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HomeMy WebLinkAbout2011-03-02 SPECIAL MEETING ATTACHMENTS 01-03F a 0 ' OF COTT"� O • LOM The Task Force was comprised of 25 members appointed by the City Council and solicited input from many resource persons. Scott Briggs Keith Kleinsasser Jim Pyle Ken Brittain Jon Larsen Jim Rostad Virgil Flack Donald Long William Royce Tom Hren James McCalvy Erik Ohrt Tanweer Janjua Craig Patterson Dave Thiede Herb Japs Joseph Pavel Diane Thielen Ron Kath Ernie Pines Sherry Wilwert Gary Kjellberg Paul Poncin Howard Blin, Community Development Director Zac Dockter, Ice Arena, Park and Recreation Manager John Burbank, Senior Planner John McCool, Senior Planner Kathy Dennis , Planning Secretary Molly Pietruszewski, Program Coordinator Greg Waibel, YMCA Erik Carlson, Parks and Recreation Director— City of Inver Grove Heights Dan Haas, City of Shoreview City of Maple Grove fL 3 DWITIMMUM In early 2009 the City Council established the Community Center Task Force to study the feasibility of a community center in Cottage Grove. The Task Force was charged with studying the following: • The need for a community center • The appropriate elements or program of a center • Possible sites • Operating models for a center The Task Force looked at needs for recreational facilities in Cottage Grove, toured existing community centers in the area, heard from consultants who have developed centers, investigated possible sites for a center, studied the potential capital and operating costs of a center, and participated with the YMCA in conducting a market study of developing a YMCA in the community. 2.9 Purpose of a Community Center — The initial discussion of the Task Force determined that a center should include a variety of facilities to meet the recreational and social needs of the community. A community center was determined to be an amenity feature in the community, a facility which would help attract residential and commercial /development in the city In addition to being a place for people to exercise, it should also be a community gathering place. As such, it should be designed to provide informal meeting areas for community members. 12 Recreation Facility Needs Study — The Task Force reviewed the 2005 Cottage Grove Recreation Facility Needs Study and found that the overall park system in Cottage Grove is excellent, well designed and maintained, and meets most needs. Based on national averages and trends, the Task Force noted that the Report suggested the following short -term and long -term recommendations: Short —Term Recommendations • Build 2 -3 soccer fields Long —Term Recommendations: • Acquire additional 300 -350 acres of parkland • Add second ice sheet • Add softball and baseball fields to Hamlet Park • Improve accessibility • Renovate /replace park shelters • Prepare acquisition strategy for sports park • Prepare Mississippi River park plan • Build sports park • Acquire off -lease dog area • Improve arts opportunities Continue to add trails Page 3 Determining the program for a facility (e.g., arts, indoor pool, meeting rooms, recreation facilities, etc.) should be determined early in the process. Concern was expressed for potential impacts a community facility might have with local businesses that provide similar services (e.g. banquet facilities, reception halls, or exercise facilities). 2.3 Community Center Market Analysis — Ballard, King & Associates was hired to provide a preliminary market analysis and demographic characteristics of the market area if a community recreation center was built in Cottage Grove. The consultant identified primary and secondary service areas that would potentially support a community center. The primary service area is generally defined by the distance people will travel on a regular area to utilize a facility or its programs. Secondary service areas were defined by the distance people will travel on a less consistent basis to utilize a facility or its programs. The first part of the market study indicated that Cottage Grove would continue to grow in population with continued large household sizes and a relatively young population . The analysis also showed median household incomes within the primary and secondary market areas are higher than regional and national levels, which suggests that discretionary income is available for recreational opportities. The market analysis also provided potential participation projections of various recreation activities. The results generally supported fitness activities that were not necessarily "team" oriented programs. This characterization generally favors fitness centers. The area of greatest participant growth is in the fitness related activities such as exercise with equipment, aerobic exercise and group cycling. The multi- component concept of providing for a variety of activities and programs in a single location continues to grow in acceptance. These facilities have become identifiable centers for communities and have promoted family recreation values. The analysis indicated that "the key to success revolves around the concept of intergenerational use in a quality facility that has multi -use capabilities and the versatility and flexibility to meet ever changing leisure needs." Balland & King's report also highlighted the leisure pool concept as the hottest trend in aquatics. This idea of incorporating slides, water current channels, fountains, zero depth entry and other water features into a pool's design has proven to be extremely popular for recreation users. These types of facilities are able to attract and draw larger crowds and people tend to come from a further distance and stay longer to utilize such pools. For many centers, the indoor aquatic complex has become the focal point for the facility and has expanded the market area. The second part of the market study prepared by Ballard and King identified alternative service providers within the market areas and provided some general program trends. Based on the preliminary analysis of a community center, market study analysis, Recreation Facility Needs Study conducted in 2005, and assessment of the alternative service providers in the area, a community center comprising of approximately 71,154 gross square feet was suggested. Recommended program facilities and their respective space allocation are summarized below. Page 4 Component Base Facility maximums . ft. Aquatic Area 14,000 Gymnasium 12,500 Track 6,000 Weight/Cardio 7,000 Aerobic /Dance 1,500 Multi- purpose Room 5,000 Teen Area 2,500 Indoor Play Structure 1,500 Birthday Party Rooms 800 Support Spaces 9,500 Net Building 60,300 Circulation (18 %) 10,854 Total Building 71,154 Comments made concerning the preliminary facility space are highlighted below: ® Weight and cardio area needs to be larger based on comments by staff at other community centers that the fitness is popular program and tends to be the most used. ® There is not necessarily more youth in the School District that participates in organized team programs, but there are smaller teams that demand more practice times. Renting gymnasium space does not create much revenue, but merely covers some of District's operating expenses. ® Gym space can draw other family members to use other facilities in a community center. ® Operating and maintenance expenses to maintain a larger building should be evaluated. ® School District gymnasiums are not always available for public use on weekends or holidays. School activities and programs are scheduled before they are available for the public's general use. Gymnasium space is needed for fundraising opportunities by various athletic associations. It was suggested that the proposed gymnasium space is not needed. Alternatively, a smaller gym space at the time of initial construction with the ability to expand the gymnasium in the future is an alternative. ® Community center and program facilities should be community based, not only to be used by organized sports. ® A pool already exists at Cottage Grove Middle School, Oltman Middle School, Norris Square, and the City's outdoor pool. Page 5 • An aquatic park tends to be the amenity that draws people to a community center, but is the most expensive to construct and operate. • Were presented with information from a market study performed by Anderson, Niebuhr & Associates, Inc. for the YMCA to assess whether Cottage Grove residents support the development of a new city community center that would be operated by the YMCA; 2.4 YMCA Study The market study found that there was sufficient numbers of potential members for a YMCA. It also found that a majority of the respondents favored a partnership between the City and YMCA to develop a facility. This included support for City financing of a YMCA. Given the results of the study, the YMCA is willing to continue discussions with the City on developing a facility. YMCA Survey Highlights • Market study conducted between November 19 - December 18, 2010. Telephone survey of 350 residents. Response rate = 83% 76 percent of the respondents live in Cottage Grove for 10 or more years. 53 percent of the respondents do not have children under the age of 18. • 89 percent of the respondents are familiar with the YMCA. • 53 percent of the respondents are interested in programs for people 55 or older at the new community center facility. 54 percent of the respondents are interested in youth and teen programming at the new community center facility. • 85 percent of residents surveyed would like to see a community center, operated by the YMCA located in Cottage Grove. • 74 percent of residents surveyed supported a partnership between the YMCA and City to develop a community center. • 70 percent of the residents surveyed supported the use of City funds to construct a new community center. • Amount of property tax increase respondents that pay property taxes that are willing to pay to support a new community center: $40 or more per year — 19 % $30 - $39 per year —24% $20 - $29 per year —32% Unwilling to pay any increase — 23 % Page 6 60 percent or more of the respondents were interested in the following water facilities or activities that a new community center could offer: • An indoor aquatic center with a water slide, a play area for children, and a zero -entry pool; • An indoor pool for lap swimming; • A whirlpool; • Water aerobics and other water exercise programs. ® 60 percent or more of the respondents were interested in the following fitness programs and services that a new community center could offer: • An indoor Track for walking or running; • Cardiovascular fitness machines; • Strength conditioning machines and free weights; • A multi - purpose gymnasium for activities such as basketball and volleyball; • Health and wellness programs. 50 percent or more of the respondents were interested in the following fitness programs and services that a new community center could offer: • Group fitness classes; • Yoga and Pilates classes; • Personal trainers and fitness assessments. 3.1 Based on the results from Ballard- King's Market Study 2010, the YMCA's Market Study 2010, and the Task Force's preliminary list of preferred amenities, the list of facility programs in each study list similar facility programs. A comparison of the YMCA Market Study and the Task Force's preliminary programs list is shown below: YMCA Market Study Results Indoor track ® Fitness center Preliminary Task Force Program • Pool and water park (indoor) • Theatre (movielperforming arts /outdoor) • Indoor aquatic center • Indoor lap pool • Teen center ® Multi- purpose gymnasium • Health and wellness programs • Fitness classes ® Teen center • Fitness center (full service with child care) • Senior center ® Indoor playground ® Banquet (large occupancy > 300) Meeting rooms ® Multi- functional uses ® Expansion room M 4.1 Candidate Sites — Location was one of the most important issues investigated by the Task Force. Numerous factors were considered, including: population densities, access to local transit, parking and aesthetic values, future population center, availability of public land, and the possibility of creating a civic center that include other public facilities that could share open spaces, parking, building uses However, the Task Force focused on those sites that had the greatest economic potential for the community and the ongoing financial viability of the operation, both of which are consistent of an economic development objective. To determine the location of a community center, the Task Force identified and contemplated eleven potential sites throughout the community. Various site characteristics were evaluated and ranked. The criteria for reviewing each of the eleven sites are as follows: • Parcel Size • Access (street, pedestrian, bike, transit, etc.) • Proximity to Population Center ® Proximity to Other Facilities • Outdoor Recreation • Acquisition Costs • Site Preparation Costs ® Availability of Utilities The rankings of the site were as follows: Highest Preferred Sites: • Site No. 7 — Fire Station No. 2 • Site No. 9 — South Washington County Service Center /Cottage Grove Ravine Regional Park. Preferred Sites: • Site No. 6 — Highland Park • Site No. 10 — Cottage View Continue Consideration Sites: • Site No. 1 — Hamlet • Site No. 2 — Home Depot • Site No. 8 — Kingston Park/Grey Cloud Elem. /Cottage Grove Middle Schools • Site No. 11 — Langdon Eliminated from Consideration: • Site No. 3 — City Hall/Library • Site No. 4 - Oakwood Park • Site No. 5 —Ice Arena /Park High School. .M" .' WIND • 5.1 Estimated Costs — Based on a conservative estimate of $200 construction cost per square foot and depending upon the ultimate size of a facility, constructing a center would cost between $12 to $18 million. 5.2 Maintenance and Operation — For the purposes of this report, operations and management are defined as the services, systems, equipment and personnel that will be needed to efficiently operate a community center in Cottage Grove. This includes managing a variety of issues including, among others, structure and fixture integrity, security, entertainment venues, booking and scheduling, advertising, naming rights, on -site parking and landscaping maintenance, concessions, public relations, municipal and community liaisons, custodial services and all administrative functions such as record keeping and financial reporting. Financial viability is a key consideration, not only in the development and financing of the facility, but also in the ongoing success. It is imperative that all is successfully implemented in order that it becomes a source of community pride. 51 5101 _ 1 1__TWVTM • , 6.1 Development Options —The Task Force examined various options for building and operating a center. These included a city built and operated center and a partnership with a private operator. The advantages and disadvantages of each are summarized below: City -Owned Advantages: Community Center: • Control of facility design • Control of activities and programs offered • Community pride in ownership • Typically lower rates for users • Typically offer day use opportunities Disadvantages: • Higher capital cost to community • Ongoing operating subsidy Page 9 Private Non - Profit Advantages: Center (e.g. YMCA): • Provide community- centered activities and programs • Lower capital cost for community • No ongoing operating cost Disadvantages: • No community control over activities and programs • Higher fees from typical community center Day use not encouraged and more expensive than city -owned facilities Private For - Profit Advantages: Center (e.g Lifetime Fitnessm L.A. Fitness): • Generally perceived to be higher quality fitness facilities • Lowest capital cost for community • No ongoing operating cost Disadvantages: • No community control over activities and programs • Highest cost . Day use not allowed Page 10 E = Enrollment Fee A = Administration Fee Page 11 The membership fees charged for use of the various centers was investigated: (1) Fitness facilities not NOTES: included. (2) YMCA Member must accompany guest. After reviewing the available information the Task Force makes the following recommendations. 1) A Community Center Should Be Developed. A center would meet a need in Cottage Grove for recreational facilities such as a swimming pool and fitness center. In addition, a center would add an amenity to the community which would help attract residential and commercial /industrial development. 2) Partner with the YMCA. Working with the YMCA to build and operate a facility in Cottage Grove would provide the necessary recreational elements while avoiding the need for the City to operate a center. 3) Facility Elements. At a minimum the YMCA should include: • Aquatics • Teen /Senior Center • Fitness Center • Indoor Playground • Multi- function Space • Gymnasium with walking track • Splash pads outside 4) More Study Needed on Location. The Task Force reviewed 11 possible sites for a center and narrowed list to a few possible sites. The YMCA market study also provided information on three possible sites. Selection of a final site will require more discussion with the YMCA and consideration of the possibility of collocating the center with a future new Washington County Library. Page 12 Revised Vision, ,Mission, Goals, initiatives From Planning Relreat2 15111 VISION & MISSION The Council reviewed the three -part, existing vision and mission statement that was created in 2005. The Vision is for five years and the goals /initiatives for two - three years, unless otherwise specified. Vision: A. An accessible community with an appreciation for our environment, trees, hills, ravines, landscapes and river, including quality park, green and open space areas. B. A good place to raise a family and grow a business with well maintained neighborhoods and private properties. C. A fiscally responsible, engaged government with well maintained, infrastructure, access to quality inter- and infra- community transportation and transit, and safe residential and commercial neighborhoods and public spaces. Mission: Provide excellence in the delivery of public services to community residents, businesses, and owners of property 2011 COTTAGE GROVE GOAL AREAS: 1. Governance Promote an enhanced sense of community pride, mutual trust, respect, civility, and a safe and secure environment for the exchange of ideas and collaborative dialogue throughout the organization, with other governmental agencies and the community. 2. Fiscal Stability Operate in a fiscally responsible manner while emphasizing growth and diversity of the tax base and high value to the taxpayer and other community stakeholders. 3. Commercial and industrial Development Place emphasis on quality retail, restaurant, and industrial recruitment and retention. Development enhancements within all commercial districts include the use of development controls, architectural standards and high quality site features. n Transportation and Transit Place a high priority on Red Rock Commuter Rail, High Speed Rail and express transit service, while we garner intergovernmental funding toward State and County corridor Improvements. 5. housing De el riament Ensure that implementation of the master plan for the East Ravine District includes only high quality, high design and amenity development stressing the natural environment complemented by the built environment. Emphasis is placed on diversity of housing styles targeting the second and third tier move -up buyer along with empty- nester housing. All future housing developments should strive to reflect the community vision established through the East Ravine planning process. Encourage the maintenance of current housing stock through increased code enforcement efforts. b. Public FocU ties Provide a high level of maintenance, repair and quality of construction of city facilities including municipal structures, parks, and community spaces. Included is implementation of storm water and water system improvements. Revised vision, Mission, Goals, Inifofives From Planning Retreat 216111 INITIATIVES Governance €nifianves 1. Provide focus, and allocation of resources for both internal and external communications that include community events and programs, adding expenditure analysis. 2. Continue performance measures and benchmarks by which the organization can measure attainment. Refine and expand monthly departmental reporting to council and staff. 3. Provide processes from which the organization can set direction such as the past pavement management task force report. Revisit current systems /processes to ensure validity and need remains. 4. Complete enhanced staff performance feedback system and implement accountability measures for each department tied to council Vision and Goals. Continue to implement "Good to Great" process. 5. Develop a communications /marketing! plan for the city; include the use of such tools as the web and the Internet. Fiscal Stability Initiatives 1. Budget with sustainability focus including renewable, quality of life and environmental factors. 2. Operate in accordance with Fund Balance policy and other current fiscal policies and practices including future facilities, pavement management, debt 3. Proceed toward the 2012 budget replicating budget direction from 2010/2011 Include continued moderation of the tax levy rate in comparison to peer communities and moderation of future operating cost increases below our funding ability. Ensure sustainable budgeting as we react to the current down cycle in the economy.,. Conimerciai and hRd rsfna€ Development Initiatives 1. Continue to increase quality of commercial structures and neighborhoods. 2. Prospect for specific end users by category, including restaurants, big /junior box and specialty retailers, and service and entertainment venues as identified in the 2009 commercial market study. Provide a list of specific measures taken and specific contacts made to both Commercial and Industrial prospects. Concentrate industrial prospecting on high job industries. Include results within annual performance measures. 3. Provide for continued development of the industrial park, redevelopment of the Gateway District and planning for the Cottage View and infill sites including the Rodeo and Majestic redevelopment opportunities. Include a business community feedback mechanism to include prospects not attracted to a local development site. Imorove moortina to EDA and Council. 4. Update business attraction /retention marketing plan and strategy. Revised Vision, Mission, Goals, Initiatives From Planning Retreat 215111 5. Provide for enhanced Chamber, EDA, and Council business outreach coordination. Transportation and Transit Initiatives 1. Provide for third party funding of community infrastructure ensuring that we gain our share of County Highway funding dollars. Aggressively pursue inclusion in Federal stimulus and Federal Highway reauthorization bills. 2. Provide for high density housing as part of our transit plan. 3. Provide continued support of the Hastings Bridge, Red Rock Rail and High Speed Rail initiatives. 4. Provide planning and construction of local roadway infrastructure on a scheduled basis. Housing Development initiatives 1. Ensure that all rental- housing units are identified and monitored for code compliance. 2. Aggressively monitor foreclosed properties. 3. Provide for additional Em{ development. Consider d 4. Provide for targeted high -en portions of the Community -- ng such as the Auburn Woods to provide for this housing type. ent in the East Ravine and West Draw 5. Provide op rentals ane townhomes, apartments, affordable i a non - senior assisted living project. Public Facilities Initiatives 1. Implement Public Safety /City Hall building project. Ensure the use of open and transparent decision - making processes regarding throughout all aspects of the project, including finances. 1 Act on community center task force report. 3. Provide for continued (re) construction, maintenance and repair of parks and community spaces. 4. Aggressively monitor public and private source water quality issues. 5. Monitor the Golf Course debt and operations closely. Recommend that EDA lower loan interest rate to 2 %. Prepare proposal for upgrading banquet and golf course facilities. 6. Act on results of Aquatic study. 7. Encourage Washington County to provide Mississippi River Access on county land and Gray Cloud Island.