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HomeMy WebLinkAboutAgendas/Packets - 2012.06.06 - 40218This document contains: Waterford Oaks County Park ■ Park Vision ■ Facility Concepts ■ Preliminary Park Business Plan ■ Public Comment Preliminary Analysis Red Oaks County Park ■ Park Vision !' ■ Facility Concepts ■ Preliminary Park Business Plan WPAM I■ Waterford Oaks Master Plan 2013 — 2022 f Waterford Oaks County Park has long had the distinction of being one of the most diverse parks in the Oakland.County Parks and Recreation system — both in natural features and recreational amenities. Quite early in the history of the park system, Waterford Oaks was envisioned as being the most active' park in the system — with multiple facilities dedicated to a wide range of recreational experiences — and at the same time retaining almost half of the park as preserved natural area with trails, picnic areas and other passive z uses. This richness that is already present at Waterford Oaks positions it to be celebrated as a regional recreation showcase, highlighting what makes Oakland County an attractive place to live, work and play. The park's central location in the county, moderate size of 185 acres and proximity to urbanized areas lend it perfectly to housing a series of distinct and complementary facilities that offer a variety of year-round recreational experiences. This vision as a recreational showcase, where new and innovative concepts are incubated, can also serve the greater purpose of encouraging _greater public and private investment in recreation. Good times at the Sledding Hill (See Section 7.11— Lookout Lodge Complex) =AKLAND Master Plan Vision: 2 —1 RITTM Waterford Oaks Master Plan 2013 — 2022 The Waterpark is a popular summertime destination for families and school groups. Thrilling winter recreation can currently be experienced at Waterford Oaks' recently updated family Sledding Hill and, before its closing in 2009, at The Fridge refrigerated toboggan run. The BMX3 track hosts an array of events, from local clinics to national competitions. The 3+ mile trails system is a very popular lunchtime destination for a brisk walk with co-workers. Many of the natural areas in the park are viewable from the trails and are good places to enjoy nature or have a picnic. The park is the scene of new and innovative concepts, such as the universally -accessible Paradise Peninsula playscape and the Waterford Oaks Stormwater Improvements Proiect4 that added parking spaces while nearly eliminating stormwater runoff into the Pontiac Creek Extension (also known as the Mainland Drain). With the recent addition of the Scott Lake Road greenhouse complex, we have added a new community gardening aspect to the park and are developing a new concept of 'horticultural recreation'. In spite of its location in a highly developed area and the amount of active recreation offered, significant portions of Waterford Oaks have not yet been developed, or cannot be developed due to the presence of wetlands, unsuitable topography, and important natural resources. Sustainability5 for Waterford Oaks and the Oakland County Parks system underlies the master plan vision for the continued improvement and development of this park. The requirement for sustainable outcomes guides not only the concepts outlined in this master plan, but also the process of determining which recommended facilities will be built and when and how they will be designed. An important factor in generating park- and system -wide sustainability is the development of new partnerships— both public and private — to increase the use of the park both locally and regionally. An important example is the Oakland There's something for everyone at the Paradise Peninsula universally -accessible playground (See Section 7.13) County Market, where OCPRC has been presented with the opportunity of assuming management and operation of the Market. This would provide unique opportunities to address the health and wellness of county residents, engage them in educational and programmatic activities, and create new marketing opportunities for OCPRC. The Oakland County Market Business Plan (OCPRC, March 2010) was presented to the OCPRC in March 2010. Sustainability will also be accomplished by designing facilities to have multiple and four -season uses, with flexible parking to accommodate both large single events and simultaneous use of multiple facilities. Connectivity with the Oakland County Service Center campus and other local pathways could enhance the value of Waterford Oaks by promoting it as a regional trail hub. While the Park has a strong history of delivering a variety of quality recreational experiences, many of the older facilities are suffering from aging infrastructure. The Fridge was closed because of the need to re -design certain 2-2 -AKLAND Waterford Oaks Master Plan 2013 — 2022 aspects of the toboggan run and replace aging equipment. The Slidewinder, a popular water feature at the Waterpark, has reached the end of its structural lifespan and has been taken out of service. The master plan addresses the need to replace aging recreational infrastructure within Waterford Oaks to ensure that the public is served in a safe and healthful manner. The purpose of this master plan, however, is not simply to replace worn-out features and add more specialized physical facilities —the highest priority of this master plan is the human element: the people who use this park now and in the future. Within its 10-year timeframe, the master plan envisions a phased development scenario that focuses on improving and upgrading the existing diverse elements of the park and increasing the excellence of the Waterford Oaks experience through more readily available conveniences and diverse recreational programming. The vision for recreational programs at Waterford Oaks is to increase awareness of and participation in recreational experiences both at Waterford Oaks and system -wide. This will be accomplished by establishing effective and sustainable delivery of a wide range of experiences that encourage active and healthy lifestyles. The character of the facility concepts at Waterford Oaks will guide the selection of programs and services and may not necessarily include all core service areas described in the Recreational Program Business Plan (PROS Consulting, 2010). The delivery of a program plan for Waterford Oaks would be greatly enhanced by the assignment of a park program supervisor to work hand -in -hand with the park supervisor. This recreational program vision is intended to reflect and support the unique character of Waterford Oaks as a four -season destination where quality recreational experiences are waiting for you whether you spend an hour or spend the day. Waterford Oaks is surrounded by'a wide range of communities that vary in ethnic diversity, socioeconomic status, and with individuals who vary in age, interest and physical ability. As OCPRC implements this master plan, it has the opportunity and obligation to discover and remove any barriers that separate these communities and individuals from experiencing our county parks. The investment in improved facilities identified in this master plan is intended to increase access to recreation for all residents of the 62 cities, .villages and townships we serve in Oakland County. As we identify new revenue sources that will sustain those facilities, we must not create or be perceived to create new barriers to recreation. Additionally, continued investment in OCPRC's Recreational Assistance Partnership Program (RAPP), including additional buses and stages as needed, will help increase the diversity and number of visitors to the park. Our success in this endeavor will further demonstrate the importance of the role of public agencies in developing sustainable facilities and promoting equitable access to open space and recreation. =AKLAND 1 i '_' Master Plan Vision: 2 — 3 Waterford Oaks Master Plan 2013 — 2022 Aff—wirs WIT E3.� The business strategy for Waterford Oaks County Park plans for the sustainability of the park and its component facilities — which necessitates finding new revenue sources and earned income opportunities. A complementary relationship is identified between basic6 and value-added? experiences and an understanding of the levels of support provided by the public through the parks millage, by holders of annual motor vehicle permits, by purchasers of additional programs and services, and by special user groups. Key to the overall business strategy is a financial equation that compares possible sources of revenue for a facility with the costs of operating the facility. The costs of operation that exceed the revenue generated are subsidized by allocation of funds from the parks millage. Some basic experiences, such as trails, playgrounds, and access to natural areas may be entirely subsidized, while other more structured and specialized recreational experience may generate additional revenue and be somewhat self -funded. It is also important to note that successful revenue generation by value-added experiences will contribute to other basic experiences, park infrastructure, and the overall sustainability of the entire park. Support for Basic Recreational Experiences On August 3, 2010, Oakland County voters approved the renewal of a 10-year .2415 parks millage that provides for: operational costs of basic recreational experiences within Oakland County Parks, outreach programs that bring Oakland County Parks to communities throughout the county, and land acquisition to expand parks. For a home valued at $175,000, the homeowner pays about $21/year to support Oakland County Parks and Recreation. Within Waterford Oaks, examples of these basic experiences are trails, playgrounds, sledding hill, and access to natural areas. These experiences are open to the public without additional cost to those who choose to ride, bike, walk, or take public transportation to our parks. The Recreation Assistance Partnership Program $(RAPP) grants recreational services to communities and community groups who apply and are approved for assistance. The services may either be brought directly to the partner or we provide OCPRC buses to transport participants to our parks. OCPRC bears significant costs that cannot be funded by the parks millage alone, such as capital improvements and major maintenance of parking lots and roads within our parks. The sale of annual motor vehicle permits provides revenue to maintain this key supporting infrastructure in our parks, which in turn supports the delivery of basic services. Currently, OCPRC requires annual motor vehicle permits for vehicle entry to eight parks — Groveland, Rose, Highland, Lyon, Independence, Orion, Addison and Red (dog park only) Oaks — but does not require vehicle permits at Springfield, White Lake, Glen, Catalpa and Red (with the exception of the dog park) and Waterford Oaks. The master plan proposes re -designed parking and roadways, along with a contact station for checking annual motor vehicle permits and selling day passes and annual permits. Basic park experiences will still be available without the cost of an annual motor vehicle permit to people who choose to ride, walk, run, bike, skate, or use another non -motorized method to access the park. Support for Value -Added Experiences Value-added experiences go beyond basic experiences and allow OCPRC to address the needs of specific user groups and individuals. These experiences are intended to enhance the basic park experience and are provided at an additional cost. Examples of value-added experiences at Waterford Oaks includes group reservation and rental of certain recreational amenities (picnic pavilions, platform tennis courts, volleyball courts, BMX areas and future dog runs), use of specialized recreational areas (such as the waterpark and BMX area), special events, and sales of 2-4 -AKLAND 1 Waterford Oaks Master Plan 2013 — 2022 refreshments and convenience items. Providing a mixture of basic and value-added experiences is an important factor in the long-term sustainability of the park. Marketing Opportunities Waterford Oaks has a unique opportunity for marketing on behalf of the entire parks system because of the location of the park boundary along Telegraph Road. Two banners advertising DestinationOakland currently is mounted along one of the fences on Telegraph Road. it may be possible to install a digital billboard in its place that provides advertising for corporate sponsors as well as public service advertising for OCPRC. Additionally, there is a second, two-sided banner along Telegraph Road south of Pontiac Lake Road, which may provide additional opportunities for enhanced advertising for the park system. Lewis, M. (Ed.). (2008). From Recreation to Re-creation: New Directions yin Parks and Open Space System Planning. Chicago: American Planning Association. OCPRC. (March 2010). Oakland County Market Business Plan. Waterford, MI: OCPRC. PROS Consulting. (2010). Recreation Program Business Plan. Waterford, MI: OCPRC. 1 Active Use: Active is typically used to describe the level of developed facilities or the level of structure existing in a park. It has been recommended to discontinue use of the terms 'active' and 'passive' as descriptors — replacing 'active' with terms such as 'structured' or 'flexible' that better capture the design and use intent for sites (Lewis, 2008). Z Passive Use: Passive typically means there is no structured prescription for recreational use, such as ball fields and game courts. It has also been recommended to discard the term 'passive' because of its negative connotation of apathy and lifelessness and because park areas typically described as 'passive' may be very active indeed, with picnicking, hiking, and pick-up games taking place (Lewis, 2008). See also Active Use. 3 BMX: Bicycle motocross or BMX refers to the sport in which the main goal is extreme racing on bicycles in motocross style on tracks with inline start and expressive obstacles, and it is also the term that refers to the bicycle itself that is designed for dirt and motocross cycling. 4 Waterford Oaks Stormwater Improvements Project: This project received funding from a Non Point Source grant from the Michigan Department of Environmental Quality and was implemented from 2007 through 2010. The purpose of the project was to correct past design flaws in the park's built environment that were harmful to water quality, while adding needed parking capacity. The project created a 61% increase in parking spaces and three water quality BMP systems, incorporating rain gardens, wet ponds, wetlands, porous pavement, underground detention, and vegetated swales. The entire system of three BMP systems exceeds 1 and 10 Year Storm Water Storage Requirements and over 60% of 100-year Storage Requirements. 5 Sustainability: The word sustainability is derived from the Latin sustinere (tenere, to hold; sus, up). Dictionaries provide more than ten meanings for sustain, the main ones being to "maintain", "support", or "endure". However, since the 1980s sustainability has been used more in the sense of human sustainability on planet Earth and this has AKLANDMaster Plan Vision: 2 — 5 CA V f Waterford Oaks Master Plan 2013 — 2022 resulted in the most widely quoted definition of sustainability and sustainable development, that of the Brundtland Commission of the United Nations on March 20, 1987: "sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs." At the 2005 World Summit it was noted that this requires the reconciliation of environmental, social and economic demands - the "three pillars" of sustainability. This view has been expressed as an illustration using three overlapping ellipses indicating that the three pillars of sustainability are not mutually exclusive and can be mutually reinforcing. The three pillars - or the 'triple bottom line'- have served as a common ground for numerous sustainability standards and certification systems in recent years. http://en.wikipedia.org/wiki/Sustainability 6 Basic Recreational Services are funded through the dedicated property tax millage and provide basic recreational experiences to the public without the additional cost to those who chose to ride, bike, walk, or take public transportation to our parks. Examples of basic recreational experiences include trails, playgrounds, sledding hills, picnic areas, and access to natural areas. In some parks, capital improvement and major maintenance of roadways and parking lots requires additional support and a day -use or annual motor vehicle pass is required to enter the park by motor vehicle and access basic recreational services. Value -Added Recreational Services provide recreational experiences that go beyond basic recreational experiences and allow OCPRC to address the needs of specific user groups and individuals. These experiences are intended to enhance the basic park experience and are provided at an additional cost. Examples of value-added experiences include rental of picnic pavilions, use of waterparks, dog parks, special events, and sale of refreshments and merchandise. Providing a mix of basic and value-added experiences is an important factor in the long-term sustainability of OCPRC. 8 Recreation Assistance Partnership Program (RAPP): Initiated in 1982, the program grants recreation opportunities and experiences, including outreach programs and bus transportation, to cities, villages, townships, community parks & recreation agencies, downtown development authorities and schools in Oakland County. http•//www destinationoakiand.com/recprograms/mobilerecreation/Pages/RecreationAssistancePartnership.aspx 2-6 =AKLAND il V = i WaterfO r d 0 aks FACILITY CONCEPTS Waterford Oaks Master Plan 2013-2022 A facility within this master plan is defined as a recreational cluster or grouping of recreational opportunities that provides a basis for creating recreational experiences and making management decisions. They help determine how we spend our money, track the effects of expenditures and plan for outcomes. Each facility may provide a narrative or theme that is intended to draw visitors to the park and the park system. Also considered are the programs and business practices unique to each facility. Racers at the BMX Complex in Waterford Oaks (see Section 7.9) -AKLAND Facility Concepts: 3 —1 The facility concepts are built on a detailed analysis that identifies the individual facilities (both current and proposed) and documents individual features of both the natural and built environment, including the age and condition of structures and the condition of open space areas and natural systems. The facilities analysis also documents recreational uses and specific programs that occur in each facility, including any revenue - generating activities. This part of the analysis is a detailed examination of the current conditions within each facility. Waterford Oaks Master Plan 2013-2022 Friends enjoying the Family Raft Ride at the Waterford Oaks Waterpark (see Section 7.8) The facilities analysis then develops a general vision for the future of each facility and its role within the context of the entire park. More detail is provided on how OCPRC could enhance recreational and other uses, implement site - appropriate improvements, and develop improved business strategies for each facility. 3.3 Facility Concepts The facility concepts presented in this chapter are a summarized version of the facilities analysis. They provide a brief description of the current facility, a vision statement, and a list of opportunities to improve and enhance the facility. Waterford Oaks contains 11 current facilities and has 1 new additional facility. Three of the facilities — Roadways and Parking, Trails and Non -Motorized Access, and Natural Areas — are general to the entire park and provide support to the other facilities. Seven facilities — Waterpark, BMX Complex, Parkview and Rabbit Run, Lookout Lodge Complex, Paradise Peninsula, Greenhouse Complex, and Administrative Complex — are self-contained in specific geographic areas of the park and the concepts in the master plan are based on existing uses and structures. The eleventh facility —Alliance Drive Acquisition - is proposed to be developed into a dog park. The twelfth facility — Oakland County Market — is an existing Oakland County facility that is has recently been - incorporated into the Oakland County Parks system. An important element to the overall master plan vision and the facility concepts is strong connectivity between facilities facilitated by roads, trails and natural areas. 3-2 CA LAND Waterford Oaks Master Plan 2013-2022 Figure A: Vilaterford Oaks Trail Nil ap showing Iocations for two facilities; Roadways and Parking and Parse Trails and Non -Motorized Access (see Sections 3.5 and 3.6) WATERFORD 2800 Ydat kin z take Revd Please stay on designated trail so as not to disturb natural habitat. CAUTION eie=,r>,:vs=�•..ra� Iran: P=r:�nalaaatr u vns. surh as a h�c=4 ate rztiorrm and=i. apnate bn:=sunda mnvol atoll tlmea 13 (i-r.d-c loop) 1.05 miles paved, slight elevation changes Loop 1,58 miles paved; packed dirt/grass; uneven; slight to moderate elevation changes Loop 63miles paved,slightelevationchanges Connectors Trailhead Q Parking RR Restrooms AAccessible Porta-jon Paradise Pavilion • Boardwalk Paved Trail •• Natural Trail 0—G) Trail Intersections * Scenic Overlook CwFAKLAND Facility Concepts: 3 — 3 [4[1111 kk CA VA 1 1 Waterford Oaks Master Plan 2013-2022 Figure B: ,serial photograph showing location of remaining facilities (see Sections 3.7 through 3.16) mr r n" ° p� .+�� .A ' �' Alliance Drive Acquisition ,w t is S0 Parkview and Rabbit Run {� Lookout Lodge Complex BMX (Sledding Hill) Complex Lookout Lodge Complex Waterpark ;.'AX , '01 Air ' r c, Greenhouse _ Natural Areas (largest area - smaller Complex 3:�•, - ��, areas are scattered throughout park) >Tow — Paradise Peninsula �. t e, ¢� r �A_ Administrative " ' �.;.v6 '- Complex SriVal MIMI IA ma Oakland County Market �•x � •�i.. '�. �. 3_4=AKLAND 1<0111 V.i► Waterford Oaks Master Plan 2013-2022 3.S Roadways a -rid Parking Before proceeding with a discussion of the characteristics and relative merits of park facilities, it is important to look at the circulation system through the park as a whole. The Roadways and Parking facility concept considers how vehicles move through the park and where they are parked. Waterford Oaks has two paved roads through the park — Waterford Oaks Boulevard and Paradise Parkway. Rabbit Run Lane is an unpaved road and there are several unpaved drives throughout the park. The park is served by three paved parking lots and a few smaller unpaved parking lots. The layout of roadways and parking is important for convenient access between facilities. The layout also affects how the park is perceived when visitors are in their vehicles. Facility Vision The facility concept envisions the creation of centralized parking that supports multiple facilities with alternating seasons of use. A redesign of the entrance drive would accommodate a new contact station and increase visibility of facilities and the park's natural beauty. Improved cost recovery and sustainability for all facilities in the park would be enhanced by increasing the convenience of accessing facilities. The sale of motor vehicle passes and use of roads and parking areas (hardscape) for sports events would increase revenue flow to the park and the parks system as a whole. Facility Development ■ Create centralized parking ■ Reconfigure main entrance drive ■ Install contact station with drive -up window ■ Encourage circulation of visitors between multiple facilities ■ Protect water quality ■ Design a portion of parking area to accommodate event camping Programming ■ Host recreational activities and events requiring hardscape ■ Host events with overnight (event) camping Business Practices ■ Offset costs with revenue generated with day passes and annual motor vehicle permits ■ Bring new groups of park users into the park through innovative recreational use of hardscape ■ Promote park facilities from roadways and parking lots ■ Promote park facilities, events and specials at contact station ■ Provide excellent customer service at the contact station GwIAIK LAN D Facility Concepts: 3 — 5 All 11 L Waterford Oaks Master Plan 2013-2022 The park contains approximately 3.4 miles of trail; 1.5 miles are concrete or asphalt, and 1.9 miles have dirt/crushed stone /grass surface. They are used for hiking, bicycling (or other wheeled, non - motorized activities, such as in -line skating), cross- country skiing (un-groomed), snowshoeing, geocaching and letterboxing. Facility Vision The facility concept for Park Trails and Non - Motorized Access envisions increased connectivity between facilities to promote the 'whole park' experience and make the park more accessible to pedestrians, public transportation users, and non - motorized vehicle users. Improved cost recovery and sustainability for all facilities in the park would be accomplished through increased use of multiple facilities. The rental of equipment for trail use would contribute to revenue for the park. Facility Development ■ Design trails to meet minimum needs of park -users ■ Increase park access ■ Work with Suburban Mobility Authority for Regional Transportation (SMART) to increase access for public transit users to Waterford Oaks ■ Increase connectivity between facilities ■ Expand paved or improved surface trail loop ■ Correct trail erosion ■ Improve trails to facilitate proper drainage ■ Reconstruct boardwalk ■ Consider adding amenities that enhance interpretive use of trails ■ Evaluate existing trails according to ADA guidelines Programming ■ Create additional interpretive signage and media Business Practices ■ Reduce costs of management by soliciting donated labor, material and in -kind services ■ Develop and promote equipment rental and guided tours ■ Promote trails as part of an all -day multi -facility experience ■ Promote trails as a high -quality experience funded by parks millage ■ Encourage use by local walking and running clubs 3-6 -AKLAND i , I; Waterford Oaks Master Plan 2013-2022 3.7 Natural Area Waterford Oaks contains a 70-acre contiguous natural area, roughly half of which is comprised of emergent wetland bisected by a %-mile length of the channelized Pontiac Drain. The remaining acreage, located along the southeastern boundary of the park, consists largely of Mesic Southern Forest characterized by steep, glacial moraine topography. Major ecological threats to remaining park natural communities and wildlife include impacts arising from fragmentation and associated habitat degradation — largely invasive species and altered hydrology. Consideration of the natural resources base and potential impact to ecological function is essential to the planning and design process related to major maintenance of existing facilities and phasing and development of future capital improvements within the park. Facility Vision The facility vision for Natural Areas focuses on the enhancement of the character of all facilities by providing views of and access to natural areas and by contributing to the protection of water quality and regional green infrastructure. The ecological services provided by the Natural Areas facility reduce maintenance costs (such as stormwater retention). The beauty and character of natural areas in Waterford Oaks should be featured in the marketing of all park facilities. Facility Development ■ Consider natural resource management in development of all facilities ■ Preserve and improve ecological integrity of natural areas ■ Correct erosion along Telegraph Road ■ Obtain Michigan Turfgrass Environmental Stewardship Program (MTESP) Certification ■ Allocate funding for natural areas to highest quality areas first ■ Invest in management of roadside areas as public demonstration areas Programming ■ Showcase stormwater best management practices ■ Expand interpretive services to various school grade levels ■ Continue Stream Leaders partnership for water quality monitoring ■ Promote facility to various natural resource interest groups ■ Explore new educational partnership ■ Expand interpretive activities Business Practices ■ Reduce costs of management by soliciting donated labor, material and in -kind services ■ Market to create public awareness of high -quality basic experiences funded by the parks millage ■ Market the natural areas to showcase stormwater best management practices GwAKLAND Facility Concepts: 3 — 7 C CA WINM Waterford Oaks Master Plan 2013-2022 The Waterpark opened in 1976 and is open every year from June through Labor Day. It has generally been considered a family -oriented waterpark characterized by a relaxed, rural ambiance. Waterpark capacity is 1,700 visitors and staff indicates that the Waterpark was at capacity three days in 2011. It generally reaches capacity when the temperature is 90°F or above. Facility Vision The facility vision for the Waterpark calls for replacement of aging and deteriorating infrastructure and incorporating these changes into a new theme for the Waterpark that would clearly distinguish it from Red Oaks Waterpark and encourage visitors to enjoy a full -day, whole -park experience. Revenue would be enhanced by adding more convenience items, improving food service, improving restroom facilities, and promoting rental of picnic facilities. Facility Development ■ Consider effect of proposed centralized parking and main entrance drive ■ Replace existing parking lot ■ Enhance facility connectivity ■ Develop a new concept for selection and layout of recreational features ■ Improve or replace bathhouse/concession building ■ Add family restrooms ■ Separate plumbing and filtration between Kiddie Pool and Ragin' Rapids ■ Increase picnic opportunities ■ Evaluate fences and replace as needed ■ Create barrier -free transitions between facility components Programming ■ Continue existing programs ■ Consider additional programs in response to new and renovated facility components Business Practices Encourage use of Waterpark integrated with a full -day experience at Waterford Oaks by providing amenities and conveniences that accommodate a longer stay for a family (improved food service, family restrooms, changing rooms, sale of toiletries and convenience items, comfortable places to relax) Develop a branding and marketing concept that reflects the experience offered at the Waterpark, including consideration of renaming the facility 3_8 -AKLAND Waterford Oaks Master Plan 2013-2022 3.9 BfklX Complex This 4.5-acre bike motocross (BMX) complex was created in 1974 with soil and materials excavated from construction of the Wave Pool in the Waterpark. It is the second oldest motocross facility in the world and multiple generations of BMX fans race, attend and support the sport at Waterford Oaks. The track and environs is maintained by OCPRC; practices and events are staffed by one OCPRC employee and volunteers from the Waterford Oaks BMX Volunteer Association (www.waterfordoaksbmx.com). Facility Vision The facility vision for the BMX Complex builds on the local pride of the facility and calls for better integration with other facilities. Revenue increases are envisioned through the provision of event camping as part of the centralized parking concept. It is important to note that the layout of the BMX Complex facility may be impacted by the design of a potential centralized parking area. Facility Development ■ Consider effect of proposed centralized parking and main entrance drive ■ Evaluate alternate location of BMX track for the potential of a future phase of centralized parking ■ Consider adapting the track for use with mountain bikes (i.e. creation of a pump track) ■ Consider additional amenities or activities for kids when they are not riding ■ Evaluate current fences and locked gates and if they are needed ■ Increase the visibility of the facility from the main park road Programming ■ Explore additional programmatic uses of facility Business Practices ■ Open facility to the park and increase year round use of track and facility ■ Evaluate potential for hosting diverse special events ■ Recruit new riders ■ Recruit local business support and sponsorships Q AKLAND Facility Concepts: 3 — 9 CA ',►►� Waterford Oaks Master Plan 2013-2022 This Parkview and Rabbit Run facility includes the open space areas in the park that are used for picnicking and informal sports. Parkview is a large group picnic area located north of the BMX complex. Rabbit Run includes the large picnic area and play field to the south of the Sledding Hill. This area received sand volleyball courts in 2009, when the old Court Games Complex was converted to Paradise Peninsula. There are parking spaces along the east side of Rabbit Run that are used by visitors to the Sledding Hill and trails. Facility Vision The facility concept envisions adding enhancements to develop this existing picnic and sports area to become an important group activities area that supports four -season use of the park and'provides a base for visitors to enjoy multiple other park facilities. Facility Development ■ Consider the effect of proposed centralized parking and main entrance drive ■ Improve Parkview Picnic Shelter ■ Improve Rabbit Run Picnic Area ■ Increase use of Sand Volleyball Courts ■ Make provisions for event camping for large BMX events with centralized parking Programming ■ Explore additional programmatic uses of facility Business Practices ■ Market improved picnic pavilion rentals, sports opportunities, and event camping opportunities for groups 3.10=AKLAND Waterford Oaks Master Plan 2013-2022 3.11 Lookout Lodge Complex The Lookout Lodge Complex was developed in the 1990s with a focus on winter recreation. The Fridge, Michigan's first refrigerated toboggan run, was open from 1994 until 2009, when the need for repairs to structures and machinery forced its shutdown. Lookout Lodge's Fridge ticket window is now shuttered and the Lodge is frequently used for meetings, weddings and other gatherings. The current Sledding Hill was formerly a children's sledding hill that was developed as a part of The Fridge winter recreation complex. The hill was re -shaped with spoils from the creation of ponds from the Stormwater Improvements project (see Natural Areas). Parking for Lookout Lodge and formerly for The Fridge is in the Lookout Lodge Parking Lot. Facility Vision The facility vision for the Lookout Lodge Complex considers repair of toboggan run, improvements to Sledding Hill and Lookout Lodge, and a proposed Skating Rink to create a signature wintertime destination. The concept includes enhancements to non -winter use of facility. Increasing the duration of use in each season, nighttime use, rental of sports equipment, and improved food service are envisioned to increase revenue to the facility and park. Facility Development ■ Consider the effect of proposed centralized parking and main entrance drive ■ Consider options for repair of the refrigerated toboggan run ■ Consider expanding use of Sledding Hill by extending season of use and adding nighttime sledding ■ Improve Lookout Lodge and its food service ■ Consider ropes courses, zip lines and canopy tours utilizing the refrigerated toboggan run tower ■ Consider interaction with proposed dog park (see Alliance Drive Acquisition), including use of Lookout Lodge parking lot and lodge restrooms during developmental phase of dog park Programming ■ Increase winter activity options and complement them with recreational programs Business Practices ■ Market the wintertime experience and other facility improvements GNAKLAND Facility Concepts: 3 —11 All 11 ,C:, Waterford Oaks Master Plan 2013-2022 The 22-acre Tolliver property was acquired by OCPRC in 2008. Part of the land acquired was a formerly zoned as industrial property. The entire acquisition is now zoned as public land. The property was acquired because of the potential to develop access to the park from Alliance Drive for maintenance vehicles and larger trucks, and for the opportunity to expand recreational opportunities, specifically trails and the development of a dog park with water features. It was also envisioned to be important for future realignment of roads and establishment of a contact station. Facility Vision The facility vision features a new dog park with both off -leash and on -leash elements, with features that distinguish it from other OCPRC dog parks. Development of the proposed dog park would be an important justification for the proposed conversion of Waterford Oaks to a day -use park and the requirement for vehicle permits. Additional revenue for the dog park would be generated through facility rentals, food concessions and sale of convenience items and other merchandise. Part of this area may also be used to locate structures or uses displaced by creation of the centralized parking area and entrance drive. Facility Development ■ Consider effect of proposed centralized parking and re -designed entrance drive ■ Create on -lead commons area ■ Create fenced off -leash dog runs for large and small dogs ■ Create ponds for water play with dogs ■ Provide shade and seating =TAKLAND COUNTYPARKS ■ Consider using Lookout Lodge parking lot and lodge restrooms during developmental phase Programming ■ Host fun dog and owner events ■ Host dog training and competition ■ Consider a dog day care program ■ Consider forming a dog park friends group Rosiness Practices ■ Develop a pricing model for dog park services ■ Develop branding concepts for all dog parks ■ Develop a business model for an annual membership program ■ Develop a business model for dog day care ■ Develop a partnership agreement for supply of dog -waste bags, provision of agility course equipment, and other canine -specific goods and services 3 —12—AKLAND Waterford Oaks Master Plan 2013-2022 3.13 Paradise Peninsula Opened in 2010, Paradise Peninsula was designed to address issues of accessibility and promote inclusive and interpretive play. The nature -oriented playground and exploration area is inspired by the iconic Michigan landscape. The playscape project meets requirements set by the American with Disabilities Act (ADA) and was made possible in part by a $250,000 grant from the W.K. Kellogg Foundation Access to Recreation Initiative administered by the Michigan Recreation and Park Association Foundation. The construction of Paradise Peninsula replaced the former Court Games Complex. The original Platform Tennis Courts remain from the earlier facility, with other structures (The Landing and a picnic shelter) receiving updates. The area also includes an Exercise Station, a trailhead to the. Trail Loop System and an Open Play Area. Facility Vision The facility vision for Paradise Peninsula builds on the aesthetics and accessibility of the existing facility by expanding barrier -free and conventional elements of the playscape. The vision includes the creation of a proposed "Celebration Grounds" and its promotion for weddings, corporate picnics, and family and school gatherings. The Paradise Peninsula concept would support the sustainability of the entire park by drawing visitors to the barrier -free playscape and social gathering spaces and would increase revenues with rental fees. Facility Development ■ Consider effect of proposed centralized parking and re -designed main entrance drive ■ Expand play features in and around existing playscape ■ Increase picnic opportunities and create 'Celebration Grounds' ■ Create a pedestrian connection between Paradise Peninsula and the Greenhouse Complex ■ Ensure access to all ages and abilities Programming ■ Host summer camp and school activities ■ Extend the season for Platform Tennis Courts ■ Develop interpretive play based on playscape concepts Business Practices ■ Develop a diverse branding and marketing campaign ■ Document growth in participation at facility ■ Explore funding and grant resources for expanding barrier -free features QAKLANDFacility Concepts: 3 —13 3.14 Greenhouse Complex I Waterford Oaks Master Plan 2013-2022 The Greenhouse Complex was owned by the Ernst family until 2009, when the facility was purchased by OCPRC. Ernst family ownership began in 1942 after the family immigrated to the United States from Germany. The early farm included a barn, garage and white farmhouse and the family grew corn, beans, berries and fruit trees and sold surplus produce. The first greenhouse was built in the 1940s - initially to support the farm's vegetable production and flowering plants for the farm environs — and later expanding into a flourishing business in the 1970s and 80s. Ernst geraniums were popular and Ernst Greenhouse became a well-known destination for local gardeners who were looking for healthy plants and great blooms. OCPRC began limited operation of the greenhouse in 2010, growing 500 flats of annuals which were distributed throughout the parks system. 24 ten -inch hanging baskets were produced, as well as 150 four -inch annuals for containers and 500 mums for fall planting. Facility Vision The Greenhouse Complex vision further develops the concept of horticultural recreation through expansion of community gardens and education programs. This facility vision supports community initiatives that promote healthy eating and local food. The Greenhouse Complex is envisioned to save costs by producing plant material for the entire park system and generate revenue through programming and community garden rental fees. Facility Development ■ Consider the effect of proposed centralized parking and re -designed main entrance drive ■ Develop a phased operations plan ■ Continue development of the community garden program ■ Create universally -accessible botanical and horticultural features ■ Create a pedestrian connection between Paradise Peninsula and the Greenhouse Complex ■ Consider relocation of freestanding greenhouses ■ Evaluate accessibility of public and educational areas ■ Evaluate the Ernst barn to stabilize the structure and plan for historic preservation as appropriate Programming ■ Develop a coordinated facility recreation program plan Business Practices ■ Produce low-cost plant material for entire park system ■ Offset program costs with fees and donations ■ Target public needs that align with funding priorities ■ Focus marketing and branding campaigns on healthy living 3 —14—AKLAND Ril ,r Waterford Oaks Master Plan 2013-2022 The Administrative Complex comprises four buildings that house office, meeting and work space for OCPRC staff and the Oakland County Sheriff's Office — Parks Division office. One of the buildings also provides indoor recreation space (Activity Center). Three of the buildings are original to the property when it was purchased in 1967. The fourth building, the Administration Building, was constructed in 1988. The Administrative Complex has its own vehicle entrance on Watkins Lake Road and parking lots that are separated from the rest of Waterford Oaks Park. The park can be accessed by vehicle from the Administrative Complex via an unpaved maintenance service drive and also has an access trail that leads to the trail system. Facility Vision The facility concept for the Administrative Complex envisions an environment where staff are creative and productive and a positive environment for developing partnerships, funding opportunities and community relations. The facility would help save costs by hosting trainings on site and generate revenue by increasing success of foundation and corporate partnerships. Facility Development ■ Consider the effect of proposed centralized parking and main entrance drive ■ Revisit 2008 Administration Spatial Study and update conceptual layout based on current staffing and needs ■ Plan for long-term staffing requirements ■ Determine which departments and sections benefit from being located closer to each other ■ Evaluate type and quality of work and meeting space in the three staff buildings ■ Consider repurposing of Activity Center and discontinuing private rentals Programming ■ Provide a location for development and training of volunteers that is separate from administrative office space Business Practices ■ Provide attractive meeting space for developing relationships with businesses, recreational partners and funders ■ Reduce costs of professional trainings and seminars by hosting at the Administrative Complex AKLAN® Facility Concepts: 3 —15 [11110111k, k 67;T Waterford Oaks Master Plan 2013-2022 3.16 Oakland County Market The County Market hosts a Farmer's Market on Saturdays year round as well as Tuesdays and Thursdays during the peak season (April — December). The facility hosts a flea market on Sundays year round. The 14-acre market site consists of a 7,452-square- foot building with 38 indoor stalls, 32 outdoor stalls under a canopy, 20 non -sheltered stalls, parking for 268 vehicles, an orchard and an adjacent woodlot. Facility Vision The facility concept for the County Market envisions promoting access to fresh produce, meat; dairy, plants and flowers to residents in a fun, exciting and educational atmosphere. The Market aligns with OCPRC's mission by encouraging healthy lifestyles, supporting economic prosperity and promoting the protection of natural resources, while at the same time providing high -quality recreational experiences. OCPRC recognizes that the face of recreation is changing, and that for many residents and their families, a trip to the Farmers Market is part of an active, healthy lifestyle. OCPRC also envisions many educational opportunities at the County Market, specifically in conjunction with the Greenhouse Complex at Waterford Oaks and the larger horticulture program. Facility Development ■ Conduct a comprehensive site analysis to inform planning and design ■ Improve traffic flow and pedestrian circulation ■ Utilize the woodlot for natural resource education and employee fitness ■ Develop pathway connectivity with the rest of Waterford Oaks County Park Programming ■ Create a program plan for the County Market with both recreational and educational offerings Business Practices ■ Create a marketing strategy for the County Market ■ Determine and forecast major maintenance and capital improvement costs ■ Inform future planning with surveys and market research ■ Identify opportunities for non -market use of the facility, such as antique/craft shows, programs and private rentals 3-16 Q' " ND III►i',c►M Waterford Oaks ,pRELIMINARY PARK NESS PLAN BUSI Waterford Oaks Master Plan 2013 — 2022 10 Preliminarty ParK Dusiness Plan Conte-231S 10.1 Introduction 10®1 Introduction 10.2 Economic and Fiscal The purpose of this chapter is to create a foundation for Information development of the facility business plans that will guide the 10.3 Budget Centers implementation of the park master plan. It seeks to accomplish this 10.4 Revenue and Expense by establishing an understanding of the current and historical 10.S cost Recovery Trends operating finances of Waterford Oaks and the park's four budget 10.6 Cost Recovery Sensitivity centers. 'This chapter also develops two very important building Analysis blocks of the facility business plans: the preliminary phasing 10.7 Participation Trends z 3 concept and service inventory . 10.8 Capital Investment 10.9 Potential Grant -Funded 10.2 Economic and Fiscal Information Projects 10.10 Service Portfolio Project OCPRC Data Sources Unless otherwise indicated, the data source for this report is 10.11 service Inventory Oakland County Fiscal Services. FY2011 data is unaudited. FY2012 10.12 Preliminary Phasing Concept data is generally projected to be the same as FY2011 with an 10.13 References adjustment for inflation. The OCPRC fiscal year begins on October 1 10.14 Notes and ends on September 30. Adjustment for Inflation suniInary Unless otherwise indicated, the 2011 Consumer Price Index (CPI) of This chapter provides a preliminary. 3% is applied to adjust for inflation (Bureau of Labor Statistics). If overall business plan that forms the the deliberate decision is made for certain expenses to NOT keep up foundation for individual facility with inflation, adjustments will be made accordingly and the reason business plans by analyzing revenue, noted. expense and cost recovery trends. A preliminary phased implementation OCPRC Fiscal Trends and the Recession concept enables the forecasting of OCPRC's revenues are affected by business cycles, most significantly high -investment projects. The by the recent recession, which lasted 18 months and is the longest service inventory documents both existing and proposed park and recession since World War II. The National Bureau of Economic recreation services at Waterford Research (NBER) defines a recession as a "period between a peak oaks. and a trough, and an expansion is a period between a trough and a peak". According to NBER, the current recession began in December 2007 and a trough occurred in June 2009, marking the beginning of an expansion. (NBER) QAKL/ ND Preliminary Park Business Plan: 10 —1 Waterford Oaks Master Plan 2013 — 2022 10.3 Budget Centers A budget center is defined as a segment of a business for which costs, revenues, and profits are separately calculated. Within OCPRC, each budget center is a distinctly identifiable division of the agency whose managers are responsible for all its associated costs and for ensuring adherence to its budgets. Current Waterford Oaks Budget Centers (WTR, WBX, WTB, WWP) Four budget centers are defined by Fiscal Services at Waterford Oaks. Three of the budget centers are specialty complexes: WBX (Waterford Oaks BMX); WTB (Waterford Oaks Toboggan Complex); and WWP (Waterford Oaks Waterpark). The fourth budget center is WTR (Waterford Oaks Park / Activity Center). All of the operating expense within these four budget centers is considered direct costa. This budget center covers the majority of the park and offers a variety of recreational services and opportunities. Indirect Expense from Other Budget Centers (RPS, FM, ADM) Waterford Oaks incurs indirect costs from three budget centers: Recreation Programs and Services (RPS); Facilities Management (FM); and Administrative Services (ADM), which are not analyzed in this master plan. Costs from these three budget centers are not currently allocated across other budget centers. The analysis in this master plan relies on existing accounting practices and therefore does not consider these indirect costs. Proposed Greenhouse Budget Center (WGH) Another missing component is the Waterford Oaks Greenhouses budget center. The greenhouses were acquired by OCPRC in 2009 and are considered a part of Waterford Oaks and included in this master plan as the Greenhouse Complex. The greenhouses are currently managed under a five-year plan (2009-2014) in which the total expenses for running the greenhouses is divided among all the parks in the system under Expense Account 730789 — General Program Administration (Greenhouses). The annual expense for the greenhouses averaged approximately $6,230 per park in 2011. It is the task of this master plan to commence the planning process that will take the Greenhouse Complex beyond the five-year plan under which it is currently operating. A new Greenhouse Budget Center is proposed as part of this master plan. Proposed County Market Budget Center (WCM) Transfer of the Oakland County Market to OCPRC management has been proposed (and approved by the Parks Commission as of February 2012). A new budget center for the County Market is also proposed in this master plan. 10-2 =AKLAND Waterford Oaks Master Plan 2013 — 2022 10A. Revenue and Expense Types of Revenue The purpose of this section is to identify areas where the activities where staff can help increase effectiveness in meeting the mission of OCPRC. For this purpose, three types of revenue or income are identified: tax revenue, investment income, and agency revenue. Agency revenue is the only revenue type under consideration in the analysis of Waterford Oaks finances. ■ Tax Revenue — Funds from the 0.2415 mil levy on property taxes in Oakland County that is dedicated to OCPRC. It is accumulated by Fiscal Services under the Administrative Services budget center. All analysis in this report will exclude tax revenue. ■ Investment Income — Investment income is the proceeds from certain fund balances held by Oakland County and it is accumulated by Fiscal Services under the Administrative Services budget center. All analysis in this report will exclude investment income. ■ Agency Revenue —This refers to the remaining revenue that is mostly generated from the activities of OCPRC. Below is a sample of various revenue sources (with Fiscal Services account number in parentheses) accumulated at Waterford Oaks budget centers: o From food and beverage concessionaires and vending machines (630308 — Commission Food Services) o From participants or groups for use of platform tennis decks (630469 — Deck Tennis) o For annual and day use motor vehicle permits (630700 — Fees Day Use)- o For revenue collected for admission to waterparks (630644 — Entrance Fees) o For leased houses / apartments on park property (631911— Rental House) o For rental of equipment, i.e. waterpark lockers, ski equipment, bikes, helmets (631918 — Rental Equipment) . o For rental of specific locations, i.e. activity center, picnic shelters, tents (631925 — Rental Facilities) o From sale of merchandise, i.e. hat, gloves, shirts (632037 — Sales Pro Shop) o From racers for use of BMX track (632128 — Special and Sanctioned Races and 632471— Weekly Races) Types of Expense Fiscal Services identifies six account categories and organizes expenditure accounts within those categories: ■ Salaries ■ Fringe Benefits ■ Contractual Services ■ Commodities ■ Depreciation ■ Internal Services. For the purposes of this chapter, however, all expense in the Waterford Oaks analysis is identified as operating expense without identifying the account or account category. QALAND Preliminary Park Business Plan: 10-3 1<1111 ►i Waterford Oaks Master Plan 2013 — 2022 Cost Recovery Trends —Waterford Oaks Park Cost recovery represents the percentage of operating expense that is funded by agency revenue and is calculated as the ratio of agency revenue divided by operating expense. Tables 1"through 5 and Figure A describe actual OPPRC fiscal data for Waterford Oaks from FY2006 through FY2011 and calculate cost recovery. Figure A shows that while cost recovery has been fairly variable in the individual budget centers, overall cost recovery for the park has remained steady. Table 1 shows that a decline occurred in FY2009 and FY2010 coinciding with the recent recession, and then recovered to the 50% level in FY2011. Cost recovery rates for all the budget centers within Waterford Oaks are an aggregate of various cost recovery rates that are generated by various park and recreation services. Developing a better understanding of the current and desired cost recovery for individual services is under development. See Section 10.9 —Service Portfolio Project for more detail. Table 1: Waterford Oaks Historical Revenue, Expense and Cost Recovery 2006 — 2011 ALL BUDGET CENTERS FY 20667 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Agency Revenue 1,020,968.34 1,041,757.34 1,046,876.43 891,560.76 814,395.68�1. Change 2.04% 0.49% -14.84% -8.66% Operating Expense 1,986,263.33 2,076,189.31 2,053,884.21 1,888,967.93 1,758,738.53 1,580,489.04 Change 4.53% -1.07% -8.03% -6.89% -10.14% Cost Recovery 51.40 0 50.18% 50.97% 47.20% 46.31% I 50.57% Change -1.23% 0.79% -3.77% -0.89% 4.26% Figure A: Waterford Oaks Budget Centers Cost Recovery Trends 2006 — 2011 10 — 4 &7w—,A!K+LAND ■ VA III lip Waterford Oaks Master Plan 2013 - 2022 Cost Recovery Trends — Park / Activity Center (WTR) Cost recovery in the Park / Activity Center has remained fairly consistent at the 6-8% level through FY2010 and nearly doubled between FY2010 and FY2011. The WTR Budget Center is an aggregate of multiple park and recreation services. Currently the Park / Activity Center budget center (WTR) has two service sub -categories in which to evaluate cost recovery: self -guided use6 of park and ancillary services', which currently includes rental facilities$; and rental houses 9. Self -guided use does not generate revenue, is a basic service provided to the public, and has a 0% cost recovery rate. Rental houses have a cost recovery rate well over a 100%. Rental facilities current cost recovery rate is currently quite variable and will be explored in detail as part of the Service Portfolio Project (see Section 10.9 — Service Portfolio Project). Table 2: Historical Revenue, Expense and Cost Recovery 2.006 — 2011 VVTR — Park / Activity Center FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Agency Revenue 35,528.83 40,027.91 45,552.19 38,571.66 40,950.50 50,348.38 % Change 12.66% 13.80% -15.32% 6.17% 22.95% Operating Expense 633,042.01 679,076.00 629,902.28 460,001.58 659,751.69 423,242.92 % Change 7.27% -7.24% -26.97% 43.42% -35.85% Cost Recovery 5.61% 5.89% 7.23% 8.39% 6.21% 11.90% Change 0.28% 1.34% 1.15% 18 -2.% t 5.69% Cost Recovery Trends — BMX Complex (WBX) The BMX track (WBX) opened in 1978: The BMX cost recovery rate between FY2006 and FY2011 has tended to be at the 30-40% level, with a spike to 50% in 2010. This cost recovery rate is also an aggregate between BMX racing and other ancillary services, such as bike and helmet rentals and sale of refreshments. Table 3: Historical Revenue, Expense and Cost Recovery 2006 — 2011 WBX — BMX Complex FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Agency Revenue 16,290.81 18,423.40 18,690.46 18,722.00 20,206.00 15,261.25 % Change 13.09% 1.45% 0.17% 7.93% -24.47% Operating Expense 60,738.76 46,889.47 47,488.81 53,629.27 40,405.70 45,130.01 Change -22.80% 1.28% 12.93% -24.66% 11.69% Cost Recovery 26.82% 39.29% 39.36% 34.91% 50.01% 33.82% Change 12.47% 0.07% -4.45% 15.10% -16.19% QAKLANDPreliminary Park Business Plan: 10-5 CA ' =1 c1 '1 Waterford Oaks Master Plan 2013 — 2022 Cost Recovery Trends —Toboggan Complex (WTB) "The Fridge" and Lookout Lodge (WTB) were constructed in 1994. Decrease in cost recovery began to be in evidence in FY2001 (not shown) when maintenance costs for the refrigeration system increased. Weather is also a factor in attendance to this facility and affected the maintenance needs of the refrigeration system. The Fridge closed due to maintenance issues after the FY2009 season, reducing its cost recovery to nearly 0%. Currently, the only revenue to the Toboggan Complex is from rentals and food service at Lookout Lodge. Table 4: Historical Revenue, Expense and Cost Recover/ 2006 — 2011 WTB — Toboggan Complex FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Agency Revenue 126,964.51 137,229.88 152,402.33 114,619.01 1,045.29 7,576.00 • Change 8.09% 11.06% -24.79% -99.09% 624.77% Operating Expense 283,713.00 303,196.93 300,974.53 338,317.67 168,300.77 150,713.84 • Change 6.87% -0.73% 12.41% -50.25% -10.45% Cost Recovery 44.75% 45.26% 50.64% 33.88% 0.62% 5.03% Change 0.51% 5.38% -16.76% -33.26% 4.41% Cost Recovery Trends — Waterpark (WWP) The Waterpark (WWP) opened in 1976 with major features added in 1982 and 1996, and major renovations occurring 2002 — 2005. Waterpark cost recovery will also be affected by the weather in a given season, with a cool summer having a negative impact on cost recovery by lowering attendance. Staff reports that the Waterpark is generally at capacity when the day is 90* or warmer. The optimal level of capacity at the Waterpark is 60% of full capacity or 1,400 people, which is generally reached when the day is 80°. It would be interesting to compare cost recovery rates with average temperature variations for the two waterparks (Waterford Oaks and Red Oaks). Waterpark cost recovery has been fairly consistent in the 70-80% range, with a decline seen in FY2009 that is contemporaneous with the economic recession. Table 5: Historical Revenue, Expense and Cost Recovery 2006 -- 2011 WWP - Waterpark FY 2006 FY 2007 FY 2008 ! FY 2009 FY 2010 FY 2011 Agency Revenue 842,184.19 846,076.15 830,231.45 719,648.09 752,193.89 726,001.27 % Change 0.46% -1.87% -13.32% 4.52% -3.48% Operating Expense 1,008,769.56 1,047,026.91 1,075,518.59 1,037,019.41 890,280.37 961,402.27 % Change 3.79% 2.72% -3.58% -14.15% 7.99% Cost Recovery 83.49% 80.810 77.19% 69.40% 84.49% 75.51% Change -2.68% -3.61% -7.80% I 15.09% -8.97% 10 _ 6 oAKLAND L Waterford Oaks Master Plan 2013 -2022 10.6 Cost Recovery Sensitivity Analysis Note: This section is under development The cost recovery sensitivity analysis is offered as a planning and budgeting tool. The analysis tests a proposed change in cost recovery by calculating what amount of revenue would be required to meet the proposed cost recovery target. In order to make the sensitivity calculation, measured assumptions are made regarding operating expenses. Table 6 shows the results of the sensitivity. analysis when a cost recovery change of 1.65% per year is applied in FY2013 through FY2017, with operating expenses assumed to remain constant from the 2011 level with a 3.0% adjustment for inflation (Bureau of Labor Statistics). The table shows that an average annual increase of 6% in Agency Revenue is required to meet the proposed cost recovery targets. Figure B shows both trends and projections from FY2006 through FY2017. Table 6: Waterford Oaks Cost Recovery Sensitivity Analysis 2012 -- 2017 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 I FY 2017 Agency Revenue 799,186.90 850,022.92 903,189.83 958,781.73 1,016,896.28 1,077,634.80 % Change 0.00% 6.36% 6.25% 6.16% 6.06% 5.97% Operating Expense 1,580,489.04 1,627,903.71 1,676,740.82 1,727,043.05 1,778,854.34 1,832,219.97 % Change 0.00% 3.00% 3.00% 3.00% 3.00% 3.00% Cost Recovery 50.57% 52.22% 53.87% 55.52% 57.17% 58.82% Change 0.00% 1.65% 1.65% 1.65% 1.65% 1.65% 90.00 % 80.00% 70.00 % 60.00% 50.00% 40.00% 30.00% 20.00 % 10.00 % 0.00% Figure B: Waterford Oaks Cost Recovery Trends and Projections 2006 - 2017 Historical Trends i Projections 00 0A o� o� do titi yti y3 tib, ti� ti� ti� ,yo ,yo ,yo yo yo ,yo yo �o ,yo ,yo ,yo ,yo << • Park / Activity Center ---BMX Complex ......• Toboggan Complex Waterpark PARK GZAKLAND Preliminary Park Business Plan: 10-7 1 I' I CA ':' Waterford Oaks Master Plan 2013 — 2022 10.7 Participation Trends Park User Data Collection Gathering baseline user data about the amount of recreational visitors and the characteristics of their use can provide documentation for how often a facility is used, by whom, and when. Evaluation of this data can: ■ Inform and justify investment decisions ■ Optimize levels of operations and maintenance ■ Assess the need for safety interventions ■ Improve systems planning to better gauge where, when and how to develop infrastructure The complex characteristics of the reality we are trying to study can be loosely organized into two types of data: quantitative and qualitative (caber & Gaber, 2007). ■ Quantitative data require research methods that are good at capturing data on shared population characteristics and general patterns for an entire community. An example is counting how many visitors use a park facility. ■ Qualitative data require research methods to ask exploratory and descriptive questions. For example, asking users the purpose of their visit or what park facilities they prefer. Other examples include focus groups, windshield surveys, site reconnaissance, and review and interpretation of maps, reports and survey data. Identifying ways to expand and improve the collection of park user data, both quantitative and qualitative, will be an important task of the facility business plans and the evaluation of performance metrics. RecTrac This system was adopted for use by OCPRC to manage reservations and ticket sales beginning in FY2011. RecTrac is a fully integrated parks and recreation software developed by Vermont Systems, Inc. and provides extensive reporting and statistical data (Vermont Systems Inc.). As we move forward, RecTrac will be a valuable tool for understanding participation data for services that have a reservation or fee associated with it. 10-8 &m--,�A!K 1 V LAD CV.k► Waterford Oaks Master Plan 2013 — 2022 Activity Reports The data in the current analysis is from the September activity reports for FY2006 through FY2011. GAKLAND i '_' Figure C, Waterford Oaks Participation Trends 2006 a 2011 PLACE FIGURE HERE — Under Development Table 7: Waterford Oaks Participation Trends 2006 - 2011 PLACE TABLE HERE — Under Development Preliminary Park Business Plan: 10 — 9 Waterford Oaks Master Plan 2013 - 2022 10.8 Capital Investment The current Capital Improvements Program Management Plan and 15-Year Forecast (OCPRC, June 1, 2011) is based on master plans, public needs, and staff recommendations. Both the management plan and the 15-year forecast will be updated as new master plans are approved by the Parks Commission. For this reason, the forecast below may contain items that are not included in this master plan. Table 8 -Capital Improvements Program 15-Year Forecast (OCPRC, June 1, 2011) through 2026 Budget Center / Proposed Amenity Capital Improvement Program Design and Annual Project Construct Depreciation Number over 15 Years WTR: Waterford Oaks Park / Activity Center Asphalt Trail System, Phase 2 $100,000 $3,333 Parkview Picnic Shelter $40,000 $1,333 Low Ropes Course $50,000 $1,667 1337 High Ropes Course $50,000 $.1,667 Dog Park $30,000 $1,000 Dog Park Pond $60,000 $2,000 Dog Park Fence $20,000 $667 Rabbit Run Play Lot $40,000 $1,333 Central Parking Lot -Design $100,000 $3,333 1122 Central Parking Lot $1,000,000 $33,333 1122 TOTAL FOR WTR $1,490,000 $49,667 WBX: Waterford Oaks BMX Skate Park - Design $15,000 $500 Skate Park $150,000 $5,000 TOTAL FOR WBX $165,000 $5,500 WTB: Waterford Oaks Toboggan Complex Lookout Lodge Picnic Shelter $60,000 $2,000 1120 Toboggan Complex Play Lot $40,000 $1,333 Toboggan Tower Platform Shelter $150,000 $5,000 994 Sled Hill Picnic Shelter $40,000 $1,333 1121 Toboggan Conveyor System - Design $55,000 $1,833 1238 Toboggan Conveyor System $550,000 $18,333 1238 Toboggan Flume Canopy - Design $14,000 $467 1244 Toboggan Flume Canopy $1,400,000 $46,667 1244 Toboggan ADA Tower Lift $210,000 $7,000 1245 TOTAL FOR WTB $2,519,000 $83,967 WWP: Waterford Oaks Waterpark New Feature $440,000 $14,667 TOTAL FOR WWP $440,000 $14,667 10-10 QVAKLAND k I, Waterford Oaks Master Plan 2013 — 2022 10.9 Potential Grari - nde Projects Facility Project Potential Grant Notes Roadways & Parking Road, parking lot MNRTF, RecPass, LWCF Could be part of a proposal especially if it improves access to recreation facility Trails & Non -Motorized Trail improvement MNRTF, RecPass, LWCF Must improve trail; grants Access cannot be used for maintenance Natural Areas Interpretive signage MNRTF, RecPass, LWCF Must include accessible trail to signs Waterpark Bath house renovation RecPass, LWCF Waterpark Renovation of water RecPass, LWCF features Waterpark Picnicking area RecPass, LWCF BMX Complex None DNR would probably require facility to be open for public drop -in use Parkview & Rabbit Run Picnic shelter and RecPass, LWCF picnicking area Lookout Lodge Complex Renovation RecPass, LWCF Grants cannot be used for maintenance Alliance Drive Acquisition Dog park RecPass, LWCF DNR has been reluctant to fund dog parks in the past Paradise Peninsula New play features and RecPass, LWCF shade structures Greenhouse Complex Accessible planting beds RecPass, LWCF Depends on whether DNR sees this as a recreational activity Administrative Complex Activity Center RecPass Specific public recreational uses must be identified Oakland County Market None All,projects must meet or exceed accessibility requirements ■ MNRTF: Michigan Natural Resources Trust Fund; grant amount: $15,000 to $300,000 LWCF: Land and Water Conservation Fund: grant amount: $30,000 to $100,000 RecPass: Recreation Passport Program; grant amount: $7,500 to $45,000 oLAND D Preliminary Park Business Plan: 10-11 V : f Waterford Oaks Master Plan 2013 — 2022 The service portfolio is the mix of basic10 and value-added" park and recreation services 12provided by OCPRC. The basic services are funded by tax dollars and available to the public at no extra charge (with the exception of day -- use and annual motor vehicle permits in some parks). Examples of basic experiences include trails, playgrounds, sledding hills, picnic areas, and access to natural areas. Value-added services provide an increased variety of recreational experiences and meet the needs of user groups and individuals. Also included in the service portfolio are support services from Administrative Services, Recreation Programs & Services, and Facilities Maintenance. Service Inventory The initial task of the Service Portfolio Project is to develop a detailed inventory of all the services, both basic and value-added, that OCPRC has the expertise to provide. The service inventory develops an understanding of each service, including the varying degree to which each service provides benefits to the community and/or individuals. Both current and targeted cost recovery rates are determined. See Section 10.10 - Service Inventory for an example. Service Categories Service categories group together facilities that are subject to common trends or external factors such as the environment, the economy, or competition. The following four service categories have revenue streams and directly deliver park and recreation services: parks, golf courses, specialty complexes, and recreation programs and services (mobile recreation). Three additional categories provide support services and do not have significant revenue streams: recreation programs & services (other than mobile recreation), administrative services, and facilities maintenance. ■ Parks are park and recreation sites that offer an array of recreational activities that are largely un-guided (i.e. trail use, children's playgrounds, picnic areas, dog parks, nature enjoyment) and have a high community benefit. Parks also contain a diverse number of revenue -generating facilities (i.e. activity centers, banquet centers, campgrounds) or host special events that generate revenue (i.e. the 4H Fair at Springfield Oaks) that help to raise the cost recovery potential of the park. ■ Golf Courses are park and recreation sites where the majority of recreational activity is associated with golf. They have a revenue stream that is focused on golf and are managed as separate budget centers. Golf has a high individual benefit and has a high cost recovery potential. ■ Specialty Complexes are park and recreation sites that are dedicated to a specific recreational purpose that generally requires a staff presence. They are sited within parks, but are managed as separate budget centers because they have revenue streams that are specific to the activities that occur there. The specialty complex category compiles a full range of special recreational facilities, including facilities that are rare in our system or that represent unique destination services. ■ Recreation Programs & Services (Mobile Recreation) has a revenue stream from the rental of mobile recreation units to communities and community groups, such as buses, mobile stages, puppet stages and the rock climbing wall. ■ Recreation Programs & Services provides staff and administrative support for recreational programs that are held in OCPRC's parks and golf courses or are provided as a community service through the Recreational Assistance Partnership Program (RAPP) ■ Administrative Services provides support services through administration of OCPRC, development of sponsorship and grant opportunities, planning and business development services, information technology and other services. 10-12 Q/ 1K1./�ND Waterford Oaks Master Plan 2013 — 2022 ■ Facilities Maintenance provides support services through the planning and implementation of facility improvements and maintenance. Service Sub -Categories The following chart develops the service categories and sub -categories that are being used to organize the individual park and recreation services and indicates whether the experiences generated by those services are basic or value-added and if the cost incurred would be considered direct or indirect cost in the cost recovery calculation. Table 9: Service Categories and Sub -Categories Service Category Service Sub -Category Basic v. Value -Added Expense Category for Calculating Cost Recovery Parks Self -Guided Use Basic Direct Ancillary Services Value -Added Direct Golf Courses Monitored Use Value -Added Direct Ancillary Services Value -Added Direct Specialty Complexes Monitored Use Value -Added Direct Ancillary Services Value -Added Direct Recreation Programs & Services (Mobile Rec) Monitored Use Value -Added Direct Recreation Programs & Services Support Services* Value -Added Indirect Recreation Access Partnership Program Basic Indirect Administrative Services Support Services Basic Indirect Other Administrative NA NA Facilities Maintenance Support Services Basic Indirect * The support services category for Recreation Programs & Services can be further broken down into the core program areas that are identified in the Recreation Program Business Plan (PROS. Consulting, 2010). Portfolio Development The ultimate purpose of the Service Portfolio Project is to identify a mix of basic and value-added experiences that is strategically designed to balance basic services that have a low cost recovery potential with value-added services that have a higher individual benefit and higher cost recovery potential. Identification of this mix is informed by 1) mission and vision as identified in the Strategic Plan; 2) measureable objectives identified in this Five -Year Parks and Recreation Master Plan and 3) our understanding of available MISSION and VISION provided by Ten -Year Strategic Plan MEAURABLE OBJECTIVES provided in Five -Year Recreation Plan SERVICE PORTFOLIO A balanced mix of basic and value- added park and recreation services designed to meet OCPRC's public park and recreation services, as recreation benefit mission and vision and financial documented in the Service Inventory. By services sustainability objectives properly designing this mix of services, the Service Portfolio will guide OCPRC to both Figure D: Service Portfolio Model deliver the recreational experiences that are vital to our mission and enhance the long-term sustainability of the parks system. The design of this balanced Service Portfolio is the collaborative responsibility of the Parks Commission and OCPRC staff, with input from the public. =AKLAND ,i. SERVICE INVENTORY of basic and value-added park and Preliminary Park Business Plan: 10 —13 Waterford Oaks Master Plan 2013 — 2022 The service inventory develops a categorized list of existing and proposed park and recreation services provided by OCPRC. The inventory that is developed in this master plan seeks to answer the following questions about each service that is in place now or proposed for Waterford Oaks. 1. What is the current cost recovery rate of this service? 2. Do the services provide more benefit to the community as a whole or to individuals or a combination? 3. Considering the answer to #1, what level of cost recovery should we target for this service? 4. Has the service been identified as a priority in our Community Survey? 5. Who is our target audience or target user group? 6. What performance metric should we use to track the results of this service? The following fields are developed in the service inventory: A. Category and Sub -Category of Service See Section 10.10 — Service Portfolio Project for detailed descriptions of the categories and sub -categories of service. B. Service Each service describes an activity or the availability of a facility within each of the above categories of service. For services that have fees associated with them, service names should match the names used in RecTrac. C. Current Cost Recovery Rate Availability of the current cost recovery rates, may be unavailable at this time for most services. Completion of cost recovery analysis for all services is a goal of the service portfolio project and will become available as the project progresses. D. Preliminary Designation of Estimated Beneficiary of Service The designation of beneficiary of service is based on the Pyramid Methodology developed by GreenPlay LLC. Beneficiary of service is used as a foundation for making decisions regarding allocation of taxpayer funds, setting fees, and pursuing alternative funding. The foundation of the pyramid is generally the basic recreational services that the community pays for with tax support and are offered to vM„n,, residents at no fee or a minimal charge. Tax support decreases and cost recovery increases as you move to the IV. Considerable Individual upper levels of the pyramid, with the top level having a cost Benent recovery rate of 100% or more (Greenplay LLC, 2009). Ill. mdiv dBLnU `�mmunity E. Cost Recovery Target — Industry Example The industry examples for cost recovery targets were taken from the Cost Recovery Resource Allocation and Revenue Enhancement Plan developed for the San Diego County Department of Parks and Recreation (GreenPlay LLC, October 2011). Final cost recovery targets will be developed through a collaborative process that involves staff, public and the Commission. 10 —14 (Be I. Mostly Community Benefit ®20D7, 2008, 2009 GreenPlay, LLC Figure E: Pyramid Model of Cost Recovery and Subsidy . Allocation (Greenplay LLC, 2009) ®AKLAND 1<1111 L k i'd ':' t► Waterford Oaks Master Plan 2013 — 2022 F. 2010 Community Survey: Most Important to Households The 2010 Community Survey was conducted by Leisure Vision on behalf of OCPRC (Leisure Vision (ETC Institute), April 2010). The survey was designed to obtain statistically valid results from households throughout Oakland County to help determine parks and recreation needs and county park user satisfaction levels. The survey was administered by phone, with a total of 602 surveys completed. The service portfolio reports the results of a question regarding the "Parks and Recreation Facilities That Are Most Important to Households". The results are reported as the percentage of respondents who selected the item as one of their top four choices. The results of this question are included in the service portfolio to help identify which of the services provided by OCPRC are considered a priority by Oakland County residents. Figure F: Results of 2010 Community Survey - pari< and Recreation Facilities That Are Most Important to Households (leisure Vision (ETC Institute), April 2010) Q11. Parks and Recreation Facilities That Are Most Important to Households by percentage of respondents who selected the item as one of their top four choices Walking, hiking & nature trails Picnicking areas and shelters Hard surface trails 18 and 9 hole golf courses Children's playgrounds Boating and fishing areas Indoor fitness and exercise facilities Indoor recreation centers with aquatic areas Outdoor aquatic centers & spray parks Nature interpretive centers Of( -leash dog parks Mountain biking trails Baseball and softball fields Multipurpose fields Sledding hills & cross country skiing areas Outdoor Amphitheaters Outdoor tennis courts Outdoor ice-skating areas Outdoor adventure park Outdoor basketball courts Skate park Equestrian trails Equestrian center Other 0% 10% 20% 30% 40% 50% IIffilMost Important 02nd Most Important 03rd Most Important vm4th Most Important Satnce: Leisure V Isiou'ETC' histinite (lurch 20101 G: Target Audience / User Group For each service, a target audience or specific user group will be identified. This is under development H. Performance Metric For each service, a performance metric will be recommended to track the results of the service. This is under development. =AKLAND Preliminary Park Business Plan: 10 -15 CA ' ; IC Waterford Oaks Master Plan 2013 — 2022 Table 10 - Preliminary Service inventory for Waterford Oaks A. Category of Service / B. Service C. Current Cost Recovery (2011) D. Preliminary Designation of Estimated Beneficiary of Service (Tier) E. Cost Recovery Target: Industry Example F. 2011 Survey: Most Important to Households G. Target Audience / User Group H. Performance Metric Parks —Self-Guided Use General Day -Use 0% Mostly Community (1) 0% NA TBD TBD Sledding 0% Mostly Community (1) 0% 7% TBD TBD Sand Volleyball TBD Considerable Community (11) 20% NA TBD TBD Platform Tennis TBD Considerable Community (II) 20% NA TBD TBD Outdoor Fitness Equipment 0% Mostly Community (1) 0% NA TBD TBD Tree Recycling Drop Site TBD Considerable Community (II) 20% NA TBD TBD Walking & Hiking Trails 0% Mostly Community (1) 0% 50% TBD Trail Counts Nature Trails 0% Mostly Community (1) 0% 50% TBD Trail Counts Dog Park 0% Mostly Community (1) 0% 10% TBD TBD Picnicking Areas & Shelters 0% Mostly Community (I) 0% 19% TBD TBD Geocaching - Unguided 0% Mostly Community (I) 0% NA TBD TBD Restrooms 0% Mostly Community (1) 0% NA TBD TBD Natural Areas 0% Mostly Community (1) 0% 10% TBD TBD Park Trail Loop System 0% Mostly Community (1) 0% 19% TBD Trail Counts Children's Playgrounds 0% Mostly Community (1) 0% 15% TBD TBD Parks — Ancillary Services Picnic Shelter Rental - Private TBD Mostly Individual (V) 100+% 19% TBD RecTrac Picnic Shelter Rental — Non -Profit / CVT TBD Considerable Individual (IV) 80% 19% TBD RecTrac Picnic Shelter Rental - Partners 0% Balanced Beneficiaries (III) 65% 19% TBD RecTrac Activity Center - Private TBD Mostly Individual (V) 100+% NA TBD RecTrac Activity Center— Nonprofit/ CVT TBD Considerable Individual (IV) 80% NA TBD RecTrac Activity Center - Partners 0% Balanced Beneficiaries (111) 65% NA TBD RecTrac Specialty Complexes — Monitored Use Waterpark Weekday - Youth TBD Mostly Individual (V) 100% 11% TBD RecTrac Waterpark Weekday -Adult TBD Mostly Individual (V) 100% 11% TBD RecTrac 10-16 —!ll\ 6 1 Waterford Oaks Master Plan 2013 — 2022 A. Category of Service / B. Service C. Current Cost Recovery (2011) D. Preliminary Designation of Estimated Beneficiary of Service (Tier) E. Cost Recovery Target: Industry Example F. 2011 Survey: Most Important to Households G. Target Audience / User Group H. Performance Metric Waterpark Weekend/Holiday -Youth TBD Mostly Individual (V) 100% 11% TBD RecTrac Waterpark Weekend/Holiday - Adult TBD Mostly Individual (V) 100% 11% TBD RecTrac BMX Weekday Practices TBD Mostly Individual IV) 100% NA TBD RecTrac BMX Weekday Races TBD Mostly Individual (V) 100% NA TBD RecTrac BMX Weekend Races TBD Mostly Individual IV) 100% NA TBD RecTrac Toboggan Run TBD Mostly Individual IV) 100% NA TBD RecTrac Indoor Community Garden TBD Mostly Community (1) 20% NA TBD RecTrac Outdoor Community Garden TBD Mostly Community (1) 20% NA TBD RecTrac Specialty Complexes — Ancillary Services Concession / Vending TBD Mostly Individual (v) 100+% NA TBD RecTrac Picnic Shelter Rental - Private TBD Mostly Individual IV) 100+% 19% TBD RecTrac Picnic Shelter Rental — Non -Profit / CVT TBD Considerable Individual (IV) 80% 19% TBD RecTrac Picnic Shelter Rental - Partners 0% Balanced Beneficiaries (III) 65% 19% TBD RecTrac Merchandise TBD Mostly Individual (V) 100+% NA TBD RecTrac Gift Cards TBD Mostly Individual IV) 100+% NA TBD RecTrac Locker Rental TBD Mostly Individual (V) 100+% NA TBD RecTrac Bike Rental - BMX TBD Mostly Individual (V) 100+% NA TBD RecTrac Helmet Rental - BMX TBD Mostly Individual (V) 100+% NA TBD RecTrac Produce/Crafts TBD Mostly Individual IV) 100+% NA TBD RecTrac Stall/Booth Rental TBD Balanced Beneficiaries (III) 65% NA TBD RecTrac Recreation Programs & Services — Support Services Interpretive Programs TBD Considerable Community (II) 20% 10% TBD RecTrac Edible Invasives Plant Program TBD Considerable Community (11) 20% 10% TBD RecTrac Natural Resource Education Programs TBD Considerable Community (II) 20% 10% TBD RecTrac Ballroom Dancing Classes TBD Considerable Individual (IV) 80% 14% TBD RecTrac Junior Lifeguard Safety Class TBD Balanced Beneficiaries (III) 65% NA TBD RecTrac. Aerobics Classes TBD Considerable Individual (IV) 80% 14% TBD RecTrac ®AKL • Preliminary Park Business Plan: 10-17 Waterford Oaks Master Plan 2013 — 2022 A. Category of Service / B. Service C. Current Cost Recovery (2011) D. Preliminary Designation of Estimated Beneficiary of Service (Tier) E. Cost Recovery Target: Industry Example F. 2011 Survey: Most Important to Households G. Target Audience / User Group H. Performance Metric Horticulture Education Programs TBD Considerable Community (II) 20% NA TBD RecTrac Health & Wellness Programs TBD Considerable Community (II) 20% 14% TBD RecTrac Animal Swim Comparison Clinic TBD Considerable Community (II) 20% 10% TBD RecTrac Day Camps TBD Balanced Beneficiaries (III) 65% NA TBD RecTrac Recreational Programs & Services — Support Services (Special Events) All Inclusive Event TBD Considerable Community (II) 20% NA TBD RecTrac Family Walk TBD Considerable Community (II) 20% NA TBD RecTrac Family Fest - Waterpark TBD Considerable Community (II) 20% 11% TBD RecTrac Bow Wow Dog Swim - Waterpark TBD Considerable Community (II) 20% 11% TBD RecTrac CVT Day Camp / Day Trips TBD Considerable Community,(II) 20% NA TBD RecTrac Try Out BMX for $1 Day TBD Considerable Community (II) 20% NA TBD RecTrac BMX Free Day TBD Considerable Community (II) 20% NA TBD RecTrac Movie Nights TBD Considerable Community (II) 20% NA TBD RecTrac World of Roses Seminar TBD Considerable Community (II) 20% NA TBD RecTrac Oakland Cons. District Tree Sale TBD Considerable Community (II) 20% NA TBD RecTrac OC Express Tour Stop TBD Considerable Community (II) 20% NA TBD RecTrac Fall Community Garden Open House TBD Considerable Community (II) 20% NA TBD RecTrac Recreational Programs & Services — Support Services (Volunteer Program) Volunteer Opportunities 0% Mostly Community (I) 0% 1 NA TBD RecTrac Administrative Services — Support Services TBD 1 0% Mostly Community (1) 0% NA TBD Fiscal Services Data Facilities Maintenance —Support Services TBD 0% Mostly Community (I) 0% NA TBD Fiscal Services Data 10 —18 A ND 1 ► + ' 11 Waterford Oaks, Master Plan 2013 — 2022 10.12 Preliminary Phasing CIP I ep The preliminary phasing concept below is a suggested timetable for implementing the facility concepts in the Waterford Oaks Master Plan. The concept will be developed in greater detail in the facility business plans. Table Ill: Prefinary phased lrnpiernentation Concept for INaterfford Oaks a c Facility Assessment Phase Sustainability Phase Enhancement Phase _ ° N L, N m u .2013 — 2015 2016 — 2018 2019 - 2021 a5i CD J Create Facility Business Plans Update Facility Business Plans Update Facility Business Plans Q ALL Implement programming, business, Implement programming, business, Implement programming, business, marketing and evaluation strategies marketing and evaluation strategies marketing and evaluation strategies Develop preliminary concept(s) for = centralized parking lot, main entrance Design centralized parking lot, main Construct centralized parking lot and a Roadways and drive and contact station entrance drive and permanent contact entrance drive V) Parkin g Install contact station; start collecting station Install permanent contact station day -use fees and selling annual motor Plan for recreational use.of hardscape Implement recreational use of Y L vehicle passes with the opening of the for programs and events hardscape p v c dog park -a Park Trails and Design expanded improved trail loop •° Non -Motorized Correct erosion along Telegraph Road informed by dog park layout and Access centralized parking lot and main < entrance drive design L Natural Areas Correct erosion along Telegraph Road ?' o° Parkview and Implement improvements to rental Rabbit Run facilities = Alliance Drive Design and construct dog park, Design and construct do ark g g p Acquisition including fences and ponds commons area and other Open dog park improvements Paradise Add features and improvements to Peninsula playscape Administrative Complex A��/-ll D Preliminary Park Business Plan: 10-19 Waterford Oaks Master Plan 2013 — 2022 41 Cu W Otw N v Facility Assessment Phase 2013 - 2015 Sustainability Phase 2016 — 2018 Enhancement Phase 2019 — 2021 � N CO U C XX Plan for pump track and other Implement pump track and other m CL BMX Complex improvements, informed by improvements, in coordination with m o centralized parking and main entrance centralized parking lot and main drive design entrance drive construction c 00 Lookout Lodge Design and implement repairs to Design and implement improvements � O m Complex toboggan run and improvements to to Lookout Lodge a 12 sledding hill v Ln Construct new features and a CL Design improved waterpark layout and improvements, including replacement O a 3 Waterpark selection of features of parking lot, informed by centralized c parking lot and main entrance drive .� design L v � Continue development of community v x r- Q) gardens and production of plant Plan for additional features and/or } L a Greenhouse material for park use removal of greenhouses informed by CD O Complex Create coordinated facility recreation centralized parking lot and main entrance drive design 3 c plan W z a, m v L U Create programmatic marketing plan L Oakland County Create maintenance plan Market Accomplish transfer of facility to z OCPRC 10 — 20 — qKLAND s Waterford Oaks Master Plan 2013 — 2022 Gaber, J., & Gaber, S. (2007). Quantitative Analysis for Planning & Policy: Beyond the Numbers. Chicago: American Planning Association - Planners Press. Greenplay LLC. (2009). The Pyramid Methodology: Cost Recovery and Subsidy Allocation Philosophy. Retrieved November 2011, from http://www.greenplaylIc.com/index.php?id=23&page=Research—&—Innovations GreenPlay LLC. (October 2011). Cost Recovery Resource Allocation and Reveue Enhancement Plan. San Diego, CA: Department of Parks and Recreation, County of San Diego. Leisure Vision (ETC Institute). (April 2010). Community Survey for the Oakland County Parks and Recreation Commission, Final Report. Waterford, MI: OCPRC. OCPRC. (Adopted: May 2009). Partnership Policy (C.09-005). Waterford, Michigan: OCPRC. OCPRC. (June 1, 2011). Capital Improvements Program Management Plan and 15-Year Forecast. Waterford, MI: OCPRC. PROS Consulting. (2010). Recreation Program Business Plan. Waterford, MI: OCPRC. Vermont Systems Inc. (n.d.). RecTrac. Retrieved December 2, 2011, from Vermont Systems: . http://www.vermontsystems.com/web.wsc/index.htm?si=a03a88a4-58c2-ed9a-e111- d31c34c7cb44&id=8&tv=22685&param=1 1 Budget Center is defined as a segment of a business for which costs, revenues, and profits are separately calculated. Within OCPRC, each budget center is a distinctly identifiable division of the agency whose managers are responsible for all its associated costs and for ensuring adherence to its budgets. 2 Preliminary Phasing Concept is a schedule organized according to the four phases of facility business plan implementation: assessment phase (year 1— 3); sustainability phase (years 4 — 6); enhancement phase (years 7 — 9); and park master plan revision phase (year 10). For each facility development opportunity that is identified in the facility concepts, a preliminary determination is made of when it will occur within the context of these implementation phases. It is noted that operational, programming and business strategy opportunities will be implemented in all phases of implementation. 3 Service Inventory is a categorized list of existing and proposed park and recreation services provided by OCPRC. It is the foundation for the service portfolio — which is a balanced m'x of basic and value-added services that is designed to meet the mission of OCPRC-and generate revenue to enhance financial sustainability. 4 Direct Cost includes all the specific, identifiable expenses (fixed and variable) associated with providing a service, or operating and maintaining a facility, space, or program. These expenses would not exist without the program or service. Caw / `KL „ ` D Preliminary Park Business Plan: 10-21 1 ► i , .. 1 1 Waterford Oaks Master Plan 2013 — 2022 5 Indirect Cost encompasses remaining overhead (fixed and variable), including administrative costs, that is not identified as direct expense. This indirect expense would exist without any one specific service. If desired, all or a portion of indirect costs can be allocated, in which case they become a direct cost allocation. The cost recovery analysis in this report does not incorporate indirect expense. 6 Self -Guided Use refers to the ability of park visitors to access basic recreational experiences, such as trails, picnic facilities and playgrounds without staff assistance, guidance or interpretation. Ancillary Services include services, such as facility rentals, vending and sale of merchandise, that provide support to the primary recreational services. 8 Rental Facilities (including picnic pavilions, deck tennis, volleyball courts and the Activity Center) —Staff has observed that the low public awareness of the availability of rental facilities at Waterford Oaks makes it difficult to effectively recover costs. Staff has recommended updates to the rental facilities to make them more appealing aesthetically and help increase rental revenue. In 2010, rental facility prices were lowered at Waterford Oaks (per staff recommendations), which resulted in an increase in success in renting the facilities. Staff also recommends encouraging rentals within certain time periods (prime time) because of the cost-effectiveness of having staff manage multiple rentals at the same time. This could be accomplished with a pricing strategy that distinguishes prime time rentals from non -prime time. Cost recovery goals for rentals need to distinguish between rentals to private parties and in -kind rentals which are provided for free or reduced cost. Currently, OCPRC and Michigan Recreation and Park Association (MRPA) get free use of rental facilities. This is also provided to other Oakland County departments or nonprofit organizations affiliated with OCPRC staff, as approved by OCPRC management. Staff notes that there is a big advantage to having big meeting spaces, such as the Activity Center, available for OCPRC internal use. OCPRC's partnership policy (OCPRC, Adopted: May 2009) details the process for a dollar -for -dollar trade of service for use of rental facilities by agencies that have a partnership agreement with OCPRC. See Section 10.9 - Preliminary Service Portfolio for a breakdown of rental facility services and a recommended range of cost recovery goals. A more in-depth analysis of the potential for rental facility revenue at Waterford Oaks and development of strategies for marketing and improvements in the reservation system should be addressed by the business plan before setting cost recovery goals for facility rentals in this park. Detailed data exist for 2011 for Facility Rentals through RecTrac, which provides the number of rentals, hours rented, hours open and percentage of hours open that the facility was open. RecTrac also provides the value of Facility Rentals, which includes the value of paid rentals and the value of rentals provided for internal use and as in -kind assistance to government agencies and non -profits. Further analysis of RecTrac data is underway, including information about the number of individuals in each rental party, which will make it possible to calculate the cost per recreational experience. Another useful measure may be to set goals for the percentage of open time when the facility is occupied by paid rentals. 9 Rental Houses OCPRC owns houses on the Waterford Oaks property that are leased out. While the renting of houses does not contribute directly to OCPRC's mission, the activity has a high cost recovery and staff relies on tenants to note unusual activity in the park and alert the authorities if there are concerns. 10-22=AICLAN® i V - 1 1 Waterford Oaks Master Plan 2013 — 2022 to Basic Recreational Services are funded through the dedicated property tax millage and provide basic recreational experiences to the public without additional cost to those who choose to ride, bike, walk, or take public transportation to our parks. Examples of basic recreational experiences include trails, playgrounds, sledding hills, picnic areas, and access to natural areas. In some parks, capital improvement and major maintenance of roadways and parking lots requires additional support and a day -use or annual motor vehicle pass is required to enter the park by motor vehicle and access basic recreational services. 11 Value -Added Recreational Services provide experiences that go beyond basic recreational experiences and allow OCPRC to address the needs of specific user groups and individuals. These experiences are intended to enhance the basic park experience and are provided at an additional cost. Examples of value-added experiences include rental of picnic pavilions, use of waterparks, dog parks, special events, and sale of refreshments and merchandise. Providing a balanced mix of basic and value-added experiences is an important factor in the long-term sustainability of OCPRC. 12 Services are OCPRC activities that result in specific recreational experiences. Examples include: providing access to trails, playgrounds, and waterparks; renting picnic shelters and meeting rooms; hosting recreational programs and day camps; and providing support through administrative management and maintenance of facilities. 13 Core Program Areas have been identified in the Recreation Program Business Plan (PROS Consulting, 2010) using the following criteria that identifies fit with OCPRC's vision and mission, need for professional management, strategic value to the community, return on investment, partnership opportunities, current performance, and maturity. The following programs are considered by the Recreation Program Business Plan to be the core program service areas: • Aquatics Programs ■ Golf Programs ■ Adaptive Recreation Programs ■ Volunteer Services ■ Nature Interpretation/Education Programs ■ Special Events ■ Mobile Recreation and Outreach • Outdoor Adventure Programs ■ Health and Fitness Programs (, `KL "ND Preliminary Park Business Plan: 10 — 23 ■ t► Waterford Uatks Mast-Mast-er Plan Pubk Comment Prepared by Donna Folland, Project Advisor June 5, 2012 Methodology The Waterford Oaks Master Plan public comment period began on April 2, 2012 and ended on May 2, 2012. The public comment period was announced with an E-blast message to several OCPRC email lists and with Facebook announcements. Electronic messages were accompanied by a link to a polldaddy.com online survey posted on DestinationOakland.com. Partner agencies were also asked to post the survey link; these included Waterford Township, Clinton River Watershed Council, and Six Rivers Regional Land Conservancy, among others. news release was sent out to media outlets; Spinal Column posted an article about the park master plan and survey on April 25. Additionally, hard copies of the survey, a synopsis of the master plan, and the full park master plan document were made available at the front desk of the Parks Administration Building. Survey Questions The survey consisted of a brief summary of the master plan vision and concepts, along with seven questions. A synopsis of the master plan and the full master plan document were placed next to the survey link. 112 online surveys were saved — only four of the surveys were empty. There were no responses to the hard copy survey. Respondents were very liberal with their comments to the online survey and, in general, the comments were overwhelmingly positive and encouraging; Table 1: Survey Qisestions and Respondents Survey Questions Total Number of Number of Respondents Selections Made Providing Comments Question 1: Please indicate the park facility concepts that appeal to you, and why (followed by a checklist of the 12 facilities — 463 87 out of 112 multiple selections allowed) Question 2: Please indicate the aspects of the park facility concepts the DO NOT appeal to you and why (followed by a 158 66 out of 112 checklist of the 12 facilities — multiple selections allowed) Question 3: In the past year, how often have you visited Waterford Oaks County Park? (followed by a checklist— only one 113 NA selection allowed) Question 4: What activities or events prompted your visit (s) (followed by a checklist— multiple selections allowed) 108 NA Question 5: What mode(s) of transportation do you use to get to Waterford Oaks County Park? (followed by a checklist— multiple 108 NA selections allowed) Question 6: What is your home ZIP code 108 NA Question 7: Please share any comments you have regarding the master plan update, your experiences using the park or your NA 75 out of 112 desired vision for the future of Waterford Oaks County Park =AKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis Page 1 Home ZIP Codes of Respondents (Question 6) Figure A: ZIP Code Mal) mumrose vaenna Ineuor➢ Forest Marathon Deemeio North nurnsme Branch Flushing Mt Morris Genesee Ly lazehon Richfield Oregon Mayfield Arcadia Goodland Lapeer Flint Imlay Muss /enice ClaytonElba Flint Elba Attica Burton Davison Almont Bar ernon Gaines Mundy Hadley Dryden Grand Metamora Blanc Atlas i Fenton Oxford 0 Anna Argentine Holly 1,—i Bruce a Groveland Erandon Addison 3urns y = Fenton f i :ohoctah R Deerfield Tyrone Rose Springflel Orion Oaldand Washington 4f Auburn 7—' 0 Hills Lowell e F, Rochester ster a Shelby Macorr Creole Hartland ® Highland Lake ,',,;,Wit, Pontiac � � Commerce dint Troy 0 Sterling Genoa Brighton ® i Heights Milford West 0 4adon ® Bloomfield Bloomfield 0 � Wixom .rtnam Farmington Royal MadisdA Warren Lyon Novi Hills Oak Heigh%. Rosevi Hamburg Green - Oak Southfield � ® Northvllle� Webster exter Northfield Salem Livonia Redford Detroit Legend: Number of Survey Respondents by ZIP Code (Total respondents providing ZIP code = 108) 1-3 4-6 6-10 11-19 G-AAK LAN D Waterford Oaks Master Plan Public Comment Preliminary Analysis AIM I ill V : ► I ► Page 2 Frequency of Visit(s) to Waterford Oaks County Park (Question 3) Table 2: Frequency of Visit Frequency of Visit Count Percent 1-2 visits per year 37 35% 3-4 visits per year 36 34% 1-2 visits per month 14 13% Other Option 12 11% Once per week 5 5% 2-4 days per week 2 2% Never 1 1% Daily 0 0% Mode of Transportation Used to Get to Waterford Oaks Park (Question 5) Table 3: Mode of Transportation Facility Concept Count Percent Personal automobile 101 86% Carpool 4 3% Walking 4 3% None: I do not use Waterford Oaks County Park 3 3% Bicycle 3 3% Other Option 2 2% School Bus 1 1% Public Transportation (i.e., Bus Service) 0 0% CIA LAND 1 1 ' Waterford Oaks Master Plan Public Comment Preliminary Analysis Page 3 Park Facility Concepts that Appeal the Most (Question 1) Table 4: Results to Question 1 -- "Please indicate the park facility concepts that appeal to you and why„ Facility Concept Count' Percent Waterpark 70 15% Oakland County Market 66 14% Park Trails and Non -Motorized Access 62 13% Natural Areas 60 13% Lookout Lodge Complex 45 10% Greenhouse Complex 38 8% Paradise Peninsula 34 7% Roadways and Parking 31 7% Parkview and Rabbit Run 20 4% Alliance Drive Acquisition 20 4% BMX Complex 12 3% Administrative Complex 10 2% Figure B: Graph of Results to Question 1-- "Please indicate the park facility concepts that appeal to you and why" 1 Count indicates the number of respondents who indicated that a particular facility concept appealed to them. Multiple selections were allowed. -AKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis i ► Page 4 Park Facility Concepts that DO NOT Appeal (Question 2) Table 5: Results to [question 2 — "Please indicate the park facility concepts that DO NOT appeal to you„ Facility Concept County Percent BMX Complex 49 31% Administrative Complex 22 14% Alliance Drive Acquisition 21 13% Roadways and Parking 13 8% Waterpark 13 8% Greenhouse Complex 11 7% Parkview and Rabbit Run 9 6% Lookout Lodge Complex 9 6% Oakland County Market 5 3% Paradise Peninsula 3 2% Park Trails and Non -Motorized Access 2 1% Natural Areas 1 1% 158 100% Figure C: Graph of Results to Question 2 — "Please Indicate the park facility concepts that DO NOT appeal to you" 35 30% 25 20 15% 10% 5% 0% ePo ea a � a �� aa�aJ P a�aCQa G0�Q\ o10 (P(P, a oroJya�\oa�a ace°J gee J\a� moo Sao 0 Qak 11oo Oaf Jta0 0 �aC Qa`aa\y0 ya a� c`F Qa Percent y Count indicates the number of respondents who indicated that a particular facility concept that did not to them. Multiple selections were allowed. CAKLAND Waterford Oaks Master Plan Public Comment - Preliminary Analysis Preliminary Analysis V = A,q Page 5 Activities or Events Prompting Visit (question 4) Table 6: Results to Question 2 ® "What activities or events prompted your visit(s)? (Select all that apply)„ Facility Concept Count3 Percent Waterpark: General Admission 62 20% Picnicking 36 12% Trail Use: Running/Walking 33 11% Nature observation 29 10% Sledding hill 23 8% Paradise Peninsula Playscape 18 6% Outdoor exercise stations 18 6% Special event 17 4% Facility rental: pavilion, Activity Center, Lookout Lodge, etc. 11 3% Other Option 10 3% 103%Trail Use: Cycling 9 3% Waterpark: OCPR recreation program 9 3% Geocaching 8 3% Trail Use: Snowshoe! ng/Cross-country skiing 4 1% Greenhouse volunteer work 4 1% Volleyball courts 3 1% BMX Track: race 3 1% Trail use: Geocaching 3 1% Platform Tennis Courts 2 1% BMX Track: practice/clinic 2 1% Trail Use: In -line skating 1 0% Figure D: Graph of Results to Question 2 ® "What activities or events prompted your visit(s)? (Select all that apply)" 25 % 20 % 15% 10% 5% 0% °t` o 4, aA yea a�a a� °Q 0`a° ta\ et���°° °� °a` 5 ° ce\` �a a!� o�y ��a�� Q\ t�a� Sao ye Qa `�� �1° J5el eta` ° o° o eta �J Cta\J caa`y °J�a Qa yo tear Q ��� ,eta Qa 0 Percent a Count indicates number of respondents who selected items from the list of activities and events. Multiple selections were allowed. IA LAND 1 ':' f, 1 Waterford Oaks Master Plan Public Comment Preliminary Analysis Page 6 PARK FACILITIES — PRELIMINARY ANALYSIS The following sections are organized by park facility and show the results to Questions 1, 2, and 4 that are relevant to each facility. All comments were searched using key words relevant to each facility. The comments containing those key words are listed in each facility section. When a respondent's comment contained several statements or sentences — only the statement containing the keyword was included. All comments were included, without regard to whether statements were negative or positive. Please note that this analysis of comments by facility is preliminary — further analysis will follow. -AKLAND 1 VA ' Waterford Oaks Master Plan Public Comment Preliminary Analysis Page 7 Roadways and Parking Question 1: APPEALED THE MOST: 31 out of 112 respondents indicated Roadways and Parking as one of the facilities that appealed the most (Ranked #8 with 7% of the total 463 selections) Question 2: DOES NOT APPEAL: 13 out of 112 respondents indicated Roadways and Parking as one of the facilities that does not appeal (Ranked #4 with 8% of the 158 total selections) Question 4: ACTIVITIES OR EVENTS: No selections were offered for this facility COMMENTS: Search terms = road, park, fee ■ Parking is in poor condition today. ■ Also, would like parking close to the waterpark. ■ I am interested to see how the Alliance Drive property is utilized for central parking. I believe the park's optimum use is best achieved by concentrating on family -friendly areas. Central parking with access to the major park facilities is a welcome addition. ■ Roadways and parking because it is very frustrating if not available. ■ Also like the proposed improvements to roadways, parking and trails to make the entire park more accessible and inviting. ■ It appears to me the administrators want to run a fee for entry mini -Disneyland. If it is commercially viable let some private entity fund and run it for profit. ■ Of course roadways and parking are essential but should be kept to the minimum. ■ The road ways through the park are nice and labeled; I would recommend not investing too much money except for additions to any new features and standard maintenance. ■ Having to pay a fee to enter the Park by vehicle may deter low income families from using the Park. ■ Please make a parking area for bikers, walkers and skaters that allows them to return to their cars without having to finish by going up that long steep grade. The finish should be a cooling off / winding down period....... ■ My hope is that you don't start charging for parking. More work should be done to advertise the facilities for increased usage. I didn't know of all the facilities available before reading and taking this survey ■ Do not install a gate and charge to get into the park. There is not enough features to charge an entrance fee. =AKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis 1<1111 V : l ► Page 8 Park Trails and Non -Motorized Access Question 1: APPEALED THE MOST: 62 out of 112 respondents indicated Parl<Trails and Non -Motorized Access as one of the facilities that appealed the most (Ranked #3 with 13% of the 463 total selections) Question 2: DOES NOT APPEAL: 2 out of 112 respondents indicated Park Trails and Non -Motorized Access as one of the facilities that does not appeal (Ranked #11 with 1%-of the 158 total selections) Question 4: ACTIVITIES OR EVENTS: ■ 33 out of 112 respondents indicated that they visited for "Trail Use: Running/Walking" (Ranked #3 with 11% out of 305 total selections) ■ 18 out of 112 respondents indicated that they visited for "Outdoor Exercise Stations" (Ranked #7 with 6% out of 305 total selections) ■ 9 out of 112 respondents indicated that they visited for "Trail Use: Cycling" (Ranked #11 with 3% out of 305 total selections) ■ 8 out of 112 respondents indicated that they visited for "Geocaching" (Ranked #13 with 3% out of 305 total selections) ■ 4 out of 112 respondents indicated that they visited for "Trail Use: Snowshoeing/Cross-Country Skiing" (Ranked #14 with 1% out of 305 total selections) ■ 3 out of 112 respondents indicated that they visited for "Trail Use: Geocaching" (Ranked #18 with 1% out of 305 total selections) ■ 1 out of 112 respondents indicated that they visited for "Trail Use: In -Line Skating" (Ranked #21 with <1% out of 305 total selections) COMMENTS: Search terms = trail, walk ■ The trails through the nature area are great to walk or bike. ■ Take advantage of the natural beauty the trails and natural areas would present. ■ Interested in walking (exercise), learning more about local plants. ■ The playground and hiking trails are useful all year round ■ The trails there are nice and well planned. ■ Ease to park and access trails ■ I like walking around in the park imagining I'm far away. ■ Long walks, aging population ■ Love the Waterpark and would like to have walking trails close to home. ■ 1 would like to keep a family place that has park trails. ■ I would like to use the park trails and natural areas but am not able to walk for long periods. ■ I'd like the ability to go to a convenient location where i can walk in a park setting and enjoy a peaceful setting ■ Also, the ability to have a great place to walk is worthwhile. ■ I love going to the farmers market for healthy food and then swinging by Waterford Oaks to walk or jog the trails --great for mind, body spirit, and nutrition all in one Saturday. Heavy priority should be on preserving natural surface woodland trails, because so few exist in this area; playgrounds, entertainment and other built facilities are everywhere. -AKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis Page 9 ■ Lastly, we are very interested in trails to walk, run or ride on. This park is very close to home and would be utilized more with enhancements. ■ Love the trails! Better signage would be helpful on the trails, both along them and at the entry points to the wooded areas. ■ Please add more winter stuff re do tabogin run, we miss it. Make a camp ground like camp dearborn. Also open tennis courts up to public. disc golf would be cool as well. more natural trail walks. ■ The plan is full of catchy words like diversity and short on specifics - I'm sure you would like for a person in a hospital bed with IV hanging to be able to be wheeled down the trails, but reality has a way of making these starry eyed ideals very expensive. Are you going to have electric carts at the trail head like a grocery store? ■ Only as your location is a bit of a drive for us we do not visit as often as we do more local parks. Your Market is the Best around and we will always utilize that, but am also looking forward to seeing your walking trails as well as your dog park. Our Oakland County parks are a treasure and ones that I for one am very happy to use. ■ I am truly surprised that I had no idea that the park had so much to offer. Rest assured now that I know what currently exist, I will be attending the park often. The hiking trails are the clencher for me and my dogs. Thank you so much for your effort in making this all happen. ■ We LOVE the waterpark and the Fridge. I would love to see more water slides, lazy rivers and the park hours extended. I would also like to see more tobaggan runs. Do you have cross-country ski rental and trails? That would be a lot of fun, too! ■ Keep the wave pool a fun and interesting aquatic experience. That is the number one reason my family goes to Waterford Oaks. I can find many of the other amenities - picnicking, sledding, walking trails, tennis courts, etc. - at parks closer to where I live. ■ My family and I are looking for a park with well marked trails, a nice play structure for the kids (swings, slides, etc), and a pool/waterpark area, and would be more willing to use this park if there were improvements. Currently we drive to Independence Oaks or Orion Oaks to use the trails and play structures. Waterford Oaks is much closer, but we only use it for the Waterpark at this time. ■ I absolutely LOVED my visit to the Park today! My daughter and I used our stroller to explore all the trails ... paved ones and the trails through the woods. I was really excited to see that the stroller could easily maneuver through the wooded trails and the trilliums were absolutely gorgeous! I own a business called FAMtastic Fitness and we offer FREE Family Fitness Adventures on Saturdays throughout the warm weather months. We're planning a Family Fitness Adventure at Waterford Oaks County Park for sometime in June ... the Park has everything I need for that ... great trails, a great playground, ample picnic areas, the Mountain Forge Fitness Station, and, of course, the WATERPARK! We're going to have a blast! =AKLAND ' ' Waterford Oaks Master Plan Public Comment Preliminary Analysis Page 10 Natural Areas Question 1: APPEALED THE MOST: 60 out of 112 respondents indicated Natural Areas as one of the facilities that appealed the most (Ranked #4 with 13% of the 463 total selections) Question 2: DOES NOT APPEAL: 1 out of 112 respondents indicated Natural Areas as one of the facilities that does not appeal (Ranked #12 with 1% of the 158 total selections) Question 4: ACTIVITIES OR EVENTS: ■ 29 out of 112 respondents indicated that they visited for "Nature Observation" (Ranked #4 with 10% out of 305 total selections) COMMENTS: Search Terms = nature, natural ■ The trails through the nature area are great to walk or bike. ■ Natural areas should always be preserved. ■ Take advantage of the natural beauty the trails and natural areas would present. ■ Keep as much as the natural areas as possible. ■ I use these areas. We need to save green, natural areas. ■ More natural areas to enjoy less structured environment ■ Well my children are still young enough to use waterpark and sledding facilities, and nature areas seem to be going away so the more nature areas the better and I like to garden and visit the market. ■ Natural Area - not nearly enough of these left in Oakland County and specifically in Waterford. ■ I would like to use the park trails and natural areas but am not able to walk for long periods. ■ 1 feel that large natural areas of space are necessary for the overall health and happiness of people. ■ Heavy priority should be on preserving natural surface woodland trails, because so few exist in this area; playgrounds, entertainment and other built facilities are everywhere. ■ More natural trail walks. ■ Keep all the present natural areas. There is too much wildlife to disrupt even 1/8 of an acre. ■ As a former Waterford employee and taxpayer, I desire that the public gets the biggest bang for the buck in payback and available facility: The idea of wasting money for a dog park serves only an extremely limited number of county patrons, and would be best utilized as the whole park experience of available nature or recreational area. ■ I'm glad there is interest in maintaining and improving Oakland County Parks -- they are priceless for county residents to enjoy and to help preserve a bit of nature for coming generations. ■ Again, the more natural areas and natural footpaths the better, although I'm so glad that there are substantial paved paths for wheelchairs, bikes, rollerblades. Thanks! I love the park! ■ As an Oakland County Park volunteer & frequent user of the parks I personally envision areas where families can take there dog for walks, let there dogs play in a safe fenced in area, view nature, picnic, enjoy summer activities such as the water park, have affordable access to facilities for large gatherings, etc. as a family/friends. =AKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis W.TiT"Xi Page 11 Waterpark Question 1: APPEALED THE MOST: 70 out of 112 respondents indicated the Waterpark as one of the facilities that appealed the most (Ranked #1 with 15% of the 463 total selections) Question 2: DOES NOT APPEAL: 5 out of 112 respondents indicated the Waterpark as one of the facilities that does not appeal (Ranked #5 with 7% of the 158 total selections) Question 4: ACTIVITIES OR EVENTS: ■ 62 out of 112 respondents indicated that they visited for "Waterpark: General Admission" (Ranked #1 with 20% out of 305 total selections) ■ 9 out of 112 respondents indicated that they visited for "Waterpark: OCPR Program" (Ranked #12 with 3% out of 305 total selections) COMMENTS: Search terms = water ■ Use the waterpark, lookout lodge sledding hill is one of the few activities offered for winter, county market because I feel it is important for health and the local economy. I think all three of these needs to be marketed more to the local area. They are great but many people don't know about them, or have the wrong perception of them. ■ Would love to see continued operation and improvements at the Waterpark - it is a favorite with my family in the summer. ■ The waterpark is a great place that can just be greater and Lookout Lodge is so much what this area needs for winter fun. ■ We love to go to the water parks and Cedar point is t000 expensive --we need to make better local parks ■ I've taken my children to the waterpark and we've really enjoyed it. ■ A waterpark feature is a huge benefit. ■ The Waterpark is a blast. ■ The prime features, the water park, Fridge, and nature areas are the key elements. As a dog owner I always enjoy dog parks. Hiking and water are always a stress relief and we LOVE the Oakland County Market! ■ Water park was a great experience for us but did not offer amenities to make it a full day experience (space, enough family water features and food concessions were limited). Like the idea of a summer camp offering there with waterpark next door. ■ Well my children are still young enough to use waterpark and sledding facilities, and nature areas seem to be going away so the more nature areas the better and I like to garden and visit the market. ■ Love the Waterpark and would like to have walking trails close to home. Also, would like parking close to the waterpark. ■ Waterpark is a terrific place for Oakland families. A great draw for Oakland County. ■ We love the waterpark and it is the only facility like this in the area! ■ The water park and toboggan run are long overdue for updates and enhancements --my family used both. This location and the extent of its facilities, given the improvements planned and with good marketing, should make it a destination for many Oakland county families --mine included. ■ I have grandchildren and like to take them to the waterpark. We used to go to the toboggan run until it closed. I would like to get an application to use the greenhouse in the winter. =AKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis V-11 11 1kq Page 12 • It is something I will use again... also the Waterpark where I can take my grandchildren. ■ The waterpark, P.P.P., & Lookout Lodge are the areas our family would most use. ■ I like the idea of the County Market which helps both local farms and citizens so that the freshest fruit and vegetables are close to home. I also like the waterparks to be accessible to the public for all citizens to enjoy. ■ I think the water park would be great for my 3 daughters. ■ 1 absolutely love the waterpark - everyone has so much fun. ■ The most convenient waterpark in the area from my home. ■ We have young children and enjoy the current water park. • Waterpark is the best entertainment for kids with nowhere to swim. ■ I take my kids every year even though we live in Troy. We love this waterpark!! ■ We enjoy the waterpark and would like to see it improved. ■ Would not use a waterpark - no children in household. ■ My children love the waterpark, we visit the park 5 to six times every summer ■ we won't be using a water park or motor areas ■ Although the waterpark has no appeal to me, I appreciate others enjoy it. ■ The parking lot for the waterpark should be larger. ■ Enhance the Water park area; fix the Sidewinder. Love to see a lazy river water feature similar to Red Oaks. ■ I have used the waterpark when the grandchildren were smaller. ■ More water activities ■ would love to have an expanded waterpark feature ■ A lazy river at the waterpark. ■ Now that my youngest is a toddler, looking forward to future visits to the water park and other activities on the property..... ■ The waterpark can get pretty busy on really hot days but other than that people just don't seem to realize that it's there (not just the waterpark but the whole park in general). ■ WE WOULD LOVE TO HAVE A LAZY RIVER!! ■ more water rides in the water park maybe a lazy river ■ 1 would like to see the water park expanded to include more water features and activities. ■ Keep the wave pool a fun and interesting aquatic experience. That is the number one reason my family goes to Waterford Oaks. ■ Waterford Oaks is much closer, but we only use it for the Waterpark at this time. ■ Love the waterpark-Keep up the good work. • As an Oakland County Park volunteer & frequent user of the parks I personally envision areas where families can take there dog for walks, let there dogs play in a safe fenced in area, view nature, picnic, enjoy summer activities such as the water park, have affordable access to facilities for large gatherings, etc. as a family/friends. This area in Oakland County is somewhat shy in these specific activities. • We're planning a Family Fitness Adventure at Waterford Oaks County Park for sometime in June ... the Park has everything I need for that ... great trails, a great playground, ample picnic areas, the Mountain Forge Fitness Station, and, of course, the WATERPARK! We're going to have a blast! _AV i A 1\ D Waterford Oaks Master Plan Public Comment (��/�' i= 1 0 Preliminary Analysis � Page 13 BMX Complex Question 1: APPEALED THE MOST: 12 out of 112 respondents indicated the BMX Complex as one of the facilities that appealed the most (Ranked #11 with 3% of the 463 total selections) Question 2: DOES NOT APPEAL: 49 out of 112 respondents indicated the BMX Complex as one of the facilities that does not appeal (Ranked #1 with 31% of the total number of selections) Question 4: ACTIVITIES OR EVENTS: ■ 3 out of 112 respondents indicated that they visited for "BMX Track: Race" (Ranked #17 with 1% out of 305 total selections) ■ 2 out of 112 respondents indicated that they visited for "BMX Track: Practice/Clinic" (Ranked #20 with 1% out of 305 total selections) COMMENTS: Search term = BMX ■ My son participates in the BMX racing. There isn't another facility nearby, so I really hope this stays in future plans. ■ I'm sure the BMX track is well used. ■ I do not have a dog or ride BMX. ■ I don't have any interest in BMX so would not use the facility. However, I think it's great that it is available through OCPR for enthusiasts of the sport. ■ I don't see the bmx complex as a park function .... I guess it is the noise and lack of interest in the idea. ■ I don't ride BMX and I'm not sure what a Rabbit Run is. ■ The bmx complex within Waterford Oaks is not something my family utilizes, and I have been troubled by some of the participants there. I feel it is necessary from an inclusion standpoint, but I don't find it appealing. ■ I'm not a BMX fan but that doesn't mean you shouldn't facilitate those who are. ■ No interest in BMX or having pets around where I would like to be enjoying nature. ■ Just not into BMX ■ Only because my family is too old to do BMXing. But for everyone else, go for it! ■ It's a beautiful park, and I appreciate the updates and continued maintenance. Please preserve or enhance the BMX track, as this is a unique facility which draws us to this park. CIA LAND Waterford Oaks Master Plan Public Comment Preliminary Analysis 1 V.,., I i i ► Page 14 Parkview and Rabbit Run Question 1: APPEALED THE MOST: 20 out of 112 respondents indicated Parkview and Rabbit Run as one of the facilities that appealed the most (Ranked #9 with 4% of the 463 total selections) Question 2: APPEALED THE LEAST: 9 out of 112 respondents indicated Parkview and Rabbit Run as one of.the facilities that appealed the least (Ranked #7 with 7% of the 158 total selections) Question 4: ACTIVITIES OR EVENTS: ■ 36 out of 112 respondents indicated that they visited for "Picnicking" (Ranked #2 with 12% out of 305 total selections) ■ 3 out of 112 respondents indicated that they visited for "Volleyball Courts" (Ranked #16 with 1% out of 305 total selections) COMMENTS: Search term = picnic ■ 1 thought of what a shame it is that it is idle so much. I would love to see Pontiac schools use the picnic areas, and what a beautiful spot for weddings. ■ Please make the parking lot and the picnic area bigger. Also, more slides. ■ Keep the wave pool a fun and interesting aquatic experience. That is the number one reason my family goes to Waterford Oaks. I can find many of the other amenities - picnicking, sledding,.walking trails, tennis courts, etc. - at parks closer to where I live. My family also liked the Fridge. It's too bad that closed down. Again, that was a uniqueexperience not found elsewhere. ■ As an Oakland County Park volunteer & frequent user of the parks I personally envision areas where families can take there dog for walks, let there dogs play in a safe fenced in area, view nature, picnic, enjoy summer activities such as the water park, have affordable access to facilities for large gatherings, etc. as a family/friends. This area in Oakland County is somewhat shy in these specific activities. ■ 1 absolutely LOVED my visit to the Park today! My daughter and I used our stroller to explore all the trails ... paved ones and the trails through the woods. I was really excited to see that the stroller could easily maneuver through the wooded trails and the trilliums were absolutely gorgeous! I own a business called FAMtastic Fitness and we offer FREE Family Fitness Adventures on Saturdays throughout the warm weather months. We're planning a Family Fitness Adventure at Waterford Oaks County Park for sometime in June ... the Park has everything I need for that ... great trails, a great playground, ample picnic areas, the Mountain Forge Fitness Station, and, of course, the WATERPARK! We're going to have a blast! -AKLAND Waterford Oaks Master Plan Public Comment I� Preliminary Analysis V : i ►q Page 15 Lookout Lodge Complex Question 1: APPEALED THE MOST: 45 out of 112 respondents indicated the Lookout Lodge Complex as one of the facilities that appealed the most (Ranked #5 with 10% of the 463 total selections) Question 2: DOES NOT APPEAL: 9 out of 112 respondents indicated the Lookout Lodge Complex as one of the facilities that does not appeal (Ranked #8 with 6% of the 158 total of selections) Question 4: ACTIVITIES OR EVENTS: 23 out of 112 respondents indicated that they visited for "Sledding Hill" (Ranked #5 with 8% out of 305 total selections) COMMENTS: Search terms = lookout, winter, fridge ■ Use the waterpark, lookout lodge sledding hill is one of the few activities offered for winter, county market because I feel it is important for health and the local economy. I think all three of these needs to be marketed more to the local area. They are great but many people don't know about them, or have the wrong perception of them. ■ 1 had never thought about how isolated the various components are to one another until I read in the Master Plan the brilliant strategy of integrating them. Lookout Lodge is beautiful and I have always thought of what a shame it is that it is idle so much. ■ Hard to choose. They all sound like great improvements. The waterpark is a great place that can just be greater and Lookout Lodge is so much what this area needs for winter fun. ■ 1 was wanting to place a check by the reopening of the Fridge along with the other mentioned winter items, but was unsure which one to check. We would love for the opportunity to spend winter days and nights outdoors doing something other than skiing. ■ All things to get kids outside and keep them coming back these are thing we use. Please add more winter stuff. ■ Lookout Lodge is a well -designed building but needs to be more energy efficient. ■ The prime features, the water park, Fridge, and nature areas are the key elements. ■ Lookout Lodge, and Admin. Complex are great boundaries with everything else in between. Look forward to seeing what progresses! ■ And need The Fridge fixed; that is a great wintertime activity for the whole family! ■ We used to go to the toboggan run until it closed. ■ The waterpark, P.P.P., & Lookout Lodge are the areas our family would most use ■ We also loved "The Fridge" and sitting in the lodge sipping hot cocoa. I'm not familiar with the other listings but some do look appealing. ■ Especially the Lookout Lodge. Oakland Co. Needs more Winter time activities for family fun! ■ Would love to see the winter recreation areas expanded, there is a huge need from the community for more winter activity spaces! ■ Horrible shame that the Fridge shut down. What a waste of so much space. This plan looks awesome all around! ■ We love the idea of more winter activities. we miss the Fridge. Any activities that we could also bring our Cub Scout pack too would be very interesting to us. the improvements listed in the plan would make the Q.-pAKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis V = i I 'M Page 16 park more likely to have visitors. The current activities there seem very minimal. You also need to market and advertise the changes to the community. ■ Please add more winter stuff re do tabogin run, we miss it. ■ Why not reopen the fridge? ■ What about Winter use ? ■ Please allow money in your budget to advertise to local residents. I knew there were winter activities and BMX but that's it. ■ I look forward to the increases use of this land. It has such great potential for offering such a variety of family favorites... Dog park, winter activities (what about ice skating?), swimming facility, biking and hiking. My family especially loved the fridge. It was a unique fun place to go in the winter. We have missed it. ■ It all sounds awesome. My family and I live across Scott Lake Road from:the park and love everything it has to offer. It's great to know the lookout lodge and toboggan run will be running again. ■ My family also liked the Fridge. It's too bad that closed down. Again, that was a unique experience not found elsewhere. ■ Would love to see the Winter Activities expanded. The Sledding needs to return, maybe add an ice rink, hill sledding for personal sleds, snow shoe rentals for trail ■ 1 really to think Waterford can be a Winter Destination for All of Oakland County to enjoy and be the first place people think of when it comes to Winter Activities. ■ it would be nice to open the fridge again. not really much to do during the winter time and it was more cost efficient than skiing AKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis i ► Page 17 Alliance Drive Acquisition Question 1: APPEALED THE MOST: 20 out of 112 respondents indicated the Alliance Drive Acquisition as one of the facilities that appealed the most (Ranked #10 with 4% of the 463 total selections) Question 2: DOES NOT APPEAL: 21 out of 112 respondents indicated the Alliance Drive Acquisition as one of the facilities that appealed the most (Ranked #3 with 13% of the total number of selections) Question 4: ACTIVITIES OR EVENTS: No selections were offered for this facility COMMENTS: Search term = alliance, dog ■ Adding a dog park is a great amenity for this area as well! ■ The dog park!!! it would get used a lot, just check out independence oaks ■ The basis for the Waterford Oaks is recreation. The prime features, the water park, Fridge, and nature areas are the key elements. Creation of non -park areas (the dog park) are a waste of resources, money and design. . ■ The Alliance Drive acquisition is great, there are not enough accesses for family/pet functions! You will probably receive a lot of organizational support for that. ■ Didn't see a dog run here but it is my highest priority. ■ As a dog owner I always enjoy dog parks. ■ 1 do not have a dog or ride BMX. ■ Although I have a dog, I don't think I would ever use a dog park. Too many aggressive dogs out there. ■ 1 want to enjoy the park with my dog more often. It is a long drive out to Orion Oaks so we don't go too often. ■ The areas I have checked are those that I and my family currently use or would use in the future. I am interested to see how the Alliance Drive property is utilized for central parking. I believe the park's optimum use is best achieved by concentrating on family -friendly areas. The dog park plans and expansion/enhancement of Paradise Peninsula. ■ Dog park - that's what we use at Red Oaks and that is what we enjoy ■ Very interested in seeing a dog park developed at Waterford Oaks. ■ I am particularly fond of the dog park. We have 3 dogs and currently have to drive out to Clarkston if i want to let them run loose. ■ Dog park is a wonderful idea. Currently go to Orion oaks dog park daily. Gets very busy at times but always enjoyable for my family and my dogs. Look forward to a greater use of all of this land. Great location. ■ There are not a lot of places to take dogs for playing and socialization. There is not a dog park located near Waterford or the surrounding cities, and it would be great to have one in that location. I have had a few minor problems with owners of aggressive dogs and sadly there is no staff at the parks. I also think you should have to register your dog to ensure they are up to date on rabies and other vaccinations. ■ It would be wonderful to have a dog park in Waterford and expansion of the greenhouse to provide additional community garden opportunities would be great. ■ We need a dog park on this end of the township. Love the market and would like to see the tradition continue QAKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis i t Page 18 ■ These are family oriented areas that I personally would participate in. I would also enjoy a dog park portion as there are no dog parks in this area of Oakland County, therefore I believe a dog park would be utilized @ great lengths. ■ I think that they are all great ideas, from having access to even those from outside of Oakland County, this promotes family and friends to have healthy fun even with their pets! ■ The dog park planned, is a complete waste of money and design resources. The other dog parks are grossly underutilized and the cost of maintenance are a negative use of taxpayer resources and land. in particular, this is a waste for such a rural/extra-urban area where people utilize other areas, facilities, woods or other for dog exercise or other. ■ Can't remember what you called it ... not interested in dog park I forget which one was focused on dog park ... but that doesn't interest me and frankly people take their dogs to regular parks and trails already don't they? Would like something new that We don't have.... ■ Specifically, I have no interest in having in the park such an extensive area just for dogs. ■ The Dog park is an great idea, and more planned activities for families at the park. ■ I'm looking forward to the new dog park and especially the proposed dog ponds, as I have two Newfoundlands who love the water! ■ Really looking forward to the dog park. ■ We are also interested in a secure Dog Park ■ As a former Waterford employee and taxpayer, I desire that the public gets the biggest bang for the buck in payback and available facility. The idea of wasting money for a dog park serves only an extremely limited number of county patrons, and would be best utilized as the whole park experience of available nature or recreational area. ■ We need another dog park!!! ■ Only as your location is a bit of a drive for us we do not visit as often as we do more local parks. Your Market is the Best around and we will always utilize that, but am also looking forward to seeing your walking trails as well as your dog park. Our Oakland County parks are a treasure and ones that I for one am very happy to use. ■ 1 am hoping to utilize the dog park, I have parks that are closer, but none allow dogs. ■ 1 have been here for 20 years and I didn't know the park was there. I will now go check it out. I would love to see a dog park there. I would visit it a couple times a week. I do go to Orion Oaks but it is a long drive. So I don't get to go very often. I would like to see a dog park added. ■ It seems fine. However, we are closer to the other parks, so we do not want to see all the money poured into this park and not into the other parks. It seems like too much money going into one park. Please spend some money on the other parks. For example, the Red Oaks dog park has sharp stones in the park that tear up my dog's feet. Please use some of that money to remove those stones and replace with dirt or grass or sand. Thank you. ■ I am truly surprised that I had no idea that the park had so much to offer. Rest assured now that I know what currently exist, I will be attending the park often. The hiking trails are the clencher for me and my dogs. Thank you so much for your effort in making this all happen. ■ Since I am a dog owner, as many people in Oakland County are, I would like to see a bark park. Currently I take my dog to Lyon Oaks which is a bit of a distance for me. If there were a bark park at Waterford Oaks it would be much closer for me. Thank You QAKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis 1 V.11 I ` Page 19 ■ I look forward to the increases use of this land. It has such great potential for offering such a variety of family favorites... Dog park, winter activities (what about ice skating?), swimming facility, biking and hiking. ■ I'm excited to read about a new dog park. I believe they should be at all the County parks. . ■ As an Oakland County Park volunteer & frequent user of the parks I personally envision areas where families can take there dog for walks, let there dogs play in a safe fenced in area, view nature, picnic, enjoy summer activities such as the water park, have affordable access to facilities for large gatherings, etc. as a family/friends. This area in Oakland County is somewhat shy in these specific activities. I bring my grandchildren & their parents to the water park about two to four times in the summer & it is a activity they all anticipate each summer. My husband & myself walk our Australian cattle dog almost everyday @ Waterford -Oaks & would like to see a dog run or open fenced in area for "Nick" to play & run for his exercise. I also enjoy volunteering for the parks & hope that volunteerism will continue. Thank you for inviting my input QVAKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis i ► Page 20 Paradise Peninsula Question 1: APPEALED THE MOST: 34 out of 112 respondents indicated- Paradise Peninsula as one of the facilities that appealed the most (Ranked #7 with 7% of the 463 total selections) Question 2: DOES NOT APPEAL: 3 out of 112 respondents indicated Paradise Peninsula as one of the facilities that appealed the least (Ranked #10 with 2% of the 158 total selections) Question 4: ACTIVITIES OR EVENTS: ■ 18 out of 112 respondents indicated that they visited for "Paradise Peninsula Playscape" (Ranked #6 with 6% out of 305 total selections) ■ 2 out of 112 respondents indicated that they visited for "Platform Tennis Courts" (Ranked #19 with 1% out of 305 total selections) COMMENTS: Search terms = play, paradise ■ It's a nice play area. ■ The plan for the Paradise area for weddings is a great idea. ■ Have not yet been to paradise peninsula but based upon description will take the kids there this spring to play. Like the idea of a summer camp offering there with waterpark next door. ■ The dog park plans and expansion/enhancement of Paradise Peninsula are exciting. ■ As for the rest, I currently shop at the farmers market, kids need a safe and clean place to play;; I love the outdoors, etc... I love Waterford! ■ Heavy priority should be on preserving natural surface woodland trails, because so few exist in this area; playgrounds, entertainment and other built facilities are everywhere. ■ My family and I are looking for a park with well marked trails, a nice play structure for the kids (swings, slides, etc), and a pool/waterpark area, and would be more willing to use this park if there were improvements. Currently we drive to Independence Oaks or Orion Oaks to use the trails and play structures. Waterford Oaks is much closer, but we only use it for the Waterpark at this time. ■ I absolutely LOVED my visit to the Park today! My daughter and I used our stroller to explore all the trails —paved ones and the trails through the woods. I was really excited to see that the stroller could easily maneuver through the wooded trails and the trilliums were absolutely gorgeous! We're planning a - Family Fitness Adventure at Waterford Oaks County Park for sometime in June ... the Park has everything I need for that ... great trails, a great playground, ample picnic areas, the Mountain Forge Fitness Station, and, of course, the WATERPARK! We're going to have a blast! GZAKL.ANDI Waterford Oaks Master Plan Public Comment Preliminary Analysis r V : i ►r] Page 21 Greenhouse Complex Question 1: APPEALED THE MOST: 45 out of 112 respondents indicated the Greenhouse Complex as one of the facilities that appealed the most (Ranked #6 with 8%the 463 total selections) Question 2: DOES NOT APPEAL: 11 out of 112 respondents indicated the Greenhouse Complex as one of the facilities that does not appeal (Ranked #6 with 7% of the 158 total selections) Question 4: ACTIVITIES OR EVENTS: 4 out of 112 respondents indicated that they visited for "Greenhouse Volunteer Work" (Ranked #15 with 1% out of 305 total selections) COMMENTS: Search term = greenhouse ■ Also, I chose numbers 10 and 12 because I love to garden and would love to check out your greenhouse complex and county market. • The Greenhouse was a good investment as the County Market. ■ 1 think that they are all great ideas, from having access to even those from outside of Oakland County; this promotes family and friends to have healthy fun even with their pets! The Greenhouse would be great for learners or just volunteers who love to grow. Everything is a great idea, The County Market, Greenhouse, Lookout Lodge, and Admin. ■ 1 would like to see the greenhouse area become a public garden. ■ All of the above are areas that I have used in the past. It would be nice for the greenhouses to be used in conjunction with the Oakland County Market. ■ Greenhouse is a great use of existing greenhouses for the benefit of Oakland residence. ■ 1 would like to get an application to use the greenhouse in the winter. ■ Public greenhouse would be nice addition to the county. ■ It would be wonderful to have a dog park in Waterford and expansion of the greenhouse to provide additional community garden opportunities would be great. ■ I love the greenhouse and county market. ■ The greenhouse complex is neither affordable nor accessible to all. It is inconvenient for me since I live in the south Oakland area. ■ 1 would like more info about the greenhouse and what the volunteers do. Contact me ADDITIONAL PUBLIC COMMENT: A comment received via email after the public comment period closed: "I happened to get time to read the OC Waterford Oaks Draft Master Plan today.. online... the synopsis and the draft... Saw it thru the CRWC messages... I had a chance to see much of this park last fall while attending a two day Ernst Barn Assessment Program at the '#10 Greenhouse Complex'. Drove the park and looked around... It is quite a perfectly -located, natural and historic resource member park in the county's outstanding park system. Reading the plan, all the recreation activities and assets available are noteworthy. I participated in a two day Ernst Barn Assessment workshop in October 2011 with about 30 other people. We spent considerable time investigating the Ernst Barn, certainly built before the Ernst family set up the green houses in 1942... we measured, documented and made a list of short term actions for _ the barn improvement and preservation and made some long term recommendations for use in this complex. The whole complex (hope the -AKLAND j 7;i► Waterford Oaks Master Plan Public Comment Preliminary Analysis Page 22 county gets the house in the future) was most interesting with its history, use, and adaptability plans. What a treasure for the county and all of us as residents... A teaching complex that dates back to early agriculture in this area... right there in place. The workshop also was pleased to have attendee Carol Egbo review the abstract for the property as provided by the former owners and trace the ownership back to settlement days... this was a gift to the county as research like this takes time and skill to decipher and interpret. It is a wealth of information about this greenhouse complex... and how it got there. I am: a bit disappo1i2ted'that the master plan makes no mention of the historic Ernst Barn, the full history of this complex, and the workshop input to site plans as we submitted it. The Ernst Greenhouse complex has quite a story to tell and some wonderful building for adaptive reuse and just reuse as they were meant to be. Developing this greenhouse complex as a local food growing education center with hands on experiences complete with its history doing just that, is a unique opportunity. It is green to preserve existing buildings including all the ones at the complex now... reuse them." NOTE: The omission of the Ernst barn from the Facility Concept was an oversight and was corrected thanks to this comment. CQUKT_]MPA Waterford Oaks Master Plan Public Comment Preliminary Analysis Page 23 Administrative Complex Question 1: APPEALED THE MOST: 10 out of 112 respondents indicated the Administrative Complex as one of the facilities that appealed the most (Ranked #12 with 2% of the 463 total selections) Question 2: APPEALED THE LEAST: 22 out of 112 respondents indicated the Administrative Complex as one of the facilities that appealed the least (Ranked #2 with 14% of the total number of selections) Question 4: ACTIVITIES OR EVENTS: No selections were offered for this facility COMMENTS: Search term = admin ■ Everything is a great idea, The County Market, Greenhouse, Lookout Lodge, and Admin. Complex are great boundaries with everything else in between. Look forward to seeing what progresses! ■ It appears to me the administrators want to run a fee for entry mini -Disneyland. If it is commercially viable let some private entity fund and run it for profit. ■ The greenhouse complex is neither affordable nor accessible to all. It is inconvenient for me since I live in the south Oakland area. The bmx complex within Waterford Oaks is not something my family utilizes, and I have been troubled by some of the participants there. I feel it is necessary from an inclusion standpoint, but I don't find it appealing. The administrative complex is quite dated and could be renovated/relocated to make it more usable. ■ Administrative activities can always be placed elsewhere even off sight yet close for access, I would prefer to use that space for activities all can enjoy. -AKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis T i ► Page 24 Oakland County Market Question 1: APPEALED THE MOST: 66 out of 112 respondents indicated the County Market as one of the facilities that appealed the most (Ranked #2 with 14% of the 463 total selections) Question 2: DOES NOT APPEAL: 5 out of 112 respondents indicated the Oakland County Market as one of the facilities that does not appeal (Ranked #9 with 2% of the total 158 selections) Question 4: ACTIVITIES OR EVENTS: No selections were offered for this facility COMMENTS: Search term = market ■ Use the waterpark, lookout lodge sledding hill is one of the few activities offered for winter, county market because I feel it is important for health and the local economy. I.think all three of these needs to be marketed more to the local area. They are great but many people don't know about them, or have the wrong perception of them. ■ Also, I chose numbers 10 and 12 because I love to garden and would love to check out your greenhouse complex and county market. ■ The Greenhouse was a good investment as the County Market. ■ Hiking and water are always a stress relief and we LOVE the Oakland County Market! ■ It would be nice for the greenhouses to be used in conjunction with the Oakland County Market. ■ Well my children are still young enough to use waterpark and sledding facilities, and nature areas seem to be going away so the more nature areas the better and I like to garden and visit the market. ■ Oakland County Market is a great place to purchase local merchant's produce, plants, etc. (crazy busy sometimes on Saturdays) ■ I support the Farmers' Market and any/all improvements made there, and encourage the county to make employees aware of it. ■ I am a senior citizen and will not use much of the facilities. I was pleased to hear the P & R will take over the Oakland County Mkt. It is something I will use again... ■ As for the rest, I currently shop at the farmers market, kids need a safe and clean place to play, I love the outdoors, etc... I love Waterford! ■ I like the idea of the County Market which helps both local farms and citizens so that the freshest fruit and vegetables are close to home. ■ Market is also a welcome addition and can provide year round access to local produce. ■ Oakland County Market would be no. 1 for me - the ability to get fresh produce while supporting local farmers is very important. ■ 1 would love to see what the market has to offer. ■ Would welcome the opportunity to visit and purchase from local vendors at the market. ■ I love going to the farmers market for healthy food and then swinging by Waterford Oaks to walk or jog the trails --great for mind, body spirit, nutrition all in one Saturday. ■ 1 love the greenhouse and county market. The market probably has the most universal appeal of any part of the park ■ Oakland County Market because of the farmers needs and better than the stores. ■ The Market is a great asset to the community. ■ Oakland County Market is not very appealing and the location is kind of hidden. QAKLAND Waterford Oaks Master Plan Public Comment Preliminary Analysis [40111 kfay.110,1PPage 25 ■ Oakland County Market. If it only involves Michigan based businesses and not offer a reward for organizational purposes to help grow and feed the hungry or sell floral arrangements, etc., (grown on site for example), to create proceeds back into the beautification of the parks. and other local organizations. I don't believe it should be a profit in my pocket situation. Everyone needs to give back to receive the rewards. ■ It would be great if there was a bike path between the County Market and the other Waterford Oaks facilities. ■ Only as your location is a bit of a drive for us we do not visit as often as we do more local parks. Your Market is the Best around and we will always utilize that, but am also looking forward to seeing your walking trails as well as your dog park. Our Oakland County parks are a treasure and ones that I for one am very happy to use. -AKLAND ► I i Waterford Oaks Master Plan Public Comment Preliminary Analysis Page 26 Not Facility Specific Question 4: ACTIVITIES OR EVENTS: ■ 17 out of 112 respondents indicated that they visited for Special Event (Ranked #8 with 4% out of 305 total selections) ■ 11 out of 112 respondents indicated that they visited for Facility Rental (Ranked #9 with 3% out of 305 total selections) ■ 10 out of 112 respondents indicated that they visited for Other Option (Ranked #10 with 3% out of 305 total selections) tC'aW'1UNMTWY--MPMA Waterford Oaks Master Plan Public Comment Preliminary Analysis Page 27 Red Oaks Master Plan 2013 — 2022 Red Oaks County Park is the product of effective and creative partnerships at the local, county, state and federal level. Red Oaks is a regional recreation destination that serves diverse populations and multiple, dedicated user groups. The park makes productive and environmentally sustainable use of urban land, which, due to the location of the George W. Kuhn Drainage District, would otherwise be unavailable for development. We will strengthen the role of Red Oaks County Park as a regional destination for accessible recreation and learning experiences, and by promoting the park as a gateway to the richness of recreational opportunity that is available in Oakland County. On the local level, we will nurture strong connections with surrounding urban communities and enhance the social fabric by providing a friendly gathering place, introducing people to recreation, and promoting volunteerism and life-long learning. With increased participation and the identification of new revenue sources at Red Oaks, we Will enhance the financial sustainability of the park. Red Oaks will have a positive effect on the local economy by attracting new residents to the local community and encouraging park visitors to make use of local businesses. Development of Red Oaks as a gateway to other parks in the Oakland County Parks system will enhance the financial sustainability of Oakland County Parks and Recreation. 11�mx 45TffY__MM%9 Guadmg Principles and w Park Vision: 2 —1 ( # C• eQ i 11MM Concern for water quality is an important element of the Red Oaks Vision and has two components. First, to implement best practices at all facilities at Red Oaks to ensure that stormwater is slowed and filtered and no pollutants are released; and second, to provide public education about the positive affect of the George W. Kuhn (GWK) Retention Treatment Basin (RTB)1 on the water quality of the Clinton River. Red Oaks County Park exists because of a 40-year effort to prevent pollution from entering the Clinton River from southeast Oakland County. The Red Run became an underground retention basin in 1972 and was known as the Twelve Towns Drain. The current facility, the George W. Red Oaks Master Plan 2013 — 2022 No -mow area surrounding Golf Course retention pond Kuhn Retention Treatment Basin, has a capacity of 126 million gallons. Most of the combined sanitary and stormwater sewage from GWK's 38.51 square mile catchment area is pumped to the Detroit Wastewater Treatment plant; any overflow is finely screened and disinfected before being discharged to the Red Run, and subsequently the Clinton River. The course of the basin forms the centerline of Red Oaks, as evidenced by the manholes that are located throughout the park. OCPRC's management of Red Oaks is a continuing partnership with the Oakland County Water Resources Commissioner's office that manages the GWK. Public education at Red Oaks presents an excellent opportunity to showcase the success of public works projects like the GWK in managing the combined sewage of older urban areas and significantly descreasing the pollution that is released into the watershed. While the GWK manages pollution from much of southeastern Oakland County (14 communities), OCPRC has the responsibility to manage rainfall received by the approximately 120-acre Red Oaks County Park. This runoff is not treated by the GWK but is released into the Red Run Drain at an outfall located just east of Dequindre Road. At Red Oaks, no -mow areas and parking lot swales slow and filter stormwater runoff. Staff management of potential pollutants that are stored or used on site is in compliance with the Michigan Turfgrass Environmental Stewardship Proeram (MTESP)3 and Oakland Countv's Phase II Stormwater Pollution Prevention Initiative (SWPPI)4 permit. Runoff from the Golf Course parking lot is filtered and absorbed in swales planted with native species. 2-2 -AKLAND 1 I. i ► Red Oaks Master Plan 2013 — 2022 .2.3 Education Vision Introduction to golf at the Nursery School Olympics program in 2010. The Red Oaks Education Vision is part of a larger regional Education Strategy being developed by OCPRC. The proximity of the George W. Suarez Friendship Woods and Madison Heights Nature Center to Red Oaks County Park and the potential for incorporating this facility in the Red Oaks County Park complex makes this Education Strategy of vital importance to the Red Oaks Master Plan. Additionally the role that Red Oaks plays in relation to water quality — both in its connection with the George W. Kuhn Retention Treatment Basin and the water quality best management practices in practice at the park — makes this park an important element in OCPRC's overall Education Strategy. OCPRC's Education Strategy recognizes the role of education in creating and enhancing recreational experiences; communicating the value of OCPRC as a steward of public resources; and in supporting behavior that ensures quality of life in Oakland County. The Education Strategy also recognizes that education is not just a building — such as a nature center. It also recognizes many types of education, including history, recreation, nature, art and culture, and healthy living. We have identified three methods by which OCPRC delivers education: ■ Facility -Based: Connecting the visitor with a specific site Physical sites and facilities, such as the Wint Nature Center, Greenhouse Complex, County Market and, potentially, Friendship Woods, are at the center of these experiences. Instructor- Based: Connecting the visitor with knowledge The facilitated experience is delivered through outreach experiences — such as Star Lab, school and community programs, campground education and park tours —that are led by an instructor. Resource -Based: Connecting the visitor with the resource The visitor has the opportunity to interact directly and positively affect the resource through participation in directed programs —such as annual bird and butterfly counts, nest box monitoring, natural resource stewardship, and water quality monitoring. Considering the opportunities for educational experiences within the service portfolios is especially important for Red Oaks County Park. The park has a well -established wide array of specialized opportunities and its geographic location makes it accesible to residents of the more heavily urbanized areas of Oakland, Macomb and Wayne Counties. Pitching Clinic at Red Oaks Golf Course -AKLAND Park Vision: 2 — 3 Red Oaks Master Plan 2013 — 2022 Red Oaks is surrounded by communities that vary in ethnic diversity, socioeconomic status, and with individuals who vary in age, interest, and physical ability. Red Oaks has a strong history of providing adaptive recreation programs and equipment for people with disabilities. The Golf Course currently hosts an adaptive golf league and the Waterpark has a zero -depth entry wave pool and offers water wheelchairs. It is the intent of the suggested improvements in facilities and customer service at Red Oaks to build on this history by ensuring that all facilities meet the requirements of the Americans with Disabilities Act (ADA)7 and to provide ADA- ompliant equipment. Red Oaks Waterpark wave pool features a zero - depth entry and water wheelchairs. The Red Oaks accessibility vision is to provide greater access to recreation for everyone and to specialize in introducing people to new recreational experiences. With the development of proposed new training facilities, the Golf Course has, the opportunity to become a regional attraction for accessible golf. The proposed education activities at Friendship Woods will potentially open a new world of nature -based recreational experiences in southeast Oakland County for people with disabilities. As OCPRC implements this master plan, it has the opportunity and obligation to discover and remove any barriers that separate people from experiencing our county parks. Potential barriers are not only physical. The communities surrounding Red Oaks have seen an increase in diversified racial populations, which may present cultural and language barriers. Our success in this endeavor will further demonstrate the importance of the role of public agencies in developing sustainable facilities and promoting equitable access to open space and recreation. 2-4 Red Oaks Golf Course hosts an adaptive recreation golf league and has adaptive golf carts available. -AKLAND Red Oaks Master Plan 2013 — 2022 2.5 Red Oaks Business Strategy The business strategy for Red Oaks County Park plans for the sustainability of the park and its component facilities. A complementary relationship is identified between basic and value-added9 experiences and an understanding of the levels of support provided by the public through the parks millage, by holders of annual motor vehicle permits, by purchasers of additional programs and services, and by special user groups. Key to the overall business strategy is a financial equation that evaluates potential sources of revenue for a facility in relation to the costs of operating the facility. The costs of operation that exceed the revenue generated are subsidized by allocation of funds from the parks millage. Some basic experiences, such as trails, playgrounds, and access to natural areas may be entirely subsidized, while other more structured and specialized recreational experience may generate additional revenue and be somewhat self -funded. It is important to note that successful revenue generation by value-added experiences may contribute to basic, experiences, park infrastructure, and.the overall sustainability of the entire park. Support for Basic Recreational Experiences On August 3, 2010, Oakland County voters approved the renewal of a 10-year .2415 parks millage that provides for: operational costs of basic recreational experiences within Oakland County Parks, outreach programs that bring Oakland County Parks to communities throughout the county, and land acquisition to expand parks. For a home valued at $175,000, the homeowner pays about $21/year to support Oakland County Parks and Recreation. Within Red Oaks, examples of these basic experiences are the playground, dog park, and (potentially) the natural areas and trails at Friendship Woods. These experiences are open to the public without additional cost to those who choose to ride, bike, walk, or take public transportation to our parks. The Recreation Assistance Partnership Program 10(RAPP) grants recreational services to communities and community groups who apply and are approved for assistance. The services may either be brought directly to the partner or we provide OCPRC buses to transport participants to our parks. OCPRC bears significant costs that cannot be funded by the parks millage alone; such as capital improvements and major maintenance of parking lots and roads within our parks. The sale of annual motor vehicle permits provides revenue to maintain this key supporting infrastructure in our parks, which in turn supports the delivery of basic services. Currently, a motor vehicle permit is required for use of the Red Oaks Dog Park (walking to the Dog Park is free). If Friendship Woods is integrated into Red Oaks County Park, the need for a contact station for checking annual motor vehicle permits and selling day passes and annual permits should be considered. Basic park experiences will still be available without the cost of an annual motor vehicle permit to people who choose to ride, walk, run, bike, skate, or use another non -motorized method to access the park. Luts or run is waiting rur anyone wnu urups in to the playground at Red Oaks Youth Soccer Complex. AKLAN® Park Vision: 2 — 5 ►i ':,► This group of moms and children meet for a walk every week at Madison Heights' Friendship Woods park. Red Oaks Master Plan 2013 — 2022 Support for Value -Added Experiences Value-added experiences go beyond basic experiences and allow OCPRC to address the recreational needs of specific user groups and the individual interests of park patrons. These experiences are intended to enhance the basic park experience and are provided at an additional cost. Examples of value-added experiences at Red Oaks includes soccer, golf, golf programs, Dog Park programs, Waterpark entry, special events, and sales of refreshments and convenience items. Providing a mixture of basic and value-added experiences is an important factor in the long-term sustainability of the park. Marketing Opportunities Red Oaks County Park has a unique marketing opportunity. Its location in the southeast corner of Oakland County makes it a potential 'gateway' to the Oakland County Parks system for residents of Oakland, Wayne and Macomb Counties. An important part of the gateway concept is to use Red Oaks to introduce recreational experiences usually associated with remote rural areas, such as camping, skiing, snowshoeing, geocache, and other experiences: Development of the gateway concept will be a central tenet of the marketing strategy for Red Oaks. Currently, the facilities at Red Oaks have fairly distinct user groups. Cross -marketing of the facilities is recommended and would be intended to inform users of specific facilities about the recreational opportunities available at other Red Oaks facilities or at other parks within the Oakland County Parks system. With the addition of property to the Golf Course, we have an additional opportunity for marketing on behalf of the entire parks system along John R Road. Design of facilities in this area should consider maximizing attractiveness to traffic on John R. Display of a Destination Oakland.com banner on the new fence should be considered (in compliance with Madison Heights sign ordinances). An example of the DestinationOaldand.com banner —this one is located at Telegraph Road (Waterford Oaks County Park). 2-6 -AKLAND 1, N *4 VA H Red Oaks Master Plan 2013 — 2022 1 George W. Kuhn (GWK) Retention Treatment Basin (RTB): The George W. Kuhn Drainage District (formerly the Twelve Towns Drainage District) serves all or part of 14 communities, encompassing a drainage area of 24,500 acres upstream of the Red Run Drain, a tributary of the Clinton River. During dry weather, all flow is routed to the Detroit Wastewater Treatment Plant, but during heavy rainfall, high volumes of combined sewage (typically more than 93 percent storm water) exceed the outlet capacity to Detroit, causing excess flow to be diverted to the George W. Kuhn Retention Treatment Basin (GWK RTB) where it is stored, screened and disinfected prior to discharge to the Red Run Drain. The original facility was built in 1972, but unfortunately, by the early 1990s, the facility could no longer meet more stringent environmental regulations. Planning for an expansion began in the late 1990s, and construction was completed in 2006. Outfitted with the latest in engineering and controls technology, the GWK RTB will protect and improve the quality of the Clinton River for decades to come. (WRC, 2009). See www.oakgov.com/water. Z Combined Storm and Sanitary Sewers: A combined sewer is a type of sewer system that collects sanitary sewage and stormwater runoff in a single pipe system. Combined sewers can cause serious water pollution problems due to combined sewer overflows, which are caused by large variations in flow between dry and wet weather. This type of sewer design is no longer used in building new communities, but many older cities continue to operate combined sewers. (From Wikipedia: http://en.wil<ipedia.org/wiki/Combined sewer). 3 Michigan Turfgrass Environmental Stewardship Program: This program is intended to organize efforts of the turfgrass industry, state agencies, Michigan State University (MSU), and environmental advocacy groups to advance the environmental stewardship of the turfgrass industry and to recognize environmental achievements. The program was developed at MSU with support from the Michigan Turfgrass Foundation, Michigan Department of Agriculture, Michigan Department of Environmental Quality and Golf Association of Michigan. The MTESP consists of self -evaluation modules that can be used to identify, assess and eliminate potential detrimental environmental impacts on your property. The materials are designed to clearly identify environmental laws and regulations impacting the turfgrass industry and promote compliance with those laws and regulations. It is also designed to promote pollution prevention strategies and to recognize environmentally sound management practices. The program includes sections dedicated to promoting fish and wildlife habitat, indigenous vegetation, and water quality protection.Once certified, sites go through a recertification visit and assessment every 3 years. (See http://www.micliiganturfgrass.org/http1/www.michiganturfgrass.org/-intesp-86/). a Phase 11 Stormwater Pollution Prevention Initiative (SWPPI): Phase II is part of the Federal Clean Water Act, which established the National Pollutant Discharge Elimination System (NPDES) permit program in 1972. In 1987, the Clean Water Act adopted a phased approach to control pollutants for different categories of stormwater discharges. Phase II regulations were established in 1997 and regulate counties, cities, townships, and villages that own or operate serparated storm sewer systems located in urbanized areas (those with a population over 50,000 by the year 2001). Separated storm water sewer systems include open and closed drains and detention facilities that carry only stormwater, not sewage or combined stormwater and sewage. Oakland County departments and agencies, including OCPRC, collectively own and operate separated storm sewer systems. Because these systems are located in urbanized areas, Oakland County is required to have a Phase II Stormwater Permit. Oakland County's Permit is managed under the authority of the Oakland County Water Resources Commissioner. The SWPPI is the plan developed by Oakland County to meet the requirements of the Phase II permit. (See http://www.oakgov.com/water/assets/dots/PH2Stormwatei-Permit/OC%20Phase%2011%20%20in%20a%2ONutshe 11%20and%20attachments.pdf). —A ND Park Vision: 2 — 7 ' , �� Red Oaks Master Plan 2013 — 2022 5 Service Inventory and Portfolio: The Service Inventory is a categorized list of existing and proposed park and recreation services provided by OCPRC. It is the foundation for the Service Portfolio — which is a balanced mix of basic and value-added services that is designed to meet the mission of OCPRC and generate revenue to enhance financial sustainability. 6 Adaptive Recreation: is a concept whereby people with disabilities are given the opportunity to participate in recreational activities. Through the use of activity modifications and assistive technology, athletes or participants in sports or other recreational pursuits are able to play alongside their non -disabled peers. Activity Modifications are changes made to a game or activity that allow all players to have an equal or more equal chance of doing well. One example of an activity modification is a wheelchair basketball game, where both disabled and non -disabled players use wheelchairs. The players' ability to walk is no longer a factor in how well they play. Assistive Devices are any machines or equipment used to level the playing field in a mixed -ability competition, or to allow someone the opportunity to participate that could not do so without its benefit. Good examples of assistive devices are pool lifts that lower non -ambulatory swimmers into a pool, and standing frames that allow wheelchair users to stand up while playing ball. Many municipal governments in the U.S. use adaptive recreation as a way to meet the requirements of the Americans With Disabilities Act, specifically its section dealing with public services. Governments are required by ADA law to provide reasonable accommodation to people with disabilities in order to allow them participation in sports and recreation programs. (from Wikipedia: http://en.wikipedia.org/wiki/Adaptive recreation). Americans with Disabilities Act (ADA): The Americans with Disablities Act of 1990 (ADA) is a law that was enacted by the U.S. Congress in 1990. The ADA is a wide-ranging civil rights law that prohibits, under certain circumstances, discrimintation based on disability. It affords similar protections against discrimination to Americans with disabilities as the Civil Rights Act of 1964, which made discrimination based on race, religion, sex, national origin, and other characteristics illegal. Disability is defined by the ADA as a "a physical or mental impairment that substantially limits a major life activity." The determination of whether any particular condition is considered a disability is made on a case by case basis. 8 Basic Recreational Services are funded through the dedicated property tax millage and provide basic recreational experiences to the public without the additional cost to those who chose to ride, bike, walk, or take public transportation to our parks. Examples of basic recreational experiences include trails, playgrounds, sledding hills, picnic areas, and access to natural areas. In some parks, capital improvement and major maintenance of roadways and parking lots requires additional support and a day -use or annual motor vehicle pass is required to enter the park by motor vehicle and access basic recreational services. 9 Value -Added Recreational Services provide recreational experiences that go beyond basic recreational experiences and allow OCPRC to address the needs of specific user groups and individuals. These experiences are intended to enhance the basic park experience and are provided at an additional cost. Examples of value-added experiences include rental of picnic pavilions, use of waterparks, dog parks, special events, and sale of refreshments and merchandise. Providing a mix of basic and value-added experiences is an important factor in the long-term sustainability of OCPRC. 10 Recreation Assistance Partnership Program (RAPP): Initiated in 1982, the program grants recreation opportunities and experiences, including outreach programs and bus transportation, to cities, villages, townships, community parks & recreation agencies, downtown development authorities and schools in Oakland County. http://www.destinationoakland.com/recprograms/mobilerecreation/Pages/RecreationAssistancePartnership.aspx 2.8 GmINKLAND ,ilyd V_- I A liq Fp,CILITY ��N�EPTS Red Oaks Master Plan 2013-2022 3 Facility Concepts l A facility within this master plan is defined as a cluster or grouping of recreational opportunities that allows for tracking of the cost of providing recreational experiences and serves as the basis for making management decisions. They help determine how we spend our money, evaluate the effects of expenditures and plan for outcomes. Each facility may provide a narrative or theme that is intended to draw visitors to the park. and the park system. Also considered are the programs and business practices unique to each facility. G VA LAND 1 '_' Mk Facility Concepts: 3 —1 Red Oaks Master Plan 2013-2022 The facility concepts are built on a detailed analysis that identifies the individual facilities (both current and proposed) and documents individual features of both the natural and built environment, including the age and condition of structures and the condition of open space areas and natural systems. The facilities analysis also documents recreational uses and specific programs that occur in each facility, including any revenue -generating activities. 3.3 Facility Concepts The facility concepts presented in this chapter develop a general vision for the future of each facility and its role within the context of the entire park. They provide a brief description of the current facility, a vision statement, and a list of opportunities to improve and enhance the facility and its operation. 3.4 Identification of Facilities Red Oaks contains seven current facilities and has one proposed additional facility. Three of the facilities — Roadways and Parking, Trails and Non -Motorized Access, and Natural Areas — are general to the entire park and provide support to the other facilities. Four facilities — Youth Soccer Complex, Golf Course, Waterpork, and Dog Park— are self-contained in specific geographic areas of the park and the concepts in the master plan are based on existing uses and structures. The eighth facility —Friendship Woods - is proposed to be incorporated into Red Oaks County Park through an agreement with the City of Madison Heights. 3-2 AKLAND 1<0111 ►il':�► Red Oaks Master Plan 2013-2022 Figure A: Aerial photograph showing location or Red Oaks facilities QwAKAND Facility Concepts: 3-3 Red Oaks Master Plan 2013-2022 3.5 Roadways and Parking Red Oaks County Park has four entrance points that lead from surface streets in Madison Heights (13 Mile Road, John R Road, Dequindre Road, and Dartmouth Road) into the park. The park has five paved parking lots and one unpaved overflow parking lot. Facility Vision The vision for the Roadways and Parking facility is to work with local and county partners to increase the safety and convenience of vehicle access and ensure adequate parking for all facilities in the park. Facility Development ■ Improve convenience and safety of vehicle access to Golf Course off of John R Road. Evaluate two potential alternative solutions: o Revisit existing plans for creating a new entrance to the Golf Course off of the existing SOCRRA/Madison Heights Senior Center driveway. This plan would provide safer vehicle access because Golf Course visitors would use the traffic signal at John R Road and Dartmouth Street to enter and exit the Golf Course. o Evaluate opportunities for relocating the Golf Course vehicle access to the recent land acquisition on John R Road. This opportunity may improve safety of access to Golf Course by locating the entrance and exit farther north on John R Road, away from the John R Road/Dartmouth Street intersection. ■ Consider opportunities for land acquisition or leasing to help address inadequacy of parking at the Waterpark when attendance is near capacity. Programming / Business Practices ■ Off-season use of parking lots to host special events, such as basketball tournaments, barbecues, or other special events would expand -the season when the park is in use and would potentially create new revenue sources for the park. 3-4 -AKLAND i _ Red Oaks Master Plan 2013-2022 .6 Park Trails and Non -Motorized Access Maintaining neighborhood connectivity has long been a priority at Red Oaks. The original Golf Course design incorporated a covered walkway, which is still in use and connects the neighborhoods on either side of the Golf Course. A tunnel under the walkway accommodates golf carts. Red Oaks trails and pathways, both existing and proposed, are reflected on Madison Heights' pathways plan. Red Oaks' role in the pathway network is further amplified by its location in a dense urban area with connections to public transit and local businesses. Within Red Oaks, the Golf Course is open to the public in the winter months for cross-country skiing. Perimeter mileage is identified in the Dog Park individual dog runs for the purpose of walking and running along the inside of the Dog Park fences. Facility Vision The Park Trails and Non -Motorized. Access vision focuses on enhancing connectivity, where feasible and justified by need, to both local and proposed regional trail and pathway networks. This includes partnership, where applicable to Red Oaks, with the City of Madison Heights as they complete their citywide pathways plan. Facility Development ■ Evaluate the feasibility of the proposed grant -funded connector trail project on the east side of the park. ■ Partner with Madison Heights as they complete pathway sections on the west side of the Golf Course or on adjacent land west of the Golf Course. ■ Communicate with Macomb County Planning and Economic Development and the City of Warren to evaluate potential connectivity with Macomb County's Trail Plan. Programming ■ Continue to collaborate with local communities to participate in walking and running events that incorporate Red Oaks' facilities. ■ Explore innovative ways to use Red Oaks facilities for walking, running and cross- country skiing. Business Strategies Developing greater connectivity with local and regional pathway networks will increase the accessibility of Red Oaks and will have a positive impact on the attractiveness and value the City of Madison Heights offers to residents and businesses. QFAKLAND Facility Concepts: 3 — 5 Red Oaks Master Plan 2013-2022 Due to the urban and developed nature of Red Oaks and its environs, there are no true natural communities. However, as improvements have occurred at Red Oaks, naturalized areas have been created to increase connectivity for wildlife and help manage stormwater. Naturalized areas include retention ponds, native plant swales and no -mow areas. The open space nature of the park makes it an important green infrastructure link connecting with Ambassador Park to the north, Friendship Woods to the southeast and the Red Run Drain to the northeast in Macomb County. Facility Vision The Natural Areas vision builds on established stormwater management best practices, such as no -mow areas and parking lot swales, and the history of the George W. Kuhn Drainage District in improving water quality in the Clinton River watershed. Increased visibility of these features will benefit the public and community leaders and will be implemented through interpretive signage of demonstration areas and strong working partnerships with relevant watershed public action committees. Facility Development ■ Continue management of rain garden swales at Golf Course parking lot. ■ Track progress of. no -mow areas in the Golf Course and set goals for maintenance and improvement of vegetative quality, including the introduction of native species. ■ Develop no -mow areas in the Waterpark that discourage visitors from wandering into areas that are less visible to staff and also have the effect of filtering and slowing stormwater runoff from berms and surrounding commercial/industrial areas. ■ Improve the quality and diversity of vegetation surrounding storm drain next to Dog Park parking lot. ■ Develop a species list and tree planting plan for Dog Park that locates trees appropriate to location of GWK drain structures. ■ Implement 5-year outfall testing for SWPPI permit compliance ■ Explore MTESP certification for Dog Park with MTESP administrators and staff when applying for Golf Course and Waterpark re -certification. Programming ■ Use no -mow areas and parking lot swales as demonstration areas, including information about cost savings. Provide educational materials and signage about the "Seven Simple Steps" to water quality. ■ Provide education highlighting the effectiveness of the George W. Kuhn facility in improving water quality in the Clinton River watershed. ■ Communicate with the Clinton River Area of Concern (AOC) Public Action Committee to align OCPRC water quality goals for Red Oaks with the AOC's criteria to delist beneficial use impairments. ■ Business Practices ■ Use Red Oaks Golf Course as a case study to contrast cost savings from now -mow management vs. conversion of greenspace to revenue -generating recreation areas. 3-6 -AKLAND It Red Oaks Master Plan 2013-2022 3.8 Youth Soccer Couriplex The Youth Soccer Complex is owned by the George W. Kuhn Drainage District, which is managed by the Oakland County Water Resources Commissioner (WRC). A license, use and maintenance agreement dated May 2007 gives the City of Madison Heights responsibility for the operation of the Youth Soccer Complex. The agreement also gives OCPRC certain maintenance responsibilities and the right to identify the Youth Soccer Complex as a facility of Red Oaks County Park. In addition to soccer fields, the playscape is a popular feature that includes a four-way coaster climber, rock climber, 3 tilted sky runners, a large fff soccer ball for climbing, and fitness equipment for adults and children. The building at the facility has restrooms and concessions and a meeting space that is used by county and local agencies for trainings and meetings. The Madison Heights Youth Soccer Association manages the concession and is responsible for reservation of soccer fields. Facility Vision The vision for the Youth Soccer Complex includes continued partnership with the Oakland County Water Resources Commissioner and the City of Madison Heights (enabled by the 2007 License Agreement). OCPRC has an opportunity to market both Red Oaks and the entire park system to families who use the soccer fields, concessions, and playground by providing education and information and by targeting special events to this population. Facility Development ■ Continue to provide maintenance services that are reimbursed by the City of Madison Heights via the funding mechanism per license agreement. Programming ■ Design special events for the Youth Soccer Complex in collaboration with recreational and agency partners Business Practices ■ Promote use of the playscape to visitors of other Red Oaks facilities ■ Promote use of other Red Oaks facilities to soccer families mA!KLA1 VD Facility Concepts: 3-7 Red Oaks Master Plan 2013-2022 1 if The 107- acre nine -hole Red Oaks Golf Course was built in 1978, with a driving range located on the east side of John R. Additional golf facilities were developed on the east side of John R through private partnerships. Starting in 2000, major drain construction caused the facilities on the east side to close and the Golf Course to be redesigned. The Golf Course re -opened in 2004 with a new Clubhouse / Pro Shop, bunkers, berms and three sets of tees at each hole. Facility Vision The vision for the Golf Course involves development of expanded and improved training and practice facilities and greater visibility from John R Road, made possible by a recent land acquisition. Exploration of design considerations for the Clubhouse would potentially enable an increase in food and beverage service offerings and increased use of the Clubhouse for private and public events. Programming targeted to beginning golfers and adaptive recreation users will increase the regional significance of the Golf Course. Facility Development ■ Map GWK drain structures in relationship to Golf Course layout — in order to locate facility improvements where they will be in compliance with lease agreement and are less likely to be subject to disturbance from future drain improvements. ■ Engage a qualified consultant to develop a design for the recently added property on John R, along with adjacent areas, that facilitates an increase in training and practice activities (i.e. driving range, putting and chipping greens). Additional ideas for use of this area include a putt -putt course and re -located Golf Course vehicle entrance/exit. ■ Consider changes to the Clubhouse that isolate the Pro Shop activities and enable increased use of the Clubhouse for events, such as wedding showers, game nights, and club meetings. ■ Consider changes to the Clubhouse that enable limited food service and greater ability to cater events. ■ Develop a formal agreement with SOCRRA regarding use of the "Landscape Materials Storage and Staging Area" located outside of park boundary. ■ Develop a list of potential future uses if this land is no longer in use as a golf course. Consider such options as large greenspace, open parkland with trails and picnic areas, disc golf. Any future use needs to be appropriate to a site with a history of environmental contamination. Programming ■ Continue and expand successful accessible recreation and beginner golfer programs. Business Practices ■ Consider displaying a Destination Oakland. com banner on the fence along John R (in compliance with local sign ordinances) ■ Consider revenue generating opportunities by developing Red Oaks as a leading recreational resource for beginning golfers and adaptive recreation users. ■ Explore ways to increase revenue generation from use of the Clubhouse for a greater variety of events. 3-8 -AKLAND XIII]►i ':i► Red Oaks Master Plan 2013-2022 3.10 Waterpark Red Oaks Waterpark opened in 1987 with a wavepool and waterslides. It was expanded in 2002, adding Splashtown for smaller children and the Lazy River. A new guest entrance was added in 2011. The Waterpark area is approximately 27 acres. The Waterpark is open from Memorial Day to Labor Day and hosted over 129,000 guests in 2011. Facility Vision The vision for the Waterpark is focused on improvements in customer service that will make the current successes and high attendance sustainable. Facility Development ■ Map GWK drain structures in relationship to Waterpark layout — in order to locate facility improvements where they will be in compliance with lease agreement and are less likely to be subject to disturbance from future drain improvements. ■ Evaluate aging infrastructure and potential need for replacement of wave -making system. ■ Consider facility changes that discourage visitors from wandering into areas that are less visible to staff, such as the creation of no -mow areas (which also have the effect of filtering and slowing stormwater runoff) and/or adjustment of fence locations. ■ Add family restrooms. ■ Update security camera system. ■ Explore potential for land acquisition or lease in order to consider adding parking capacity and new recreational features. Operational ■ Explore new and innovative techniques for staff management of crowds on high -attendance days, both in the ticket queue and within the Waterpark. ■ Consider instituting bag checks to ensure that no glass containers, opened beverage containers, or alcohol are brought into the Waterpark. Programming ■ Consider designing programs that are targeted at specific audiences and encourage use of the Waterpark at lower capacity times. ■ Off-season use of parking lot to host special events, such as 3-on-3 basketball tournaments or blow -cart events would expand the Waterpark season and would potentially create new revenue sources. Business Practices ■ Work with food service vendor to improve attractiveness and variety of food service offered at the Waterpark, increasing revenue from food service. ■ Consider offering food service from mobile vending carts both in the ticket queue and in the Waterpark. ■ Consider developing the ability to sell convenience items, such as towels, sunscreen, and disposable diapers. GwAlKLAND Facility Concepts: 3 — 9 N11 11 Z i CIO '_' Red Oaks Master Plan 2013-2022 The 5.2-acre Dog Park opened in 2010 and offers off -leash recreation for dogs. It has a friendly atmosphere, where both people and dogs socialize. There are four fenced enclosures, including one for small dogs. Amenities include a pavilion, picnic tables, benches, waste bags, pet drinking water, and outdoor lighting. A health walk has been created around the perimeter of each dog enclosure; signage identifies the mileage of each walk. Facility Vision The Dog Park vision focuses on providing amenities that improve customer service and make current successes sustainable. Facility Development ■ Map GWK drain structures in relationship to dog park layout — in order to locate facility improvements where they will be in compliance with lease agreement and are less likely to be subject to disturbance from future drain improvements. ■ Add irrigation to maintain turf in Dog Park and Waterpark overflow parking area. ■ Replace portable toilet with a permanent restroom facility for Dog Park visitors; discuss with Oakland County Water Resources Commissioner the potential for creating restroom facilities in association with GWK facility without disrupting GWK operations. ■ Replace aging agility equipment with permanently -installed agility structures — creating a dog playground (appropriately located in relation to GWK drain structures). ■ Provide shade for Dog Park visitors and their dogs by planting trees and installing permanent shade structures (appropriately located in relation to GWK drain structures). ■ Work with Natural Resources Management staff to improve the diversity and quality of vegetation in retention area surrounding storm drain next to parking lot and showcase as a demonstration area. ■ Explore innovative solutions for disposing of dog waste in an environmentally -friendly manner. Programming ■ Schedule the introduction of new Dog Park programs to coincide with completion of facility improvements Business Practices ■ Consider business practices at Red Oaks Dog Park within the context of an OCPRC Dog Park Strategy (to be developed). Strategy should consider: marketing of dog runs for private rentals; development of Dog Park membership program; individual theme development to distinguish OCPRC dog parks from one another; cross -marketing of OCPRC dog parks; and expanded development of partnerships with pet supply stores and animal rescue organizations. ■ Consider development of a Dog Park "Friends" group to help with self - policing and build pride in the facility. 3-10VA ND i Red Oaks Master Plan 2013-2022 The George W. Suarez. Friendship Woods is one of 14 public parks owned by the City of Madison Heights. It was previously owned by the Lamphere School District and known as Simonds Woods. The city purchased the 35.88-acre Simonds Woods property in 1983 with a grant from the Michigan Natural Resources Trust Fund (MNRTF). The Madison Heights Nature Center was constructed on the property in 1994, with grant funding from the "Protecting Michigan's Future" Recreation Bond. Two additional small parcels were added: 1.51 acres were acquired in 1999 (with MNRTF funding) and 0.42 acre added in 2009 — bringing the total acreage to 37.81 acres. The park is named after the long-time Madison Heights mayor and county commissioner. The Friendship Woods property features approximately 1.3 miles of paved asphalt trail. The natural areas are designated by the Michigan Natural Features Inventory as a Priority 3 Potential Natural Area. There are three public access points to the property: the main entrance off of Hales Drive, and two gates along the east boundary — one at the southeast corner from Simonds Elementary (Simonds Gate) and one near the parking lot from the adjacent neighborhood (Westwood Gate). The Nature Center opened in October, 1996, and was expanded with additional garage and upstairs storage in 2001. The building is a 2,400- square foot log cabin with attached storage facility for vehicles and program materials. The nature center was staffed by a full-time Nature Center coordinator and a part-time naturalist starting in 2001. Due to budget cuts, Nature Center staffing was eliminated in June 2010. The Nature Center is currently operating on a reduced schedule, staffed by volunteers who work four-hour shifts. Discussion between OCPRC and the City of Madison Heights regarding a potential agreement to transfer management and programming of Friendship Woods and the Nature Center to OCPRC began in 2009. Facility Vision The development of a Friendship Woods Facility Concept as part of the Red Oaks County Park master planning process is the first step of charting a path to incorporate Friendship Woods into OCPRC's recreational priorities. The Friendship Woods vision starts with the design of a mutually -beneficial agreement with the City of Madison Heights to provide nature education and other types of programs in southern Oakland County. OCPRC's implementation of the agreement will be constructed in phases with measurable outcomes and will be guided by OCPRC's Education Strategy (under development) and the cost recovery guidelines established by the Five -Year Recreation Plan 2013-2017 (under development). -, `KLAND Facility Concepts: 3 —11 Red Oaks Master Plan 2013-2022 Facility Development ■ Evaluate major maintenance requirements of the Nature Center building, parking lots, trails, and internal roads and develop a 15-year Major Maintenance Forecast. ■ Evaluate entire facility boundary fence for integrity and to document openings or gates . from private property into Friendship Woods. Develop a communication plan with neighbors if the decision is made to remove private access points into the park. ■ Conduct a detailed Natural Resources ■ Assessment of the facility, including mapping _3 of natural communities and mapping of populations of invasive species, and develop a Natural Resources Management Plan. Consider contracting with a qualified consulting firm to conduct the Assessment and create the Management Plan in partnership with OCPRC Natural Resources Management staff. Review past grant project agreements to understand potential restrictions and ensure that the facility stays in compliance with agreements. Communicate with Michigan Department of Natural Resources staff of planned changes in ownership or management prior to finalizing an, agreement between OCPRC and the City of Madison Heights. Programming ■ Initial planning for nature education and recreational programs at Friendship Woods will be done within the context of OCPRC's regional recreation offerings and OCPRC's Education Strategy that is currently under development. The Education Strategy will identify the regional role that Friendship Woods will play within the Parks system. Business Practices ■ Consider identification of Friendship Woods as a "gateway" to increase the regional draw to other OCPRC parks and facilities for residents of Wayne, Macomb, and southeastern Oakland County; incorporate this concept into marketing plans. ■ Develop a Business Plan for Friendship Woods as a facility of Red Oaks County Park. o Review the financial history of Friendship Woods since 2006; consider both direct and indirect expense o Project OCPRC's costs for operations and maintenance over the next ten years. Consider activities at Friendship Woods that would positively contribute to the performance of Red Oaks in following the cost -recovery guidelines established by the Five -Year Recreation Plan 2013 —2017 (under development). 3 —12 QVAKLAND X6111►i'=c► .ELIMIN P ARY*,%- ?R AjslN !ESS PLAN B Red Oaks Master Plan 2013 — 2022 EI A M M The purpose of this chapter is to create a foundation for development of the facility business plans that will guide the implementation of the park master plan. It seeks to accomplish this by establishing an understanding of the current and historical operating finances of Red Oaks and the park's three budget centers'. This chapter also develops two very important building blocks of the facility business plans: the preliminary phasing concept2 and service inventory3. OCPRC Data Sources Unless otherwise indicated, the data source for this report is Oakland County Fiscal Services. FY2011 data is unaudited. FY2012 data is generally projected to be the same as FY2011 with an adjustment for inflation: The OCPRC fiscal year begins on October 1 and ends on September 30. Adjustment for Inflation Unless otherwise indicated, the 2011 Consumer Price Index (CPI) of 3% is applied to adjust for inflation (Bureau of Labor Statistics). If the deliberate decision is made for certain expenses to NOT keep up with inflation, adjustments will be made accordingly and the reason noted. OCPRC Fiscal Trends and the Recession OCPRC's revenues are affected by business cycles, most significantly by the recent recession, which lasted 18 months and is the longest recession since World War II. The National Bureau of Economic Research (NBER) defines a recession as a "period between a peak and a trough, and an expansion is a period between a trough and a peak". According to NBER, the current recession began in December 2007 and a trough occurred in June 2009, marking the beginning of an expansion. (NBER) wAKLAND Preliminary Park Business Plan: 10-1 i ' Red Oaks Master Plan 2013 — 2022 10.3 Budget Centers A budget center is defined as a segment of a business for which costs, revenues, and profits are separately calculated. Within OCPRC, each budget center is a distinctly identifiable division of the agency whose managers are responsible for all its associated costs and for ensuring adherence to its budgets. Current Red Oaks Budget Centers (RDG, RDD, and RWP) Three budget centers are defined by Fiscal Services at Red Oaks: Red Oak Golf Course (RDG), Red Oaks Dog Park (RDD), and Red Oaks Waterpark (RWP). All of the operating expense within these three budget centers is considered direct costa. Indirect Expense from Other Budget Centers (RPS, FM, ADM) Red Oaks incurs indirect costs from three budget centers: Recreation Programs and Services (RPS); Facilities Management (FM); and Administrative Services (ADM), which are not analyzed in this master plan. Costs from these three budget centers are not currently allocated across other budget centers. The analysis in this master plan relies on existing accounting practices and therefore does not consider these indirect costs. Red Oaks Soccer Complex Revenue and Expense for the Red Oaks Youth Soccer Complex is accumulated under the Red Oaks Golf Course (RDG) budget center. Friendship Woods Nature Center (PROPOSED) Under Development 10 — 2—AKLAND Red Oaks Master Plan 2013 — 2022 A O.A. Revenue and Expense Types of Revenue The purpose of this section is to identify areas where the activities where staff can help increase effectiveness in meeting the mission of OCPRC. For this purpose, three types of revenue or income are identified: tax revenue, investment income, and agency revenue. Agency revenue is the only revenue type under consideration in the analysis of Red Oaks finances. ■ Tax Revenue — Funds from the 0.2415 mil levy on property taxes in Oakland County that is dedicated to OCPRC. It is accumulated by Fiscal Services under the Administrative Services budget center. All analysis in this report will exclude tax revenue. ■ Investment Income— Investment income is the proceeds from certain fund balances held by Oakland County and it is accumulated by Fiscal Services under the Administrative Services budget center. All analysis in this report will exclude investment income. ■ Agency Revenue — This refers to the remaining revenue that is mostly generated from the activities of OCPRC. Below is a sample of various revenue sources (with Fiscal Services account number in parentheses) accumulated at Red Oaks budget centers: o From food and beverage concessionaires and vending machines (630308 — Commission Food Services) o For annual and day use motor vehicle permits (630700 — Fees Day Use) o For revenue collected for admission to waterparks (630644 — Entrance Fees) o For golf fees, including league fees, golf outings, and school golf teams (630847 — Greens Fees) o For rental of equipment, i.e. waterpark lockers (631918 — Rental Equipment). o For rental of specific locations, i.e. picnic shelters (631925 — Rental Facilities) o For use of golf carts by customers (631932 — Rental Golf Carts) o From sale of merchandise, i.e. golf balls and other golf related merchandise, hat, gloves, shirts (632037 — Sales Pro Shop) Types of Expense Fiscal Services identifies six account categories and organizes expenditure accounts within those categories: ■ Salaries ■ Fringe Benefits ■ Contractual Services ■ Commodities ■ Depreciation ■ Internal Services. For the purposes of this chapter, however, all expense in the Red Oaks analysis is identified as operating expense without identifying the account or account category. aw - L A VD Preliminary Park Business Plan: 10-3 ►C',1,► Red Oaks Master Plan 2013 — 2022 Cost Recovery Trends — Red Oaks Park Cost recovery represents the percentage of operating expense that is funded by agency revenue and is calculated as the ratio of agency revenue divided by operating expense. Tables 1 through 5 and Figure A describe actual OPPRC fiscal data for Red Oaks from FY2006 through FY2011 and calculate cost recovery. Figure A shows that while cost recovery has been fairly variable in the individual budget centers, overall cost recovery for the park has remained steady. Table 1 shows [Add]. Cost recovery rates for all the budget centers within Red Oaks are an aggregate of various cost recovery rates that are generated by various park and recreation services. Developing a better understanding of the current and desired cost recovery for individual services is under development. See Section 10.9 —Service Portfolio Project for more detail. Table 1: Red Oaks Historical Revenue, Expense and Cost Recovery 2006 — 2011 ALL BUDGET CENTERS FY 2006 FY 2007 FY 20 18 FY 2009 I FY 2010 I FY 2011 Agency Revenue 1,467,313.79 1,508,982.42 1,474,304.47 925,349.00 1,493,147.95 1,620,942.47 • Change 2.84% -2.30% -37.23% 61.36% 8.56% Operating Expense 2,083,439.25 2,214,070.82 2,120,243.19 1,640,941.95 2,119,120.02 1,912,705.39 • Change 6.27% -4.24% -22.61% 29.14% -9.74% Cost Recovery 70.43% 68.15% 69.53% 56.39% 70.46% 84.75% Change -2.27% 1.38% -13.14% 14.07% 14.29% 10-4 GIAKLAND V:I III IM Red Oaks Master Plan 2013 — 2022 Cost Recovery Trends —Golf Course (RDG) Table 2: Historical Revenue, Expense and Cost Recovery 2006 -- 2011 RDC — Red oaks Golf Course FY 2006 FY 2007 FY 2008 FY 2009 FY20 FY 2011 Agency Revenue 405,366.23 397,396.40 374,371.24 24,195.04 306,973.50 303,968.01 Change -1.97% -5.79% -93.54% 1168.75% -0.98% Operating Expense 677,000.00 699,406.75 684,184.67 394,980.67 716,884.85 627,390.56 Change 3.31% -2.18% -42.27% 81.50% -12.48% Cost Recovery 59.88% 56.82% 54.72% 6.13% 42.82% 48.45% Change -3.06% -2.10% -48.59% 36.69% 5.63% Cost Recovery Trends — Dog Park (RDD) Table 3: Historical Revenue, Expense and Cost Recovery 2006 -- 203.1 RDD — Red Oaks Dog Park FY 2006 FY 2007 FY 2008 FY 2009 I FY 2010 FY 2011 Agency Revenue 15,564.00 38,087.00 Change 144.71% Operating Expense 45,301.41 I 41,257.48 Change -8.93% Cost.Recovery 34.36% 92.32% Change 57.96% QFAND Preliminary Park Business Plan: 10-5 i '_ Red Oaks Master Plan 2013 — 2022 Cost Recovery Trends — Red Oaks Waterpark (RWP) Table 4: Historical Revenue, Expense and Cost Recovery 2006 — 2011 RWP — Red oaks Waterpark FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 I FY 2011 Agency Revenue 1,061,947.56 11,111,586.02 1,099,933.23 901,153.96 1,170,610.45 1,278,887.46 • Change 4.67% -1.05% -18.07% 29.90% 9.25% Operating Expense 1,406,439.25 1,514,664.07 1,436,058.52 1,245,961.28 1,356,933.76 1,244,057.35 • Change 7.69% -5.19% -13.24% 8.91% -8.32% Cost Recovery 75.51% 73.39% 76.59% 72.33% 86.27% 102.80% Change -2.12% 3.21% -4.27% 13.94% 16.53% Cost Recovery Trends — Youth Soccer Complex The management of the Youth Soccer Complex and its playground.is enabled by a tri-party agreement with OCPRC, WRC and the City of Madison Heights. Management of the Youth Soccer Complex as a recreational facility is the responsibility of the City of Madison Heights. The role of OCPRC is to provide certain maintenance services that are funded through the agreement. The agreement also gives OCPRC the right to identify the facility as integrated with Red Oaks County Park. Beginning in 2010, Red Oaks maintenance staff provides services to the Youth Soccer Complex and invoices Madison Heights for the cost of those services. This revenue is accumulated in the Red Oaks Golf Course budget center in revenue account #631127 — Maintenance Contracts. Table 5: Youth Soccer Complex 2006 — 2011 RDG — Red Oaks Golf Course: Maintenance Contracts FY 2010 FY 2011 Agency Revenue: 631127— Maintenance Contracts 10,218.95 5,078.50 % Change -50.30% 10-6 GVA ND 1<6111►i'_N k, q Red Oaks Master Plan 2013 - 2022 A 0.6 Cosy Recovery Sensitivity Analysis The cost recovery sensitivity analysis is offered as a planning and budgeting tool. The analysis tests a proposed change in cost recovery by calculating what amount of revenue would be, required to- meet the proposed cost recovery target. In order to make the sensitivity calculation, measured assumptions are made regarding operating expenses. Table 2 shows the results of the sensitivity analysis when a cost recovery change of 1.65% per year is applied in FY2013 through FY2017, with operating expenses assumed to remain constant from the 2011 level with a 3.0% adjustment for inflation (Bureau of Labor Statistics). The table shows that an average annual increase of 4.93% in Agency Revenue is required to meet the proposed cost recovery targets. Figure B shows both trends and projections from FY2006 through FY2017. Table 6: Red Oaks Cost Recovery Sensitivity Analysis 2012 -- 2017 FY 2012 FY 2013 FY 2014 1 FY 2015 FY 2016 FY 2017 Agency Revenue 1,620,942.47 1,702,077.17 1,786,621.11 1,874,705.81 1,966,467.64 2,062,047.94 Change 0.00% 5.01% 4.97% 4.93% 4.89% 4.86% Operating Expense 1,912,705.39 1,970,086.55 2,029,189.15 2,090,064.82 2,152,766.77 2,217,349.77 Change 0.00% 3.00% 3.00% 3.00% 3.00% 3.00% Cost Recovery 84.75% 86.40% 88.05% 89.70% 91.35% 93.00% Change 0.00% 1.65% 1.65% 1.65% 1.65% 1.65% Figure A: Red Oaks Cost Recovery Trends and Projections 2006 - 2017 120.00% Historical Trends 100.00% 01 i 80.00% _ .. ----Golf Course 60.00% -- -` - /- - -Do Park _ g 40.00% ` Projections v - Waterpark %,,e PARK 0.00% -r--,---, OcO ZA O% Ooi ti� titi yL ,y}i NI ti� N ''� y0.10 ,y0 ,LO 10 ti0 10 ,LO ,ti0 ,LO 'c, QA << Pi (Op AKLAN® Preliminary Park Business Plan: 10-7 L41[11 I] ►i Red Oaks Master Plan 2013 — 2022 I Park User Data Collection Gathering baseline user data about the amount of recreational visitors and the characteristics of their use can provide documentation for how often a facility is used, by whom, and when. Evaluation of this data can: ■ Inform and justify investment decisions ■ Optimize levels of operations and maintenance ■ Assess the need for safety interventions ■ Improve systems planning to better gauge where, when and how to develop infrastructure The complex characteristics of the reality we are trying to study can be loosely organized into two types of data: quantitative and qualitative (Gaber & Gaber, 2007). ■ Quantitative data require research methods that are good at capturing data on shared population characteristics and general patterns for an entire community. An example is counting how many visitors use a park facility. ■ Qualitative data require research methods to ask exploratory and descriptive questions. For example, asking users the purpose of their visit or what park facilities they prefer. Other examples include focus groups, windshield surveys, site reconnaissance, and review and interpretation of maps, reports and survey data. Identifying ways to expand and improve the collection of park user data, both quantitative and qualitative, will be an important task of the facility business plans and the evaluation of performance metrics. RecTrac This system was adopted for use by OCPRC to manage reservations and ticket sales beginning in FY2010. RecTrac is a fully integrated parks and recreation software developed by Vermont Systems, Inc. and provides extensive reporting and statistical data (Vermont Systems Inc.). As we move forward, RecTrac will be a valuable tool for understanding participation data for services that have a reservation or fee associated with it. 10-8 AKLAND i ' .' ; Red Oaks Master Plan 2013 — 2022 The current Capital Improvements Program Management Plan and 15-Year Forecast (OCPRC, June 1, 2011) is based on master plans, public needs, and staff recommendations. Both the management plan -and the 15-year forecast will be updated as new master plans are approved by the Parks Commission. For this reason, the forecast below may contain items that are not included in this master plan. Table 8 ® Capital Improvements Program 15-Year Forecast (OCPRC, June 1, 2011) through 2026 UNDER DEVELOPMENT UNDER DEVELOPMENT Facility Project Potential Grant Notes All projects must meet or exceed accessibility requirements ■ MNRTF: Michigan Natural Resources Trust Fund; grant amount: $15,000 to $300,000 LWCF: Land and Water Conservation Fund: grant amount: $30,000 to $100,000 RecPass: Recreation Passport Program; grant amount: $7,500 to $45,000 10-10 Caw AKLAND CA V.-.1 1 Red Oaks Master Plan 2013 — 2022 10JO Service Portfolio Project The service portfolio is the mix of basic6 and value-added' park and recreation services $provided by OCPRC. The basic services are funded by tax dollars and available to the public at no extra charge (with the exception of day - use and annual motor vehicle permits in some parks). Examples of basic experiences include trails, playgrounds, sledding hills, picnic areas, and access to natural areas. Value-added services provide an increased variety of recreational experiences and meet the needs of user groups and individuals. Also included in the service portfolio are support services from Administrative Services, Recreation Programs & Services, and Facilities Maintenance. Service Inventory The initial task of the Service Portfolio Project is to develop a detailed inventory of all the services, both basic and value-added, that OCPRC has the expertise to provide. The service inventory develops an understanding of each service, including the varying degree to which each service provides benefits to the community and/or individuals. Both current and targeted cost recovery rates are determined. See Section 10.10 -Service Inventory for an example. Service Categories Service categories group together facilities that are subject to common trends or external factors such as the environment, the economy, or competition. The following four service categories have revenue streams and directly deliver park and recreation services: parks, golf courses, specialty complexes, and recreation programs and services (mobile recreation). Three additional categories provide support services and do not have significant revenue streams: recreation programs & services (other than mobile recreation), administrative services, and facilities maintenance. ■ Parks are park and recreation sites that offer an array of recreational activities that are largely un-guided (i.e. trail use, children's playgrounds, picnic areas, dog parks, nature enjoyment) and have a high community benefit. Parks also contain a diverse number of revenue -generating facilities (i.e. activity centers, banquet centers, campgrounds) or host special events that generate revenue (i.e. the 4H Fair at Springfield Oaks) that help to raise the cost recovery potential of the park. ■ Golf Courses are park and recreation sites where the majority of recreational activity is associated with golf. They have arevenue stream that is focused on golf and are managed as separate budget centers. Golf has a high individual benefit and has a high cost recovery potential. ■ Specialty Complexes are park and recreation sites that are dedicated to a specific recreational purpose that generally requires a staff presence. They are sited within parks, but are managed as separate budget centers because they have revenue streams that are specific to the activities that occur there. The specialty complex category compiles a full range of special recreational facilities, including facilities that are rare in our system or that represent unique destination services. ■ Recreation Programs & Services (Mobile Recreation) has a revenue stream from the rental of mobile recreation units to communities and community groups, such as buses, mobile stages, puppet stages and the rock climbing wall. ■ Recreation Programs & Services provides staff and administrative support for recreational programs that are held in OCPRC's parks and golf courses or are provided as a community service through the Recreational Assistance Partnership Program (RAPP) ■ Administrative Services provides support services through administration of OCPRC, development of sponsorship and grant opportunities, planning and business development services, information technology and other services. =AKLAND W:i► Preliminary Park Business Plan: 10 —11 Red Oaks Master Plan 2013 — 2022 ■ Facilities Maintenance provides support services through the planning and implementation of facility improvements and maintenance. Service Sub -Categories The following chart develops the service categories and sub -categories that are being used to organize the individual park and recreation services and indicates whether the experiences generated by those services are basic or value-added and if the cost incurred would be considered direct or indirect cost in the cost recovery calculation. Table 9: Service Categories and Sub -Categories Service Category Service Sub -Category Basic v. Value -Added Expense Category for Calculating Cost Recovery Parks Self -Guided Use Basic Direct Ancillary Services Value Added Direct Golf Courses Monitored Use Value -Added Direct Ancillary Services Value -Added Direct Specialty Complexes Monitored Use Value -Added Direct Ancillary Services Value -Added Direct Recreation Programs & Services (Mobile Rec) Monitored Use Value -Added Direct Recreation Programs & Services Support Services* Value -Added Indirect Recreation Access Partnership Program Basic Indirect Administrative Services Support Services Basic Indirect Other Administrative _J NA NA Facilities Maintenance Support Services I Basic Indirect * The support services category for Recreation Programs & Services can be further broken down into the core program areas9 that are identified in the Recreation Program Business Plan (PROS Consulting, 2010). Portfolio Development The ultimate purpose of the Service Portfolio Project is to identify a mix of basic and value-added experiences that is strategically designed to balance basic services that have a low cost recovery potential with value-added services that have a higher individual benefit and higher cost recovery potential. Identification of this mix is informed by 1) mission and vision as identified in the Strategic Plan; 2) measureable objectives identified in this Five -Year Parks and Recreation Master. Plan and 3) our understanding of available park and recreation services, as documented in the Service Inventory. By properly designing this mix of services, the Service Portfolio will guide OCPRC to both MISSION and VISION provided by Ten -Year Strategic Plan MEAURABLE OBJECTIVES provided in Five -Year Recreation Plan SERVICE INVENTORY of basic and value-added park and recreation services SERVICE PORTFOLIO A balanced mix of basic and value- added park and recreation services designed to meet OCPRC's public benefit mission and vision and financial sustainability objectives Figure C: Service Portfolio Model deliver the recreational experiences that are vital to our mission and enhance the long-term sustainability of the parks system. The design of this balanced Service Portfolio is the collaborative responsibility of the Parks Commission and OCPRC staff, with input from the public. 10 —12 GO AKLAND 1410111 ►il v-,11k, Red Oaks Master Plan 2013 — 2022 .11 Service Inve-intory The service inventory develops a categorized list of existing and proposed park and recreation services provided by . OCPRC. The inventory that is developed in this master plan seeks to answer the following questions about each service that is in place now or proposed for Red Oaks. 1. What is the current cost recovery rate of this service? 2. Do the services provide more benefit to the community as a whole or to individuals or a combination? 3. Considering the answer to #1, what level of cost recovery should we target for this service? 4. Has the service been identified as a priority in our Community Survey? S. Who is our target audience or target user group? 6. What performance metric should we use to track the results of this service? The following fields are developed in the service inventory: A. Category and Sub -Category of Service See Section 10.10 —Service Portfolio Project for detailed descriptions of the categories and sub -categories of service. B. Service Each service describes an activity or the availability of a facility within each of the above categories of service. For services that have fees associated with them, service names should match the names used in RecTrac. C. Current Cost Recovery Rate Availability of the current cost recovery rates may be unavailable at this time for most services. Completion of cost recovery analysis for all services is a goal of the service portfolio project and will become available as the project progresses. D. Preliminary Designation of Estimated Beneficiary of Service The designation of beneficiary of service is based on the Pyramid Methodology developed by GreenPlay LLC. Beneficiary of service is used as a foundation for making decisions regarding allocation of taxpayer funds, setting fees, and pursuing alternative funding. The foundation of the pyramid is generally the basic recreational services that the a community pays for with tax support and are offered to residents at no fee or a minimal charge. Tax support decreases and cost recovery increases as you move to the upper levels of the pyramid, with the top level having a cost recovery rate of 100% or more (Greenplay LLC, 2009). E. Cost Recovery Target —Industry Example The industry examples for cost recovery targets were taken from the Cost Recovery Resource Allocation and Revenue Enhancement Plan developed for the San Diego County Department of Parks and Recreation (GreenPlay LLC, October 2011). Final cost recovery targets will be developed through a collaborative process that involves staff, public and the Commission. 0 COUNTY UPA I. Mostly Community Benefit 02001, 2008, 2009 GreenPlay. LLC Figure D: Pyramid Model of host Recovery and Subsidy Allocation (Greenplay LLC, 2000) Preliminary Park Business Plan: 10 —13 Red Oaks Master Plan 2013 — 2022 F. 2010 Community Survey: Most Important to Households The 2010 Community Survey was conducted by Leisure Vision on behalf of OCPRC (Leisure Vision (ETC Institute), April 2010). The survey was designed to obtain statistically valid results from households throughout Oakland County to help determine parks and recreation needs and county park user satisfaction levels. The survey was administered by phone, with a total of 602 surveys completed. The service portfolio reports the results of a question regarding the "Parks and Recreation Facilities That Are Most Important to Households". The results are reported as the percentage of respondents who selected the item as one of their top four choices. The results of this question are included in the service portfolio to help identify which of the services provided by OCPRC are considered a priority by Oakland County residents. Figure E: Results of 2010 Community Survey - Park and Recreation Facilities That Are Most Important to Households (Leisure Vision (ETC Institute), April 2010) Q11. Parks and Recreation Facilities That Are Most Important to Households by percentage of respondents who selected the item as one of their top four choices Walking, hiking & nature trails Picnicking areas and shelters Hard surface trails 18 and 9 hole golf courses Children's playgrounds Boating and fishing areas Indoor fitness and exercise facilities Indoor recreation centers with aquatic areas Outdoor aquatic centers & spray parks Nature interpretive centers Off -leash dog parks Mountain biking trails Basebalt and softball fields Multipurpose fields Sledding hills & cross country skiing areas Outdoor Amphitheaters Outdoor tennis courts Outdoor ice-skating areas Outdoor adventure park Outdoor basketball courts Skate park Equestrian trails Equestrian center Other 0% 10% 20% 30% 40% 50% Most Important 02nd Most Important ©3rd Most Important 1114th tviost Impartant Source: Lemue 1'isiowETC In_tinete (Mwch 2010) G. Target Audience / User Group For each service, a target audience or specific user group will be identified. This is under development H. Performance Metric For each service, a performance metric will be recommended to track the results of the service. This is under development. 10 —14-AKLAND 0 ► 1111 r . 1 Red Qaks Master p\an 2Q�-3 , 2p22 ���vace @r��e�°i QpMsN1 preGm�nary par Red Oaks Master Plan 2013 — 2022 10.12 Preliminary Phasing Concept The preliminary phasing concept below is a suggested timetable for implementing the facility concepts in the Red Oaks Master Plan. The concept will be developed in greater detail in the facility business plans. UNDER DEVELOPMENT Table n: Preliminary Phased 6mplementation concept for Red Oaks UNDER DEVELOPMENT 10 —16 Red Oaks Master Plan 2013 — 2022 '10. 13 References Gaber, J., & Gaber, S. (2007). Quantitative Analysis for Planning & Policy: Beyond the Numbers. Chicago: American Planning Association - Planners Press. Greenplay LLC. (2009). The Pyramid Methodology: Cost Recovery and Subsidy Allocation Philosophy. Retrieved November 2011, from http://www.greenplayllc.com/index.php?id=23&page=Research—&—Innovations GreenPlay LLC. (October 2011). Cost Recovery Resource Allocation and Reveue Enhancement Plan. San Diego, CA: Department of Parks and Recreation, County of San Diego. Leisure Vision (ETC Institute). (April 2010). Community Survey for the Oakland County Parks and Recreation Commission, Final Report. Waterford, MI: OCPRC. OCPRC. (Adopted: May 2009). Partnership Policy (C:09-005). Waterford, Michigan: OCPRC. OCPRC. (June 1, 2011). Capital Improvements Program Management Plan and 15-Year Forecast. Waterford, MI: OCPRC. PROS Consulting. (2010). Recreation Program Business Plan. Waterford, MI: OCPRC. Vermont Systems Inc. (n.d.). RecTrac. Retrieved December 2, 2011, from Vermont Systems: http://www.vermontsystems.com/web.wsc/index.htm?si=a03a88a4-58c2-ed9a-e111- d31c34c7cb44&id=8&tv=22685&para m=1 1� e 1 Budget Center is defined as a segment of a business for which costs, revenues, and profits are separately calculated. Within OCPRC, each budget center is a distinctly identifiable division of the agency whose managers are responsible for all its associated costs and for ensuring adherence to its budgets. 2 Preliminary Phasing Concept is a schedule organized according to the four phases of facility business plan implementation: assessment phase (year 1— 3); sustainability phase (years 4 — 6); enhancement phase (years 7 — 9); and park master plan revision phase (year 10). For each facility development opportunity that is identified in the facility concepts, a preliminary determination is made of when it will occur within the context of these implementation phases. It is noted that operational, programming and business strategy opportunities will be implemented in all phases of implementation. 3 Service Inventory is a categorized list of existing and proposed park and recreation services provided by OCPRC. It is the foundation for the service portfolio — which is a balanced mix of basic and value-added services that is designed to meet the mission of OCPRC and generate revenue to enhance financial sustainability. 4 Direct Cost includes all the specific, identifiable expenses (fixed and variable) associated with providing a service, or operating and maintaining a facility, space, or program. These expenses would not exist without the program or service. ��KL `ND Preliminary_Park Business Plan: 10 —17 Red Oaks Master Plan 2013 — 2022 5 Indirect Cost encompasses remaining overhead (fixed and variable), including administrative costs, that is not identified as direct expense. This indirect expense would exist without any one specific service. If desired, all or a portion of indirect costs can be allocated, in which case they become a direct cost allocation. The cost recovery analysis in this report does not incorporate indirect expense. 6 Basic Recreational Services are funded through the dedicated property tax millage and provide basic recreational experiences to the public without additional cost to those who choose to ride, bike, walk, or take public transportation to our parks. Examples of basic recreational experiences include trails, playgrounds, sledding hills, picnic areas, and access to natural areas. In some parks, capital improvement and major maintenance of roadways and parking lots requires additional support and a day -use or annual motor vehicle pass is required to enter the park by motor vehicle and access basic recreational services. Value -Added Recreational Services provide experiences that go beyond basic recreational experiences and allow OCPRC to address the needs of specific user groups and individuals. These experiences are intended to enhance the basic park experience and are provided at an additional cost. Examples of value-added experiences include rental of picnic pavilions, use of waterparks, dog parks, special events, and sale of refreshments and merchandise. Providing a balanced mix of basic and value-added experiences is an important factor in the long-term sustainability of OCPRC. 8 Services are OCPRC activities that result in specific recreational experiences. Examples include: providing access to trails, playgrounds, and waterparks; renting picnic shelters and meeting rooms; hosting recreational programs and day camps; and providing support through administrative management and maintenance of facilities. 9 Core Program Areas have been identified in the Recreation Program Business Plan (PROS Consulting, 2010) using the following criteria that identifies fit with OCPRC's vision and mission, need for professional management, strategic value to the community, return on investment, partnership opportunities, current performance, and maturity. The following programs are considered by the Recreation Program Business Plan to be the core program service areas: ■ Aquatics Programs ■ Golf Programs ■ Adaptive Recreation Programs ■ Volunteer Services ■ Nature Interpretation/Education Programs ■ Special Events ■ Mobile Recreation and Outreach ■ Outdoor Adventure Programs ■ Health and Fitness Programs 10 —18 -AKLAND '_1► �ti ° @.. -,.e', 14� a -''''i t ttxl�l '`'Pi'��F�VjYii7 i !t :'td ti 1'r yet Q lTC Addison Oaks 12,622 17,021 34.9% 40,985 55,802 36.2% Banquet Facilities 3,876 4,269 10.1% 16,596 16,300 -1.8% Campers 4,630 6,056 30.8% 12,480 13,938 11.7% Day Use 4,116 6,696 62.7% 11,909 25,564 114.7% Special Events 0 0 N/A 0 0 N/A Catalpa Oaks 12,502 6,792 -45.7% 44,236 33,292 -24.7% Day Use 12,502 6,792 -45.7% 44,236 26,292 -40.6% Special Events 0 0 N/A 0 7,000 N/A Glen Oaks 8,060 9,383 16.4% 31,084 33,244 6.9% Banquet Facilities 4,719 4,815 2.0% 23,407 22,497 -3.9% Golf (18 Hole Equivalents) 3,341 4,568 36.7% 7,677 10,747 40.0% Grill Room ("Not Included in Totals) 3,044 3,839 26.1% 4,928 11,034 123.9% Special Events 0 0 N/A 0 0 N/A Groveland Oaks 10,714 13,432 25.4% 10,714 13,432 25.4% Campers 7,564 9,694 28.2% 7,564 9,694 28.2% Day Use 3,150 3,738 18.7% 3,150 3,738 18.7% Special Events 0 0 N/A 0 0 N/A Highland Oaks 931 1,033 11.0% 8,930 11,957 33.9% Day Use 931 11033 11.0% 8,930 11,957 33.9% Special Events 0 0 N/A 0 0 N/A Independence Oaks 21,025 21,922 4.3% 114,082 113,695 -0.3% Campers 319 292 -8.5% 1,042 423 -59.4% Day Use 20,706 21,630 4.5% 113,040 113,272 0.2% Special Events 0 0 N/A 0 0 N/A Lyon Oaks 16,080 18,110 12.6% 75,787 88,443 16.7% Banquet Facilities (Excludes Grill Room) 2,316 1,595 -31.1% 9,191 8,836 -3.9% Day Use 2,268 4,902 116.1% 16,558 20,116 21.5% Dog Park 6,427 5,252 -18.3% 39,610 40,000 1.0% Driving Range 1,678 2,276 35.6% 2,550 4,353 70.7% Golf (18 Hole Equivalents) 3,391 4,085 20.5% 7,840 11,169 42.5% Grill Room (Not included in totals) 3,224 4,625 43.5% 6,122 9,926 62.1% Special Events 0 0 N/A 0 2,375 N/A Orion Oaks 27,584 30,445 10.4% 110,253 159,901 45.0% Day Use 12,894 13,090 1.5% 35,893 61,459 71.2% Dog Park 14,690 17,355 18.1% 74,360 98,352 32.3% Special Events 0 0 N/A 0 90 N/A Red Oaks 8,495 12,298 44.8% 22,736 28,676 26.1% Day Use 0 953 N/A 0 1,377 N/A Dog Park 4,118 5,467 32.8% 16,502 18,531 12.3% Golf (18 Hole Equivalents) 1,334 1,772 32.8% 2,568 3,628 41.3% Special Events 0 0 N/A 0 105 N/A Waterpark 3,043 4,106 34.9% 3,043 4,106 34.9% Rose Oaks 823 1,278 55.3% 8,492 12,434 46.4% Day Use 823 1,278 55.3% 8,492 12,434 46.4% Special Events 0 0 N/A 0 0 N/A - rs 4 ir`i k"ns1 I f_ Vff ,... .it _�'r`°'9 -_ - Springfield Oaks 4,767 7,614 59.7% 15,850 26,558 67.6% Banquet Facilities (Includes AC) 1,315 3,485 165.0% 7,385 16,666 125.7% Day Use 536 420 -21.6% 1,851 2,036 10.0% Golf (18 Hole Equivalents) 2,916 3,709 27.2% 6,614 7,856 18.8% Grill Room (** Not Included in totals) 2,981 576 -80.7% 4,529 1,726 -61.9% Special Events 0 0 N/A 0 0 N/A Waterford Oaks 3,953 3,408 -13.8% 10,536 13,678 29.8% Banquet Facilities (Includes AC & LL) 1,261 1,753 39.0% 6,416 9,831 53.2% BMX 1,772 585 -67.0% 1,772 685 -61.3% Day Use 920 1,070 16.3% 2,348 3,162 34.7% Waterpark 0 0 N/A 0 0 N/A Special Events 0 0 N/A 0 0 N/A White Lake 4,123 5,914 43.4% 14,101 18,377 30.3% Banquet Facilities 844 1,762 108.8% 7,098 8,226 15.9% Golf (18 Hole Equivalents) 3,279 4,152 26.6% 7,003 10,151 45.0% Grill Room (** Not Included in totals) 2,103 2,473 17.6% 3,277 3,768 15.0% Special Events 0 0 N/A 0 0 N/A Mobile Recreation 7,074 8,927 26.2% 19,221 26,009 35.3% Bleachers 150 600 300.0% 1,102 2,152 95.3% Bus 1,080 2,389 121.2% 5,580 9,746 74.7% Climbing Tower 800 407 -49.1% 3,000 2,720 -9.3% Inflatables 5,020 5,508 9.7% 9,485 11,345 19.6% Show Mobile 24 23 -4.2% 54 46 -14.8% Recreation Progams and Services 3,614 3,062 -15.3% 17,679 30,925 74.9% Greenhouse Programs 0 0 N/A 0 2,439 N/A Miscellaneous 0 402 N/A 434 2,607 500.7% OC Express 0 40 N/A 0 82 N/A Nature Interpretive/Outreach Visits 3,520 2,464 -30.0% 13,527 13,141 -2.9% Special Events 0 0 N/A 0 10,195 N/A Adaptive- Senior Events 94 156 66.0% 3,063 2,026 -33.9% Banquet Facilities 14,331 17,679 23.4% 70,093 82,356 17.5% BMX 1,772 585 -67.0% 1,772 685 61.3% Campers 12,513 16,042 28.2% 21,086 24,055 14.1% Day Use I_ 58,846 61,602 4.7% 246,407 281,407 14.2% Dog Park 25,235 28,074 11.3% 130,472 156,883 20.2% Driving Range 1,678 2;276 35.6% 3,575 -. 5,947 66.3% Golf 141261 18,286 28.2% 32,325 44,480 37.6% Mobile Recreation 7,074. 8,927 ! 26.2% 19,221 26,009 .85.3% Nature Interpretive Services 3,520 2,464 -30.0% 13,527 13,141 -2.9% Recreation Programs &Services 94 598 536.2% 4,152 7,589 82.8% Special Events (Totals from Rec Programs) 0 0 N/A 0 10,195 N/A Waterpark 3,043 4,106 34.9% 3,043 4,106 34.9% GRAND TOTALS 142,367 160,639 12.8% 476,491 558,406 17J%