SOA Amenities Assessment Report Hansford Economic Consulting - - PowerPoint PPT Presentation

SOA Amenities Assessment Report

Hansford Economic Consulting Freshtracks Consulting July 22, 2015

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Where we are today

2

Amenities Assessment Methodology

Data Analysis

Demographics Current Use Growth rates

Market Research

Comparable Communities: Types of amenities Uses Operations Planning Processes Inspirational ideas

Impacting Trends

National recreation trends SOA surveys City of Reno plans Lifestyle trends Aquatic + tennis trends

Findings & Recommendations

3

Somersett Today

4

Growth in Somersett

• Residential units paid park fees

Source: City of Reno 100 200 300 400 500 600 700 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

5

Somersett Demographics

Number Percentage Housing Units 1,621 Occupied 1,423 88% By Owner 1,203 85% By Renter 220 15% Vacant 198 12% Vacant Units used Seasonally 95 48% Houses with Families 1,073 66% Houses with Persons 65 Years+ 500 31% Persons 3,375 Persons under Age 20 712 21% Persons 20-54 1,187 35% Persons 55+ 1,476 44% Hispanic Persons 184 5% Persons per Occupied Unit 2.37

Source: 2010 U.S. Census Tract 23.01.

census

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Population Projection Assumptions

Residential Unit Type Persons per HH Low High [1] [2]

per 2010 Census

Somersett - All Unit Types 2.52 3.22 2.85 3.20 Sierra Canyon - Del Webb Sierra Canyon (non-transition) 1.70 1.28 1.45 1.75 Transition Lots 1.90 n.a. 1.75 1.95

Source: HEC.

assumps

[1] The average for Somersett in 2010 (per Census) was 2.37 per occupied unit. The persons per household by Development Area was calculated as: persons per hh weighting *

• Wtd. Avg

Sierra Canyon 1.70 18% 0.30 Somersett 2.52 82% 2.07 Average persons per household 2.37 * At year-end 2009, per SOA records, 18% of all members were Sierra Canyon residents. [2] Per SOA records for 2014. Members Lots paying Dues SOA 5,165 1,602 Sierra Canyon 1,265 991 Master Somersett 6,430 2,593

Members per Dues- Paying Lot Persons At One Time Range

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Amenities Today

The Club at Town Center

• Sports court/indoor

basketball/stage

• Aerobics studio
• Cardio weight room
• Great room and loft
• Game and teen rooms
• Kids Corner
• Massage
• Tennis Courts (2)
• Pools (2)
• 3-lane lap pool
• Family pool and slide/water park

area

• 2 spas/hot tubs

Other

• Canyon 9 golf course

(open to public)

• 27 miles of hiking +

biking trails

• 18-Hole Golf—separate

membership required

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Fitness Class Offerings & Participation

Item 2009 2010 2011 2012 2013 2014 Number of Fitness Offerings [1] 11 12 16 12 19 24 Monthly Average Persons per Class 6.8 6.0 6.9 7.9 6.8 6.3 Estimated Fitness Participants 898 864 1,325 1,141 1,550 1,814

Source: SOA.

fit

[1] Number of classes such as Zumba, Yoga, Step, and Ballroom dancing.

Calendar Year

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Fitness Use

100 200 300 400 500 600 700 800 900 2009 2010 2011 2012 2013 2014

Estmated Annual Participants Yoga Aerobic Fitness Water Fitness Adult Tennis

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Amenities Needs and Wants

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2013 SOA Survey Highlights

• 515 responses

Do not eliminate any existing amenities. Approximately 60% willing to increase assessment for additional amenities

• Top 4 reasons people buy in Somersett:

1) Environment 2) Amenities 3) Lifestyle 4) Homes/Price

• Top Amenity Improvements Desired
• Aquatics
• Cardio
• Trail System

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Historical Amenity Visitation

10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 2008 2009 2010 2011 2012 2013 2014

Canyon 9 Visits Pool Visits Clubhouse Visits

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Projected Increase in Lots Using Amenities

Lot Use Total Increase % Change Estimated Units Using Amenities January 2015 Somersett [1] 1,500 Sierra Canyon [2] 930 Somersett plus Sierra Canyon 2,430 Estimated Units Using Amenities at Buildout Somersett 2,250 750 50% Sierra Canyon 1,205 275 30% Somersett plus Sierra Canyon 3,455 1,025 42%

Source: Somersett Owners Association and HEC.

potential

[1] Calculated as 100% of homes plus one-third (33%) of lots without homes paying assessments. [2] Calculated as 100% of homes.

Lots/Units

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Projected Increase in Town Center and Pool Visits

• Increase 24% to 37% from end of 2014 to buildout

20,000 40,000 60,000 80,000 100,000 120,000 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Clubhouse Visits Pool Visits

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Trends

• Use of the Club increased sharply last 2 years
• Increased use primarily yoga and other fitness classes, not in

water fitness or tennis fitness

• Cardio room use unknown (no records of number of users)
• Pool use level past 3 years but more member visits and less

guest visits

• Projected use of Club and Pools increases 24-39% in next 5

years

• Canyon 9 use projected to increase 27-45% in next 5 years

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Trend Implications

• Canyon 9 not close to capacity; could manage increase in next

5 years with reservations, closing to the public, other amenity

• ptions in annexed areas, other measures
• Need for future pool expansion, potentially for covered pool

area

• Need for future fitness space – cardio/aerobic and strength
• Current space will not accommodate growth in user numbers,

even with programming changes

• Programming changes can lengthen timeframe for needed

expansions

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Market Research Key Lessons

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Tahoe Donner

Operations + Long Range Planning

• Strong operations staff + committee to successful long-range planning

efforts

• Collecting user data critical to use management + planning
• Creating structure for feedback + decision making critical to moving forward

(Committees + subcommittee)

• Creating long-term general plan with financing plan, backed by committee

structure key to homeowner buy-in

• Strategic Plan developed by staff with input from Board

Finances

• Capital budget planning key to sustainability
• Trails maintenance is expensive –budget for it
• Avoid one-time special assessment fees----hard to build homeowner

support

• Less than 1% delinquency rates
• Staff #1 expense, new site requires full, new set of staff. More cost effective

to expand service within existing site 19

Key Lessons…Tahoe Donner…continued

Amenities

• Fitness Center User management
• Customer management system used at all sites to measure +

manage use –creates culture

• Always 2 staff at front desk to manage flow
• Wait lists for machines in gym
• Current plans to expand Trout Creek Recreation Center (12

priorities developed by staff in concert with committee)

• Shifting like use to cluster areas (kids, fitness, pool, classes)
• Tennis Club
• 11 courts/located near but next to Club House area
• Separate non-profit operates club, shop, programs
• Own social cluster, don’t need direct access to other amenities
• Part of HOA: $20/$40 per year to join Tennis Club

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Lessons – Arrow Creek

• Key-card system critical to managing fees
• No issues with use traffic with pools or fitness room
• Ownership of own key amenities critical. Lack of control

an issue. (i.e. golf course)

• Golf course key to property value
• Strong committee and many committees build

homeowner engagement in decision-making

• Keep things simple with fee structure
• Large acreage for Residents Club allows for future

expansion

• Hire a strong operations person

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Lessons – Whitney Oaks

• Open Space Management Plan important to

maintain their character (and home values)

• Goats for grazing
• Two locations for pools to spread out use

impacts

• Strong link to local community parks and trails
• utside of HOA
• Joint Board meetings quarterly with sub-

community to build coordination + relationships

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Lessons - SunRiver

• A big aquatic center is popular with visitors and homeowners
• SHARC owned and run by HOA to keep control
• Private business (Physical Therapy) offers services to members

+ generates revenue for HOA

• Public use fees ($20 per day) generate revenue that pays for

maintenance of pool

• Member-only use strategies help manage crowds
• Investment in large public/membership pool area very popular
• Constant homeowner feedback critical to building support

(annual survey)

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Industry Trends

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Recreation Trends

• Importance of amenities shows in property values;

important to have well thought out amenity packages.

• Lifestyle and public health connection. Communities with

amenities of increasing appeal.

• Top preferences for recreation: swimming, cardio fitness,

biking, trails

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Aquatics Trends

• Away from lap swimming to water park, multi-activity

experience

• Multiple entry points
• Multiple activities (fitness classes to toddler classes)
• A place to visit rather than just a place to swim
• Promotion of well-being; low-impact training
• More surrounding leisure offerings – deck space for

lounging, bar/café, cabanas, hot tubs

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Tennis Trends

• Volume of tennis played influenced by players connecting with
• ne another

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Trails and Open Space Trends

• Trails and open space connects communities
• Trails encourage stewardship of surrounding landscapes
• Trails experiences being more carefully thought-out – low

maintenance or higher maintenance with benches, picnic tables

• Everyone should be able to access a trail within a 5-minute

walk from their door

• Open spaces and trails preserve integrity of a community;

they speak to a place people want to call their home

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Local Influences

• Reno Open Space and Greenways Plan – Peavine Peak is a

priority

• Pools are an amenity deficit in Reno
• Sierra Vista Park – opportunity to expand the amenity

experience

• Truckee River – just below Somersett; maybe potential for

pocket park to enhance amenity offerings

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Recommendations

Amenities Planning

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5 Key Concepts

Primary Objective --- “It’s Great to Be Home”

• Cluster user groups to increase interaction among members

with similar amenities preferences, maximize use of space, and minimize operations costs;

• Keep a recreation “campus” at the current Clubhouse;
• Build on the strengths of SOA amenities currently in place;
• Expand definition of amenities to include environment, open

space and trails; and

• Enhance operational and organizational excellence to ensure

long-term success of the SOA in delivering amenities.

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Short-Term - Planning

• SOA Board and SP Committee create an Amenities Action Plan with

short and long term goals

• Use the Amenities Assessment Report as starting point, determine

path forward / steps

• Look for new revenue-generating avenues or strengthening existing;

include the golf course (weddings, other)

• Form a Long-Range Amenities Planning Committee
• Could be part of the Strategic Planning Committee
• Engage SOA in a more robust strategic planning effort
• Coherent planning between different committees, unified message

to members

• Engage with the City of Reno in an ongoing and regular basis
• Liaison(s) ensure input on property surrounding Somersett that fits

into the amenities plan

32

Short-Term – Planning (cont’d)

• Acquire property opposite the City of Reno pocket park at

Town Center

• Link the park with Town Center. Could move Canyon 9 facilities

here, winter use could include snowshoe rentals, expanded summer facilities could include Segway rentals to golf course, tennis center, other facilities – opportunity for generating SOA revenue

• Engage a Land Use planner for new amenity facilities layout
• At newly owned parcels - Conceptual renderings, building size,

space layout for moved / expanded programs

• Hire an Aquatic Design Consultant
• Features, layout, cost estimates of different designs

33

Short-Term – Communications & Engagement

• Conduct an Amenities Use Survey
• Specific to pool center, tennis and day care / kids programs for

community support of amenity changes

• Communicate and Engage Membership in planning efforts
• Community meetings to gather feedback, change plans as needed
• Strengthen SOA communication tools
• Friendly, reflective of membership values, show case trails and
• ther amenity maps, include SOA governance and other

documents for review, expand profile of Board and committee members

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Short-Term - Operations

• Implement a Key Card system at amenity facilities
• Track usage better so working off solid use data, also enhances

security and member management

• Hire a Facilities / Operations Manager
• For planning and execution of capital projects, directly accountable

to the Board

• Check Cardio Machine spacing and implement wait list
• Check for safety, wait list would enable more use during heavy usage

periods

• Add aerobics fitness classes using gym space
• For classes with minimal equipment needs
• Re-organize Town Center staffing
• More focus on user needs, lead to more efficient uses of space

35

Long-Term - Planning

• Create an open Space and Trails Plan
• Large part of lifestyle that Somersett residents have chosen,

should be considered an amenity to be maintained and preserved

• Consider private venture to provide certain recreation needs
• If certain amenity needs cannot be provided with SOA properties,

solicit private ventures in commercial buildings to keep amenity needs fulfilled in the recreation campus

• Consider potential for amenities on SOA property outside of

Somersett

• If community members express interest, investigate property

purchases outside of Somersett (such as to provide private river access)

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Long-Term - Operations

• Move the Kids Program to new location next to the clubhouse
• Cluster activity could be moved
• Use the vacated kids program area for expanded cardio fitness
• Move tennis facilities and expand the program
• Another cluster activity that could be moved and program
• expanded. Could create a separate Tennis Club.
• Expand the Aquatic Center using the vacated tennis area
• Current space constrained, allows space for linked multi-use

aquatic facility, particularly if the Canyon 9 greeting area is moved to parcel opposite City pocket park.

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