F A I R F A X C O U N T Y P A R K A U T H O R I T Y S Y S T E M - - - PowerPoint PPT Presentation

F A I R F A X C O U N T Y P A R K A U T H O R I T Y

S Y S T E M - W I D E S U S T A I N A B I L I T Y P L A N F O R R E C E N T E R S

Public Information Meeting | June 5, 2018

AGENDA

1. Introduction 2. Project Scope and Objectives 3. Work Plan and Schedule 4. Community Engagement Process 5. Overview of Sustainability Plan 6. Market Analysis 7. Financial Analysis 8. Strategic Recommendations 9. Q & A

Facilities Assessment Development Advisory, Market Analysis and Community Engagement Operational Assessment

CENTERS Brailsford & Dunlavey Hughes Group Architects

INTRODUCTION

P R O J E C T T E A M

CENTERS Brailsford & Dunlavey Hughes Group Architects

Development Advisory, Facilities Operational Market Analysis Assessment Assessment and Community Engagement

PROJECT SCOPE

P L A N N I N G O B J E C T I V E S

 Position each recreation center

to maximize operational effectiveness and financial sustainability

– Ensure assets and programs are right – Assets and programs are procured advantageously – Operationally maximize benefits to the constituency – 100 percent cost recovery

WORK PLAN

Preliminary Assessment (Phase 1) Detailed Assessment (Phase 2) Outcomes for Phases 1 & 2

Community Interest, User Profile and Operating Models Visioning Needs and Targeted Outcomes Preliminary Findings and Implementation Strategies for Capital Improvements Recommendations for System- wide and Site Specific Improvements AND Operational Assessment Community Engagement Preliminary Market Analysis Facilities Assessment Project Initiation Publish and Present Final Report Detailed Operations and Program Analysis Additional Market Analysis Recommendations Review Preliminary Findings, Implementation Strategies, and Recommendations with the FCPA

WORK PLAN

C O M M U N I T Y E N G A G E M E N T P R O C E S S

 Community Interest Survey  Focus Groups  User Group Survey  Public Information Meetings

SURVEY ANALYSIS

C O M M U N I T Y I N T E R E S T S U R V E Y



Survey issued to 100,000+ patrons and 12,000 County residents that are not patrons



5,742 survey responses were received (5%) to provide a statistical accurate analysis



Survey consisted of 60 questions to gauge interest in recreation programs and amenities



62% of respondents considered themselves “fully aware” of RECenter offerings



Those in the 55 to 64, 65+ age brackets were most aware of RECenter offerings



70% of respondents have a household income of over $100,000



63% of respondents have a graduate degree



82% of respondents were Caucasian

SURVEY ANALYSIS EXAMPLE

P R O G R A M S AT I S F A C T I O N



90% of program registrants indicated they were either satisfied or very satisfied with their existing or most recent program



Satisfaction levels range from 94% at South Run to 87% at Spring Hill

Program Satisfaction By Site (n = 1,268)

Total Spring Hill South Run Providence Oak Marr Mt Vernon Lee District George Washington Cub Run Audrey Moore

87.7% 91.9% 100.0% 90.6% 90.6% 91.2% 90.3% 93.7% 87.4% 90.5% 6.6% 1.6% 6.0% 2.1% 3.8% 6.1% 2.1% 5.4% 4.4% 5.7% 6.5% 3.5% 7.3% 5.0% 3.6% 4.2% 7.2% 5.1%

50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% Very Satisfied and Satisfied Neither Satisfied nor Dissatisfied Dissatisfied and Very Dissatisfied

FOCUS GROUPS

S U M M A RY



Conducted 8 focus groups with pass-holders, program enrollees and aquatic renters at the RECenters as part of secondary research



A focus group was conducted at Mt.Vernon as part

• f a previous study



Objective of the focus group was to get qualitative feedback on the following aspects of RECenters – Physical asset – Market demand / opportunities for recreation programs – Operational patterns

Market/ Opportunities Physical Asset Operational Patterns

 

CUB RUN OAK MARR SPRING HILL

FOCUS GROUPS EXAMPLE

 

CUB RUN



Five foot depth lanes are highly utilized and demand exceeds capacity.



Demand is present for additional weekend aquatics programs.



Patrons are pleased with the quality of RECenter staff and volunteers at the check-in desk. OAK MARR Fitness facility layout does



not allow for easy addition of more equipment. Respondents indicated



there is additional demand for stretch, dance, and Zumba programs. Parktakes is limited in its effectiveness of communicating class cancellations.

S U M M A RY

SPRING HILL Demand for use of the aquatics facility

• ften exceeds

capacity. Residents expressed demand is present for additional warm water pool to host adaptive, children's programs. Children's programming times are irregular and enrollment often exceed capacity. Operational Market/ Physical Patterns Opportunities Asset

SUSTAINABILITY PLAN

W H AT D E F I N E S S U S TA I N A B I L I T Y ?



What constitutes “sustainability” for the RECenter system?



Sustainability is defined by the system’s ability to maintain and improve upon the value the system delivers to Fairfax County residents



Sustainability is achieved by addressing and developing recommendations for three key components that: – Ensure existing financial performance is protected and improved upon; – Improve community responsiveness throughout the County and system; and – Maximize operational effectiveness of individual sites and throughout the system.

SUSTAINABILITY PLAN

O V E R V I E W O F R E C O M M E N D AT I O N S & TA R G E T E D O U T C O M E S

• 1. The Park Authority provides strong stewardship of the RECenter system, resulting in strong

financial performance and very high patron satisfaction levels

• 2. System financial performance is being impacted by new market entrants, limited investment

at many sites, and increasing expenses, including shifting cost from the general fund to the revenue fund

• 3. A passive approach to capital investment will cause a more pronounced financial downturn
• r compromise level of service; both cannot be maintained in its absence
• 4. Strategic capital investments will reverse the downward financial trend, facilitate improved

community responsiveness, and ensure long-term sustainability

• 5. Strategic investments would yield $38.7 Million in net present day improved financial

performance over a 20-year horizon

SUSTAINABILITY PLAN

2 0 - Y E A R P R O J E C T E D S Y S T E M F I N A N C I A L P E R F O R M A N C E



Revenues and expenses will converge at a rate of $150,000 and breakeven by 2035 without further capital investment



Capital investments are critical for reversing the RECenter system trend

RECenter System-Wide Extrapolation of Existing Conditions

$15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000 Revenue and Expense Totals Total System Revenue Total System Expenses

Revenue = Expenses

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036

SUSTAINABILITY PLAN

2 0 - Y E A R P R O J E C T E D S Y S T E M N E T R E V E N U E RECenter System-Wide Net Operating Income

$3,500,000 $2,840,000 $2,670,000 $2,540,000 $2,590,000 $2,490,000 $2,390,000 $2,270,000 $2,130,000 $1,990,000 $1,840,000 $1,670,000 $1,490,000 $1,300,000 $1,090,000 $870,000 $640,000 $390,000 $130,000

• $150,000

$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037

• $500,000
• $450,000
• $1,000,000

Rebuild

SUSTAINABILITY PLAN

O V E R V I E W



Capital investment recommendations rely on a formal decision framework

Rebuild

Strategically Driven

MARKET ANALYSIS

R E C E N T E R S Y S T E M C O V E R A G E



RECenter siting throughout the County promotes and nearly achieves equitable access



Over 90% of County residents fall within at least

• ne RECenter service area



RECenter pass sales are noticeably lacking in only two areas – Reston/Herndon and Fort Belvoir



Program offerings and enrollment are also remarkably consistent throughout the County

Low Low Medium Medium High High

PASS PASS SALE SALE CAPTURE CAPTURE RATIO RATIO ANALYSIS ANALYSIS ACROSS ACROSS FAIRFAX FAIRFAX COUNTY COUNTY

FINANCIAL ANALYSIS

S I T E C O S T R E C O V E R I E S



System-wide cost recovery averaged 109% from 2014 to 2016



Recovery is significantly down from 2012 and 2013 peaks of 115% and 113%



System downturn is partially attributable to South Run’s declining performance and increase in direct and indirect costs

– South Run’s Net Operating Income (NOI) has fallen from $1.7 M in 2012 to $1.1 M in 2016



Recent investments in Oak Marr and Spring Hill have improved system income

FINANCIAL ANALYSIS

C U R R E N T R E C E N T E R P O R T F O L I O

George Washington Lee District &

• Mt. Vernon

Providence Audrey Moore South Run Spring Hill Oak Marr Cub Run Market Growth (Trend) High Performance

STRATEGIC RECOMMENDATIONS

P R I O R I T I Z AT I O N A N D C L A S S I F I C AT I O N

CORE CORE



Critical Improvements are essential to maintaining near-term financial and operational outcomes at sites and require a sense of urgency



Core Improvements are essential to serving the FCPA’s mission, facilitating strategic outcomes, and improving on financial outcomes



Added Value Improvements would enhance the experience at a RECenter but are not considered essential to its operation

STRATEGIC RECOMMENDATIONS

T H E M AT I C D E C I S I O N S B Y S I T E



Expand (Mt.Vernon, South Run, Providence, Oak Marr): Sites require addition of program spaces to meet market demand and generate revenue



Rebuild (Audrey Moore): Necessitates rebuilding the site in phases or at once. Infrastructure costs are so significant rebuilding is most efficient financial solution.



Protect (Spring Hill, Lee District): Requires reconfiguration or operational changes to insulate the site from new market entrants and protect market share



Reposition (Cub Run): Realignment of operational policies or program offerings to improve financial performance



Rebrand (George Washington): Entails rebranding the site to appropriately match programmatic

• fferings and deliver a consistent RECenter experience



Create (Reston, Multi-Purpose Facility): Create a new facility to target underserved areas or achieve a strategic goal

Lee District Spring Hill Oak Marr

Phase 1C

Cub Run Reston Location TBD

Phase 2 Build New Competition Sports Center Build New Facility Phase 1A

• Mt. Vernon

GW

Phase 3

Providence Audrey Moore South Run

Phase 1B

STRATEGIC RECOMMENDATIONS

P R I O R I T I Z AT I O N A N D C L A S S I F I C AT I O N

> $50M $40M $30M $27M $24M $21M $18M $15M $12M $9M $6M $3M

Improve Access to All Areas, Renovate Locker Rooms and Add Childcare Improve Access to All Areas, Renovate Locker Rooms and Add Childcare Add Fitness Room and Reconfigure Childcare Add Fitness Room and Reconfigure Childcare Phase 1C Add Multipurpose Gym and Expand Childcare Add Multipurpose Gym and Expand Childcare Add Childcare Add Childcare Phase 2 Build New Competition Sports Center Build New Facility Add Leisure Pool and Renovate Locker Rooms Add Leisure Pool and Renovate Locker Rooms Reconfigure Program Spaces, New Entry Reconfigure Program Spaces, New Entry Add Ice Sheet Add Ice Sheet Add Multipurpose and Fitness Rooms Add Multipurpose and Fitness Rooms Expand Multipurpose Gym Expand Multipurpose Gym Reconfigure Program Spaces Reconfigure Program Spaces Phase 1A Expand Multipurpose Rooms, Fitness Room and Childcare Expand Multipurpose Rooms, Fitness Room and Childcare Convert Racquetball Courts to Multipurpose Room Convert Racquetball Courts to Multipurpose Room Upgrade Finishes Upgrade Finishes Add Leisure Pool Add Leisure Pool Upgrade Fieldhouse Upgrade Fieldhouse Renovate Existing Pool Renovate Existing Pool Add Family Cabanas and Leisure Pool Add Family Cabanas and Leisure Pool Reposition the Facility Reposition the Facility Phase 3 Improve Locker Room Access and Expand Party Room Improve Locker Room Access and Expand Party Room Rebuild Fitness, Check‐in, Multipurpose and Childcare Rebuild Fitness, Check‐in, Multipurpose and Childcare Phase 1B Add Fitness Room, Childcare and Small Gym Add Fitness Room, Childcare and Small Gym Add Gym, Childcare and Expand Pool Add Gym, Childcare and Expand Pool

Lee District Spring Hill Oak Marr Cub Run Reston Location TBD

• Mt. Vernon

GW Providence Audrey Moore South Run

Rebuild Expand Reposition Protect Create Rebrand

STRATEGIC RECOMMENDATIONS

C R I T I C A L , C O R E , A D D E D V A L U E



Table compares extent of critical, core and added value capital investments for the system



T

• tal capital investments are approximately $215

Million in hard and soft costs (2017 figures)



T

• tal critical improvements are approximately $90

Million in hard and soft costs



Critical improvements for the system are approximately $70 Million in hard and soft costs, excluding Mount Vernon

$0 $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 $90,000,000 $100,000,000 Extent of Capital Investments

• Mt. Vernon

Critical Core Added Value

STRATEGIC RECOMMENDATIONS

$20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000 $55,000,000 $60,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000 $55,000,000 $60,000,000

Revenues > Expenses

• Mt. Vernon

South Run Providence Audrey Moore Oak Marr Lee District Cub Run Spring Hill $6.9 M Revenue = Expenses $2.8 M C O M PA R I S O N O F 2 0 - Y E A R P E R F O R M A N C E

C o m p a r i s o n o f I m p r o v e d S y s t e m Pe r f o r m a n c e a n d E x t r a p o l a t i o n o f E x i s t i n g C o n d i t i o n s

2035 2035

Improved System Revenue Extrapolation of Revenue Improved System Expenses Extrapolation of Expenses

E x i s t i n g C o n d i t i o n s w i t h N o I m p r o v e d S y s t e m P e r f o r m a n c e w i t h C r i t i c a l , I m p r o v e m e n t s C o r e a n d A d d e d V a l u e I m p r o v e m e n t s

STRATEGIC RECOMMENDATIONS

R E C E N T E R P O R T F O L I O C O M PA R I S O N



Improvements results in the portfolio



Mt.Vernon, Lee District, and South Run improve performance



The portfolio is a much “healthier” mix of assets with improved long-term outlooks Before Investment After Investment

Reston Location TBD

Phase 2 Build New Competition Sports Center Build New Facility Phase 1A

• Mt. Vernon

GW

Phase 3

Providence Audrey Moore South Run

Phase 1B

Lee District Spring Hill Oak Marr

Phase 1C

Cub Run

STRATEGIC RECOMMENDATIONS

P R I O R I T I Z AT I O N A N D C L A S S I F I C AT I O N

> $50M $40M $30M $27M $24M $21M $18M $15M $12M $9M $6M $3M

Phase 2 Build New Competition Sports Center Build New Facility Add Leisure Pool and Renovate Locker Rooms Add Leisure Pool and Renovate Locker Rooms Reconfigure Program Spaces, New Entry Reconfigure Program Spaces, New Entry Add Ice Sheet Add Ice Sheet Add Multipurpose and Fitness Rooms Add Multipurpose and Fitness Rooms Expand Multipurpose Gym Expand Multipurpose Gym Reconfigure Program Spaces Reconfigure Program Spaces Phase 1A Expand Multipurpose Rooms, Fitness Room and Childcare Expand Multipurpose Rooms, Fitness Room and Childcare Convert Racquetball Courts to Multipurpose Room Convert Racquetball Courts to Multipurpose Room Upgrade Finishes Upgrade Finishes Add Leisure Pool Add Leisure Pool Upgrade Fieldhouse Upgrade Fieldhouse Renovate Existing Pool Renovate Existing Pool Add Family Cabanas and Leisure Pool Add Family Cabanas and Leisure Pool Reposition the Facility Reposition the Facility Phase 3 Improve Locker Room Access and Expand Party Room Improve Locker Room Access and Expand Party Room Rebuild Fitness, Check‐in, Multipurpose and Childcare Rebuild Fitness, Check‐in, Multipurpose and Childcare Phase 1B Add Fitness Room, Childcare and Small Gym Add Fitness Room, Childcare and Small Gym Add Gym, Childcare and Expand Pool Add Gym, Childcare and Expand Pool Improve Access to All Areas, Renovate Locker Rooms and Add Childcare Improve Access to All Areas, Renovate Locker Rooms and Add Childcare Add Fitness Room and Reconfigure Childcare Add Fitness Room and Reconfigure Childcare Phase 1C Add Multipurpose Gym and Expand Childcare Add Multipurpose Gym and Expand Childcare Add Childcare Add Childcare

Reston Location TBD

• Mt. Vernon

GW Providence Audrey Moore South Run Lee District Spring Hill Oak Marr Cub Run

Rebuild Protect Expand Reposition Rebrand Create

STRATEGIC RECOMMENDATIONS

C R I T I C A L , C O R E , A D D E D V A L U E



Table compares extent of critical, core and added value capital investments for the system



T

• tal capital investments are approximately $215

Million in hard and soft costs (2017 figures)



T

• tal critical improvements are approximately $90

Million in hard and soft costs



Critical improvements for the system are approximately $70 Million in hard and soft costs, excluding Mount Vernon

$0 $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 $90,000,000 $100,000,000 Extent of Capital Investments

• Mt. Vernon

Critical Core Added Value

NEXT STEPS

 Publish Complete RECenter Sustainability Plan Final Report- May 2018  Hold Public Meeting/Open House – June 2018  Complete Design of Mt.Vernon RECenter Renovation/Expansion Project

including the design for the second sheet of ice.

 Start Design of Audrey Moore RECenter Core & Lifecycle Improvements  Continue to Complete RECenter Critical Lifecycle Improvements as Funding

is Identified

 Continue to Partner with the County to evaluate the development of a multi-

sports complex to support Sports T

• urism

 Complete Design of Patriot North Diamond Athletic Field Complex  Continue to Partner with the County and Master Developer for OMHS site

for Potential Options for GW as part of redevelopment

NEXT STEPS-Continued

 Look at Options for Future Reston Facility  Fine Tune Cost Estimates Prior to 2020 Park Bond  Work with County Staff to Identify Capital Funding in 2020 and 2024 Park

Bonds

NEXT STEPS

P R E - I M P L E M E N TAT I O N O F C A P I TA L I N V E S T M E N T S  T

• see the full report or tonight’s slide presentation please visit our

website at:

 https://www.fairfaxcounty.gov/parks/planning-development/recenter-study

QUESTIONS

 Additional Questions can be sent via e-mail to: parkmail@fairfaxcounty.gov

F A I R F A X C O U N T Y P A R K A U T H O R I T Y

S Y S T E M - W I D E S U S T A I N A B I L I T Y P L A N F O R R E C E N T E R S

Public Information Meeting | June 5, 2018