer
opportunities that interest me, 19% stated Location is inconvenient, 19% stated Too busy to go, and
17% stated Not enough equipment.
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- FINANCIAL PERFORMANC E A ND PROGRAM DELIVERY
In 2012, the Aspen Recreation Division’s operational budget was grouped into three major categories:
Red Brick Recreation Center, Aspen Recreation Center, and the Aspen Ice Garden. With revenues totaling
$1.974M and expenses equaling $4.078M, the division recovered 48.4% of its costs through a variety of
sources, with the vast majority of the sources being that of user fees. Upon further analysis, the
consulting team has identified several influencing factors that impacted, positively and negatively, the
financial performance of the division.
FINANCIAL PERFORMANC E KEY FINDINGS
4.1.1 PRICING POLICY
City Council established a pricing policy for the recreation division that set cost recovery goals (100% for
adult programs, 50% for youth programs) that was generally followed. The division is primarily focused
on not exceeding its annual general fund subsidy.
4.1.2 PRICING COMMITTEE
Aspen Parks & Recreation Pricing Committee was formed at the suggestion of a former city councilman.
The purpose of the committee was to ensure that data mining and analysis was completed to make
informed recommendations toward major pricing categories of the department. For the recreation
division, the pricing committee focused on analysis in the following areas:
Pass sales/daily admissions
Ice services and programs
Youth and adult programs
Once analysis was completed, presentations were made to a Citywide Committee made up of peers from
other city departments. The Citywide Committee, in turn, suggested changes and final recommendations
to be presented to City Council for approval.
The pricing process has worked well. The recreation staff uses relevant pricing related information vetted
at various staffing levels to understand and correct flaws. This process helps to ensure that
recommendations to City Council are presented with sound logic and rationale.
With this Recreation Business Plan Update, the process will need to be modified. Cost recovery goals
reflected in a new pricing policy and the adjusted classification of services will need to be taken into
consideration.
4.1.3 DEVELO PMENT OF INTERNAL SE RVICE FUNDS
City Council approved a financial strategy to move the Information Technology and GIS Departments as
well as the Insurance Pool expenditures out of the City’s General Fund to the recreation division, thereby
creating an Internal Service Fund for the IT Department. This resulted in a line item expense budget
increase of approximately $214,400 (or 5 %) for the recreation division.
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4.1.4 DIVISIONAL FINANCIAL ANALYSIS
The hiring of a professional Financial Analyst created an outcome based culture in the recreation d ivision.
With this staff, financial analysis of data is used to make strategic business decisions. A solid foundation
on which to make sound business decisions about the operations of the division is tracked. For example,
the analysis of individual program participation and the related cost recovery of that program determine
the cost effectiveness of the program and the resulting economic performance. The next step would be
to understand and implement the methodology by which revenues and expenditures are captured and
allocated. This is not currently understood across the division.
PROS has rarely found this level of financial analysis when working with over a 1,000 agencies across the
nation. Aspen Parks & Recreation can be commended for having implemente d this best practice.
4.1.5 FUN PASS SALES
2,166 individuals purchased a pass in 2012. 80% (or 1,723) of the pass holders are Aspen residents.
25% of the City of Aspen’s population purchased a Fun Pass in 2012. This percentage exceeds
the best practice metric of 21%.
In 2012, Fun Pass Sales equated to $685,580 and achieved 85.4% of its targeted goal.
Fun Pass Sales comprised approximately 60% of total revenues generated at the Aspen Recreatio n
Center.
4.1.6 VISITATION
In 2012, visitation to the ARC by Fun Pass holders and those purchasing a daily admission totaled 76,965
or 213 visits per day. This number is not reflective of the total visitation to the ARC. Visitors that use the
common area while parents or siblings are participating in a program, activity, les son or league are not
included in the total number of visits.
In addition to the ARC, Fun Pass Sales provide access to the Red Brick Recreation Center and Aspen Golf
and Tennis Club. Based on current fiscal practice, the revenue is not allocated to the bud get center
where activity takes place.
4.1.7 UNIT COST
Currently, direct and indirect costs are not tracked at the unit cost level. For example, a percentage of
the cost to operate the ice facility comes from taxes that are spent to create the experience.
4.1.8 PERSONNEL COSTS
Labor costs in 2012 were $2.647M. This cost equates to 65% of the total annual operational budget. This
is in line with best practices for recreation divisions that offer similar diversity that is provided in Aspen.
4.1.9 DIFFERENTIAL PRICING
Online vs. in-person registration has been a success as 75% of all sales now occur via the Aspen Parks &
Recreation website.
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4.1.10 ECONOMIC IMPACT
Aspen’s recreation division has begun measuring the economic impact that its operations has on the city
as a whole. Baseline data is currently being developed and refined in conjunction with the
implementation of the recently completed Marketing Plan developed by Bowman Marketing Services and
the department’s Strategic Technology Plan.
4.1.11 REVENUE GENERATION PER CAPITA
As noted previously, a pricing policy was established by City Council as a result of the previous business
plan that targeted 100% recovery of direct costs associated with adult programs, and a 50% recovery of
direct costs for youth programs. Although the division generally follows this pricing policy, it has primarily
been focused on not exceeding the annual general fund subsidy appropriation. The general fund subsidy
in FY 2012 was equal to $2.1 million annually, which as noted previously, is the highest among the
comparative agencies. Further analysis of the data reveals, however, a more positive outlook: the Aspen
Recreation Division performed exceptionally well when comparing revenue generation per capita.
Revenue generation per capita is affected by a number of factors including price point, utilization,
tourism, as well as quality of experience and customer service. As shown in the table below, Aspen
generated $295.51 in revenue per resident, which exceeds Avon, Durango, Glenwood Springs, a nd
Snowmass Village. For the division to perform at this level of revenue generation, it must generate high
levels of utilization, exhibit strong customer retention rates, provide high quality experiences and
customer service, and generate revenue through traditional and nontraditional avenues.
Aspen 6,680 1,974,008$ 295.51$
Avon 6,345 1,163,121$ 183.31$
Breckenridge 4,540 2,731,750$ 601.71$
Durango 17,216 1,715,445$ 99.64$
Glenw ood Springs 9,677 1,089,000$ 112.53$
Silverthorne 3,887 1,670,702$ 429.82$
Snow mass Village 2,826 700,049$ 247.72$
City Population Total Revenues Revenue per Capita
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4.1.12 COMMUNITY EXPECTATIO NS
In response to the question posed in the statistically valid survey as reported in Chapter Three regarding
the appropriate mix of funds for ongoing recreation operations, respondent households believe the
appropriate mix of funds should be as follows: 49% user fees, 47% general fund (24% property taxes and
23% sales taxes), and 4% other means (i.e. donations, sponsorships, and grants.) This follows City Council
Policy.
Given that the division has been focused on not exceeding
an overall general fund subsidy, further analysis was
conducted to determine how current operations matched
up with community expectation. As illustrated in the table
to the right, the Aspen Recreation Division is currently
operating in-line with the community’s expectation as
48.4% of its expenditures, which are recovered through
user fees.
FINANCIAL SUMMARY FY 2012
ACTUAL
REVENUES
Red Brick Recre ation Cente r $479,193
Aspen Re creation Center $1,135,976
Aspen Ice G arden $358,838
Total Revenues $1,974,008
EXPENSES
Red Brick Recre ation Cente r $1,146,619
Aspen Re creation Center $2,217,436
Aspen Ice G arden $714,407
Total Expenses $4,078,461
Offical Ne t Revenue ($2,104,453)
Cost Recovery Rate 48.4%
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P ROGRAM AND SERVICE DELIVERY KEY FINDINGS
The Aspen Recreation Division currently has a first rate, profess ional staff that delivers 75 high quality
recreation programs and services that can be functionally grouped into 24 program areas. Key findings
regarding the direct delivery and/or facilitation of programs and services are as follows.
4.2.1 YOUTH PROGRAMMING
In reviewing the current program offerings for youth against the desired program offerings of the
community, the division is offering a line of programs that is meeting the community’s expectations.
Per the statistically valid survey conducted by Leisure Vision: Based on the percentage of youth
in respondent households who are either “very interested” or “somewhat interested,” 40% of
youth in respondent households are interested in participating in public ice skating. Other
recreation programs that youth in respondent households are interested in participating in
include: Climbing wall (36%), youth tennis (29%), youth soccer (27%), and youth swim lessons
(26%), and youth special events (26%).
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4.2.2 ADU LT PROGRAMMING
Regarding adult programming, the Aspen Recreation Division is not meeting the highest need of the
community – health and fitness – primarily because of the lack of appropriately sized and located spaces
for fitness equipment and group exercise classes. Improvement in this area will require an expansion of
the ARC, which is discussed later in this report.
Per the statistically valid survey conducted by Leisure Vision: Based on the percentage of adults
in respondent households who are either “very interested” or “somewhat interested,” 67% of
adults are interested in participating in adult fitness and wellness classes, 54% are interested in
public ice skating, 42% are interested in adult special events, 42% are interested in older adult
programming, and 38% are interested in a climbing wall .
4.2.3 PROGRAM CLASSIFICATI ON
Prior to a staff workshop in November 2014, functional groupings of programs and services did not exist
and were not classified by core, important, and value-added, and do not have specific cost recovery
goals.
4.2.4 PROGRAM STANDARDS
Formalized recreation program standards that guide consistent service delivery are not in place.
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4.2.5 PROGRAM PERFORMANCE
Several programs and services, including but not limited to adult sports, youth enrichment, and
pro shop and merchandise sales, are underperforming in terms of financial performance and/or
participation.
Open swim, fitness classes, and junior hockey are examples of lines of service that are performing
well.
4.2.6 SENIOR PROG RAMMING
As of March 1, 2013, a formal agreement is in place with American Healthways Services to provide and
facilitate Silver Sneakers programming for senior citizens at the ARC. However, only an informal
partnership exists between the Aspen Recreation Division and the Aspen Senior Center.
4.2.7 PARTNERSHIP
The Aspen Youth Center, a nonprofit organization, operates out of leased space in the ARC and provides
safe, fun programs that focus on developing self-esteem and life skills for children in grades four through
twelve. This successful partnership allows the recreation division to focus its efforts on other lines of
service that meet the recreational demands of residents.
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PROGRAM AND SERVICE CLASSIFI CATION
As noted previously, the recreation division currently does not classify its programs and services.
Classifying programs and services is an important process for an agency to follow in order to remain
aligned with the community’s interests and needs, the mission of the organizati on, and to sustainably
operate within the bounds of the financial resources that support it. The criteria utilized and
recommended in program classification stems from the foundation’s concept detailed by Dr. John
Crompton and Dr. Charles Lamb. In Marketing Government and Social Services, they purport that
programs need to be evaluated on the criteria of type, who benefits, and who bears the cost of the
program. This is illustrated below:
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
4.3.1 PARAMETERS FOR CLASSIF YING PROGRAM TYPES
The first milestone is to develop a classification system for the services and functions of the City of Aspen
Recreation Division. These systems need to reflect the statutory obligations of the agency, the support
functions performed, and the value-added programs that enrich both the customer’s experience and
generate earned revenues in mission-aligned ways to help support operating costs. In order to identify
how the costs of services are supported and by what funding source, the programs are to be classified by
their intended purpose and what benefits they provide. Then funding source expectations can then be
assigned and this data used in future cost analysis. The results of this process is a summary of
classification definitions and criteria, classification of programs within the City of Aspen’s recreation
division and recommended cost recovery targets for each service based on these assumptions.
Program classification is important as financial performance (cost recovery) goals are established for
each category of services. This is then linked to the recommendations and strategies for each program
Type of
Program
•Public service
•Merit service
•Private service
Who
Benefits?
•All the public
•Individuals who participate benefit but all members of the community benefit
in some way.
•Individual who participates
Who
Pays?
•The public through the tax system, no user charges
•Individual users pay partial costs
•Individual users pay full costs
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or future site business plan. These classifications need to be organized to correspond with cost recovery
expectations defined for each category. In this section of the business plan, each program area will be
assigned specific cost recovery targets that align with these expectations.
4.3.2 SERVICE CLASSIFICATI ON PROCESS
The service classification process consists of the following steps:
1. Develop a definition for each program classification that fits the legislative intent and
expectations of the division; the ability of the division to meet public needs within the
appropriate areas of service; and the mission and core values of City of Aspen’s recreation
division.
2. Develop criteria that can be used to evaluate each program and function within the division, and
determine the classification that best fits.
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4.3.3 PROGRAM CLASSIFICATION DESCR IPTIONS
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 with regard to cost recovery. By
establishing clarification of what constitutes a “Core 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 value 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 benefit 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”.
CRITERIA TO
CONSIDER
CORE
PUBLIC SERVICES
IMPORTANT
PUBLIC SERVICES
VALUE ADDED
SERVICES
Public interest or
developmental
importance as well
as mandated by law
and is mission
aligned
High Public Expectation High Public Expectation
High Individual
and Interest Group
Expectation
Financial
sustainability
Free, Nominal or Fee
Tailored to Public Needs
__
Requires
Public Funding
Fees Cover Some Direct
Costs
__
Requires a Balance of
Public Funding and a
Cost Recovery Target
Fees Cover Most
Direct and Indirect
Costs
__
Some Public
Funding as
Appropriate
Benefits – i.e.
health, safety, and
protection of a
valuable asset.
Substantial Public Benefit
(negative consequence if
not provided)
Public and Individual
Benefit
Primarily
Individual Benefit
Competition in the
market
Limited or No Alternative
Providers
Alternative Providers
Unable to Meet Demand
or Need
Alternative
Providers Readily
Available
Access Open Access by All Open Access / Limited
Access to Specific Users
Limited Access to
Specific Users
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FINANCIAL PERFORMANC E & P ROGRAM DELIVERY -KEY RECOMMENDATIONS
In order to improve the fiscal performance and delivery of programs and services, PROS Consulting makes
the following recommendations.
4.4.1 RECOMMENDATION - CLASSIF Y PROGRAMS AND ESTABLISH COST RECOVERY
GOAL S
In a workshop with Aspen Recreation Division in November 2014 facilitated by PROS Consulting, t he major
functional program areas were assessed and classified based on the criteria established in the previous
section of the plan. This process included determining which programs and services fit into each
classification criteria. Then cost recovery goals were established based on the guidelines included in this
plan. The percentage of cost recovery is based on the classification of servi ces and will typically fall
within these ranges, although anomalies will exist:
Core 0-25%
Important 25-60%
Value Added 60%+
The below table presents a summary of core programs, the classification of those programs, as well as
current and recommended cost recovery goals.
City of Aspen
Recreation Division
Core Program Area Classification Benefit Level
Recommended
Total Cost
Recovery
Adult Fitness Value Added Individual 75%
Youth Enrichment Value Added Individual 60%
Afterschool/Day & Summer Camps Important Merit 50%
Aquatic - Learn to Swim Core Public 25%
Aquatic - Open Swim Value Added Individual 152%
Aquatic - Swim teams Important Merit 50%
Aquatic - Adult Value Added Individual 80%
Aquatic - Rentals Value Added Individual 100%
Adult Sports Value Added Individual 100%
Youth Sports Important Merit 40%
Merchandise Sales Value Added Individual 120%
Ice Programs/Lessons Core Public 25%
Ice Pro Shop Value Added Individual 80%
Ice Tournaments - Youth Important Merit 75%
Ice Tournaments - Adult Value Added Individual 80%
Ice Public Skate Core Individual 20%
Ice Junior Hockey Important Merit 60%
Ice Skating Club Important Merit 60%
Ice Figure Skating Important Individual 50%
Ice Drop-in Hockey - Adult Value Added Individual 80%
Ice Drop-in Hockey - Youth Important Individual 40%
Ice Leagues Important Individual 60%
Ice Rentals Value Added Individual 196%
OVERALL 67%
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4.4.2 DEVELOP NEW PRICING POLICY BASED ON CLAS SIFICATION OF PROGRA MS
Given the shift in philosophical approach as noted previously, it is important to refocus the division on
cost recovery goals by functional program area or line of service. Pricing based on established operating
budget recovery goals will provide flexibility to maximize all pricing strategies to the fullest . Allowing
the staff to work within a pricing range tied to cost recovery goals will permit them to set prices based
on market factors and differential pricing (prime -time/non-primetime, season/off-season rates) to
maximize user participation and also encourage additional group rate pricing where applicable.
To gain and provide consistency among the Aspen City Council, user groups, staff, and the community, a
revised pricing policy must be adopted in order for the Aspen Recreation Division to operate effectively
and efficiently to meet the program cost recovery goals identified above. In short, it is important that
the Aspen Recreation Division state its policy in all publications, on its website, and in its reservation
processes to describe how they establish a price for a service or use of a facility . Example:
“The Aspen Recreation Division’s funding that is derived from taxpayers is focused on mission-
based facilities and services. The programs and facilities that are furthest from our mission,
that provide an individual benefit, or that provide exclusive use will require higher fees from
users or other sources to help offset operating costs.”
It is recommended that the Aspen City Council adopt an overa ll cost recovery goal for the recreation
division that is equal to 67%. In order to achieve the cost recovery goal, it is expected that the Aspen
Recreation Division will strive to meet the cost recovery goals established for each program area as
recommended. In order to meet these goals, efforts must be made to:
Consistently deliver high quality programs and services
Strategically price programs and services
Solicit sponsorships and donations to develop a sustainable earned income stream (Chapter 5)
Increase the utilization of volunteers to offset operational expenditures (Chapter 5)
Expand marketing to increase the volume of participation in programs and services (Chapter 7)
The 67% cost recovery goal is expected to be achieved over a 10 year period and there should be no
expectation that it be realized immediately. It is expected that an iterative implementation process of
introducing the classification methodology and a new pricing policy along with the refinement of
division’s cost of service analysis will occur over the next 5 years. This process will have an impact of
cost recovery as it will result in the refinement of foundational business elements including but not
limited to service levels, service delivery, pricing and the guidelines developed to secure external
operational funding sources such as grants, donations and partnerships. Additionally, external factors
such as economic conditions and changes to the City’s financial policies will have a bearing on achieving
the 67% cost recovery goal.
4.4.3 DEVELOP PRICING STRA TEGIES TARGET MARKET ING BASED ON PATRO N ANALYTICS
As the Aspen Recreation Division embarks on the development of customer profiles (patron analytics)
based on information analyzed by the Financial Analyst and Technology Solutions, it will be necessary to
develop pricing strategies that will not only increase sales but also maximize the utilization of the Aspen
Recreation Division’s facilities via a direct target -marketing program. The recreation division recently
developed a pricing strategy that created a “Ski Season Only Membership” and launc hed it on Black
Friday (November 28, 2014). The results were overwhelmingly positive as 301 passes were sold, totaling
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$59,510. By creating pricing options such as the Ski Season Only Membership, customers are given the
opportunity to choose which option best fits their schedule and price point. PROS Consulting recommends
that the Aspen Recreation Division continue to explore pricing strategies that create options for the
customer.
The following table offers examples of pricing options.
Primetime Incentive Pricing
Non-primetime Length of Stay Pricing
Season and Off-season Rates Cost Recovery Goal Pricing
Multi-tiered Program Pricing Level of Exclusivity Pricing
Group Discounting and Packaging Age Segment Pricing
Volume Pricing Level of Private Gain Pricing
4.4.4 EXPAND PROGRAMS AND SERVICES IN THE AREA S OF GREATEST DEMAND
Ongoing analysis of the participation trends of recreation programming in the Roaring Fork Valley is
significant when delivering high quality recreation programs. By doing so, staff will be able to focus their
efforts on the programs and services of the greatest need and reduce or eliminate programs and services
where interest is waning.
Areas of greatest need as identified in the statistically valid survey include:
Fitness Programs
Public Ice Skating
Climbing
Programming for Older Adults
Youth Soccer
Youth Tennis
Adult Softball
Youth Learn to Swim
4.4.5 ADOPT FORMALIZED REC REATION PROGRAM STAN DARDS
Recreation program standards are developed to support core recreation services. The standards focus on
delivering a consistent high quality experience while achieving operational and cost recovery goals as
well as marketing and communication standards that are needed to create awareness and customer
loyalty.
To assist staff in its continual pursuit of delivering high quality consistent programs to the community
and in achieving the cost recovery goals, the following are the areas of focus for the development of
standards by which programs need to be developed and administered. A complete listing of the standards
can be found in the Appendix of the Business Plan .
High-Quality Experience
Operational and Pricing
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FINANCIAL PERFORMANC E & PROGRAM DELIVERY - OTHER
RECOMMENDATIONS
In addition to the key recommendations offered in the previo us section, PROS Consulting recommends
the following as a means to improve the financial performance and program delivery of the Aspen
Recreation Division.
4.5.1 FINANCIAL PERFORMANC E – OTHER RECOMMENDATION S
Refine revenue and expenditure allocations across the newly formed lines of service.
Utilize financial analysis to support not only pricing strategies but also marketing, customer
service, and technology solution strategies.
Refine the Economic Impact Model that has been developed.
4.5.2 PROGRAM DELIVERY – OTHE R RECOMMENDATIONS
Evaluate participation trends in programs (total participation, seasonal participation, local vs.
tourist, etc.) and utilize the analysis as a means to target the market as needed.
Using the goals and objectives of the Aging Well Initiative as a guide, the division should build
upon the Silver Sneakers agreement and work to establish stronger connections with nonprofit
and private sector senior service providers to further engage senior citizens in the offerings of
the Aspen Recreation Division. PROS Consulting has provided best practice standards for the
development and implementation of partnerships in the Appendix.
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- ORGANIZATIONAL STRUCTURE
KEY FINDINGS
The Aspen Recreation Division is currently comprised of 24.5 full -time employees and has made a
conscious effort to operate more effectively and efficiently, in particular over the last five years. The
following summarizes the key findings regarding the organizational structure of the division.
Alignment: The division is functionally aligned with its program and service delivery.
Business Strong: The division is very “business strong” in that it possesses three key positions
to advance the business of the Aspen Recreation Division: a Financial Analyst, a Recreation
Technologist, and a Marketing Manager.
Revenue Development: The division does not have a position that focuses on Revenue
Development, such as the sale of memberships, sponsorships, donations, and in -kind services.
Retirements: Over the next 10 years, the division will potentially undergo a personnel
transformation as several upper and middle level managers will approach retirement age.
Aquatics: The division does not have a position titled Aquatic Supervisor, though the pool is a
major area of facility operations and programming and expends $920,000 annually.
Personnel Costs:
o The division’s labor costs have only increased by 4% since 2010.
o In 2010, the division’s labor costs comprised 73% of the annual operating budget. In 2012,
that same percentage was reduced to 65%.
Full-Time Employees: The division is operating with three fewer full -time employees than in
2009. It has eliminated the Assistant Director of Recreation, Guest Services Supervisor, and the
Kids First Director, which has been relocated to another department within the city.
Efficiency: The division operates efficiently as it shares four employees with other divisions
within Aspen Parks & Recreation.
Culture: Communication and information exchange across the division have improved
significantly since the completion of the 2005 Business Plan.
KEY RECOMMENDATIONS
5.2.1 REVENUE DEVELOPMENT MANAGER
Given the emphasis on cost recovery (or not exceeding the general fund subsidy), the division should
seek to add the position of Revenue Development Manager, whi ch will focus on the creation of
partnerships and sponsor and donor relationships to generate additional earned income. The first year
goal for the position should be to generate $100,000 in earned income and/or in -kind services. Within
five years, the goal of the position would be to generate $250,000. The position should also be utilized
as a sales position for ARC memberships.
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5.2.2 SUCCESSION PLANNING
As key upper and middle management positions approach retirement age within the next 10 years, it is
imperative that the division plans for the future. 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. Aspen’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 ultimately dependent on specific
internal and external actions that achieve succession planning outcomes.
Intake Building Organizational
Successi
on Competence
Plannin
g
- Recruitment
- Interview process
- Pre-hire skills &
attitude assessment
- New employee orientation
- Probation review
- Leadership
- Infrastructure (cross-
dept. task mgmt.)
- Focus on skills,
knowledge and
productive attitude
- Community & Inter-
agency engagements
- Culturally competent
programs, services and
workplace
- Performance-based modeling
- Operational adaptability
- Creative problem solving
- Training
- Training
- Individual Development
Plans
- Mentoring
- Post separation consulting
- Experiential learning
- Teaching/learning experiences
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 tha t the Aspen Recreation 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 re-assessed and revised annually through the
workforce planning process.
IMPORTANT CONSIDERATIONS
The spirit of equity and fairness should always be maintained. Any predetermination of who will succeed
any given person needs to be managed carefully. An undesirable situation would be to create the
perception that another qualified candidate was not provided an equal opportunity to apply for or be
considered for a position. That does not mean that selection decisions, or interim placements, cannot be
made well in advance of the incumbent's departure .
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GOALS/DESIRED RESULTS
Ensure that appropriate interview and placement processes and standards are institutionalized
to hire candidates with skills and abilities that are considered essential for all positions.
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.
To ensure high quality replacements for those individuals who currently ho ld 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 is
transitioned and populated with new skills and talents. This knowledge and competency
preservation effort can occur at other levels, as identified by directors.
ANTICIPATED CHALLENGES
Hiring supervisors are not properly trained to identify essential skills in candidates.
We’ve identified potential talent but the current supervisor lacks the capability or is unwilling
to effectively participate in succession planning.
The incumbent is the supervisor of the potential candidate, but desired skill sets of potential
candidates differ from those of the incumbent/or are different than the incumbent fosters and
rewards.
Growing a represented employee for a management position while working within contract/job
description.
5.2.3 DEVELOP A VOLUNTEER MANAGEMENT PROGRAM
As the population of Aspen ages and a greater segment of it is made up of retirees, the opportunity exists
to increase the utilization of volunteers. Additionally, a strong Volunteer Program offers opportunities
for residents, organizations, and friends of the Aspen Recreation Division to volunteer their skills and
time in meaningful work that advances ongoing programs. PROS Consulting has provided the framework
for a policy that will serve as a guide to the Aspen Recreation Division for the development and
implementation of a strong, sustainable volunteer program.
OTHER RECOMMENDATION S
Given the strong focus and significant expenditures ($920,000 annually) associated with the year -
round service delivery of aquatics, the division should consider reclassifying a Recreation
Supervisor I position (or fill a current vacant position) as an Aquatic Supervisor.
Continue to seek out opportunities to share employees across the department.
Continue to improve communication, knowledge, and staffing between Red Brick Recreation
Center, Ice Garden, and ARC personnel.
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- FACILITY MAINTENANCE
KEY FINDI N GS
Having facilities that are clean and functioning effectively and efficiently is a critical element to
delivering high quality programs and services. In evaluating the Aspen Recreation Division’s Facility
Maintenance Operation, it can simply be describe d as a model operation. Key findings regarding the
maintenance operation of Aspen’s recreation facilities are as follows.
Subject Matter Expertise: Staff exhibits subject matter expertise that is rarely found at all
levels of parks and recreation facility maintenance. This is a credit to the City of Aspen for
identifying and developing staff, but is also a byproduct of the lack specialized skill sets that
exist among third party vendors in the Roaring Fork Valley and the cost prohibitive practice of
outsourcing to contractors beyond the Front Range.
Best Practices: Best practice and standard operating procedure manuals are in place.
Preventative to Repair: The holistic operation focuses equally on day-to-day tasks, preventative
maintenance, and repair and maintenance. Examples of work performed by the Facility
Maintenance operation include but are not limited to:
o Perform all skilled mechanical work on the 552 Zamboni, since the nearest qualified
technician, per Don Zamboni, is a forklift mechanic located in Denver.
o Perform complex electrical work for the parks and recreation department as well as
other city departments.
o Perform repairs to the ammonia refrigeration plant as the nearest highly qualified
technicians are out of Denver, and work closely with them for annual compressor
overhauls.
o Conduct a Haz-Mat response as the local fire department does not have a Haz-Mat team.
In particular, staff is trained and has the equipment to work with ammonia leaks.
o Perform installation and control work on MetaSys DDC system.
o Program and maintain the division’s electronic systems (scoreboards, distributed sound
systems etc.), as quotes for even minor services for these have been as much as the
operation’s entire annual materials budget.
o Fabricate many needed repair parts in-house.
o Perform many tasks such as snow removal and floor care, which traditionally are
outsourced as the operation possesses the necessary equipment and skills that in turn
lead to a higher level of customer service.
Asset Management: Performs long-term asset preservation and replacement in conjunction with
City’s Asset Management Program.
Record Keeping: Details all work via a coordinated system of manuals, checklists, and
information logs.
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KEY RECOMMENDATIONS
6.2.1 PLAN FOR SUCCESSION
As key management positions approach retirement age within the next 10 years, it is imperative that the
Facility Maintenance Operation plans for the future. By developing a success ion plan that focuses on
organization sustainability, the division will not only be able to further develop a highly professional staff
but will also ensure that the division can manage seamlessly moving forward. Please refer to
Organizational Structure Assessment for succession planning guidelines.
6.2.2 CONTINUE STRONG ASSE T MANAGEMENT PRACTIC ES
The City of Aspen has an Asset Management Plan (AMP) that currently extends to the year 2023. Facilities
Maintenance participates in this process. Replacement schedules of the division’s key assets are a
component of this plan. This in turn allows the division to forecast capital funding for the replacement
and/or upgrade of assets, equipment, and systems that are critical to the operational functions of the
division’s facilities. For many divisions, this would suffice as Asset Management best practices, but not
in the Aspen Recreation Division. Given time and skill, it is the intention of Facilities Maintenance to
preserve the life of any piece of equipment i ndefinitely. On many occasions, the AMP plan will call for
the replacement of an asset that is still in prime condition. As an example, one of the early model
Zambonis (552 electric unit) has undergone such meticulous and scheduled maintenance that other
agencies often inquire to purchase the equipment when it is scheduled for replacement in 2015. In this
specific case, the Zamboni will be replaced, but only to keep consistency in the control systems as the
other two machines have newer controls. In order to manage and prioritize limited funding, the Facilities
Maintenance operation needs to continue to practice its philosophical approach to asset management.
OTHER RECOMMENDATION S
Work with Technology Solutions to streamline work order data to further enhance th e efficient
maintenance of the division’s facilities. By developing a work order management system that
interfaces with the city’s umbrella financial system, the division will benefit by being able to
develop performance measures that chronicle:
o The “actual unit cost” of work being performed
o Task-time data for work that is being performed
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- MARKETING
KEY FINDINGS
In 2014, Bowman Marketing Services completed the development of an Aspen Parks & Recreation
Marketing Plan. The plan identified the strengths, weaknesses, opportunities, and threats of the system
and made recommendations on how best to strategically market the offerings of the department within
the greater context of the City of Aspen and the Roaring Fork Valley. Specific areas of foc us of the
Marketing Plan include:
Branding
Social Media
Earned Media
Customer Experience
The integrated Bowman Marketing Plan serves as a comprehensive source of information regarding best
ways to reach targeted audiences utilizing available resources. It establishes parameters, guidelines, and
polices for promotional decision-making. It is designed to build efficiencies within the Aspen Recreation
Division.
KEY RECOMMENDATIONS
7.2.1 PRIORITIZE AND IMPLE MENT THE BOWMAN MARK ETING PLAN
As the Aspen Recreation Division enters its first full fiscal year with a strong, personalized marketing
plan in hand, one of the challenges it will face is the prioritization and then implementation of the plan.
PROS Consulting recognizes that marketing the niche that Aspen recrea tion fills in meeting the needs of
a recreation-oriented community is no small task. We recommend the following guidelines for successful
implementation and evaluation of the plan:
Develop an effective data collection system of users and profile information.
Continue to advance the use of technology for the marketing and promotion of key programs.
Train staff and volunteers on “the selling of the value” of the Aspen Recreation Division.
7.2.2 ESTABLISH A DIRECT T ARGET MARKETING PLAN
The development of a strong target-marketing component as part of the overall plan is dependent on
knowing the customer and potential customers. A key to understanding the customer is gathering data
that can develop customer profiles. PROS Consulting recommends the d evelopment of a consistent
survey instrument for each line of service in the system that focuses on gathering data for the purpose
of further understanding the customer. The following provides a sampling of questions to be asked as
part of developing and administering the survey.
Who are the users (age segments served)?
Why do they use the Aspen Recreation Division for their recreation experience?
How long do they stay?
How much do they spend?
What do they value most about the program, attraction, and the experi ence?
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What would make them stay longer?
What experiences that are not available do they seek? Would they encourage them to use the
system more often?
How do they rate the customer service?
How do they rate the safety and cleanliness of the system?
How do they rate their experience (recreation facilities, programs, services, staffing, safety,
etc.)?
How do they rate the experience they received when compared to the amount they paid?
Would they tell their friends to visit the facilities?
What could the staff do to make the experience more enjoyable?
7.2.3 DEVELOP A BUDGET FOR THE IMPLEMENTATION O F THE MARKETING PLAN
Aspen Recreation’s Marketing Budget will be at least 3% (or $125,000) of the total budget for the division.
The following information provides the framework for understanding the costs of successfully
implementing the marketing plan.
Staffing
Website Management and Analysis
Production of Publications
Advertising
Research and Data Collection
Survey Development
Mailing Costs
Graphic Design Services
Signage
Contract services-media buyer,
research, photographer, promotional
items
Geo-coding
Social Media Management
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- TECHNOLOGY SOLUTIONS
FINDINGS
The Aspen Parks & Recreation (APR) Master Strategic Tech Plan has been a work in progress since the
position of RecTech (Recreation Technologist) wa s created at the beginning of 2007. The intent of the
position was to specifically assist the current and future goals and objectives of Aspen Parks & Recreation
and its employees with mainstream, pertinent, and supporting technologies. Over the past eight years,
with very meticulous analysis and improvements taking place along the way, Aspen Parks & Recreation
has evolved into a recreation division that utilizes technology in an effort to streamline communications
with present and future customers. Technology solutions support the achievement of APR Department
Goals and Objectives through three significant aspects:
Redundant, State of the Art Systems
Enhanced Patron Communication
Cultivating the Tourist Patron
A review of the work that has been created and implemented indicates that Aspen Parks & Recreation is
a Technology Solutions leader in the public recreation industry. Most notably:
Website: The recent facelift of the department’s website presents informa tion in a functionally
and aesthetically pleasing manner that allows users the ability to easily navigate to their area of
interest while revealing to them the expansive offerings that the City of Aspen offers.
Online Registration: The implementation of on line registration has been an unparalleled success
with 80% of sales occurring via Aspen Parks & Recreation’s website.
Content Delivery Network: The development of a Content Delivery Network (CDN) that informs
current customers, via video brochure, about the exciting contents of what the division will be
offering during the following month.
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KEY RECOMMENDATIONS
8.2.1 DEVELOP PATRON ANALY TICS
One of the goals of the Technology Solutions office is to engage in the development of predictive analytics
to segment and market to the Aspen Recreation Division’s patron database. Most often used in the gaming
industry, patron analytics, in coordination with the data developed by the Financial Analyst, will lead to
the development of pricing strategies for various segments of the market. With patron analytics and
pricing strategies in hand, the marketing office will be able to develop direct target marketing programs
in an effort to create further utilization of the Aspen Recreation Division’s facilities, programs, and
services, thus resulting in increased revenue.
8.2.2 IMPLEMENT RADIO FREQ UENCY IDENTIFICATION
PROS Consulting, having worked in over 1,000 agencies, recognizes that the Technology Solutions office
of the Aspen Recreation Division is a subject matter expert in t he implementation of technology as a
means to create sustainable systems and enhance the marketing of the division’s facilities, programs,
services and events. In addition to continuing the integration and interfacing of the various systems,
managing and monitoring the website, assisting in the development of customer profiles, and expanding
the Content Delivery Network, PROS Consulting recommends that Technology Solutions focus its efforts
on the implementation of the Radio Frequency Identification (RFID) Initiative.
The most direct path to cultivating the visitor to Aspen is via a partnership with the Aspen Skiing
Company. The intent is to integrate the two systems (APR and SkiCo). An RFID pass generated by SkiCo
can be structured to be recognized at Aspen Recreation’s facilities. Follow the link below for more
information on this cutting-edge use of technology: http://tech.aspenparksandrec.com/2015-Stretch-
Goal-Nick.pdf
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- PERFORMANCE MEASURES
KEY FINDINGS
Currently, the Aspen Recreation Division utilizes a citywide template for tracking performance measures
that does not quantitatively measure the success of the operation. The quantitative use of performance
measures inform organizations about how successful their products and services perform, their intended
outcomes, and the processes that produce them. They are a critical tool that assists in the understanding,
management, and improvement of organizations. Performance mea sures provide organizations with the
information necessary to make intelligent decisions about work that is performed.
Performance measures can tell us:
How work is being performed successfully
If there is statistical control of the processes
If goals are being met
If and where improvements are necessary
If customers are satisfied
KEY RECOMMENDATIONS
Performance measures in recent years have become the backbone of successful organizations . They have
moved beyond the simple collection of facts that measure volume of work. The key components of
modern performance measurement are:
Outcomes are the benefits or changes for participants in programs or recipients of services during
or after the program or strategy is implemented.
Inputs are the physical, financial, and human resources allocated to or consumed to do work.
Activities are what the program or strategy does with the inputs provided. Activities include the
tasks, steps, methods, techniques, and operations performed.
Outputs are the elements of operation or level of effort, the products or services resulting from
the implementation or accomplishment of work.
Efficiency is measured by the unit cost required to perform the work in terms of dollars. “How
well did the organization “use” the budget to perform work?”
Effectiveness is a service quality measure of the work performed. Effectiveness is measured in
% of work set out to be performed.
PROS Consulting recommends that the Aspen Recreation Division utilize the template found in Appendix
8 to develop three to five key performance measures for each line of service, including but not limited
to, cost recovery, program service delivery, facility maintenance, and marketing and technology
solutions to determine and, in turn, communicate the level of success they are achieving on an annual
basis.
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- CAPITAL IMPROVEMENT RECOMMENDATIONS
KEY FINDINGS
As part of the process of developing the business plan and soliciting input from the community,
ETC/Leisure Vision conducted a statistically valid survey to help establish priorities for parks and
recreation facilities within the community. The following summarizes the key findings related to future
capital improvements for the Aspen Recreation Division.
Indoor Facilities: Based on households who feel that adding more indoor Recreation Division
facilities as either “very important” or “important,” 61% of respondent households find it
important to add more indoor weight training space and equipment
Outdoor Facilities: Based on households who feel that adding more outdoor Recreation Division
facilities is either “very important” or “important,” 47% of respondent households find it
important to add an outdoor swimming pool.
KEY RECOMMENDATIONS - INDOOR FACILITIES
Based on the percentage of respondent households who p lace adding more indoor Recreation Division
facilities as either “very important” or “important,” 61% of respondent households find it important to
add more indoor weight training space and equipment. Other indoor Recreation Division facilities
respondent households rate as important to add include aerobics space and equipment (54%), indoor
running and walking track (48%), indoor swimming pool (40%), indoor tennis courts (38%), indoor multi -
purpose field (36%), and indoor basketball courts (34%).
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Community input derived through the statistically valid survey, qualitative information received from
focus groups and the forward thinking work that the Aspen Recreation Division has completed, PROS
Consulting recommends the following indoor recreation center improvements to the Aspen Recreation
Center.
Addition of 5,000 square feet of space above the existing indoor pool for the purposes of creating
a state of the art health and fitness center that will include weight training and cardiovascular
equipment
Renovation of the existing health and fitness center near the main entrance into a childcare
space, which will allow for more family usage of the ARC.
Renovation of the space in the “basement of the facility” into modern state of the art group
exercise classroom space. In order to not compete with itself and the programming offered at
Red Brick Recreation Center, it is recommended that further surveying of the community be
completed to determine if the space needs to be specialized for programming s uch as yoga and
spinning classes or be more multipurpose in nature.
10.2.1 FITNESS CENTER CONCE PTUAL PLAN
As noted, the Aspen Recreation Division has proved to be a forward thinking operation that is in -tune
with the recreation needs of the community as it has already completed a conceptual plan and
operational feasibility study for the addition of a 5,000 square foot, state of the art, health and fitness
center above the current indoor aquatic center. A rendering of the conc eptual plan is illustrated below.
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FINANCIAL REVIEW OF PREVIOUS F ITNESS CENTER EXPANS ION F EASIBILITY STUDY
In reviewing the financial operational feasibility study conducted by Ballard*King & Associates in 2010
for the fitness center expansion, PROS Consulting is in agreement with the overall recommendations in
the report. The following table provided in the feasibility study summarizes the revenue and expenditures
associated with the expansion of the fitness center only.
New Projected Budget Figures
New
Expenses $90,000 to $130,000
Revenues $253,000 to $360,000
Difference $163,000 to $230,000
It is recommended that if the Aspen City Council approves the project, additional feasibility needs to be
conducted that includes the full cost of ownership over a 10-year period. The study needs to include
repair, maintenance, and the lifecycle replacement of fitness equipment and facility systems.
10.2.2 FINANCIAL ASSUMPTION S AND PROJECTIONS – GROUP EXERCISE CLASS ROOM
SPACE AND PROGRAMMING
PROS Consulting utilized the following set of high-level, best practice assumptions for the development
of group exercise classrooms and programming at the ARC to create financial projections:
Programs offered at the ARC will not conflict with programming offered at the Red Brick
Recreation Center.
Programming is based on an aggressive but attainable approach to meet expected cost recovery
potential; aggressive program is based on the magnitude of programs being offered that are not
currently offered at other recreation provider facilities
Programs assume that 70% of the classes will make the minimum number to hold the class
Programming is based on estimates for units per experience/session, total sessions offered, and
fee per program/activity
Program will be administered and organized by a regular part-time employee working 15-20 hours
per week at $25 per hour.
Programs shown are depicted as being taught by contract instructors.
60% of revenue generated by program registration fees will be paid out to contract instructors
(as noted in “other services” section in table on following page).
From these assumptions, PROS Consulting projects that an expanded fitness program offering at the ARC
will operate with net income equaling approximately $67,507 (cost recovery of 132%). The table on the
following page summarizes the revenue and expenditures for offering fitness programming in new group
exercise classrooms.
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10.2.3 FINANCIAL ASSUMPTION S AND PROJECTIONS - CHILD CARE
PROS Consulting utilized the following set of high-level, best practice assumptions for the providing of
child care services at the ARC to develop financial projections:
Child Care will be offered 25 hours per week. Monday through Friday 9am-12noon and 5-7pm.
Child Care will be available to ARC users only.
Child Care will be available for children 6 months to 6 years.
Maximum capacity of the child care space is 15.
Total staffing hours for child care attendants earning $25 per hour is 1,875.
Occupancy rate of child care services = 45% (8500 visits annually)
Based on the introduction of child care services at the ARC, PROS Consulting projects net revenue for
the service would be $3,445 (cost recovery of 107 %). The table on the following page summarizes the
revenue and expenditures of offering the child care service at the ARC.
ACCOUNT TITLE BUDGET
REVENUES
Spinning $37,000.00
Weight Traini ng $37,074.00
Pi l aties $55,426.00
Yoga $37,074.00
Youth Fi tness Classes $55,426.00
Boot Camp $55,426.00
Mi scell aneous Re ve nue s $0.00
TOTAL REVENUES $277,426.00
Pe rsonne l Services
Total PERSONNEL SERVICES $26,962.50
SUPPLIES
Total Supplie s $5,500.00
OTHER SERVICES & CHARGES
Total Other Services $177,455.60
TOTAL EXP ENSES TOTAL EXPENS ES $209,918.10
NET REVEN UE/(LOSS)$67,507.90
cost recove ry**132.2%
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KEY RECOMMENDATIONS - OUTDOOR FACILITIES
Based on the percentage of respondent households who place adding more outdoor Recreation Division
facilities as either “very important” or “important,” 47% of respondent households find it important to
add an outdoor swimming pool. Other outdoor Recreation Division facilities respondent households rate
it as important to add outdoor tennis courts (37%), outdoor multipurpose fields (35%), outdoor running
and walking track (32%), and outdoor basketball courts (30%).
ACCOUNT TITLE BUDGET
REVENUES
Child Care - Passholder $45,000.00
Child Care - Non-Passholder $10,000.00
TOTAL REVENUES $55,000.00
Personnel Services
Total PERSONNEL SERVICES $50,554.69
SUPPLIES
Total Supplies $1,000.00
TOTAL EXPENSES TOTAL EXPENSES $51,554.69
NET REVENUE/(LOSS)$3,445.31
cost recovery**107%
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From community input derived through the statistically valid survey, the qualitative information received
from focus groups, and the forward thinking that the Aspen Recreation Division has completed, PROS
Consulting recommends two options for outdoor recreation improvements to the Aspen Recreat ion
Center.
OPTION 1: Development of an outdoor pool that emphasizes shallow water geared toward
families of children under the age of 12 and senior citizens.
OPTION 2: Development of a spray ground that requires no direct supervision (and therefore no
personnel expenditures). This facility can add value to the outdoor pool during the summer
months and add an outdoor aquatic experience during the shoulder months of May and
September.
10.3.1 FINANCIAL ASSUMPTION S AND PROJECTIONS – OUTDOOR POOL
PROS Consulting utilized the following set of high-level, best practice assumptions for a shallow water
outdoor pool at the ARC to develop financial projections:
The summer swim season will be 101 days (Memorial Day weekend through Labor Day weekend).
Pool will operate approximately 70 hours per week.
Primary functions of the Aquatic Facility will be:
o Informal Recreation Swimming
o After Hour Rentals
All formal aquatic programming, including learn to swim lessons, water exercise classes, swim
teams, and specialty programs will be conducted at the indoor aquatic center
It is expected that approximately 700 seasonal pool passes will be sold
o Please note: Development of pass typologies and price points must be fully vetted as
part of a feasibility study for the project
The pool will be managed by a part-time employee working approximately 450 hours for the
season at $25/hour
Approximately 2,100 lifeguard hours at $25/hour will be required to guard the pool during the
course of the summer season.
Non-Personnel expenditures have been budgeted at:
o Chemicals = $15,000
o Other supplies = $5,500
o Repair and Maintenance = $5,000
o Utilities = $20,000
From these assumptions, PROS Consulting projects that an outdoor pool at the ARC will operate with net
income equaling approximately $3,667 (cost recovery of 103%) during its first year of operation. The
table on the following page summarizes the revenue and expenditures for the operation.
It is recommended that if the Aspen City Council approves the project, additional feasibility needs to be
conducted based on an approved design that includes the full cost of ownership over a 10 -year period.
The study needs to include lifeguard operations, aquatic systems, repair, maintenance, and the lifecycle
replacement of assets.
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10.3.2 SPRAYGROUND ALTERNATIVE
A trending lower cost (operational and capital) alternative option to the construction of outdoor pools is
to develop a spray ground. Spray grounds offer many of the same benefits that swimming pools do in
that they provide safe, fun opportunities to residents to cool off on warm summer days. The benefits of
constructing and operating a spray ground include:
Operate similarly to that of swimming pools in that the water sanitization and filtration systems
are a closed loop system, thereby reducing water consumption and chemical use.
Spray grounds require no direct supervision as they function as “water playgrounds”.
Maintenance of spray grounds is generally considered to be significantly less that pools.
Operational costs of spray grounds are 65-75% of the cost of operating an outdoor aquatic center.
Construction costs can range from $250,000 to $1 million, depending on the expansiveness of the
amenities offered.
PROS Consulting recommends that the Aspen Recreation Division conduct a full cost of ownership
feasibility study before committing public and/or private dollars for the construction of a spray ground
at the ARC.
ACCOUNT TITLE BUDGET
TOTAL REVENUES $119,000.00
ACCOUNT TITLE BUDGET
EXPENDITURES
PERSONNEL SERVICES
Total Personnel Services $69,832.88
SUPPLIES
Total Supplies $22,000.00
OTHER SERVICES & CHARGES
Total Other Services $23,500.00
TOTAL EXPENSES TOTAL EXPENSES $115,332.88
NET REVENUE/(LOSS)$3,667.13
cost recovery 103.2%
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- CONCLUSION
The overall vision and mission of the Aspen Recreation Division has evolved over the past decade as
the division implemented the 2005 Business Plan. The economic downturn slowed the implementation of
the recommendations, but as economics improved, staff was very effective when meeting the goa ls of
the plan. Adjustments in staffing and operational processes are resulting in a more balanced and effective
organization. The Aspen Recreation Division continues to experience a rapid evolution as a functioning
city agency, which requires the division to operate in a more business-like manner and continue to
aid in positioning Aspen as a world-class destination.
The following represents a summary of the recommendations that will guide the Aspen Recreation
Division over the next decade. A more comprehensive Action Plan can be found in the Appendix.
FINANCIAL PERFORMANC E - KEY RECOMMENDATIONS
Implement a new Pricing Policy based on the classification, services, and cost recovery
methodology presented in this report for the newly created groupings of li nes of service provided
by the division as a means to increasing cost recovery.
As the Aspen Recreation Division embarks on the development of customer profiles (patron
analytics) based on information analyzed by the Financial Analyst and Technology Soluti ons, it
will be necessary to develop pricing strategies that will not only increase sales but will also
maximize the utilization of the Recreation Division’s facilities via a direct target marketing
program.
PROGRAM AND SERVICES - KEY RECOMMENDATIONS
Classify lines of service using the methodology outlined in the Business Plan and evaluate cost
recovery goals for each on an annual basis.
Expand programs and services in the areas of greatest need to meet customer demand.
Implement recreation program standards found within the Business Plan to ensure consistency
service delivery.
ORGANIZATIONAL STRUC TURE - KEY RECOMMENDATIONS
Given the emphasis on cost recovery (or not exceeding the general fund subsidy), the division
should seek to add the position of Revenue Development Manager, which will focus on the
creation of partnerships and sponsor and donor relationships to generate additional earned
income. The first year goal for the position should be to generate $100,000 in earned income
and/or in-kind services. Within five years, the goal of the position would be to generate
$250,000. The position should also be utilized as a sales position for ARC memberships.
Create a succession plan for the division to ensure sustainable and consistent service delivery in
the future. This plan should feed into the overall departmental succession plan for the next 10
years.
Increase the utilization of volunteers in an effort to maximize the effective and efficient
utilization of paid staff and management expenditures. The goal should be that volunteers make
up 15% of the total Recreation Division’s man-hours.
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FACILITY MAINTENANCE - KEY RECOMMENDATIONS
Continue the strong ongoing professional development program as a means to creating
operational sustainability and succession planning.
Continue to fully develop the Asset Management Program that establishes lifecycle replacement
plans for the functional and financial sustainability of the physical plants of the Recreation
Division.
MARKETING - KEY RECOMMENDATIONS
Prioritize and implement the Bowman Marketing Plan.
Establish direct target marketing program to current users to better inform them of the division’s
offerings.
Develop a marketing budget.
TECHNOLOGY SOLUTIONS - K EY RECOMMENDATIONS
Engage in the development of predictive analytics to segment and market to the Aspen
Recreation Division’s patron databases.
Implement the Radio Frequency Identification initiative as the most direct path to cultivating
the visitor to Aspen via a partnership with the Aspen Skiin g Company. The intent is to integrate
the two systems (APR and SkiCo) such as an RFID pass generated by SkiCo that can also be
recognized at Aspen recreation facilities.
PERFORMANCE MEASURES - KEY RECOMMENDATION
Aspen Recreation should develop performance measures using the template provided by PROS
Consulting that can quantitatively communicate the success of the work being performed to
staff, citizens, the Advisory Board, and City Council.
CAPITAL IMPROVEMENTS - KEY RECOMMENDATIONS
Develop indoor facilities to meet customer need and, in turn, increase opportunities to enhance
cost recovery:
o Create an additional 5,000 square foot indoor fitness center above the existing indoor
pool at the ARC.
o Renovate the existing health and fitness center near the main entrance into a childcare
or child watch space.
o Renovate the space in the “basement of the ARC facility” into a modern state of the
art aerobics classroom space.
Develop outdoor facilities to meet customer need:
o Option 1: Development of an outdoor pool that emphasizes shallow water.
o Option 2: Development of a spray ground.
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APPENDIX
APPENDIX 1 - COMMUNITY SURVEY RES ULTS
RESPONDENT HOUSEHOLD INTEREST IN PARTICIP ATING IN RECREATION PROGRAMS FOR
YOUTH
Based on the percentage of youth in respondent households who are either “very interested” or
“somewhat interested,” forty percent (40%) of youth in respondent households are interested in
participating in public ice skating. Other recreation programs that youth in respondent households are
interested in participating in include: Climbing wall (36%), youth tennis (29%), youth soccer (27%), youth
swim lessons (26%) and youth special events (26%).
Q1. Respondent household interest in participating
recreation programs for youth
by percentage of respondents
Public ice skating
Climbing wall
Youth tennis
Youth soccer
Youth swim lessons
Youth special events
Youth hockey
Youth gymnastics
Youth baseball
21%
20%
11%
14%
16%
10%
12%
10%
11%
12%
11%
19%
16%
6%
8%
7%
9%
9%
8%
10%
7%
8%
18%
13%
10%
16%
11%
Youth intramurals 4% 16%
Youth figure skating
Youth swim team
Youth basketball
Adaptive programming
Youth volleyball
Youth softball
Youth diving
Other
6%
10%
10%
7%
7%
7%
7%
11%
14% 11%
10% 11%
10% 10%
11% 13%
11% 13%
10% 12%
8% 13%
53%
57%
65%
65%
66%
66%
68%
70%
68%
68%
69%
70%
70%
70%
69%
71%
72%
5%2%4%
0% 20% 40%
90%
60% 80% 100%
Very Interested Somewhat Interested Not Very Interested Not At All Interested
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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RESPONDENT HOUSEHOLD INTEREST IN PARTICIP ATING IN RECREATION PROGRAMS FOR
ADULTS
Based on the percentage of adults in respondent households who are either “very interested” or
“somewhat interested,” sixty-seven percent (67%) of adults in respondent households are interested in
participating in adult fitness and wellness classes. Other recreation programs that adults in respondent
households are interested in participating in include: Public ice skating (54%), adult special events (42%),
older adult programming (42%) and climbing wall (38%).
Q2. Respondent household interest in participating
recreation programs for adults
by percentage of respondents
Adult fitness and wellness classes
Public ice skating
Adult special events
Older adult programming
Climbing wall
Adult hockey
Adult softball
Adult swim lessons
Adult curling
40%
23%
16%
17%
16%
12%
11%
31%
26%
25%
22%
27% 7% 27%
12% 35%
14% 44%
17% 42%
16% 47%
16%
17%
9%
10%
Adaptive programming 7%
Adult swim team 7%
Adult soccer 7%
Adult flag football 7%
15%
18%
16% 19%
14% 16%
16% 19%
15% 18%
15% 19%
13% 18%
Adult figure skating 4% 12%
Adult water polo 4% 10%
Other 14%
0%
Very Interested
22%
18%
10%
20% 40%
58%
54%
56%
59%
58%
60%
60%
63%
62%
69%
77%
60% 80% 100%
Somewhat Interested Not Very Interested Not At All Interested
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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LEVEL OF IMPORTANCE RESPONDENT HOUSEHOLDS PLACE ON ADDING MORE
RECREATION DIVISION FACILITIES
Based on the percentage of respondent households who place adding more Recreation Division facilities
as either “very important” or “important,” forty-six percent (46%) of respondent households find it
important to add more Nordic equipment rentals. Other Recreation Division facilities respondent
households rate as important to add include: Childcare (40%) and bike equipment rentals (38%).
Q3. Level of importance respondent households place on
adding more Recreation Division facilities
by percentage of respondents
Nordic equipment rentals 16% 30% 17% 37%
Childcare 11% 29% 17% 43%
Bike equipment rentals 13% 25% 21% 42%
Dining 7% 20% 25% 47%
Retail sales space 3% 7% 32% 58%
Other 8% 7% 11% 74%
0% 20%
Very Important
40% 60% 80% 100%
Important Not Very Important Not At All Important
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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LEVEL OF IMPORTANCE RESPONDENT HOUSEHOLD S PLA CE ON ADDING MORE IN DOOR
RECREATION DIVISION FACILITIES
Based on the percentage of respondent households who place adding more indoor Recreation Division
facilities as either “very important” or “important,” sixty -one percent of respondent households find it
important to add more indoor weight training space and equipment. Other indoor Recreation Division
facilities respondent households rate as important to add include: Aerobics space and equipment (54%),
indoor running and walking track (48%), indoor swim ming pool (40%), indoor tennis courts (38%), indoor
multi-purpose field (36%) and indoor basketball courts (34%).
Q5. Level of importance respondent households place on adding
more INDOOR Recreation Division facilities
by percentage of respondents
Weight training space and equipment 28% 33% 12% 27%
Aerobics space and equipment 25% 29% 16% 30%
Indoor running/walking track 20% 28% 17% 35%
Indoor swimming pool 18% 22% 19% 41%
Indoor tennis courts 18% 20% 21% 42%
Indoor multi-purpose field 15% 21% 19% 45%
Indoor basketball courts 13% 21% 23% 42%
Indoor climbing wall 10% 22% 22% 45%
Indoor anti-gravity ski training facility 13% 14% 26% 46%
Indoor squash/racquetball courts 12% 15% 26% 47%
Indoor volleyball courts 7% 20% 27% 46%
Indoor ice sheet 8% 14% 27% 51%
Indoor soccer/lacrosse field 8% 12% 26% 55%
Indoorbaseball/softball practice field 5% 9% 29% 57%
Other 9% 3% 13% 76%
0% 20% 40% 60% 80% 100%
Very Important Important Not Very Important Not At All Important
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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THE THREE INDOOR REC REATION FACILITIES R ESPONDENT HOUSEHOLDS WOULD USE THE
MOST IF THEY WERE DE VELOPED IN THE CITY OF ASPEN
Based on respondent household top three choices, thirty-one percent (31%) of respondent households
indicated that they would use weight training space and equipment the most. Other indoor recreation
facilities respondent households would use the most if they were developed in the City of Aspen include:
Aerobics space and equipment (26%), indoor running and walking track (25%), indoor swimming pool (21%)
and indoor tennis courts (19%)
Q6. The three INDOOR recreation facilities respondent households
would use the most if they were developed in the City of Aspen
by percentage of respondents (excluding ‘none chosen’)
Weight training space & equipment
Aerobics space & equipment
Indoor running/walking track
Indoor swimming pool
Indoor tennis courts
Indoor basketball courts
Indoor anti-gravity ski training facility
Indoor multi-purpose field
Indoor squash/racquetball courts
Indoor ice sheet
Indoor volleyball courts
Indoor soccer/lacrosse field
Indoor climbing wall
Indoor baseball/softball practice field
Other
0%
31%
26%
25%
21%
19%
11%
11%
10%
10%
8%
7%
6%
6%
3%
1%
10% 20% 30% 40%
Use the Most Use the 2nd Most Use the 3rd Most
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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LEVEL OF IMPORTANCE RESPONDENT HOUSEHOLD S PLACE ON ADDING MO RE
OUTDOOR RECREATION DIV ISION FACILITIES
Based on the percentage of respondent households who place adding more outdoor Recreation Division
facilities as either “very important” or “important,” forty-seven percent (47%) of respondent households
find it important to add an outdoor swimming pool. Other outdoor Recreation Division facilities
respondent households rate as important to add include: Outdoor tennis courts (37%), outdoor multi -
purpose fields (35%), outdoor running and walking track (32%) and outdoor basketball courts (30%).
Q7. Level of importance respondent households place on
adding more OUTDOOR Recreation Division facilities
by percentage of respondents
Outdoor swimming pool
Outdoor tennis courts
Outdoor multi-purpose field
Outdoor running/walking track
Outdoor basketball courts
Outdoor ice sheet
Outdoor soccer/lacrosse field
Outdoor volleyball courts
Outdoor baseball/softball practice field
Outdoor synthetic turf field
Outdoor ice climbing facility
Outdoor anti-gravity ski training facility
26%
15%
14%
14%
21% 17% 37%
22%
21%
18%
21%
21%
23%
25%
24%
22%
23%
25%
25%
41%
9%
12%
9%
8%
10%
21%
16%
19%
20%
15%
7% 14%
9% 11%
7% 12%
Outdoor squash/racquetball courts 4% 10%
Other 9%
0%
25%
27%
29%
44%
45%
46%
48%
50%
49%
50%
55%
55%
55%
58%
15%
20% 40%
76%
60% 80% 100%
Very Important Important Not Very Important Not At All Important
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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THE THREE OUTDOOR RE CREATION FACILITIES RESPONDENT HOUSEHOLD S WOULD USE
THE MOST IF THEY WER E DEVELOPED IN THE C ITY OF ASPEN
Based on the sum of respondent top three choices, thirty-five percent (35%) of respondent households
would use an outdoor swimming pool the most. Other outdoor recreation facilities respondent households
would use the most if they were developed in the City of Aspen include: Outdoor tennis courts (20%),
outdoor running and walking track (18%) and outdoor multi-purpose field (14%)
Q8. The three OUTDOOR facilities respondent households would
use the most if they were developed in the City of Aspen
by percentage of respondents (excluding ‘none chosen’)
Outdoor swimming pool
Outdoor tennis courts
Outdoor running/walking track
Outdoor multi-purpose field
Outdoor basketball courts
Outdoor volleyball courts
Outdoor ice sheet
Outdoor ice climbing facility
Outdoor soccer/lacrosse field
Outdoor synthetic turf field
Outdoor anti-gravity ski training facility
Outdoor baseball/softball practice field
Outdoor squash/racquetball courts
Other
0%
35%
20%
18%
14%
11%
10%
10%
9%
7%
7%
7%
6%
3%
3%
10% 20% 30% 40%
Use the Most Use the 2nd Most Use the 3rd Most
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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WAYS RESPONDENT HOUS EHOLDS WOULD PREFER TO RECEIVE INFORMATI ON FROM THE
RECREATION DIVISION
Fifty-one percent of respondent households would prefer to receive information from the Recreation
Division by newspapers. Other ways respondent households would prefer to receive information from the
Recreation Division include: My e -mail account (50%) and recreation internet sites (42%).
Q9. Ways respondent households prefer to receive information
about recreation programs and activities
by percentage of respondents (excluding ‘none chosen’)
Newspapers 51%
My e-mail account 50%
Recreation internet sites 42%
Pick up at recreation facilities 20%
Regular mail 18%
Social media sites
Printed newsletter
15%
14%
Word of mouth 12%
My smart phone 8%
School internet sites 7%
Not interested in info 7%
Phone calls to recreation 6%
Other 2%
0% 20% 40% 60%
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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RESPONDENT LEVEL OF INTEREST IN RECEIVIN G INFORMATION FROM T HE RECREATION
DIVI SION
Based on the percentage respondent households who are either “very interested” or “somewhat
interested,” in receiving information from the Recreation Division, sixty -five percent (65%) of respondent
households are interested in receiving announcements of upcoming events. Other information respondent
households are interested in receiving from the Recreation Division includes: Schedules for classes and
team sports (62%), cancellations and changes in schedules for classes and sports (59%), descriptions o f
services (57%) and membership charges and benefits (56%).
Q10. Respondent level of interest in receiving
information from the Recreation Division
by percentage of respondents
Announcements of upcoming events 28% 37% 10% 25%
Schedules for classes and team sports 33% 29% 7% 31%
Cancellations/changes in schedule
for classes and sports
35% 24% 9% 32%
Descriptions of services 22% 35% 14% 28%
Membership charges and benefits 23% 33% 16% 29%
Fitness tips 14% 30% 20% 36%
Other 3%6% 6% 85%
0% 20% 40% 60% 80% 100%
Very Interested Somewhat Interested
Not Very Interested Not At All Interested
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WHAT RESPONDENT HOUS EHOLDS CONSIDER TO B E A REASONABLE CHARG E FOR A
FAMILY OF FOUR TO US E RECREATION DIVISIO N FACILITIES, INCLUD ING THE ASPEN
RECREATION CENTER (A RC), THE RED BRICK RECREATION CENTER, THE ICE GARD EN AND
THE TENNIS FACILITIE S
Thirty-two percent (32%) of respondent households consider less than $500 per year as a reasonable
charge for a family of four to use Recreation Division facilities, including the Aspen Recreation Center
(ARC), the Red Brick Recreation Center, the Ice Garden, and the Tennis facilities. Other amounts that
respondent households consider to be a reasonable charge per year for a family of four to use Recreation
Division facilities include: Between $500-$750 (34%), between $750-$1,000 (21%), between $1,000-$1,250
(6%) and $1,250+ per year (6%).
Q12. What respondent households consider to be a reasonable
charge for a family of four to use Recreation Division facilities,
including the Aspen Recreation Center (ARC), the Red Brick, the
Ice Garden, and the Tennis Facilities
by percentage of respondents (based on yearly charge)
Less than $500
32%
Between $500-$750
34%
$1,250+
6%
Between $1,000-$1,250
6%
Between $750-$1,000
21%
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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RESPONDENT LEVEL OF AGREEMENT REGARDING OPTIONS TO PAY FOR R ECREATION
DIVISION SERVICES
Based on the percentage of respondent households who either “strongly agree” or “agree,” eighty -one
percent (81%) of respondent households would prefer to purchase 20-visit punch cards. Other options
respondent households agree with regarding options to pa y for Recreation Division services include: I
prefer to purchase and pay for recreation services on a monthly bases (65%), I prefer to pay for recreation
services on a per-visit or per-class, as-you-go basis (59%), I prefer to purchase and pay for recreati on
services once a year (58%) and I prefer to purchase recreation services annually, but pay monthly
(monthly payment plan) (57%).
41% 40% 10% 10%
19% 46% 17% 18%
26% 33% 21% 20%
29% 29% 25% 17%
20% 37% 27% 17%
64% 14% 14% 7%
Q13. Respondent level of agreement regarding options to
pay for Recreation Division services
by percentage of respondents
I prefer to purchase 20-visit punch
cards
I prefer to purchase and pay for
recreation services on a monthly
basis
I prefer to pay for recreation services
on a per-visit or per-class, as-you-go
basis
I prefer to purchase and pay for
recreation services once a year
I prefer to purchase recreation
services annually, but pay monthly
(monthly payment plan)
Other
0% 20% 40% 60% 80% 100%
Strongly Agree Agree Disagree Strongly Disagree
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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RESPONDENT LEVEL OF AGREEMENT WITH RECRE ATION DIVISION FUNDI NG
Based on the percentage of respondent households who either “strongly agree” or “agree,” ninety-two
percent (92%) of respondent households agree that locals should pay less for recreation facilities and
programs than visitors. Other similar levels of agreement with Recreation Division Funding include:
Recreation Division services have a high value in comparison with their costs (81%), the services the
Recreation Division provides are important community assets, worth of taxpayer investment (79%) and
the amount I pay in fees for recreation services is about rig ht (75%).
Q14. Respondent level of agreement with the following statements
by percentage of respondents
Locals should pay less for recreation
facilities and programs than visitors
54% 38% 6%2%
Recreation Division services have a high
value in comparison with their costs
26% 55% 14% 5%
The services the Recreation Division
provides are important community assets,
worthy of taxpayer investment
31% 48% 15% 7%
The amount I pay in fees for recreation
services is about right
18% 57% 19% 6%
The City should use existing park and
open space land near the ARC to build
more indoor facilities
27% 31% 23% 19%
0% 20% 40% 60%
Strongly Agree Agree Disagree
80%
Strongly Disagree
100%
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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RESPONDENT LEVEL OF AGREEMENT WITH RECRE ATION DIVISION FUNDI NG
(CONTINUED)
Q14. Respondent level of agreement with the following statements
by percentage of respondents
If development costs to expand the ARC
were paid for by private donations, I
would be willing to increase user fees to
pay for new on-going expenses
8% 43% 27% 22%
If development costs to expand the ARC
were paid for by private donations, I
would be willing to increase property
taxes to pay for new on-going expenses
11% 38% 24% 28%
I would be willing to help pay for new
recreation facilities and programs through
property taxes 12% 34% 24% 31%
Charges for recreation services should
be on a sliding scale based on income
18% 24% 40% 19%
0% 20% 40% 60% 80% 100%
Strongly Agree Agree Disagree Strongly Disagree
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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RESPONDENT HOUSEHOLD S OPINION REGARDING THE APPROPRIATE MIX OF FUNDS TO
USE FOR ON -GOING RECREATION OPE RATIONS
Respondent households opinion regarding the mix of funds to use for on-going recreation operations
believe it should be broken up by user fees (49%), property taxes (24%), sales taxes (23%) and other
means (4%).
Q15. Respondent households opinion regarding the appropriate
mix of funds to use for on-going recreation operations
by percentage of respondents
User Fees
49%
Other
4%
Property Taxes
24% Sales Taxes
23%
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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IN ADDITION TO (OR I NSTEAD OF) ASPEN REC REATION FACILITIES, WHA T FACILITIES DO
RESPONDENT HOUSEHOLD S REGULARLY USE
Forty-percent (40%) of respondent households regularly use private clubs in addition to, or instead of,
Aspen recreation facilities. Other facilities respondent households use in addition to, or instead o f, Aspen
recreation facilities include: Facilities or equipment at home (33%), Snowmass recreation facilities or
programs (30%) and school facilities or programs (19%).
Q18. In addition to (or instead of) Aspen Recreation Facilities, what
facilities do respondent households regularly use?
by percentage of respondents (excluding ‘none chosen’)
Private clubs 40%
Facilities/equipment at home 33%
Snowmass Recreation facilities/programs 30%
School facilities/programs 19%
Other public facilities/programs 11%
Employer-provided facilities/programs 11%
Aspen Youth Center, located inside ARC 9%
HOA/Apartment complex facilities 8%
Religious group facilities 6%
Glenwood Springs Recreation facilities/programs 6%
Boys/girls clubs, scouts, etc. 2%
Carbondale Recreation facilities/programs 1%
Other
0%
20%
10% 20% 30% 40% 50%
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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WHY RESPONDENT HOUSE HOLDS DO NOT USE OR USE INFREQUENTLY THE CITY OF ASPEN
RECREATION DIVISION FACILITIES AND SERVI CES
Respondents were provided eight (8) potential reasons they do not use or user infrequently the City of
Aspen Recreation Division Facilities and Services. When looking at the reasons they did not use any of
the facilities (collectively), twenty -six percent (26%) of respondent households state that the reason why
their household does not use, or use infrequently the City of Aspen Recreation Division facilities or
programs (i.e. the ARC, the Aspen Ice Garden, Red Brick Recreation Center, and Tennis Facilities) is
because I don’t use this kind of facility. Other reasons why respondent households do not, use or use
infrequently the City of Aspen Recreation Division facilities and services include: Doesn’t offer
opportunities that interest me (23%), location is inconvenient (19%), too busy to go (19%) and not enough
equipment (17%)
Q20. Why respondent households do not use or use infrequently
the City of Aspen Recreation Division facilities and services
(respresentative of respondent housholds who answered the question for at least 1 of the 4 facilities)
I don't use this kind of facility
Doesn't offer opportunities that interest me
Location inconvenient
I'm too busy to go
Not enough equipment
Too expensive
Too crowded
Hours inconvenient
Was not aware of facility or services
Condition of lockers, locker rooms, showers
Concerns with cleanliness
Parking difficulties
Concern with overall environment
Concerns with staffing levels
Concerns with staff professionalism
Lack of adaptive programs
Other
0%
26%
23%
19%
19%
17%
16%
14%
11%
10%
9%
9%
8%
5%
4%
4%
1%
4%
5% 10% 15% 20% 25% 30%
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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DEMOGRAPHICS OF RESP ONDENTS
Q21. Demographics: Location of respondent household residence
by percentage of respondents
City of Aspen
77%
Aspen Village
0%
Snowmass Village
19%
3% Other
Old Snowmass
0%
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
Q22. Demographics: Children in the home
by percentage of respondents (who have children in their homes)
Children ages 15 to 18 years old
22%
Children ages 6 to 14years old
50%
Children ages 5 yearsor younger
28%
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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Q23. Demographics: Age of respondents
by percentage of respondents
35 to 44
16%
45 to 54
21%
years old
Under 35
13%
55 to 64
21% 65+
29%
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
Q24. Demographics: Household income
by percentage of respondents
$50K to under $74,999
23%
$25K to under $49,999
15%
years old Less than $25K
8%
$75K to under $99,999
18%
$200K+
14%
$100K to under $149,99
14%
$150K to under $199,99
8%
Source: Leisure Vision/ETC Institute City of Aspen Recreation Division Survey (2014)
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APPENDIX 2 – RECREATION PROGRAM STANDARDS
Recreation program standards are developed to support core recreation services. The standards focus on
delivering a consistent high quality experience while achieving operational and cost recovery goals as
well as marketing and communication standards that are needed to create awareness and customer
loyalty.
To assist staff in its continual pursuit of delivering high quality consistent programs to the community
and in achieving the cost recovery goals, the following are the standards by which programs nee d to be
developed and administered.
HIGH -QUALITY EXPERIENCE S TANDARDS
For core services, the following standards must be in place to promote a high -quality experience:
Instructor or program coordinators’ qualifications are consistent with in -the-field experience in
the program specialty for which they are responsible.
The instructor-to-participant ratios are appropriate for the participant to feel safe and attended
to.
The program is provided in the appropriate safe and clean recreation space, either indo or or
outdoor, designed for that program.
Minimum and maximum numbers of participants are set for the program or class that will allow
for a high-quality experience.
Recreation equipment or supplies that are used by the participant are high quality, safe, and
appropriate for the participants to use or consume.
The length of the program is commensurate with the attention capability of the participants to
respond effectively and enjoy themselves in the activity.
Appropriate support staff or volunteers are in place to help guide participants and support
teachers or program supervisors.
Staff is trained in first aid and CPR. Volunteers are trained in first aid and CPR when appropriate.
A first aid kit is readily available and accessible in less than a minute.
Staff and volunteers are trained in customer service and diversity training to make all
participants feel welcome and appreciated.
Customer feedback methods are in place to seek input from participants on their expectations
of the program and the results of their experience. This should include pre - and/or post-
evaluation focus groups or trailer calls.
Pricing of services is explained to participants and/or parents on the level of investment they
are making in the program and the level that Aspen Recreation Division is investing in their
experience.
Each instructor or program supervisor will be provided a toolbox that includes their class or
program roster, with phone numbers or email addresses, name tags for participants, customer
evaluations for users, registration forms, a program guide, pertinent recreation information and
emergency phone numbers, thank you cards for participants at the end of the class, and an
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introduction sheet of what will occur in the program or class, how it will be conducted, and what
outcomes we hope to achieve.
All class or program policies are available to the instructor or program supervisor to adequately
explain policies to the user.
Appropriate recognition and awards are given at the end of the program to participants based on
outcomes achieved or skills learned.
New staff, volunteers, and contract employees working with children will have background
checks by the Aspen Police Department.
Any disciplinary actions taken by an instructor or program supervisor with a program participant
will be written and documented.
Class, program curriculum, or work plans will be prepared by the instructor and program
supervisor before the class or program begins and is signed off by the appropriate program staff
within the recreation division.
Staff will be dressed in the appropriate Aspen recreation uniform that includes a nametag.
Drivers that transport participants must have the appropriate license, certifications, and
authorization.
Equipment or program space will be inspected prior to the clas s or program; noted by the
instructor or program supervisor; and recorded daily, weekly, and monthly.
Performance measures tracked will be shared with instructors or program staff at the end of
each session.
Exit interviews will be conducted with part-time staff before they leave each season and noted
in their file as to re-hire or not.
A class or program budget will be prepared for each activity and shared with the instructor or
supervisor on how class monies are spent. Final budget results will be documented at the end of
the program area and shared with the supervisor or manager.
Appropriate required licenses and certifications set by law will be reviewed and filed before
programs begin.
OPERATIONAL AND PRIC ING STANDARDS FOR PR OGRAMS
Pricing of services will be established based on cost-of-services and overlaid into programs or
classes based on primetime and non-primetime rates, location, time, age segment, group, and
level of exclusivity that users receive over and above use by general taxpayers. S taff will be
trained in setting prices.
Scholarship programs will be in place for those that require financial assistance in order to
participate in Aspen recreation facilities and programs. (PROS Consulting has provided the
framework for the development of a Scholarship Program in the Appendix of this plan.)
Quarterly results of cost of service for programs will be posted and shared with staff on all
services regardless of whether they are underperforming, meeting, or exceeding the recovery
goals.
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Each year, competitor and other service providers will be benchmarked and evaluated for
changes they are making and how they compare with division efforts in their core services
provided.
Partnerships with core program services will be updated yearly, their level of contribution will
be documented, and tracking performance measures will be shared with each partner.
Non-core services will be evaluated yearly and reduced, eliminated, or transferred to other
service providers reducing the impact on staff time.
Maintenance and recreation staff will discuss standards for programs taking place in recreation amenities
in Aspen Recreation Division annually.
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APPENDIX 3 - 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 possible 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 AN D 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
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Advocacy among volunteers will increase as a natural outcome of the volunteer experience
Stewardship volunteers will gain understanding and experience useful in communicating and
demonstrating the importance of land stewardship to others in the community
VOLUNTEER PROGRAM PO LICIES
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 "VOLUN TEER"
A "volunteer" is anyone who, without compensation, performs a task at the direction of, and on the 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 preference, 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 for 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 RECOGNITIO N
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.
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VOLUNTEER TRAINING A ND 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 work 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 PROHIB ITED
At no time shall any volunteer work alone at a work site. The volunteer's supervisor or an adult volunteer
leader shall be present at all times.
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 ME MBER
An Aspen Recreation Division staff member or adult volunteer leader who is directly 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 effectively and comfortably perform her/his duties. Volunteer work sites are subject to the
same safety requirements as are all recreation work sites.
ACCESS TO PROPERTY A ND 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 INFORMATIO N
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.
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APPENDIX 4 - SCHOLARSHIP POLICY
Scholarship programs serve a very important purpose in terms of creating equity and fairness in offerings.
They ensure greater accessibility to all cross-sections of the community and help build a society that
values the underprivileged and seeks to help make things better. Additionally, by having a set dollar
amounts, these programs offers the scholarship recipient a choice in the type of programs that they want
to partake in, be it a number of individual classes or just extended camps.
To ensure the effective implementation of such a policy, it is important to have adequate representation
from the Aspen Recreation Division staff (manager and field staff involved in the implementation of the
policy) and the program staff liaisons involved and weighing i n on the workings of the policy. The field
staff must evaluate the effectiveness of the policy on a consistent basis to ensure it serves it purpose
and that the eligibility criterion is fair.
STATEMENT OF INTENT
The Aspen Recreation Division Scholarship Program will ensure that qualifying residents have affordable
access to participation in the Aspen Recreation Division programs, classes and services
ELIGIBILITY CRITERIA
Youth (0-18 years)
Submit/show proof of restricted income, determined by one of th e pre-existing state and/or
federal level programs listed below
Subsidized housing, Section 8 rent subsidy,
Aid to Families with Dependent Children (AFDC)
Temporary Assistance for Needy Families (TANF)
Food Stamps
Women, Infants & Children (WIC)
Supplemental Security Income (SSI).
Military personnel
Unemployment benefits
Complete/submit scholarship application form
Applicant must be a parent or legal guardian of recipient if under age 18 years
PROGRAM ELIGIBILITY
Scholarships will apply to fee based recreation classes that meet more than one time
SCHOLARSHIP AMOUNT A ND FREQUENCY
The scholarship will cover 50% of the listed fee to participate. The scholarship recipient is
required to pay the remaining 50% of the listed price of the class. Any additional costs (supplies,
etc.) are the responsibility of the recipient.
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The funding level for scholarships will be dependent upon the revenues collected each fiscal
year. The amount that each individual is eligible for will be posted at all sites to ensure that th e
public is aware of changes to the program.
FUNDING
2%-3% of revenue generated will be allocated to the Aspen Recreation Division Foundation
scholarship fund, ensuring that scholarships remain a budgeted item
The Aspen Recreation Division Foundation scholarship fund is available for donations and
contributions.
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APPENDIX 5 - SPONSORSHIP POLICY
PURPOSE AND GOAL
The goal of this sponsorship policy is to provide guidelines for the Aspen Recreation Division to gain
support from external financial resources. It will establish procedures to coordinate efforts to seek
sponsorships with the corporate community, business partners, and not for profit partners to enhance
services of the Aspen Recreation Division. It is designed to ensure that all marketing of sponsorships
support the Aspen Recreation Division’s goals for services to the community and remain responsive to
the public’s needs and values. This Sponsorship Policy will recognize that corporate and business
sponsorships provide an effective means of generating new revenues and alternative resources to support
Aspen Recreation Division Foundation’s facilities and programs. The policy will ensure that the corporate,
business or not for profit sponsorships will not result in any loss of Aspen Recreation Division’s jurisdiction
or authority.
GUIDING PRINCIPLES
The institution of the Sponsorship Policy will establish guidelines and principles to maintain flexibility in
developing mutually beneficial relationships between the Aspen Recreation Division and corporate,
business, and not for profit sectors.
The recognition for sponsorships must be evaluated to ensure the Aspen Recreation Division is not faced
with undue commercialism and is consistent with the scale of each sponsor’s contribution.
There will be restrictions on sponsors whose industries and products do not support the goals of the Aspen
Recreation Division on the services provided to the community and to remain responsive to the public’s
needs and values.
EXPECTED OUTCOMES AN D BENEFITS
Acquire revenue from sources to enhance the Aspen Recreation Division programs and facilities
Sponsorship is a way of contributing to the community while promoting the sponsor’s business
and brand awareness
A number of Aspen Recreation Division events, programs and amenities may take place in the
community because of the sponsor’s financial contribution
Sponsors will get a “return on sponsorship.” The sponsor looks forward to the community
becoming familiar with the sponsor and/or its services and becomes a customer through the
partnership with the Aspen Recreation Division
Sponsorships help to raise the awareness of the Aspen Recreation Division and builds its image in
the community
Events, programs, facilities, plus ma intenance of properties and recreation areas will be
affordable to the community because of the financial contributions that sponsors can provide to
the Aspen Recreation Division
G UIDING PROCEDURE FOR IMPLEMENTATION AND M ANAGEMENT
The Aspen Recreation Division will put out annually an ad in the local newspaper to advertise the
opportunities for sponsorships for the coming year.
Seek sponsors directly via a proposal request by staff.
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The Aspen Recreation Division may put their sponsorships out for auction at an auc tion event.
The following process will be required when Aspen Recreation Division is involved in a sponsorship
PROCESS SUBMIT FOR A SPONSORSHIP PR OPOSAL
All proposals for sponsorship must be submitted in writing on a Sponsorship Proposal form to the
Aspen Recreation Division.
The Director or his designee will review the proposal and make a decision on the proposal.
The Director will draft a sponsorship agreement. The agreement will include the contract
relationship, the term and renewal opportunities; description of the program, facility, property,
natural area or event to be sponsored; description of fees and/or benefits provided to the Aspen
Recreation Division, the marketing rights and benefits provided to the sponsor, termination
provisions, and performance measures expected on behalf of the sponsor and the Aspen
Recreation Division.
All sponsorships require payment in advance by the sponsors at the contract signing of the
sponsorship agreement made out to the City of Aspen Recreation Division.
The Director may use, but is not limited to the following criteria when evaluating a sponsorship
proposal; in all cases, the Director will have the prerogative to accept or reject a proposal:
o Compatibility of the sponsor’s products, customers and promotional goals with the Aspen
Recreation Division’s goals.
o The sponsor’s past record of involvement with the Aspen Recreation Division and other
community projects.
o The timeliness or readiness of the sponsor to enter into an agreement.
o The actual cash value, or in-kind goods or services of the proposal in relation to the
benefit to the sponsor and the Aspen Recreation Division.
o Potential community support for or opposition to the proposal.
o The operating and maintenance costs associated with the proposal on behalf of the Aspen
Recreation Division.
o The sponsor’s record of responsible environmental stewardship.
All sponsorship activities once approved will be coordinated by the Director.
o The Director will be responsible to work with staff on making sure the terms of the
agreement are followed as outlined.
o Provide guidance to the sponsor regarding the interpretation and application of this
policy.
o Provide assistance and advice to staff of the Aspen Recreation Division and the sponsors.
o Review and assist in the development of the sponsorship agreement as requested.
o Track and report the results and outcomes of the sponsorship agreement as outlined.
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All sponsors will have a responsible party and an executed agreement.
o Each sponsor involved in the sponsorship will designate a person to be responsible for
their portion of the contract and/or agreement.
o The contract or agreement will outline appropriate terms and timeliness to be
implemented by each party.
SPONSORSHIP PRICING POLICY PROCEDURES
Once the proposals have been submitted the staff will evaluate these proposals as outlined.
Set objectives, baselines and articulate measurable objectives to be achieved with the
sponsorship dollars.
Know the sponsorship costs both (direct/indirect) and level of cost recovery as it applies to the
Aspen Recreation Division.
Create a measurement plan and determine what will be measured and what measures will be
used to demonstrate the effectiveness of the sponsorship.
Implement the measurement plan—visibility, communications and visitor behavior.
Calculate “return on sponsorship”—analyze, communicate and revise as needed.
Meet with the sponsor to review the final contract and expectations with timelines to be
completed
All promotional pieces developed by the sponsor for their involvement with the Aspen Recreation
Division must be approved in advance before it goes public.
EVALUATION OF THE SP ONSORSHIP
Once the sponsorship effort has been completed, staff from the Aspen Recreation Division will meet with
the sponsor to review the results and discuss changes that need to occur if appropriate and make a
decision about supporting the next sponsorship effort. The results of the meeting will be presented to
the Aspen Recreation Division.
SPONSORSHIP OPPORTUN ITIES
The following opportunities have been identified as sponsorship opportunities for the coming year:
Program Guide
Special Events
Food for Programs and Events
Drink Sponsor
Event Sponsor
Give-a-ways at events
Banner on website
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APPENDIX 6 - PARTNERSHIP POLICY
Today’s economic climate and political realities require the Aspen Recreation Division to seek productive
and meaningful partnerships in order to deliver high quality and seamless services to the needs of the
community over the next 10 years. The following sections provide an overview of opportunities an d
strategies for developing partnerships within the community that position the Department as the hub of
a network of related providers and partner organizations.
POLICY FRAMEWORK
The initial step in developing multiple partnerships in the community that e xpand upon existing
relationships (e.g., agreements with schools for gymnasium, classroom, auditorium, and field usage,
etc.) is to have an overall partnership philosophy that is supported by a policy framework for establishing
and managing these relationships. The policies recommended below will promote fairness and equity
within existing and future partnerships while helping staff members to avoid conflicts internally and
externally. The recommended partnership principles are as follows:
All partnerships require a working agreement with measurable outcomes and evaluat ion on a
regular basis. This should include reports to the Division on the performance of the partnership
vis-à-vis the agreed-to goals and objectives.
All partnerships should track costs associated with the partnership investment to demonstrate
the appropriate shared level of equity.
A partnership culture should emerge and be sustained that focuses on collaborative planning on
a regular basis, regular communications, and annual reporting on performance.
The following policies are recommended for implementation by the Aspen Recreation Division staff over
the next several years.
PARTNERSHIP POLICIES AND PRACTICES
Partnerships can be pursued and developed with other public entities , such as neighboring cities, schools,
colleges, state or federal agencies; private, non-profit organizations; and private, for-profit
organizations.
ALL PARTNERSHIPS
Each partner will meet with or report to the Aspen Recreation Division staff on a regular basis to
plan activities and shared activity-based costs.
Partners will establish measurable outcomes and work through key issues in order to meet the
desired outcomes.
Each partner will focus on meeting the balance of equity agreed to and will track investment
costs accordingly.
Measurable outcomes will be reviewed quarterly and shared with each partner, with adjustments
made as needed.
A working partnership agreement will be developed and monitored together on a quarterly or as -
needed basis.
Each partner will assign a liaison to each relevant City agency for communications and planning
purposes.
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If conflicts arise between partners, the Director of the Aspen Parks and Recreation Department
or his designee, along with the other partner’s highest -ranking officer assigned to the agreement
will meet to resolve the issue(s) in a timely manner. Any exchange of money or traded resources
will be based on the terms of the partnership agreement. Each partner will meet with the other
partner’s respective board or managing representatives annually to share updates and report the
outcomes of the partnership agreement.
PARTNERSHIPS WITH PRIVATE, FOR -PROFIT ENTITIES
The recommended policies and practices for public/private partnerships that may include businesses,
private groups, private associations, or individuals who desire to make a profit from the use of City
facilities or programs are detailed below. These can also apply to partnerships where a private party
wishes to develop a facility on city property, provides a service on city-owned property, or has a contract
to provide a task or service on the City’s behalf at Aspen Parks and Recreation Department facilities.
These partnership principles are as follows:
Upon entering into an agreement with a private busin ess, group, association, or individual, the
Aspen Recreation Division staff and City leadership should recognize that the importance of
allowing the private entity to meet its financial objectives within reasonable parameters that
protect the mission, goals, and integrity of the City.
As an outcome of the partnership, the Aspen Recreation Division must receive a designated fee
that may include a percentage of gross -revenue dollars less sales tax on a regular basis, as
outlined in the contract agreement.
The working agreement of the partnership must establish a set of measurable outcomes to be
achieved, as well as the method of monitoring those outcomes. The outcomes will include
standards of quality, financial reports, customer satisfaction, payments to the City, and overall
coordination with the Division for the services rendered.
Depending on the level of investment made by the private contractor, the partnership agreement
can be limited to months, one year, or multiple years.
If applicable, the private contractor will provide a working management plan annually to ensure
the outcomes desired by the Aspen Recreation Division. The management plan will be negotiated
if necessary. Monitoring the management plan will be the responsibility of both partners. Th e
Department should allow the contractor to operate freely in its best interest, as long as the
agreed-to outcomes are achieved and the terms of the partnership agreement are adhered to.
The private contractor should not lobby the Aspen City Council for in itial establishment or
renewal of a contract. Any such action will be cause for termination of the contract. All
negotiations must be with the Department Director or that person’s designee.
The Aspen Recreation Division has the right to advertise for privately- contracted partnership
services or to negotiate on an individual basis using a bid process based on the professional level
of the service to be provided.
If conflicts arise between both partners, the highest-ranking officers from both sides will try to
resolve the issue before turning to litigation. If no resolution can be achieved, the partnership
shall be dissolved.
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PARTNERSHIP OPPORTUNITIES
The recommended partnership policies encourage four classifications of partner – public not-for-profit,
public for-profit, private not-for-profit, and private for profit. This section of the partnership plan
further organizes partners within these classifications as having an area of focus relevant to the type of
service/benefits being received and shared. The five areas of focus are:
Operational Partners – Other entities and organizations that can support the efforts of the Aspen
Recreation Division to maintain facilities and assets, promote amenity- and recreation-usage,
support site needs, provide programs and events, and/or maintain the integrity of
natural/cultural resources through in-kind labor, equipment, or materials
Vendor Partners – Service providers and/or contractors that can gain brand association and
popularity as a preferred vendor or supporter of the Aspen Recreation Division in exchange for
reduced rates, services, or some other agreed-upon benefit.
Service Partners – Organizations and/or friends-of-recreation groups that support the efforts of
the Aspen Recreation Division to provide programs and events, including serving specific
constituents in the community collaboratively.
Co-branding Partners – Organizations that can gain brand association and notoriety as a supporter
of the Aspen Recreation Division in exchange for sponsorship or co -branded programs, events,
marketing and promotional campaigns, and/or advertising opportunities.
Resource Development Partner – Organizations with the primary purpose to leverage private-
sector resources, grants, other public-funding opportunities, and resources from individuals and
groups within the community to support the goals and objectives of the Aspen Recreation Division
in mutually-agreed-to strategic initiatives.
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APPENDIX 7 - REVENUE DEVELOPMENT MANAGER JOB DESCRIPT ION
THE ROLE OF THE REVENUE DEVELOPMENT MANAGER
A Revenue Development Manager works to improve an organization’s market position and achieve
financial growth. This person defines long-term organizational strategic goals, builds key customer
relationships, identifies business opportunities, negotiates and closes business deals and maintains
extensive knowledge of current market conditions. Revenue Development Managers work in a senior sales
position within the company. It is their job to work with the internal team, marketing staff, and other
managers to increase sales opportunities and thereby maximize revenue for their organization. To
achieve this, they need to find potential new customers, present to them, ultimately convert them into
clients, and continue to grow business in the future. Revenue Development Managers will also help
manage existing clients and ensure they stay satisfied and positive. They call on clients, often being
required to make presentations on solutions and services that meet or predict their clients’ future needs.
JOB DESCRIPTION
The primary role of the Revenue Development Manager is to prospect for new clients by networking, cold
calling, advertising or other means of generating interest from potential clients. They must then plan
persuasive approaches and pitches that will convince potential clients to do business with the company.
They must develop a rapport with new clients, and set targets for sales and provide su pport that will
continually improve the relationship. They are also required to grow and retain existing accounts by
presenting new solutions and services to clients. Revenue Development Managers work with mid and
senior level management, marketing, and technical staff. He/she may manage the activities of others
responsible for developing business for the company. Strategic planning is a key part of this job
description, since it is the revenue manager’s responsibility to develop the pipeline of new busines s
coming in to the company. This requires a thorough knowledge of the market, the solutions/services the
company can provide, and of the company’s competitors. While the exact responsibilities will vary from
company to company, the main duties of the Reven ue Development Manager can be summarized as
follows:
New Revenue Development
Prospect for potential new clients and turn this into increased business.
Cold call as appropriate within your market or geographic area to ensure a robust pipeline of
opportunities. * Meet potential clients by growing, maintaining, and leveraging your network.
Identify potential clients, and the decision makers within the client organization.
Research and build relationships with new clients.
Set up meetings between client decision makers and company’s practice leaders/Principals.
Plan approaches and pitches. * Work with team to develop proposals that speaks to the client’s
needs, concerns, and objectives.
Participate in pricing the solution/service.
Handle objections by clarifying, emphasizing agreements and working through differences to a
positive conclusion. * Use a variety of styles to persuade or negotiate appropriately.
Present an image that mirrors that of the client.
Client Retention
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Present new products and services and enhance existing relationships.
Work with technical staff and other internal colleagues to meet customer needs.
Arrange and participate in internal and external client debriefs.
Revenue Development Planning
Attend industry functions, such as association events and conferences, and provide feedback and
information on market and creative trends.
Present to and consult with mid and senior level management on business trends with a view to
developing new services, products, and distribution channels.
Identify opportunities for campaigns, services, and distribution channels that will lead to an
increase in sales.
Using knowledge of the market and competitors, identify and develop the company’s unique
selling propositions and differentiators.
Management and Research
Submit weekly progress reports and ensure data is accurate.
Ensure that data is accurately entered and managed within the company’s CRM or other sales
management system.
Forecast sales targets and ensure they are met by the team.
Track and record activity on accounts and help to close deals to meet these targets.
Work with marketing staff to ensure that prerequisites (like prequalification or getting on a
vendor list) are fulfilled within a timely manner.
Ensure all team members represent the company in the best light.
Present revenue development training and mentoring to business developers and other internal
staff.
Research and develop a thorough understanding of the company’s people and capabilities.
Understand the company’s goal and purpose so that will continual to enhance the company’s
performance.
EDUCATION
Revenue development management positions require a bachelor’s degree and 3 -5 years of sales or
marketing experience. An MBA is often requested as well.
OTHER SKILLS AND QUA LIFICATIONS
Networking, Persuasion, Prospecting, Public Speaking, Research, Writing, Closing Skills, Motivation for
Sales, Prospecting Skills, Sales Planning, Identification of Customer Needs and Challenges, Territory
Management, Market Knowledge, Meeting Sales Goals, Professionalism, CRM, and Microsoft Office.
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APPENDIX 8 - PERFORMANCE MEASURE TEMPLATE
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Aspen Recreation Division
Operations Audit and
Business Plan Development
Final Report
May 2005
Prepared by:
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Section 1 – Executive Summary
Project Purpose and Goal
The City of Aspen operates a full service Parks and Recreation Department responsible for
the delivery of parks, trails, open space, recreation facilities and recreation programming.
In April, 2003, the City of Aspen Parks and Recreation Department opened the Aspen
Recreation Center (ARC), a multi-purpose indoor recreation facility. The ARC includes
aquatics, ice skating and fitness programs. In addition, the ARC is also home to the Aspen
Youth Center (AYC), a separate non-profit entity.
Following the first year of operations, the Aspen Parks & Recreation Department desired an
audit of the operations of the ARC and Recreation Division and the development of a
business plan with operational, programming, marketing, facility and financial
recommendations to guide decision-making in the future. PROS Consulting, LLC was
retained to perform the audit and development of the business plan. The plan included
assessments of the original purposes and objectives of the Center, achievement of
budgetary and operations goals, the ARC’s physical condition and functionality, the
Divisions recreation services and programs, budget requirements, marketing, a cost of
service analysis, and a statistically valid survey to gauge awareness, satisfaction and
needs.
This project provided a proactive evaluation of the ARC and the Recreation Division, with
an overall goal for this project to:
Focus on operations to help define a management approach for financial
sustainability as well as help the City further broaden its user base.
The findings and recommendations were presented to the ARC Advisory Board, Parks and
Recreation Department Staff, City Officials and City Council. The following report presents
these findings and recommendations.
Evaluation Process and Report Organization
The process of the project was completed through the collection and analysis of available
operational and financial data, on-site visits by the Consulting Team to gain input from staff
and stakeholders and observe operations and facility activities. The specifics obtained
through the visits and data allowed the Consulting Team to identify factors, issues and
concerns in regards to the Recreation Division and the ARC specifically.
Specific elements requested for the audit of the Recreation Division, with focus on the
Aspen Recreation Center, included assessments of:
x Original purpose and objective
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x Review Division structure/resources/policies
x Assessment of physical condition and functionality
x Review of recreation services and programs
x Review budget requirements
x Review marketing program
x Determine possibilities for facility expansion
x Perform cost of service analysis
x Conduct citizen survey
This report presents the overall analysis, findings and recommendations of the Consulting
Team related to the areas outlined in the scope of services. This report has been organized
with an executive summary under separate cover and combined in an overall report with
individual sections that respond to each of the scope items with findings and
recommendations for each with a conclusion and summary Action Matrix for all major
recommendations. An appendix is provided with detailed findings from the Citizen Survey,
Visitor Survey and Cost of Service Analysis.
Summary of Key Findings and Recommendations
Following the audit of the operations of the Aspen Recreation Center and Aspen
Recreation Division, PROS Consulting identified a variety of issues and opportunities to
support the development of a business plan with operational, programming, marketing,
facility and financial recommendations to guide decision-making in the future. The
assessment included an evaluation of the original purposes and objectives of the Center,
achievement of budgetary and operations goals, the Recreation Center’s physical condition
and functionality, the recreation services and programs, budget requirements, marketing, a
cost of service analysis, a statistically valid survey to gauge awareness, satisfaction and
needs.
The overall vision and mission of the Aspen Recreation Division has evolved for the past
decade. The development of the ARC substantially accelerated this progression and
provides an anchor for the overall amenities of the City. As a whole, the Staff performed
very effectively in meeting the objectives laid out for the ARC. First year operations for the
ARC identified several major challenges including the need for staffing level adjustments
and policy improvements. Many of these challenges have been overcome but continued
focus and improvements are required.
The City of Aspen successfully leveraged multiple funding sources to develop a signature
facility in the Aspen Recreation Center (ARC). The ARC, an award winning project and
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voted one of the 10 coolest rinks in America by Hockey Magazine, should be lauded for its
success in applying public, private and not-for-profit funds to build this facility. The
advocacy and support by City officials and the community can serve as a model for other
Cities across the nation. Overall, the ARC performed very well for a first year facility in a
complex market like Aspen.
Current, recent and ongoing adjustments implemented through the formulation of this plan
in staffing and processes are achieving a more balanced and effective organization. The
Recreation Division continues to experience a rapid evolution as a functioning city agency,
which required the Division to operate in a more business-like manner that helped position
Aspen as a world class destination resort. However, Aspen has a complex market
segmentation that requires a sophisticated targeted approach to programming, marketing
and operations.
This report outlines major findings and recommendations for operational, programming,
marketing, facility and financial areas. Following is a summary of key issues identified:
x Attendance Figures - The average attendance at the ARC is approximately 225
daily users based on 12 continuous months of operations between 2003 and 2004.
It should be noted that the daily numbers do not fully account for users of the ice
rink who are charged by the hour and not by participant, thus not formally counted
through the check-in process for daily and member passes. These figures add
approximately 100 users per day for a total of 325 total users per day. Based on a
general calculation of capacity and compared to attendance figures, the ARC is
operating at approximately 50% capacity based on optimal capacity levels
(utilization of available operating time and space). Based on professional
experience and general knowledge of similar recreation centers, the ARC should
target a utilization of 65% of all core activities. This would p l a c e t h e a v e r a g e
attendance around 400 users per day. The principal reason for the difference
between current and optimal utilization appears to be the limited programming
activities beyond swimming and ice skating.
Based on a review of the market penetration, attendance figures by month, day
and attendee type, increased use can be achieved through additional programming
and service offerings with a focus on shoulder seasons and off-peak times, as well
as continuing to attract the additional guest market. This appears achievable
based on review of the market place, presented in Section 7 of this report.
x Price Structure - The price structure of the services provided by ARC is slightly
lower for resident fees and slightly higher for non-resident/guest fees compared to
other facilities in Fort Collins, Silverthorne, Avon and Breckenridge. Focus should
be on the achievement of the overall cost recovery goals for the ARC set as policy
by the City Council and monitoring its impact on use and satisfaction.
x Standard of Operations - SPARC - This staff is operating the ARC consistent with
the SPARC agreement requiring a “high quality facility in function and appearance,
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as well as operation economically and efficiently.” The facility operates at a very
high standard of maintenance and professionalism with strong, quality staff. The
initial staffing levels were higher than comparable public facilities across the nation
in the areas of maintenance, programming, ice operations and pool operations.
Adjustments made during the first year of operations appear to be in-line with a
better understanding of staffing levels required to achieve the desired level of
service. The customer satisfaction levels are high based on the resident survey
conducted for this project and support this observation.
x Annual Subsidy - Measurement of efficiency during the first year of operations
from a financial standpoint presents complexity in that the initial City Council
direction of a subsidy level of $300,000 annually for ARC does not appear to have
been a realistic target. The calculated cost recovery percentage for 2004 was
55%, or $888,907 subsidy. The ultimate cost recovery target projected by staff in
May 1998 was 70%. While the overall subsidy level was missed by nearly three
times in 2004, this was the first year of operations and the Staff’s decisions on
operational and staffing levels along with corrections to initial construction issues,
adjustment in pricing and stronger targeted programming appear to be on target for
achieving a realistic subsidy level of approximately 70% for operations in the
future.
Based on the outcomes achieved by the current level of operations, it appears that
an operational subsidy level of approximately $600,000 to $700,000 would
continue to provide an efficient and effective level of service consistent with the
SPARC agreement requirements and community standards. In comparison with
other facilities similar to ARC and in particular mountain communities including
Avon, Breckenridge and Silverthorne and large facilities such as Ft. Collins that
range from 50% to 72% cost recovery, the ARC is operating at a very strong level
for a new facility and is advancing on achieving its ultimate goals. The goal of 70%
is also consistent with state and national standards for a facility serving this size of
a market and its scope of offerings.
x Increase Non Resident / Tourist Use - The ability of the ARC to accommodate
tourists during its first year appears adequate based on attendance figures and
awareness factors identified in the Aspen Chamber Resort Association (ACRA)
Guest Survey conducted in the summer of 2004. The ARC attracted approximately
.8% of the guest days for the entire Aspen guest market (through August 2004),
representing 16% of its total attendance and 22% of its daily fee revenue. This
market represents the largest opportunity for increases in revenue during peak
seasons. A focused marketing effort for the peak seasons needs to be in-place to
increase this market penetration rate to approximately 25% of total attendance.
x Current Revenue Opportunities Limited - The ARC has limited revenue
generating areas beyond the pool, the ice arena and the climbing wall. Retail and
food/beverage areas are inadequate and the inability to lock-up the retail
operations presents an inventory control issue. The ability to generate more
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revenue is directly tied to the ability of the Division to increase programming
activities and improve overall utilization of the facility. This includes the increasing
the use of team rooms in the lower level of the ARC for additional programs,
expanding the capacity of the fitness area, improving the limited retail and
food/beverage capabilities, and each of their ability to support additional programs.
x Core services/programs - The Aspen Recreation Division (in partnership with the
Aspen Youth Center) has a good handle on core services/programs for youth. The
program offering is very extensive, particularly for the size of the community. Adult
programs are somewhat limited, but are experiencing high levels of participation.
The programs tend to compete against each other because of limitations in time
and the size of the market. Fees are reasonable for the value of service received
and compared to the spending power of the market place. As public and social
services, the fees are generally affordable to anyone who wishes to participate.
x Facility Programming Capability - Current programming at the ARC is effective
based on the facility capability and space availability. Attendance figures for
lessons and league play are very good. However, additional programming at the
ARC is greatly reduced because of the limited space available outside of the pool
and ice areas. The ability to free up space under the stands in the Lewis Ice Arena
appears to present one of the most cost-effective solutions to solve this issue.
x Awareness and Marketing- According to the summer survey conducted for the
Aspen Chamber Resort Association, only 40% of visitors are aware of programs
and facilities offered by the Aspen Parks & Recreation Department, primarilly trails
and parks. Although awareness increases by the number of years visiting the
area, only 56% of respondents who have been coming to Aspen for seven (7) or
more years are aware of these services. As with retail and nightlife, more needs to
be done to increase awareness of Aspen activities beyond the trails and parks
which are used by the majority of visitors.
Opportunities include developing a focused marketing effort by seasons (peak and
off-peak) and customer type (resident, non-resident). From this, programming
initiatives could be organized focusing on specific interests, demand and
respective season. A corresponding marketing plan should be prepared focusing
on the appropriate media for the respective customer type, providing program
specific information while communicating the greater offering of the ARC and the
Recreation Division.
x Physical Improvements: Through analysis of the ARC from a functional and
programmatic standpoint, identification of facility and service needs and revenue
generation potential there is an opportunity to implement specific improvements
associated with efficiencies and services that will achieve the outlined financial
goals more readily and meet the needs of the users better. The areas include:
o Point of Access - Improved access and control to ensure accurate
attendance and usage counts and collection of fees. This includes improved
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guest services by providing clear direction for a single point of entry,
reducing confusion and focusing staffs attention to greet guests.
Point of access and flow control at the ARC is confusing and creates
operational inefficiencies. This includes two entries, lower and upper and no
clear sign of which one to use. In addition, the current layout of lobby and
the guest services area allow for open, free flowing circulation but create
operational issues with respect to access, fee collection and flow-control.
The ARC needs a single point of entry for clear control and access. This
can be accomplished by closing the lower entrance and making the upper
entrance the primary point of access. This will require relocation of the main
guest services desk that will then free up space in the lobby for improved
retail operations.
o Improved Revenue Generation Capabilities - Improved revenue
generation and operational efficiency can be achieved through enhanced
retail and food/beverage offerings, improving service and reducing
duplication of staff for retail operations. This can be achieved in part by
relocating the main guest services desk to the upper level and enclosing the
current guest services area for retail operations. Expanded food and
beverage operations can be achieved through modifications to the existing
location and expansion of seating in the lobby area.
o Expanded Indoor Space Utilization - Providing additional space for
programs and services can be achieved by expanding use of existing space
currently accommodating only one or two program uses. This includes the
use of the team rooms for fitness and recreation programs and event
flooring on the ice rink for special events. The expansion of the current
fitness room to cover the top level opening of the lobby area would also
greatly enhance the capacity and capabilities of the ARC.
o ARC Expansion Opportunities – Long-term opportunities to expand the
ARC includes the addition of an Olympic sheet of ice to allow for world-class
skating events and development of an outdoor pool in the lawn area outside
of the current pool. This is an option that will require a Phase II Master Plan.
The expansion of the ARC to include two ice rinks could provide additional
opportunities for alternative programming and use of the Aspen Ice Gardens
and improve efficiencies by operating two rinks on the same site. Expansion
of the ARC to another floor over the roof does not appear physically feasible.
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Action Plan
An Action Plan in matrix form presenting a summary of all major recommendations, specific
actions and priorities is presented in Appendix A of this report. This matrix is organized by
the following categories:
x Operations
x Recreation Programming
x Marketing
x Facility Improvements
x Financial
This Action Matrix should be used to develop and prioritize work plans, serving as a road
map for continued improvements in the Recreation Division and the ARC.
The key to success for the Recreation Division and the ARC is to continue to build on their
success and address the major issues and recommendations in a systematic manner. This
requires retaining what the ARC has achieved while adding programs, services, and facility
improvements that will generate revenue, reduce operational expenditures and enhance
the experience for the users. In addition, focus should be on filling the off-peak times
through effective pricing, programming and promotions. Most important is to keep the ARC
and the Recreation Division fresh through programming and strategic improvements for the
users and guests to ensure long term success.
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6
P117
I.
C IT
Y
O
F
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E
N
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K
S
A
N
D
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R
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N
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N
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S
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U PD
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P LA
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2
St
r
a
t
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g
y
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Gr
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p
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l
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t
a
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D
a
t
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Pe
r
f
o
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m
a
n
c
e
Me
a
s
u
r
e
1.
2
De
v
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l
o
p
p
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c
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Me
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1.
3
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me
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pr
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of
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s
P118
I.
C IT
Y
O
F
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E
N
P AR
K
S
A
N
D
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R
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A
T
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O
N
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R
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A
T
I
O
N
D IV
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S
I
O
N
B US
I
N
E
S
S
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T
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– I MP
L
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M
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N
T
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3
•
Ut
i
l
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p
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p
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1.
4
Ut
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r
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(A
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5
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p
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p
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s
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o
n
.
P119
I.
C IT
Y
O
F
A SP
E
N
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K
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A
N
D
R EC
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O
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4
2.
0
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g
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D
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m
s
a
n
d
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s
Go
a
l
:
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Me
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2.
1
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s
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t
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t
h
o
d
o
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o
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t
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i
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d
i
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t
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e
Bu
s
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s
P
l
a
n
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n
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a
l
u
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o
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re
c
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g
o
a
l
s
f
o
r
e
a
c
h
o
n
a
n
an
n
u
a
l
b
a
s
i
s
.
•
Co
n
d
u
c
t
a
n
a
n
n
u
a
l
r
e
v
i
e
w
o
f
l
i
n
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s
o
f
se
r
v
i
c
e
a
n
d
c
l
a
s
s
i
f
i
c
a
t
i
o
n
o
f
e
a
c
h
du
r
i
n
g
D
e
p
a
r
t
m
e
n
t
R
e
t
r
e
a
t
Al
l
s
t
a
f
f
Fa
l
l
20
1
5
(o
n
g
o
i
n
g
)
•
Cl
a
s
s
i
f
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f
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n
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s
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v
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e
w
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d
•
Ev
a
l
u
a
t
e
c
o
s
t
r
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c
o
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e
r
y
fo
r
e
a
c
h
l
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e
of
s
e
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v
i
c
e
a
g
a
i
n
s
t
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o
a
l
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a
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t
a
b
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e
d
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y
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l
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c
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n
a
n
c
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a
l
A
n
a
l
y
s
t
Fa
l
l
20
1
5
(o
n
g
o
i
n
g
)
•
Co
s
t
R
e
c
o
v
e
r
y
ev
a
l
u
a
t
e
d
ag
a
i
n
s
t
g
o
a
l
s
ex
p
e
c
t
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d
t
o
ac
h
i
e
v
e
•
Ad
j
u
s
t
c
l
a
s
s
i
f
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c
a
t
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o
n
o
f
l
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e
s
o
f
se
r
v
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c
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a
s
n
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e
d
e
d
Al
l
s
t
a
f
f
Fa
l
l
20
1
5
(o
n
g
o
i
n
g
)
•
Cl
a
s
s
i
f
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c
a
t
i
o
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o
f
li
n
e
s
o
f
s
e
r
v
i
c
e
ad
j
u
s
t
e
d
a
s
ne
e
d
e
d
P120
I.
C IT
Y
O
F
A SP
E
N
P AR
K
S
A
N
D
R EC
R
E
A
T
I
O
N
R EC
R
E
A
T
I
O
N
D IV
I
S
I
O
N
B US
I
N
E
S
S
P LA
N
U PD
A
T
E
– I MP
L
E
M
E
N
T
A
T
I
O
N
P LA
N
5
St
r
a
t
e
g
y
T
a
c
t
i
c
s
Gr
o
u
p
Re
s
p
o
n
s
i
b
l
e
S
t
a
r
t
D
a
t
e
Pe
r
f
o
r
m
a
n
c
e
Me
a
s
u
r
e
2.
2
Ex
p
a
n
d
p
r
o
g
r
a
m
s
a
n
d
s
e
r
v
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c
e
s
i
n
t
h
e
ar
e
a
s
o
f
g
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t
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s
t
n
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d
t
o
m
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cu
s
t
o
m
e
r
d
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m
a
n
d
•
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v
e
l
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p
a
n
d
/
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r
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x
p
a
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d
p
r
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m
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in
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l
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:
•
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r
d
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q
u
i
p
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R
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a
l
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t
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P
r
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s
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b
l
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S
k
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t
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b
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o
g
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m
m
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l
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•
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L
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w
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r
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o
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r
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n
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/
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u
m
m
e
r
20
1
5
(
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n
g
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i
n
g
)
•
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2
0
1
6
,
pr
o
g
r
a
m
m
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d
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d
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st
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r
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as
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s
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l
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o
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e
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s
.
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n
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a
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o
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d
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c
t
a
“
p
r
o
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m
of
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s
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r
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s
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r
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n
t
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r
20
1
6
•
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n
u
a
l
p
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r
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m
su
r
v
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y
w
i
l
l
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e
de
v
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l
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p
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d
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n
d
co
n
d
u
c
t
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d
i
n
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n
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a
r
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a
c
h
ye
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r
.
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r
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t
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Gr
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t
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t
e
Pe
r
f
o
r
m
a
n
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e
Me
a
s
u
r
e
2.
3
De
v
e
l
o
p
,
f
o
r
m
a
l
i
z
e
a
n
d
I
m
p
l
e
m
e
n
t
re
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r
e
a
t
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o
n
p
r
o
g
r
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s
t
a
n
d
a
r
d
s
•
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a
i
n
s
t
a
f
f
o
n
h
o
w
t
o
i
m
p
l
e
m
e
n
t
pr
o
g
r
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m
s
t
a
n
d
a
r
d
s
.
Re
c
r
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a
t
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o
n
Di
r
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c
t
o
r
,
Pr
o
g
r
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m
S
t
a
f
f
Sp
r
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n
g
2
0
1
5
•
Pr
o
g
r
a
m
st
a
n
d
a
r
d
s
w
i
l
l
b
e
im
p
l
e
m
e
n
t
e
d
i
n
20
1
5
•
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m
m
u
n
i
c
a
t
e
p
r
o
g
r
a
m
s
t
an
d
a
r
d
s
t
o
us
e
r
s
a
n
d
m
o
n
i
t
o
r
p
e
r
f
o
r
m
a
n
c
e
o
n
a
n
ac
t
i
v
i
t
y
l
e
v
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b
y
p
o
s
t
e
v
a
l
u
a
t
i
o
n
s
.
Re
c
r
e
a
t
i
o
n
Di
r
e
c
t
o
r
,
Pr
o
g
r
a
m
S
t
a
f
f
Sp
r
i
n
g
2
0
1
5
•
Fo
r
m
a
l
p
r
o
g
r
a
m
ev
a
l
u
a
t
i
o
n
s
w
i
l
l
be
i
n
p
l
a
c
e
b
y
en
d
o
f
2
0
1
5
P121
I.
C IT
Y
O
F
A SP
E
N
P AR
K
S
A
N
D
R EC
R
E
A
T
I
O
N
R EC
R
E
A
T
I
O
N
D IV
I
S
I
O
N
B US
I
N
E
S
S
P LA
N
U PD
A
T
E
– I MP
L
E
M
E
N
T
A
T
I
O
N
P LA
N
6
St
r
a
t
e
g
y
T
a
c
t
i
c
s
Gr
o
u
p
Re
s
p
o
n
s
i
b
l
e
S
t
a
r
t
D
a
t
e
Pe
r
f
o
r
m
a
n
c
e
Me
a
s
u
r
e
2.
4
Ev
a
l
u
a
t
e
p
a
r
t
i
c
i
p
a
t
i
o
n
t
r
e
n
d
s
i
n
pr
o
g
r
a
m
s
(
t
o
t
a
l
p
a
r
t
i
c
i
p
a
t
i
o
n
,
se
a
s
o
n
a
l
p
a
r
t
i
c
i
p
a
t
i
o
n
,
l
o
c
a
l
v
s
.
to
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r
i
s
t
,
e
t
c
.
)
a
n
d
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t
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l
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h
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a
n
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l
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m
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.
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t
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r
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l
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r
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o
g
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m
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t
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n
t
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r
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6
•
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o
g
r
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m
pa
r
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c
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p
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ra
t
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tr
a
c
k
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d
•
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l
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r
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d
a
t
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t
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m
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f
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r
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o
g
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f
f
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n
t
e
r
2
0
1
6
•
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e
n
d
da
t
a
w
i
l
l
be
u
t
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l
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z
e
d
t
o
,
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n
pa
r
t
,
m
a
k
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de
c
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s
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s
a
b
o
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t
ma
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t
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g
,
ex
p
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n
d
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n
g
,
ph
a
s
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g
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t
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m
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t
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pr
o
g
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s
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r
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t
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T
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c
t
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c
s
Gr
o
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p
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s
p
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n
s
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a
t
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Pe
r
f
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m
a
n
c
e
Me
a
s
u
r
e
2.
5
Ut
i
l
i
z
i
n
g
t
h
e
r
e
s
u
l
t
s
o
f
t
h
e
B
u
s
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n
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s
s
Pl
a
n
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n
d
t
h
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g
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n
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e
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l
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n
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t
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s
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r
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c
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w
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t
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no
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t
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Pr
o
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m
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t
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f
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Fa
l
l
2
0
1
5
•
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n
t
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f
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k
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pr
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g
r
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s
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n
d
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p
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d
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t
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Di
v
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s
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o
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s
of
f
e
r
i
n
g
s
•
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p
a
n
d
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r
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6
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o
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2
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1
6
,
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p
a
n
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se
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P122
I.
C IT
Y
O
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N
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K
S
A
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D
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R
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N
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N
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T
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M
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P LA
N
7
•
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r
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t
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l
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s
.
Re
c
r
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r
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0
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6
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Up
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n
d
n
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pa
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pr
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s
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y
20
1
7
P123
I.
C IT
Y
O
F
A SP
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N
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K
S
A
N
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R
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T
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N
8
3.
0
S
t
r
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g
i
c
D
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f
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l
F
u
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Go
a
l
:
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o
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f
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Pe
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Me
a
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3.
1
Cr
e
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t
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R
e
v
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m
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F
Y
20
1
7
D
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2
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6
•
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a
p
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F
Y
20
1
7
•
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r
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R
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3
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0
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.
P124
I.
C IT
Y
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K
S
A
N
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9
St
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Gr
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p
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Pe
r
f
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m
a
n
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Me
a
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3.
2
De
v
e
l
o
p
a
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u
c
c
e
s
s
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n
p
l
a
n
f
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Di
v
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a
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m
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n
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2
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1
8
•
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F
Y
1
9
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Me
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3.
3
De
v
e
l
o
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,
f
o
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m
a
l
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z
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d
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t
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Pr
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2
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8
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s
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pr
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m
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t
v
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s
wi
l
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p
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P125
I.
C IT
Y
O
F
A SP
E
N
P AR
K
S
A
N
D
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R
E
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I
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D IV
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N
P LA
N
10
•
De
v
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p
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Pr
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g
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f
f
Fa
l
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2
0
1
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•
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r
m
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pr
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g
r
a
m
la
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n
c
h
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d
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n
F
Y
20
1
9
St
r
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g
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T
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Gr
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Pe
r
f
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m
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n
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Me
a
s
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3.
4
Ev
a
l
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t
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l
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t
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to
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A
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•
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me
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P126
I.
C IT
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O
F
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K
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N
D
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11
4.
0
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t
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Go
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1
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4.
2
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2
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•
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r
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2
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P127
I.
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12
5.
0
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Go
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l
:
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5.
1
Pr
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2
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2
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5.
2
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D
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5
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m
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P128
I.
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13
•
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3
De
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p
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14
6.
0
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t
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Go
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6 .1
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6 .2
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15
Re
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7.
0
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:
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P133
I.
MEMORANDUM
TO: MAYOR and COUNCIL MEMBERS
FROM: James R. True
DATE: January 23, 2015
MEETING DATE: January 27, 2015
RE: Micro Hydro Update/FERC Permit
══════════════════════════════════════════════════════════════════
Staff has requested a work session to provide an update on efforts to pursue micro hydro projects on
Castle and Maroon Creeks and to seek direction regarding the FERC process and the existing
second preliminary permit that is set to expire on March 1, 2015.
Micro Hydro Projects:
As previously directed by Council, staff has been evaluating micro hydro projects on both Castle
and Maroon Creek at existing facilities. Staff will present a brief update as to the status of those
efforts at the work session.
FERC Permit:
In June of 2014, the City submitted a report to FERC indicating that the City of Aspen did not
intend to move forward with the Castle Creek Energy Center at this time. The report to FERC
included the resolution adopted by City Council which acknowledged that decision and authorized
the settlement of the water rights abandonment litigation, T. Richard Butera, et al. v. City of Aspen ,
Case No. 11CW130, Water Division 5. At that time, the City advised FERC that it did not intend to
withdraw the application and that it did intend to pursue micro hydro projects on Castle and Maroon
Creeks.
Following this action in June, staff considered whether the second preliminary permit would allow
the City to pursue the micro hydro projects. Thus, the mandatory six month report filed in
September of 2014 outlined the City’s efforts in pursuing the micro hydro projects.
At this point, the City faces three alternatives with regard to the current FERC permit which expires
on March 1, 2015. Those alternatives are:
1. File a request for a two year extension of the current preliminary permit;
2. File a request for a third, three-year preliminary permit; or
3. Let the current preliminary permit expire.
P134
II.
The request for extension of the current permit is due on January 29, 2015. Staff previously advised
Council that it did not recommend pursuit of this extension and unless otherwise directed by
Council would not prepare a request for extension.
At this point, staff seeks direction regarding the two alternatives that remain. At this time, staff
supports letting the current preliminary permit expire. Staff also recommends direction to continue
pursuit of micro hydro projects.
If this is the direction of Council, staff proposes to submit at an upcoming meeting in February a
resolution for formal adoption by Council which would reaffirm the following: (1) the decision to
allow the current FERC permit to expire, (2) the City’s desire to continue its investigation of micro
hydro and (3) the City’s intent to protect its water rights.
Also, if this direction is provided at the work session, staff will provide additional information
regarding the pursuit of the micro hydro projects and the issues related to the FERC licensing of
those projects within the next few weeks at another work session and, if necessary, an executive
session.
P135
II.