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Gold Medal

South Suburban Park and Recreation District

Citizens Committee Report

May 2014

Gold Medal Citizens Committee Report

Prepared by Citizen Volunteers for

South Suburban Parks and Recreation 6631 South University Boulevard Centennial, CO 80121 (303) 798-5131 www.sspr.org

May 2014

Part 2. See Part 1 for the main section through Appendix 2.

http://www.sspr.org/

May 2014 SSPR

South Suburban Parks and Recreation Board of Directors

John K. Ostermiller, Chair Sue Rosser Pam Eller Mike Anderson Scott LaBrash

Senior staff Dave Lorenz, Executive Director Brett Collins, Planning and Development Director Teresa Cope, Communications Director Jay Dikeman, Hospitality Directors JoAnn Gould, Recreation and Community Services

Director Deanna Heyn, Deputy Executive Director Mike MacLennan, IT Director Jim Priddy, Parks and Open Space Director Rich Meredith, Executive Director, Hudson Gardens Bill Ramsey, Director of Golf Melissa Reese-Thacker, Senior Planner Steve Shipley, Finance Director

SSPR May 2014 Page 3

Gold Medal Citizens Committee Report Contributors

Jim Taylor and Gerry Cummins, Co-Chairs Subcommittee members Communications & Marketing

Parks, Trails, and Open Space

Recreation and Golf Facilities & Programs

John Castellano Cathy Dieffenbach LaDonna Jorgenson Tammy Maurer Pat Perlinger Cynthia Radke Andrea Suhaka Kay Watson Bob Wolper * Bill Woodcock

John Aaron Polly Archuleta Pete Barrett * Ron Brink Tom Cryer Ralph Dergance June Englehorn Laura Fiske C. Dale Flowers John Fuller Jim Hemphill Bill Hopping Wes Horner Julie Madden Kristi Marshall Dorothy Mauro Carrie McLaughlin Clifford Mueller Bill Nagel Glen Shellenbaum Chris Stirrup Sylvia Talkington Jan Watson Darlee Whiting John Wilson Margo Wingate Tom Wood *

Colleen Baker Jennifer Bakken Chuck Barnard * Ashok Bhatt Bill Bradish Rick Cronenberger Linda Divino Matt George Suzanne Greer Dave Gwinn Leon Hartness Walt Jones Brendan Kelly Mike Lynch Dick Miller Colin Morgan Maggie Mueller Peter Perri Dennis Reynolds Jim Ryan Tamara Seaver * Diane Sheehy Bill Stuhlman Anne Tatlow Dave Uppinghouse Judith Wilson

Finance & Strategic Plan

Yara Fedde Andrew Graham Paul Korus Leslie Lloyd Tom Patton * Tim Schroeder

* — Subcommittee chair

May 2014 SSPR

[Page was left blank deliberately.]


Table of Contents Gold Medal Citizens Committee Report Contributors .................................................. 3

Letter from the Co-Chairs of the Citizens Committee .................................................. 9

Executive Summary ......................................................................................................... 11Common Themes ................................................................................................................. 12

1. Our community loves its green parks. ................................................................................. 122. Everybody wants access to trails. ........................................................................................ 123. Parents value safe playgrounds. .......................................................................................... 124. Residents want information the way they want it................................................................ 135. Up-to-date, well maintained, energy-efficient anything costs money. ................................ 13

Subcommittees Reports ................................................................................................... 15Parks, Trails, and Open Space Subcommittee .......................................................................... 17

Parks ..................................................................................................................................... 17Introduction ............................................................................................................................. 17Goal 1: Take care of existing parks, playgrounds, shelters, athletic fields and tennis

courts..................................................................................................................................... 18Goal 2: There is an immediate need for a large acreage site, to create a regional

District park. ......................................................................................................................... 19Goal 3: Upgrades and improvements in existing parks will increase their

attractiveness and make them more user friendly. ................................................................ 20Restrooms ................................................................................................................................ 20Irrigation systems .................................................................................................................... 20Ketring and Ridgeview parks .................................................................................................. 21Goal 4: Continue the development of the David A. Lorenz Regional Park. ........................... 21Goal 5: There is a continuing need for additional baseball and multipurpose fields

within the District. ................................................................................................................ 22Goal 6: Continue to maintain and upgrade the District's tennis courts. .................................. 23Goal 7: Cornerstone Park should continue to be enhanced and upgraded as described

in the Park's Master Plan. ...................................................................................................... 24Playgrounds & Park Shelters ................................................................................................ 25

Introduction ............................................................................................................................. 25Goal 1: There is a high need for renovations on many aging playgrounds. ............................ 25Goal 2: Routine maintenance of play areas and park shelters is important. ............................ 26Goal 3: Periodically review playgrounds for possible closure or repurposing. ....................... 26Goal 4: Park shelters provide an opportunity for revenue, as well as enhance park and

playground experiences. ....................................................................................................... 26Trails ..................................................................................................................................... 27

Introduction ............................................................................................................................. 27Summary of key findings and recommendations .................................................................... 29Goals 1 and 2: Maintenance should take priority to keep what we have in good shape,

with plans to upgrade, improve parks and trails, and extend some trails to provide connections to parks or other trails as a secondary goal. ...................................................... 29

Recreation and Golf Facilities & Programs Subcommittee...................................................... 33Introduction ............................................................................................................................. 33Vision ...................................................................................................................................... 33Operations/Maintenance goals ................................................................................................ 34

See Part 1 for the main section through Appendix 2.

May 2014 SSPR

Goal 1: Goodson Recreation Center. Take care of maintenance needs, make improvements to reduce energy costs, and expand space for popular programs. ................. 35

Goal 2: Littleton Golf and Tennis. Replace the old “tennis bubble” and improve the food and beverage opportunities. .......................................................................................... 35

Goal 3: Hudson Gardens. Continue to expand usage and complete the master plan. ............. 35Goal 4: Lone Tree Golf Club. Expand hospitality services and upgrade the cart path. .......... 36Goal 5: Family Sports Center. Improve the maintenance and make improvements. .............. 36Goal 6: Lone Tree Recreation Center. Make improvements and consider expansion. ........... 37Goal 7: Sheridan Recreation Center. Continue to evaluate. .................................................... 37

Capital Project Goals ............................................................................................................ 38Goal 1: South Suburban Ice Arena. Completely refurbish or build a new arena. ................... 38Goal 2: South Suburban Golf Course Clubhouse. Fully renovate and expand or

rebuild the Clubhouse. .......................................................................................................... 39Goal 3: A new Field House: Build a field house to accommodate increased

participation in youth and adult sports. ................................................................................. 39Communications & Marketing Subcommittee ......................................................................... 41

Introduction ............................................................................................................................. 41Summary of key findings and recommendations .................................................................... 41Goal 1: Improve/modify existing communication materials and social media

activities. ............................................................................................................................... 42Goal 2: Align communication spending priorities with the needs, wants and usage

patterns of each target audience. ........................................................................................... 43Goal 3: Develop long-term communication strategies to broaden awareness and reach

in light of ever-shifting demographics. ................................................................................. 43Goal 4: Develop an overall branding strategy and implement across all departments. ........... 45

Finance & Strategic Plan Subcommittee .................................................................................. 47Introduction ............................................................................................................................. 47Vision ...................................................................................................................................... 47Goal 1: Current funding for the District is inadequate to maintain a high level of

quality service and additional funding must be secured. ...................................................... 47Goal 2: Expand diversification of funding sources. ................................................................ 48Goal 3: Expand upon the current development of an automated, structured, well-

documented and managed preventative maintenance program for all District owned and leased assets. .................................................................................................................. 49

Goal 4: A “Silver Medal” volunteer program should be developed to supplement and support District initiatives. .................................................................................................... 49

Appendices ....................................................................................................................... 51Appendix 1:Trail Maintenance Review .................................................................................... 53Appendix 2: Trail Recommendations, by Region .................................................................... 87

Western region: West of Santa Fe Drive .............................................................................. 87Vision ...................................................................................................................................... 87Goal 1: Addressing connectivity and raising user awareness of accessibility. ........................ 87Goal 2: Utilize local business hubs to improve trail use and recreational access. ................... 88Goal 3: Regular and helpful instruction on trail etiquette and regulation. .............................. 89

Eastern region: Lone Tree/Acres Green ............................................................................... 89Maintenance ............................................................................................................................ 89Enhancements .......................................................................................................................... 91

See Part 1 for themain section through Appendix 2.


Central region ....................................................................................................................... 92Lee Gulch Trail — Mary Carter Greenway to County Line Road .......................................... 92High Line Canal — West County Line Road to Goodson Center ........................................... 94Dry Creek and north to East Orchard Road ............................................................................. 95Railroad Spur/Mineral Avenue Trail — Light Rail Station at Aspen Grove to S.

Broadway .............................................................................................................................. 95Appendix 3: Trails and Parks, Central Region. Potential Loop Trails and Add-Ons. .............. 97Appendix 4: Playgrounds Renovation Schedule and Specific Park Recommendations ........ 155

Five-year goals ...................................................................................................................... 155Rotation 2015 ........................................................................................................................ 155Rotation 2020 ........................................................................................................................ 155Rotation 2025 ........................................................................................................................ 156Rotation 2030 ........................................................................................................................ 156Rotation 2035 ........................................................................................................................ 156Improvement goals, by year .................................................................................................. 1572015 ....................................................................................................................................... 1572016 ....................................................................................................................................... 1582017 ....................................................................................................................................... 1582018 ....................................................................................................................................... 1582019 ....................................................................................................................................... 159

Appendix 5: Review of Communication and Marketing Materials ....................................... 161Overview ............................................................................................................................ 161South Suburban Connection ............................................................................................... 161Lone Tree Connection ........................................................................................................ 162Adult Connection ................................................................................................................ 163Fliers ................................................................................................................................... 163Enewsletters ....................................................................................................................... 164Websites Review ................................................................................................................ 165

www.sspr.org......................................................................................................................... 165Social Media ....................................................................................................................... 166

Appendix 6: Communication & Marketing Trends, National and Local. Learning Education Resources (LERN) 2013 Conference Highlights .................................................................. 167

Overall Trends .................................................................................................................... 167Increasing staff productivity .................................................................................................. 168Streamlining brochure production ......................................................................................... 169Email marketing success ....................................................................................................... 169Geek Squad ........................................................................................................................... 170How content marketing killed Don Draper ........................................................................... 170Marketing to diverse audiences ............................................................................................. 170

Appendix 7: Gold Medal Citizens Committee Charge ........................................................... 175Appendix 8: District Overview............................................................................................... 177

Our mission ........................................................................................................................... 177Amenities .............................................................................................................................. 177

Appendix 9: District Map ....................................................................................................... 179

May 2014 SSPR



Appendix 3: Trails and Parks, Central Region. Potential Loop Trails and Add-Ons.

May 2014 SSPR



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Appendix 4: Playgrounds Renovation Schedule and Specific Park

Recommendations

Five-year goals

Rotation 2015 Arapaho Centennial Ridge Cornerstone deKoevend Tot Lot Hamlet Harlow Hunters Hill Ida Little’s Creek Lonesome Pine Palos Verdes Tot Lot Promise Sheridan Community Park Sterne Writers Vista

Rotation 2020 Abbott Bobcat Charley Emley Cherry Knolls Cherry Elati Foxhill Harmony Heritage Village Kline Homestead Powers Southbridge

May 2014 SSPR

Rotation 2025 Altair Berry Carriage Club Estates Columbine Manor Fairways at Lone Tree Foxridge Linksview Little Dry Creek Milliken Puma Sweetwater TrailMark

Rotation 2030 Clarkson deKoevend Gallup LaQuinta Medema Nesbitt Palos Verdes Progress Walnut Hills

Rotation 2035 Barnes Chase Cornerstone Ball Field East Elementary Goodson Recreation Center Lone Tree Elementary Lone Tree Tennis Center and Park at Lone Tree Golf Club Persinger Prairie Sky Sunset Willow Creek


Improvement goals, by year

2015 Hunters Hill This playground is already in the works to be remodeled. Matching funds have been secured.

Ida This playground has just a 2-5 year-old structure. A 5-12 year-olds structure is available at a school nearby, so this one won’t have to be expanded. This should be a lower cost of renovation.

Little’s Creek This playground is the oldest in the District, built in 1989. Right now, it has just a 5-12 year-old area. It should be expanded to include a 2-5 year-old structure. In addition, it needs to be ADA compliant. If funding is an issue, the Subcommittee suggests splitting improvements into 2 years: The District could upgrade the Park during the first year, and add the 2-5 year-old structure during the following year.

Lonesome Pine This playground is the second oldest in the District, built in 1993. It should be expanded to include a 2-5 year-old structure, since the closest playground is located at a school. Matching funds should be sought through the City of Lone Tree.

Promise This is a pocket park located between apartment buildings. It has high usage. When renovated, this playground needs to be ADA compatible. For matching funds, check with the nearby apartment complexes.

Sterne This playground is way past a functional stage. The park has a rentable shelter, thus making it a destination park as well as a neighborhood park. It hasn’t reached the non-compliance point, but safety of the aging wooden train is an issue. The aging wooden train is a wonderful feature! It would be advantageous for SSPR to look for someone who would restore the wooden train to its glory days.

Writer’s Vista This playground is nearing becoming non-complaint due to wear and tear. This has a rentable shelter and should be created to be a destination park able to serve large crowds. The location near C-470 & Santa Fe should be a draw for non-District residents. The houses are a fair distance away and it should not cause any issues or complaints from them. This playground needs to be fully renovated and include a 2-5 year-old area as well. The shelter should be expanded to hold larger groups.

May 2014 SSPR

2016 Arapaho This playground has a high usage and the equipment is slowly aging. When renovating this facility, it needs to be renovated with a shelter rental perspective in mind. Matching funds should be available through Arapahoe County Open Space.

Centennial Ridge This playground is in very good condition. However, it is way too small to serve the community. Playing there with 4 children, it was overcrowded. Centennial Ridge was given to SSPR from the developer of the homebuilder community. This playground should be expanded for the 5-12 year-old equipment. Also, this playground needs to be brought up to ADA standards. The City of Lone Tree and Douglas County should be contacted about matching funds.

Sheridan This playground is a destination park and has a rentable shelter. The entire area surrounding the playground has gone under extensive renovation. The playground should be renovated with the latest equipment to keep the 5-12 year-old crowd busy. Some features, like the biggo swings, need to be kept as they are in good condition.

2017 deKoevend Tot Lot This playground is suited for the 2-5 year-old age range. Given its proximity to the main deKoevend playground, it is slated from renovation in 2017. A themed play area would attract more usage. Also, this play area needs to be ADA compatible.

Hamlet This playground needs a full renovation to include both a 2-5 year-old structure and a 5-12 year-old structure.

Palos Verdes Tot Lot (improve or repurpose) This playground it targeted at 2- to 5- year-olds. Since there are 3 other playgrounds within a mile of the Palos Verdes Tot Lot, a strong recommendation for closure is made. This would be contingent on public input. This park is within a short walking distance of 3 other parks: Palos Verdes, Sunset, and Cherry. Another option is to reuse this space for pickleball.

2018 Harlow This playground is in good condition, but due to its high usage, it could age fast. This playground will probably need a partial renovation. Also, after this park is renovated, it could become another shelter rental area.


2019 Cornerstone This playground encompasses two playground areas (for 2-5 & 5-12 year-olds). Since they are close in proximity, they should be remodeled at back to back times. This is a destination park and the playground equipment should be consistent for the 2-5 and 5-12 year-old areas (same type of equipment).

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Appendix 5: Review of Communication and Marketing Materials

Overview The Gold Medal Communications & Marketing Subcommittee conducted a review of South Suburban’s existing materials and tools used to create awareness about the District and promote participation in activities. The Subcommittee found that the District is using a variety of methods to support this effort.

South Suburban Connection

Review Direct mail is the #1 way District residents prefer to receive information about South Suburban. Younger age groups rank direct mail somewhat lower than do older demographics, but all ages still want a South Suburban catalog sent to their home. (Source: 2013 Public Opinions Survey) The print catalog is the main tool for promoting awareness of classes and programs. It is the District’s only marketing tool that reaches every residence, and the majority of individuals who pay a portion of their property tax to support parks, trail and open space. The catalog also promotes awareness of the online registration option. Overall registration (online, phone, walk in) dramatically increases two times a year after the catalog is mailed. The print catalog contains a vast listing of information about classes, programs and events, mostly organized in alphabetical order. The cover is full color and the inside pages are newsprint. The District offers many interesting classes, and, over time, pages have been added to accommodate the growing number of offerings. The spring/summer catalog is typically 80 pages and the fall/winter catalog is 68 pages. Best practices recommended by Leading Education Resource Network (LERN) include mailing a 36 to 42 page catalog four times a year, plus doing a mailer to promote summer camps. LERN’s research shows that discontinuing the mailing of a print catalog can have devastating effects on registrations. LERN also identifies a trend with park and recreation agencies developing and testing digital flipbook versions of the catalog. A digital version can provide another option for the public to receive information, but it isn’t expected to replace mailing a print catalog in the near future. Primarily, this is because the mailed catalog reaches every home, while the digital version is opt-in.

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Recommendations It’s important to continue to produce a print catalog and directly mail it at least two times a year. It’s time for the catalog to get a facelift and maximize its potential:

Develop a look and messaging that represents the brand consistently.

Create a strategy to best present what residents expect from the District.

Use more promotional copy and provide selling points. Currently, most of the content is information about classes, rather than promoting benefits of classes and the District.

Reevaluate how the content is organized. There may be better ways than alphabetical order.

Take advantage of prime full-color covers to promote programs or events that have broader/longer-term/seasonal/ongoing appeal, rather than a one-day event or a program that has narrow focus.

Consider that placing “screens” behind type can make content hard to read.

Typefaces and font sizes should be used that can be read easily.

Add more photos to portray image and impact. Selection of photos needs to accommodate inside pages that are newsprint, which can make reproduction quality challenging.

Lone Tree Connection

Review This newsprint tabloid is a joint project between South Suburban and the City of Lone Tree. South Suburban handles the production and mails the publication two times a year to all homes in Lone Tree. The content is primarily focused on South Suburban activities happening in or near Lone Tree. The City’s recreational events and activities are also included, unless they are seen as competing with South Suburban activities, such Lone Tree Arts Center children’s theatre classes. Lone Tree Connection is mailed approximately 3-4 weeks after the South Suburban Connection. South Suburban pays for production and printing and the city pays for postage. Feedback from the Lone Tree City Manager indicated that the publication continues to be beneficial.

Recommendations Recommendations for South Suburban Connection also apply to Lone Tree Connection.


Adult Connection

Review Approximately 3,000 copies of this newsprint tabloid are available for pick up at South Suburban facilities and a few other locations, such as assisted living facilities and Littleton’s Bemis Library. The current content is predominantly targeted to non-working less active adults, who are much older than the age printed on the cover. Demographic trends indicate that people are working longer, even if just part-time, and are more active than previous generations. There is a need for activities emphasizing social and recreational aspects timed and geared for adults age 50 plus who still may be working, but want to develop and share interests with people who are primarily in the same age group with similar lifestyles. There could be less emphasis on sedentary activities, although the need for some these programs may still exist into the future.

Recommendations

Active Adults, 55–65 years old Identify or develop programs that meet the social and recreational needs of

moderately active, still partially working 55-65 year-olds.

Determine the best ways and frequency needed to expand distribution of information to this growing demographic.

Develop promotional materials that represent this demographic, showing more youthful, rather than older, adults; use active rather than passive photos and images.

Less Active Adults, 80-90 years old The relevance of Adult Connection with its current content may be declining as the

next generation comes of age.

Determine the effectiveness of Adult Connection in attracting an older, less active lifestyle for 80-90 year-olds.

Review distribution locations. Does distribution need to be expanded to reach this demographic?

Monitor remaining inventory after the publication is distributed. Is it being picked up?

Does registration spike after it is placed in facilities?

Fliers

Review There are numerous fliers, booklets, brochures, rack cards, etc. produced to promote the many classes and programs.

May 2014 SSPR

Fliers are mostly used to promote awareness to existing customers visiting District facilities. Sometimes fliers are distributed at events and through targeted locations, such as libraries. Most fliers seem to be geared toward kids, seniors and families. From looking at the fliers, it doesn’t appear that the young active single demographic are being targeted (weightlifting, cross fit, biking, competitions, etc.) Display racks and distribution points in facilities have many fliers in a variety of shapes and colors.

Recommendations A consistent look and high level messaging is needed that also ties in with other marketing efforts. Printing and design should reflect the quality of the District. Many good designs and nice graphics are used on the fliers, but the printing quality, especially of photos, is often poor.

Improve the printing quality.

Reduce the number of fonts used on a single flier.

Reduce the amount of information and use the flier as a selling tool and promote benefits. Use the back of fliers if more space is needed for details or refer people to the website.

Focus graphics and copy on the main target audience. For example, if trying to attract singles don’t also show photos of family and seniors.

Consider adding a code to each flier to make them easier to identify when reordering more copies.

Make it easy to identify programs of interest when looking at a large display of different fliers in a facility, such as a recreation center. Maybe all the fliers for a program area could be in one color and grouped together rather than individually intermixed with fliers from other programs. Be green and save paper when possible. Monitor the number of copies printed versus the number of fliers picked up.

Enewsletters

Review There are several enewsletters, with most being sent monthly. The enewsletters are primarily sent through opt-in databases. This means that the public can subscribe to receive information about specific interest area, such as Goodson Recreation Center, golf, South Platte Park/Nature Center and Family Sports Center. There also is an enewsletter called Staffer than is sent monthly to District employees. Currently, most people learn about the enewsletters by visiting the District’s website.


Recommendations The Subcommittee strongly supports using enewsletters for providing timely reminders and to promote sales. The enewsletters can be used to inform people about things to do that they have expressed an interest about. Enewsletters don’t have to have feature articles, but could, if articles test well. A consistent look or perhaps a template is needed so enewsletters are branded consistently. Strategies should be developed to create awareness of enewsletters and encourage people to sign up for them.

Websites Review

www.sspr.org The main South Suburban website hosts a variety of information with a focus on District parks, trails, open space, facilities and classes and programs. It also provides opportunities for public comment and questions, online tee times, park shelter rentals and class registration. On a monthly basis, 42,000 unique individuals visit the website. Around 25% of class registrations are processed online. The site design includes space for rotating photos on main pages, such as the home page.

Recommendations The entire website should be consistent with the District’s overall branding strategy. The website, catalog and other marketing tools all need to tie together, not just in how they look, but in the messaging and benefits presented from a customer’s point of view. The website needs to be engaging and have a lively, active feel to it. When a first time visitor clicks on the home page, visitors should immediately “get who we are” and be excited about possibilities. That feeling should be continued throughout the site, including sections such as Golf and Sports Standings. Currently, the home page has a feeling of being a list of things. Easy, intuitive navigation is important. For example, make it easy to find:

Classes — it can be hard to find classes if the exact name isn’t known. Fewer clicks are needed. Avoid the use of placeholders, i. e. clicking on xyz program, then clicking of xyz class and then finding that there are no classes offered at this time. Searching by season could be helpful. “Rec and Rock” is hard to find.

Weather Hotline — sports participants need to find this information quickly.

Phone numbers — Contact Us page needs phone numbers.

Facility features — pool hours, schedules, length of classes, ADA accessibility

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Maps — a web app could help people navigate from where they are to nearby trails.

Social media links — home page would be good placements for icons.

Reciprocal links — expand awareness of the District by adding links to associated organizations and asking them to do the same; i.e. sports teams, South Metro Realtors Assoc., cities.

Digital catalog — post a digital flipbook version of the current catalog, rather than a PDF.

Short term, there are quick improvements that can made to the website. Long term, plans should begin for a redesign that appeals to all demographics, has navigation that is simple to understand and use, and presents the brand strategy.

Social Media

Review The District has a number of Facebook pages and several other social media tools such as Twitter, Pinterest and Google Plus. A number of staff from various departments serve as Facebook administrators. A social media specialist was recently hired to consolidate some of the existing Facebook sites and develop and implement an overall social media strategy for the District. Goals include increasing public engagement and improving the District’s Internet page rank, thus making it easier for the public to find South Suburban. The specialist also is responsible for monitoring and interacting with review sites, such as Yelp, for reputation management. Training is being conducted to help Facebook administrators be more effective in their posts. A new Facebook page was recently launched that has a greater parks, trails and open space slant to it.

Recommendations Use best practices for regulating all the sites and keeping content current and relevant. Review content and test for what works best.


Appendix 6: Communication & Marketing Trends, National and Local.

Learning Education Resources (LERN) 2013 Conference Highlights

Overall Trends The need to increase productivity and streamline operations. Remove barriers for

those generating sales. Moving toward centralization of certain functions within departments and within organizations. Everyone doesn’t need to do everything.

Massive demographic shifts with people moving from the suburbs to the cities. Who will be living in the suburbs — less wealth, much older, more immigrants. Gen Y, the largest generation ever and is moving where they don’t need a car. Gen Y is currently 12–33 years old. Boomers are just now starting to leave the suburbs for the same reasons. New people moving into the suburbs are trending to be less wealthy. Rentals units in the suburbs are increasing, while shortages are occurring in cities. Few are planning programming to meet this challenge of a new economic reality.

End of the auto age and rise of the shared economy. Gen Y is driving 37% less. People 55 plus are the ones buying new cars, but after age 65 they drive less.

Gen Y is not buying cars, they want connected neighborhoods, shared cars, light rail, schools and shopping that they can walk to, shared bikes, less consumption and they love to learn. They feel their kids are safer if they don’t have to be in a car. Light rail is 8 times safer than cars.

Gen Y is not buying lawnmowers or boats and may not be buying as many houses. They are more apt to be college educated and want lifelong learning opportunities. (This is good if Gen Y lives in your community.) Gen Y likes gaming: Is there a program that involves online gaming?

Class locations will move closer to light rails and train stations. No light rail, no truly connected high-density neighborhoods for Gen Y … results in smaller programming in the future and reaches a different demographic.

Some programs are already targeting light rail stations for advertising to reach college educated Gen Y.

A community’s prosperity will be measured by the percentage of college degrees.

Gen Y has been very engaged in volunteerism for the past 10 years, and it continues to be a strong trend. Corporations are creating donation programs to attract Gen Y customers.

May 2014 SSPR

Consumers are taking control of messaging. Caller ID, DVRs, not answering their phones, Sirius radio, blocking Internet popups. Opting to get information rather than being interrupted by it.

Importance of social engagement. Active social media makes sure you can be found on the Internet.

Importance of the print catalog. Everyone has the goal of streamlining production. Fewer pages, better content, more frequent distribution. Those doing it well are getting the catalog input, proofed, printed and in the mail in six weeks.

Digital Catalogs. Everyone is interested. Few are doing it yet. Provides an opportunity to track what people read, watch, listen to. Color photos, sight, sound, and click through to register. A richer experience than what most can afford to print and mail. Won’t replace print for quite a while.

Marketing needs a multiple strategy approach: print brochure, email, website, social media and an X factor — optional fifth strategy depending upon audience and subject matter. More programs are adopting this combination, with more success.

Data analysis will become a greater part of professional staff’s daily lives especially for programming, finance and marketing.

For profits are becoming competition. For profits understand that the Information Age means making money on information. The relationship between for profits and community programs is changing.

Converting office workers to teleworkers can boost productivity 25 percent overnight. There still appears to be little movement on increasing telecommuting in community education and in the leisure programming field.

Increasing staff productivity Centralize operations for reports, data and tracking. Each department should have a staff member assigned for marketing who represents their unit and works directly with the marketing (Communications) department. Everyone shouldn’t “run” to Marketing, write class descriptions, run reports. Reduce meetings to 10% or less of the time. Use meetings for solving problems and planning; use other methods for reporting, such as electronic reporting. Catalogs should not take longer than 6 weeks to produce from the time of input to on the street. Centralize data in, data out, create a template to flow data in. Have one proof and go to print. No one can afford to take 6 months to produce a catalog, especially given that more catalogs are needed to increase frequency and relevancy of information. The catalog is a customer service tool designed to drive people to the website for details and purchase.


Every year, at least one new revenue stream needs to be developed that can generate 5% of the operating budget within three years. Before an idea is accepted, the initiator should prove who will buy it. Marketing should spend its time on where there are 50 people, not 5.

Streamlining brochure production The printed catalog is still the biggest boost for moving people to register. If you reduce the number of catalogs, you reduce the number of registrations. Catalogs and website need to work together. Online registrations should be at no less than 50%. The trend is to move away from mass mailing and toward targeted mailing. Park and recreation agencies should mail seasonal catalogs; 4 seasons and 1 for summer camps. Use an extract tool to pull data from server and download into print template. Stop inputting for web and then inputting for print. One database for information.

Email marketing success Seven years ago most people were not including email as part of their marketing mix. Today, email is considered the Holy Grail in marketing. There needs to be a strategy to capture email addresses at every point of contact with the public/customers. Don’t ask people to sign up for email, ask them to subscribe to “catchy name” because it will help them with “xyz.” Most people do not unsubscribe to email; it is easier to delete. But for every 1 person who unsubscribes there are 10 who mark your email as junk. As long as your subscriber rate is growing, you’re generally okay. 50% of your email list will be really active, but still they will only open 1 in 3 emails from a company. A strategy is needed about content to keep people up to date, knowing that everybody isn’t opening everything you send. If your open rate is 30%, you have a different 30% opening your emails for every three you send. 24% of an email list will be “nappers” and 26% will be dormant. There should be a strategy to incentivize the dormant group to re-engage them. Big business segments their email lists; most others don’t, but should. Segmentation means sorting email lists into different categories, such as current customers and those that have lapsed. Different messages and strategies can be used if the lists are sorted by certain characteristics. Segmented lists gets 50% more clicks. Email should be used to sell best sellers, rather than to push low performers. Otherwise, people will think of your content as junk. Don’t buy email lists. Instead, work through associations, trade groups, media, chambers, targeted bloggers two to three times a year to get their members to subscribe to our lists.

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If someone clicks on an email link about a class or program, send them a follow up email within 24 hours about that specific course/topic. Use quick A/B testing to determine best subject lines, etc. before sending to a large list. Testing will increase the open rate by 15-20%.

Geek Squad Does anyone still use business cards? Do you still list your fax number? Your landline? Youngsters don’t know how to use the big blue mailbox at the corner. Does anyone remember dialing 411 to get information? How do you get your information now — the INTERNET. Uber cars; Air B & B … the biggest trend is toward marketing excess capacity. This session was filled with funny graphic examples of how the times have changed. The head of Geek Squad was the presenter. He used his phone as the remote control for the presentation.

How content marketing killed Don Draper Interruptive marketing was how Don Draper did things. Who watches TV ads now? People save shows to watch when they are ready. Newspaper readership continues to drop. The consumer has taken control and rejects being interrupted without their permission. Everybody talks about big data, but few are acting on it. People are tactic happy. People love how and what and avoid who and where. Just because you can do everything doesn’t mean you should … or can afford to (staff/money). Do a content audit and repurpose for earned media: people talking about us; people talking our stuff. Increases trust, increases page rank on Internet — makes it easy to be found when people are ready to buy. The biggest competition is time and attention. Coke isn’t worried about Pepsi, they are worried about where their customers are. Who are you targeting, and what story will differentiate you? Who are your customers, and where are they? The front line is now the Internet. Click thru rate is where it’s at; share rate is even better. Assume that your professional and your personal life will merge online regardless of the care you take to avoid this.

Marketing to diverse audiences There is a psychology of marketing to those with less wealth and a psychology of marketing to the wealthy. Most people develop marketing from a middle class perspective, and therein lies the problem. With less income, people are less trusting of anyone outside their circle. Free summer camps may be hard to sell, until you get someone like the school secretary or the janitor to talk to kids they know need help.


Schools’ secretaries are vital connections to court; bring donuts. Case study: free program didn’t fill until the school secretary was asked to help — then it filled within three hours. Send different messages/fliers for same program to local social service agencies, doctors, and school contacts with an angle of how the program can help their clients. This message may be quite different than what is sent to potential customers. Don’t say the program is funded by a grant; creates distrust. Better to find a way to pay for the instructor, offer the program for less and use your “network” to promote it. Food brings people in. Offer last minute registration around pay day times. Offer to break the fee into payments. When you get a little money you spend it quickly on something that other people have. For scholarships and ID cards, people may not have the paperwork needed such as birth certificates or copies of leases. To get this paperwork costs a day off from work and money. How can people qualify without it — show proof of school lunch subsidy, food stamp card, etc. Tell people who they can talk to for assistance, rather than tell them to fill out a form. “Assistance may be available, talk to Eddie.” Test black and white fliers. Colored paper is okay, but full color glossy looks expensive. Use photos that reflect who is really there. Test printing one side in English and other side in another language. People are more comfortable reading in their native language. Facility fliers are just pieces of paper; need to go door to door and use a network. Find a recognized local leader or “star” who will agree to using their name associated with the flier/program and even agree to be at the event. Use soft sell techniques “Did you hear about.” Walk door to door to build trust. Price higher in high income areas, lower in low income areas and let anyone attend at either location. No income verification. At senior meals, tell them about other programs. Is Creativity Lab flier full-color glossy (?); pulls well with day care centers outside of Sheridan. People with wealth want exclusivity — the exact opposite of what public programs promote. Public programs and recreation need to recognize this and use the language of the wealthy. We offer “memberships.” “Our programs will help your child get into xyz.” “Limited seats available.” Recognize their importance to the community. It is their program, their club. Find a well-known “celebrity” or influencer who will lend their photo or testimonial. Use full color glossy publications and color photos on fliers. High-end paper. Email must be optimized. Use celebrity and influencers’ social networks to get the word out. When LA needed to temporarily close down the freeway they had Ashton Kutcher and Kim Kardashian tweet their fans. Lone Tree Connection is newsprint and uses black and white photos.

May 2014 SSPR

In-Bound marketing Build relationships with people before you ever ask them to buy. In-bound marketing is content marketing. People don’t want to talk to someone until they are ready to buy. You used to buy a car from a person, now you do all the research on the Internet and show up at the dealership to purchase and probably already know if they have the exact make and model on their lot.

Traditional marketing playbook — print, TV, radio, PR, event, direct mail, open houses (expensive, hard to track, results are dropping);

86% skip TV ads; 44% don’t open direct mail; 200 million people say “Do not call”; and

New marketing playbook — Search Engine Optimization (SEO), social media, blogging, email, lead nurturing, Customer Relationship Management (CRM), website landing pages, video, marketing automation, marketing analytics.

Use language that matters to the individual, only show them what they are interested in. You do this by tracking and analytics. Create content with keywords that are targeted to who you want to bring in. 71% of prospects will get their information from the Internet. In-bound marketing favors brains over budgets. 89% of companies are increasing budgets for in-bound marketing. Business to business companies are way ahead. Business-to-customer companies are just starting. 60% of organic clicks (Google searches) go to the top 3 listings that get displayed. The hardest thing to do is convince leadership to accept in-bound marketing strategies. Only 6% go directly to a website ready to purchase; they need information and trust before they commit to purchase. Website needs to make it easy for customer to know what to do there. On mobile devices if people need to “pinch” or scroll side to side you need to change the format. “Responsive design” is needed so info opens correctly on any kind of device. Automatically reformats the info to the device that it is being opened on.

The changing focus of community programming 100 years ago the school was the center of everyone’s life. The community owned the school and there was no separation. The school house looked like clapboard homes in the community. As we moved from an agrarian to an industrialized society, schools changed. They modeled after factories and were built with bricks. Chairs were nailed to the floor, students came to school in shifts, structure became the norm, bells were used to start and stop classes. Schools were preparing workers for factories. Moving to the city meant a better life. Locally controlled schools moved to a more corporate model with boards of directors. The new model needs to think in terms of first serving people rather than products. People who have participated in community education/recreation programs are 9% more likely to support leadership of those programs and 15% more like to be positive about financial management of the agency. They are three times more likely to be strongly


supportive. Among those 65 years old and older, the majority will support the agency if they have previously participated in your programs. Need to promote your hidden assets to gain support for the future: generate awareness about saving employers money by reducing health care costs, show how engaging people in activities helps them take on leadership roles and get involved in civic affairs, use economic impact studies, show how we create jobs (summer camps), better trail systems lower obesity, etc. It’s important to use printed and electronic graphics, flipcharts, etc. to educate stakeholders, create easy understanding and ensure support.

Digital catalogs Digital catalogs increase registrations, but are not a substitute for print catalogs at this time. They are an adjunct to print. LERN offers a free software package, but it uses old Flash technology — won’t work on a tablet and won’t allow video. They are upgrading the software, but it isn’t what SSPR needs at this point. Need to use a different software product and then enjoy benefits of tracking who clicks on what. Use analytics to modify future editions. Use print catalog to promote a more rich experience using digital version. This session was packed with people ready or at least curious about digital catalogs, but few are doing it yet.

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Appendix 7: Gold Medal Citizens Committee Charge

1. Review and update the Gold Medal long-range plan as needed. 2. Identify the need, if any, for additional parks and/or open space acquisitions and/or

improvements to the existing parks and open space. 3. Identify the need for any additional recreation facilities and/or improvements to

existing facilities. 4. Review current recreation and program offerings, and make suggestions for

additions, changes, or elimination of programs. 5. Review current fees and charges policy, including non-resident rates, and make

recommendations. 6. Review the District trails system and make recommendations regarding new trails,

trail connectivity, and trail signage. 7. Review the recent recreation, parks, trails, and open space master plans adopted by

Lone Tree and Centennial to help identify District opportunities and the role the District should play in implementation. Also, review the City of Littleton’s comprehensive plan for similar reasons.

8. Review the District marketing efforts and make recommendations regarding effectiveness.

9. Review the District’s finances and make recommendations regarding appropriate funding levels for operations and maintenance, future bonding needs and capacities, and possibly a mill levy increase. Appendix 8: District Overview

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Appendix 8: District Overview

The District currently serves nearly 140,000 residents. The 41-square-mile District includes: Bow Mar, Columbine Valley, Littleton, Sheridan, Centennial and Lone Tree west of I-25, and unincorporated portions of Douglas County, Jefferson County and Arapahoe County.

Our mission The mission of South Suburban Park and Recreation District is to foster healthy living through stewardship of the environment, parks, trails, and open space and by providing recreational services and programs.

Amenities Amenities include

more than 3,800 acres of developed and open space park land at over 100 locations (including the 880-acre South Platte Park);

60 playgrounds;

80 miles of trails;

educational nature center;

4 full-service recreation centers, 3 with indoor pools;

4 outdoor pools;

1 entertainment center;

2 adventure mini golf complexes with a total of three 18-hole courses;

2 ice arenas with two sheets of ice each; two in-line hockey rinks;

2 skate parks,

sports dome with artificial turf;

a batting cage facility;

an outdoor BMX cycling track;

107 multi-purpose athletic fields;

100 baseball/softball fields;

56 tennis courts (six indoor); and

4 golf courses. The District also offers a wide variety of cultural, fitness, sports and recreational programs, classes, and activities for infants, toddlers, teens and adults.

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Appendix 9: District Map

http://ssprd.org/Parks/District-Maps

http://ssprd.org/Parks/District-Maps

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