Draft Master Plan Appendices - Administration Home - El Paso County


Draft Master Plan Appendices - Administration Home - El Paso County

• Complete capital campaigns for the Pineries Open Space, Rainbow Falls Recreation Area, andFountain Creek Nature Center Expansion, and implement improvements as funds becomeavailable.• Secure a site, develop a master plan, secure funding, and construct Falcon Regional Park.• Partner with other entities to develop and implement a Regional Trails Plan as part of a multimodaltransportation network.• Partner with local non-profit organizations and other entities to provide social and recreationalservices for eastern El Paso County residents at the County Fairgrounds and complete neededfacility upgrades to accommodate the expanded services.• Expand recreation and education opportunities and programs that build upon the area’s naturaland cultural resources and agricultural heritage.• Continue the partnership with the U.S. Department of Veterans Affairs to construct theSouthern Colorado Veterans Cemetery in El Paso County.• Continue to explore the development of an Off-Highway Vehicle Park that may includepartnerships with interested stakeholders.• Promote collaborative efforts to expand public open space opportunities in El Paso CountySTRATEGY: Promote the region’s natural beauty and community of neighborhoods.Objective: Encourage master plans to include the protection of scenic corridors.STRATEGY: Expand tourism opportunitiesObjectives:• Leverage the County Fairgrounds as a regional events center and / or community center.• Partner with non-profit organizations in the development of new event opportunities, such asan annual Heritage Festival, to celebrate our region's diverse cultural heritage, arts, foods andmusic• Pursue grant opportunities to promote our region’s heritage, wildlife, and other tourism events.• Promote the use of County facilities, in collaboration with local non-profit organizations, forstate, regional and national eventsSTRATEGY: Protect environmental quality including air, land, and water.Objectives:• Expand the El Paso County Umbrella Wetland Bank by identifying potential sites, and collaboratewith respective entities to secure the needed funding.• Explore the completion of Phase II of the Groundwater Quality Study, continuing thecollaborative process and building on Phase 1 recommendations.• Protect drinking water by completing regular sanitary surveys of public drinking water systems,assuring that public drinking water systems are in compliance with sampling plans, andsupporting source-water protection planning.• Develop a County Plan that includes economic, social, environmental, and recyclingcomponents.• Reinstate the following environmental public health programs to be outcome based: air quality,meth laboratory cleanup, public pools, and spas.• Expand the community cleanup efforts along County roads and right-of-ways.i.2 El Paso County, Colorado | Parks Master Plan

• Develop a forest health initiative that provides technical assistance for the preservation of forestecology and wildfire managementMajor Transportation Corridors Plan (2013): The 2040 Major Transportation Corridors Plan (MTCP) isthe long-range transportation plan for the unincorporated areas of El Paso County. The MTCP identifiesroadway capacity needs (e.g., new roads, roadway widening, and extensions) through the year 2040 andincludes 2020 and 2030 interim phasing plans. The MTCP will provide for the coordinatedimplementation of capital and service improvements to meet future challenges as the County grows.The priorities and values of residents that were expressed during development of the plan establishedthe direction for the MTCP goals and policies. As a result, priority statements addressing alternativetravel modes (bicycle, pedestrian, transit, etc.) as well as environmental compatibility have beenintegrated into the plan for each corridor as appropriate. Roadway plans for improvements identified inthe MTCP will include accommodation for trails and on-street bicycle lanes where appropriate, and willbe coordinated with trails and bike paths identified in the County Parks’ updated Master Plan. The MTCPalso includes a priority statement that recommends the following:• The transportation system should fit in with its surrounding natural and built environments.• Transportation improvements should reflect the rural character of existing communities byenhancing walk, bike, and horse modes and applying context sensitive solutions for roadwaycapacity.• New developments should accommodate bicycle, walking, and transit needs as appropriate.• Infrastructure improvements should be made to the roadway system to enhance the economicvitality of the County while being sensitive to environmental and neighborhood concerns.El Paso County Policy Plan (1998): El Paso County has developed a county-wide policy plan to guide landuse and other decisions for the next 20 years. Of particular importance are the goals and objectivespertaining to small area planning areas and parks and open space. A selection of some of the PolicyPlan’s goals and policies that related to parks, trails, and open space appear below:Policy 8.1.3Prioritize acquisition and development of new parks, trails and open space in a manner whichenhances the value of the overall system.Policy 8.1.4Promote balanced multiple use of park, trails and open space resources in a manner which doesnot detract from their natural quality.Policy 8.1.5Comprehensively identify the most significant natural features in the County and developoptions for their protection.Policy 8.1.6Encourage preservation of all ecosystems represented in El Paso County.Goal 8.2 Promote comprehensive coordinated planning for parks, trails and open space in theCounty.Appendix I: Related Plans i. 3

Policy 8.3.1Encourage development plans which appropriately incorporate parks, trails, and open space intotheir design.Policy 8.3.2Accommodate innovative approaches for the provision and maintenance of viable parks, trails,and open space resources through the development review process.Policy 8.3.3Address protection of significant natural features beginning with the initial stages of thedevelopment review process.Goal 8.4 Provide for community and neighborhood parks, local trails, and recreational facilitiesin developed unincorporated areas.Policy 8.4.1Support planning for the incorporation of parks, trails, and recreational facilities in higherdensity residential subdivisions.Policy 8.4.2Encourage existing viable special districts to assume responsibility for parks, trails, andrecreation functions where applicable.Policy 8.4.3Support the formation of new special districts to address the planning, development andmaintenance of community parks, neighborhood parks, recreational facilities, local trails, andcommunity centers.Policy 8.4.4In the acquisition, development and design of community and neighborhood parks, recreation,trails and open space facilities, provide a balance among varying factors including demands foractive and passive open space, accessibility, safety, maintenance, optimal use, special needs,conservation and economics.Goal 8.5 Encourage the use of a combination of all private and public options available for theeffective provision and maintenance of parks, trails and open space.Policy 8.5.3Support parks, trails, and open space partnerships with municipalities, the educationalcommunity, and other public and private entities.Policy 8.5.4Integrate parks, trails, and open space into major infrastructure projects such as roadways,drainage improvements, reservoirs, and utility corridors.i.4 El Paso County, Colorado | Parks Master Plan

Policy 8.5.5Encourage private property owners to enhance the open space value of their property throughthe voluntary use of conservation easements and management techniques which areenvironmentally sensible.Policy 8.5.6Upon completion of a County Open Space Master Plan, encourage the county to take an activerole in fulfilling the goals of that plan through open space advocacy and management.El Paso County Small Area Plans: The County Planning Department has divided the unincorporatedcounty into planning sub-areas which are generally defined by geographic and/or demographiccharacteristics. These areas are encouraged to develop Small Area Plans that should be consistent withthe County Master Plan while providing guidance for future land use specific to each sub-area. To date,eleven Small Area Plans have been produced. Small Area Plans have yet to be developed for substantialareas of the County including the eastern portion.Some of the existing Small Area Plans address regional needs for parks, trails and open space withintheir area. Generally, all Plans acknowledge the need for these amenities to promote a desirable qualityof life within the community. Open space is mentioned as being both part of individual developmentsand a larger, regional system. The following discussion focuses on those aspects of the plans thataddress regional parks, trails and open space.Black Forest Preservation Plan (1987)Facts:• Boundaries: Highway 83 to west, county line to the north, Elbert and Eastonville roads on east,Colorado Springs city limits on south with two cooperative planning areas (1 west of 83 and onenorth of Woodmen road).• Centered on the Platte-Arkansas Divide. The high point is 7,684 feet, 1,600 feet higher thanColorado Springs. The area includes Table Rock.• The planning area includes some commercially recoverable gravel aggregate in the vicinity ofVollmer and Woodmen Roads.• Characteristics of ponderosa pine: tolerant of drought, temperature extremes and gravelly soils.Soil conditions and winds determine micro-locations. Most areas have been logged a minimumof 3 times since 1860 and therefore most trees are younger than 100 years. Ponderosa issusceptible to wildfire, mountain pine beetle and dwarf mistletoe.• Groundwater recharge is an issue in this area. Since this area is the headwaters for most of thecreeks flowing both north and south, development decisions in the planning are will have asubstantial impact on downstream/gradient uses.Goals and Policies:• Retain Black Forest as rural-residential with limited commercial and industrial development.• Preserve open space as a means of retaining natural features and the separate identity of theplanning area.• Encourage agricultural operations by supporting clustered development alternatives whichresult in creation of permanently dedicated and maintained open space.• Discourage the subdivision of the northern grassland and the northeastern planning unit.Appendix I: Related Plans i. 5

• Collaborate with the County Parks Department to identify specific open space corridors that arepublically accessible.• Work with the City of Colorado Springs to develop buffer zones where no development mayoccur.• Discourage the use of off road vehicles because of fugitive dust problems.• Integrate drainageways into open space system.• Encourage large developments to provide and maintain useable and interconnected open space.• Provide sufficient accessible active recreation facilities.Falcon-Peyton Small Area Master Plan (2008)Facts:• This area includes some of the most rapidly developing land within El Paso County.• Nearly 58% of the land area is used for agriculture, down from 72% according to the 1993 plan;8.3% of the total land within this master planning area is vacant.• Over 28% of the land in this area is used for residential purposes.• Rattlesnake Butte, Fremont Fort, Table Rock, and Upper Black Squirrel Creek are naturalfeatures located in this area.• Residents have indicated a need for developed recreation facilities, not open space, because ofthe existing rural, open character of the area.• Homestead Regional Park is within the bounds of this planning area, which has recently beenprovided with a number of recreational and equestrian improvements.• Several subdivisions have identified acres for open space, parks, trails and recreation areas andgolf courses (Peyton Pines; Latigo Trails; Meridian Ranch).Goals and Policies:• Identify the major stream corridors within the planning area with opportunities for integrationas centerpieces for linear open space, park, recreation, trail and wildlife corridor uses inconjunction with surrounding development.• Encourage the incorporation of major floodplains into usable high quality open space by use ofprudent line setbacks, only limited use of filling and channelization, and integration of thesefeatures within development plans.• Further articulate and develop the major trail and bikeway network for the area in conjunctionwith development plans and through an update of County and regional planning efforts.• Encourage the acquisition of one or more additional regional park sites in area, in coordinationwith the County Parks Department and participating landowners.• Encourage the development of a sports fields complex in the area to serve local youth soccer,baseball, and other sports leagues. This need has been underserved in the past, and is likely togrow as the population grows.• Encourage the designation of conservation easements in the area with a preference for thoseparcels that have high natural systems and/or cultural heritage values.• Encourage opportunities for pedestrian linkages especially to connect residential areas toschools, shopping and significant trail corridors.i.6 El Paso County, Colorado | Parks Master Plan

Tri-Lakes Comprehensive Plan (1999)Facts:• Boundaries: county line on the north, Highway 83 to east, Pikes Peak National Forest on west,on the southeast by North Gate Road west to I-25, and the Air Force Academy on the southwest.Includes Palmer Lake and Monument.• County recreational facilities included in this area are the New Santa Fe Trail and Fox RunRegional Park• Groundwater recharge is an issue in this area. No well permits for withdrawal out of theDawson-Arkose aquifer without an augmentation plan or new wells must tap deeper aquifers.Goals and Policies:• The county should provide a system of appropriately located regional parks and trail systems toserve the area and other northern portions of the county.• Open space areas in new developments should be maintained by HOAs or special districts.• The purpose of open space: 1) include all areas which are environmentally fragile, uniquelandforms, groundwater recharge areas, and visually significant; 2) form a connecting naturalcorridor of green space for recreation and access purposes; 3) should be attractive nonmotorizedalternative mode of transportation that is convenient and visually attractive, andprovides a link to major destination points.• The area is divided into planning sub-areas, with development goals outlined for each of the 12plan areas (see the plan for detail). No areas are delineated specifically as parks, trails or openspace.Southwestern Area (Highway 115) Comprehensive Plan (1990)Facts:• There are no park or recreation facilities in the planning area. The closest is Fountain Creek Park.Recreational use in the area occurs on an ad hoc basis on large land holdings.• No public recreational access off Highway 115 exists.• Area is very rich in wildlife, with significant migratory corridors across 115 to Fort Carson. AikenCanyon, an open space area primarily owned by the State of Colorado, with a portion protectedunder a conservation easement held by the Nature Conservancy, is especially rich.Goals and Policies:• Encourage Highway 115 designation as a bike route which should tie in with the Santa Fe Trail.• A regional park should be planned in the area that should focus on natural, historic andundeveloped recreation and should provide for protection of riparian and wildlife migrationareas. Also should provide non-motorized access to federal lands to the west.• Encourage the use of covenants to protect open space, visual amenities and encourage nativelandscaping.South Central Planning Area (1988)Facts:• No existing parks in the planning region. The closest park is in Fountain.• Approximately half of the land in the planning area is State land.• CDOW manages Hanna Ranch Wildlife Management Area on Colorado Springs-owned land nearthe Nixon Power Plant.Appendix I: Related Plans i. 7

Goals and Policies:• Position statement: floodplains should be preserved as open space whenever possible. Openspace preservation should be encouraged in the floodplain, and appropriate parcels should beconsidered for eventual acquisition and development as park sites.Ute Pass Comprehensive Plan (1982)Facts:• The only parks in the area are in the Town of Green Mountain Falls.• Closest regional park is Bear Creek.• Citizens in the area have expressed a desire for developed parks, which are typically provided bysmaller towns and districts, rather than the county.• Mentions that a trail is proposed along Highway 24.Goals and Policies:• Recommends construction of a park at Ute Pass Elementary in the floodplain to link with theexisting park in Green Mountain Falls.• Encourage the provision of adequate open space for cluster developments and ensure itsdesignation as open space for perpetuity.• Seek open space easements to provide pedestrian, equestrian and bicycling opportunities withinthe Fountain Creek Floodplain.Ellicott Valley Comprehensive Plan (1989)Facts:• This plan anticipates that coordinated residential commercial and industrial development will bethe highest and best use of the resources of the valley.• No regional parks in the area, only one neighborhood park. The closest county parks areHomestead Regional Park and Fountain Creek Regional Park.Goals and Policies:• Upper Black Squirrel Creek could be considered for improvement as a streamside park.• 90% of privately owned land is used for agriculture and mostly grazing. 2% is irrigated farmland.85% of the planning area was unzoned when the plan was prepared, however zoning wasestablished in 1999.• Other than mentioning Black Squirrel Creek, no recommended future location for parks.• Recommends that future growth management plans consider immediate and long range parkneeds. Their relationship to overall county regional parks and open space system should beconsidered.Highway 94 Comprehensive Plan (1985)Goals and Policies:• Developers should provide parks and recreation opportunities.• Open space and recreation areas within new developments should be maintained byassociations or special districts.• County should develop a regional park within the planning area, perhaps around the JimmyCamp Creek area.• Retain and enhance the natural character of Corral Bluffs.• Shreiver (previously Falcon) Air Force Base may be a catalyst for growth.i.8 El Paso County, Colorado | Parks Master Plan

• Preserve and encourage agricultural uses. Protect floodplains.• Discourage development of the eastern portion of the planning area.Other Local GovernmentsCity of Colorado SpringsColorado Springs Parks, Recreation & Trails 2000-2010 Master Plan (2000): The City of Colorado Springsis in the process of updating the Parks, Recreation & Trails 2000-2010 Master Plan (the “Plan”) in 2013.The current Plan defines policies and projects for the period covered by the Plan, in order to provide abalanced system of conveniently located parks, interconnected urban trails, and multi-purposerecreational facilities. Because the Plan is currently being updated, a complete listing of the policies andobjectives have not been reproduced here. However, a listing of the current overarching goals from thatplan appears below:1. Provide for a wide range of opportunities for all citizens and visitors to Colorado Springs.2. Parks, recreational facilities, and trails should be equitably distributed throughout the City.3. Develop an adequate level of financing for trails, parks and recreation facilities.4. Develop the parks, recreation and trails system in an environmentally sensitive manner.The Plan also includes recommendations for preservation of natural areas, as well as recommendingspecific parks, trails, and recreational facility projects for implementation.Trails Open Space and Parks Program (TOPS): The City of Colorado Springs has also adopted a trails,open space, and parks program under Article 6 of Chapter 4 of the City Code. The TOPS programincludes the following objectives:A. To establish a trails, open space, and parks program to acquire real property in the City and ElPaso County by various types of transactions when determined by the City Council, actingpursuant to authority set forth in this article, to be necessary to preserve the area.B. To acquire water rights and water storage rights for use in preserving fragile ecosystems, naturalareas, scenic vistas and areas, fish and wildlife habitats and corridors, or important areas thatsupport biodiversity, natural resources and landmarks, and cultural, historical and archeologicalareas.C. To acquire mineral and fuel resource rights in order to protect the visual, geological andbiological surface features of open space lands and trails.D. To acquire rights of way and easements for access to open space lands and for trails and to buildand improve the accessways and trails.E. To acquire options related to these acquisitions.F. Conservation of new open space lands shall be related to resource management including, butnot limited to, water improvements (irrigation, domestic use and recreational use), preservationenhancements (fences, wetlands and wildlife habitat improvements), and passive recreationaluses, such as trail, trailhead parking and other access improvements, and restrooms.Appendix I: Related Plans i. 9

G. To manage, patrol, improve, and maintain all new open space lands and trails acquired withrevenues generated by a sales and use tax approved by the electorate pursuant to this article, inaccord with the purposes set forth in this article.The City is also preparing an update to their Bicycle and Urban Trails Plan in cooperation with the PikesPeak Area of Governments (PPACG) update to their Regional Non-motorized Transportation Plan.Master Plans: Some of the property owned by the City of Colorado Springs is managed for utilitypurposes by Colorado Springs Utilities, which has prepared a number of management plans for landsthat it controls. Among these plans is the Plan for Recreational Uses on Municipal Watershed Lands(2010), which encourages recreational uses that are compatible with watershed protection for over9,000 acres of watershed lands adjacent to Pikes Peak. Another management plan is the Clear SpringRanch Master Plan (2010), which describes the current uses, development constraints, and futuredevelopment plans for the 4,700-acre site. The property is split by I-25, with the eastern portioncontaining a well field, agricultural land and natural areas, and the western section housing the majorindustrial uses. Although owned by Colorado Springs Utilities, the site has become a public recreationalamenity and is managed by El Paso County Parks.City of Colorado Springs 2012 Strategic Plan: The Plan contains priorities for resource allocation, policyguidelines, and governance direction for the City. The Strategic Plan contains three components: theComprehensive Plan, the Five-Year Capital Improvement Plan, and the Strategic Prioritized Goals. One ofthe five Strategic Prioritized Goals of the strategic plan, Quality of Life, appears below, and includes anumber of objectives, assumptions, and strategies related to parks, trails, open space, and recreation:“Maximize resources that provide quality of life City services and programs, including adherence to theaforementioned City Services, Sustainable Growth and Economic Vitality Goals; enhancing conveniencesfor our citizens; preserving environmental resources including our natural landscape; and providing theart, cultural and recreational amenities befitting the size and geographic location of Colorado Springs”.City of Colorado Springs Comprehensive Plan: The Comprehensive Plan is included within the Code ofthe City of Colorado Springs, 2001 as amended, and provides an overall view of development. TheZoning and Subdivision Codes address standards and regulations for land use, subdivision, anddevelopment of property.Small Municipality PlansCity of FountainParks, Recreation, and Trails Plan (2003): This plan addresses classification standards to define site andprogramming requirements for parks, and to provide guidance in the development of a parkland systemthat offers consistent service to City residents. It also includes trail design guidelines and standards forprimarily recreational trails to link schools, public parks, recreational facilities and open space areas toother neighborhoods, work or shopping destinations. The plan also includes recommendations forimplementation of a new regional park, a multi-purpose recreation center, and funding strategies forimprovements.i.10 El Paso County, Colorado | Parks Master Plan

Town of Green Mountain FallsComprehensive Plan (2007): Green Mountain Falls is an incorporated town partially within El PasoCounty and partially in Teller County. The Comprehensive Plan for this community states that the town’sgreatest asset is the natural environment. “The Town and its citizens must strive to protect it and befully aware of the complex relationship between human activity and the surrounding land, water, andair.” The updated Plan identifies areas within the town designated as Parks or Open Space with theintent to preserve, enhance, and reinforce the quality of life. The plan includes the statement that Townresidents wish to preserve and maintain areas that have historic significance, environmental sensitivity,natural beauty, and cultural value. The following principles and policies relate to parks, open space, andpreservation of historic and cultural resources:PRINCIPLE: Ensure that park and recreational services are improved and expanded in relation topopulation growth, types of users, and user demand.• Require annexed lands to set aside land, or fees in lieu of land, for the development of parks,recreation, and open space.• Continue to support the park maintenance efforts of local volunteers and annual parkbeautification day.• Look to Great Outdoors Colorado for financial assistance for the purchase of playgroundequipment and other park amenities.PRINCIPLE: Identify and preserve Green Mountain Falls’ historic and cultural resources.• Work with local volunteers and the Office of Archaeology and Historic Preservation to inventorylocal resources that explain and teach us about Green Mountain Falls’ history.• Using the 1990 “Green Mountain Falls- the Gem of the Rockies Self Guided Historic Sites Tour”as a guide, work with local volunteers to install historic site markers throughout the community.• Investigate the creation of a national, state, or local historic district that will serve to preserveand enhance special areas of Town and further the Town’s ability to secure grant funds from theColorado Historical Society as well as tax incentives for preservation.PRINCIPLE: Protect the environmental quality of the Town.PRINCIPLE: Take all necessary measures to prevent the contamination of groundwater• Continue to ensure that the water quality of the creeks and Gazebo Lake are monitored byappropriate agencies and take any corrective actions as necessary.PRINCIPLE: Continue to enhance, protect and maintain Green Mountain Falls’s lakes and streams –Fountain Creek, Catamount Creek, Crystal Creek and Gazebo Lake.• Work with El Paso County and adjacent landowners to continue to develop pedestrian/bicycletrails that access these natural features.• Look to agencies such as Great Outdoors Colorado to assist with the funding necessary toimprove, preserve, and the creeks and particularly Gazebo LakePRINCIPLE: Quality of Life is a key component of economic sustainability.Appendix I: Related Plans i. 11

The following community amenities can serve to attract new residents and business ventures to locatein Green Mountain Falls.• Arts and Cultural Assets• Clean Air and Water• Recreational Resources• Natural Resources• Community Heritage• Climate• Cost of Living• Community Safety• Access to Medical Services, Employment Opportunities and Retail Establishments• Highly Rated SchoolsCity of Manitou SpringsThe City of Manitou Springs has prepared a number of plans and studies related to the preservation ofopen space and trails, as well as addressing preservation of the unique historic, cultural, andenvironmental attributes that are important to the community. The Open Space Plan (1997) includes astatement of purpose that explains the City’s intent to implement an open space program. Key aspectsof the open space plan include action items that will:• Develop criteria for selecting land in and around the city for designation as open space;• Develop priorities for acquiring land that meet the selected criteria; and• Develop acquisition strategies for the selected lands.The Open Space plan identifies areas where open space should be preserved, as well as trails throughthese areas. Designated open space areas were selected based upon a computerized model that utilizedthe City’s identified open space values, including:• Visual Sensitivity;• Vegetation Importance;• Wildlife Habitat Significance;• Terrain Considerations; and• Socio-cultural influences, such as importat places, buildings, or trails in the area.The City has also prepared the following plans addressing growth, preservation, stewardship, and landmanagement;− Vision Plan− Red Mountain Open Space Land Stewardship Plan− Soda Springs Park Master Plan− Incline Site Management Plan− Historic District Design Guidelines− Mineral Springs Study− Old Man’s Trail Reporti.12 El Paso County, Colorado | Parks Master Plan

Town of MonumentComprehensive Plan (2003): The Town of Monument Comprehensive Plan contains a number ofprinciples and policies related to providing parks, open space and trails for the Town’s residents. Theseinclude policies aimed at acquiring, developing, and maintaining parks and recreational facilities in theTown; using open space and trails to link the Town’s parks; providing a safe and interconnected systemof trails for non-motorized access to areas within the community; and preserving open space in itsnatural state or for agricultural operations.The Town has also adopted a Parks Trails, and Open Space Master Plan (2003), with the primary goalsbeing to expand recreational opportunities and provide an extensive trail system throughoutMonument. Methods to expand recreational opportunities include improvements to existingparks, development of new neighborhood parks, and extending school grounds into aneighborhood park.Town goals for future and existing trails include the following areas of focus:• Provide safety especially in school districts.• Develop multiple access points and trail linkages to the Santa Fe Trrail and other planned El PasoCounty regional trails.• Provide opportunities for pedestrian access within neighborhoods, schools, parks, open space,and regional trails.• Preserve land within the 100-year floodplain for wildlife habitat or other open space.• Build pedestrian bridges or underpasses for trails to cross I-25 to link the east and west sides ofthe Town of Monument.The plan also includes goals related to the protection of viewsheds:• To preserve and protect the view to the mountains, lower foothills, and plains.• To provide landscaping buffers between structures and natural landscapes.Other plans prepared by the Town that include recommendations related to trails or bike paths includethe Main Street Corridor Plan (2003) and the I-25 Pedestrian/Bicycle Crossing Plan (2003).Town of Palmer LakeComprehensive Plan (1983): The Town of Palmer Lake is in the process of updating its ComprehensivePlan in 2013. The previously adopted plan includes the following policies related to parks, recreation andopen space:• General performance standards related to open space designation and protection apply on thesubdivision level: in new developments, areas which exhibit environmental constraints shouldbe preserved as open space in perpetuity. Quantity is based on a sliding scale related to dwellingunits per acre.• The city is divided into 15 performance districts, each with its own set of performancestandards. Sundance Mountain: discourage growth, maintain natural character. Lake area: onlyrecreational or passive development allowed. Ben Lomond Mountain: discourage growth, butwhere it occurs, encourage clustering. Restrict most development in the Monument Creekfloodplain. Chataqua Mountain/Glen Park: residential clusters to preserve natural appearance.• Sliding scale open space requirement for all developments: 15-30 %.Appendix I: Related Plans i. 13

• Conservation areas were identified: Ben Lomond Mountain, Palmer Lake, Monument Creek,Sundance Mountain.• Plan recommends appointing an open space committee.Other Entities in the RegionPikes Peak Area Council of GovernmentsIn 2012, the Pikes Peak Area of Governments (PPACG) adopted the Moving Forward Update 2035Regional Transportation Plan. The plan includes a nearly $3 billion list of federal and state-fundedprojects as well as locally and privately funded projects planned for the Pikes Peak region. The planprovides a comprehensive plan for improvements to interstates and highways, primary and minorarterials, collectors, interchanges, intersections, and bridges – along with bike paths, walkways, transitcorridors, and specialized transit services within the region.In 2012 PPACG also adopted the Looking to our Future – Pikes Peak Region 2030, a document thatincludes regional strategies for achieving a sustainable future. The plan defines sustainability as: actingin a manner that improves our quality of life by balancing economic vitality, a healthy vibrantcommunity, and mindful stewardship of natural resources and the environment for current and futuregenerations. The document envisions people and organizations working together to develop a regional,multi-modal transportation system.PPACG is currently coordinating an update of the Regional Non-motorized Transportation Plan incooperation with the City Of Colorado Springs, City of Woodland Park, and El Paso County to create acomprehensive system that includes logical bicycle and pedestrian trail linkages. The effort will evaluateexisting non-motorized facilities and plan for future bike lanes, trails, bike parking areas, and otherinfrastructure, with a special focus on opportunities for connectivity. The City, County, and PPACG areworking together to combine resources, knowledge, and funding to complete this plan.Fountain Creek Watershed, Flood Control, and Greenway DistrictThe Fountain Creek Corridor Restoration Master Plan (2011) establishes a revitalization concept visionfor the reach of Fountain Creek between the southern Colorado Springs city-limit line and theconfluence with the Arkansas River in Pueblo. The project area covers a distance of approximately 46miles, including approximately ¼ mile on either side of the creek including, at a minimum, the 100-yearfloodplain. The master plan is intended to be used as a tool to help identify restoration and recreationprojects, priorities, potential partners, potential funding, restoration techniques, implementationstrategies, and resources. The plan addresses trail corridors establishing a greenway along FountainCreek.i.14 El Paso County, Colorado | Parks Master Plan

Fort CarsonIn May of 2010, Fort Carson developed the Army Sustainability Campaign Plan: Sustainable Operationsfor a Secure Future. The plan included establishment of the “Sustainable Fort Carson” program, with thegoals of responsibility and commitment to operate sustainably at all levels of the installation. Theprogram provides guidance for military and the community at large to accomplish their mission whilemanaging the impacts on nature, the economy, and society. The installation also partnered with thePikes Peak Area Council of Governments to prepare the Fort Carson Regional Growth Plan (2008). Theplanning effort included elected officials, business and community leaders, and other stakeholders fromall El Paso, Fremont, and Pueblo counties. This document represents a collective effort to assess theregion’s ability to address the impacts of Fort Carson growth. The intent of the plan is to assist thecommunities in planning and preparing effectively to maintain and enhance the quality of life of theregion as the installation grows in response to Base Realignment and Closure, Army Modular Force, andother Department of Defense initiatives.United States Air Force AcademyWith assistance from the National Park Service and the Fish and Wildlife Service, the Academy hasdeveloped an Integrated Natural Resources Management Plan (1997) for the installation. The purpose ofthe plan is to provide long range guidance for stewardship of the natural resources on the Academy'slands. The plan will address issues such as how to minimize the environmental impacts of recreationaluses and how to preserve the area's open spaces, wildlife, and scenic vistas while supporting theAcademy's mission.The Air Force Academy has continually worked with state and federal agencies to prepare studies ofenvironmentally significant attributes at the installation. It developed the Prebles Mouse ConservationPlan to minimize impacts to the Preble’s Meadow Jumping Mouse and associated native plant andanimal species, as well as protecting the integrity of the Academy portion of the main stem ofMonument Creek; and (c) protect Academy portions of tributaries to Monument Creek that arecurrently occupied by Preble’s and contain Preble’s habitat that is connected to habitat alongMonument Creek. The Academy also has adopted the Farish Integrated Natural Resources ManagementPlan (1996) for this unique recreation area owned by the Academy and located in mountains of the PikeNational Forest north of the Rampart Reservoir.Presently, access to the eastern edge of the Academy by the general public is allowed and encouragedby the Air Force, and the New Santa Fe Trail (a portion of the Front Range Trail) runs through theAcademy lands, providing the public with an important regional connection in this part of the County.United States Forest ServiceStretching south from the Douglas - El Paso County line to south of Cheyenne Mountain, the PikeNational Forest creates the western extent of high intensity development and the boundary of the Cityof Colorado Springs and other Front Range municipalities. Generally, the Forest includes the steep,montane Front Range forests visible throughout the county. The Land and Resource Management Plan(1984) outlines management actions for different units adjacent to El Paso County, most of which callfor protection of habitat or water resources, or allow certain levels of recreation. All Forest areas areopen to the public but the types of recreation allowed in various areas differs.Appendix I: Related Plans i. 15

Starting on the north, the forest area west of Palmer Lake, which is the source of water for thatmunicipality, will be managed to protect that watershed. A portion of the area is also managed forforage and cover for big game winter ranges. The Mount Herman area, where recreational access isprovided, provides for motorized and non-motorized outdoor recreation in a natural and rural setting.Management of the area just west of the Air Force Academy emphasizes wildlife habitat needs whilepermitting dispersed motorized and non-motorized access. The area west of Glen Eyrie is mostlymanaged for outdoor recreation, as are the rest of the Forest Service lands south of Manitou Springs.Access to Forest Service lands is provided near Mt. Herman, through the Air Force Academy, via roadsaround Manitou Springs, North Cheyenne Canyon Park and the Old Stage Road.Any development activity such as mineral extraction or timber removal on the slopes facing I-25 andwithin the Pike National Forest would be highly visible from nearly any point within the I-25 corridor andfrom some areas east of that.Colorado Parks and WildlifeColorado Parks and Wildlife is currently updating the Colorado Statewide Comprehensive OutdoorRecreation Plan (SCORP), a five-year planning document which each state must produce to remaineligible for Land and Water Conservation Fund (LWCF) appropriations. The 2014 SCORP will serve as aclearinghouse for important outdoor recreation data that is relevant to local, regional, and statewideplanning efforts. The SCORP will also be used to guide LWCF grant allocations to local governments. Thecurrent SCORP includes the following vision statement:“Diverse recreation resources play a key role in the high quality of life enjoyed by Colorado's citizens andvisitors. Recreation is more than just an activity, it is a conduit for people of all ages to connect to theoutdoors and enjoy healthy, active lifestyles. With this in mind, the 2008 SCORP, in collaboration withColorado's diverse outdoor recreation stakeholders, establishes strategies to sustain our state's outdoorsheritage for current and future generations."Colorado Parks and Wildlife also maintains a state-wide strategic trails plan entitled On Nature’s Trail, aGuide to the Future of Colorado’s Statewide Trails System (2000). The vision for a statewide trailsystem for Colorado includes several key elements:• Colorado’s trail system will allow Coloradans to experience the state’s diverse landscapes in arange of ways.• Trails are developed with sensitivity to the environment and in ways that complement otherland uses (e.g., people can use trails to commute to work or school or get other places theywant to go.)• Trails are well maintained.• Conflict among trail users and impacts to trail settings are minimized through design,management, and education.• The public has access to maps and other information they need to find the trail experiences theyseek.• The system is a collaborative effort among public and private entities, with the State TrailsProgram providing leadership in accomplishing this vision.i.16 El Paso County, Colorado | Parks Master Plan

Stewardship Plans are park-specific plans that include a comprehensive biological resource managementplan based on methods the Nature Conservancy and the National Park Service use for their planning.Almost all State Parks have stewardship plans, and each plan has clear resource protection objectives forthe park along with a set of clear actions to achieve these goals. There are also recommendations foradditional surveys and plans, as well as monitoring to report on accomplishments over time.Stewardship plans are intended to:• Serve as a guide and policy document for current and future Park staff, other partneringagencies, elected officials, and interested members of the public;• Guide management of natural, cultural, and recreational resources;• Provide a framework for monitoring and maintaining resources at a park;• Identify park enhancement opportunities including possible upgrades to or new park facilities,recreation infrastructure, etc.; and• Serve as a guide for future park budget allocations and annual funding requests.The Cheyenne Mountain State Park Management Plan (2102) is one example of a stewardship plancompleted by State Parks and Wildlife.Front Range Mountain Backdrop StudyIn a cooperative effort among the counties of Larimer, Boulder, Jefferson, Douglas and El Paso, the FrontRange of the Rocky Mountains was studied to identify and preserve the area's natural and visualresources, significant landmarks, and open spaces. Residents in each of the five counties were surveyedand they were asked to rank resources from important to not important. In addition, they were asked toidentify on a map those areas they consider to be important.Using this information, as well as computerized visual analysis that identified important features andviewpoints, and information on wildlife resources, sensitive plant ecosystems, existing public lands,existing developed areas and mineral resources, five key areas were identified within El Paso County.These areas are considered potential preservation and candidate open space areas and represent thoseareas where a majority of attributes from each of the categories listed above converge. These five areasare: Palmer Lake Backdrop, Quarry Reclamation Area, Ute Pass Area, Section 16 to Cheyenne Mountainand Aiken Canyon Area. Much of this area overlaps U.S. Forest Service lands, however some does occuron private lands. Protection of these areas could occur using a variety of techniques that wouldultimately protect the visual quality of these areas.The Pikes Peak Greenway Master PlanThe Pikes Greenway extends thirteen miles along the Monument/Fountain Creek system fromWoodmen Road on the north to Circle Drive in Colorado Springs on the south. The Master Plan, adoptedby the Colorado City Council in 1994, outlines the vision to improve the corridor in an effort to integraterecreation, drainage, environmental, transportation, and aesthetic and land use objectives. While thetrail has already been built along the greenway, funds are being sought to improve the trail and provideamenities along its length that will protect and enhance the natural features and recreationalopportunities. The Greenway Fund, under the umbrella of the Pikes Peak Community Foundation, wasformed to advance the vision of the Master Plan and to partner with other regional entities.Appendix I: Related Plans i. 17


Appendix II: El Paso County Parks Master Plan UpdateStakeholder Interview Summary Organized by IssuesRole of El Paso County Parks• Provide overall vision for the recreation and resource preservation network, and identify gaps sothat the County and local jurisdictions can work together to fill them.• Look at more than just things on their land; look at what is available, awareness, and resourcesharing among jurisdictions.• Provide resource collection and distribution; serve as a regional clearing house for standards,partnerships, volunteer program, support• Provide regional parks system with connections to regional trails outside of the County• Provide active outdoor recreation facilities; integrate open space and parks, definitions need toevolve, use active and passive zones to designate – and allow more of the ground to be used foractive purposes.• Provide interpretation and cultural services (not specifically written into mission – considerlooking at entire ecosystem; how the greater community fits into the larger environment).• The County not providing much in terms of local park service and handing off to districtspresents a challenge– what is the approach/expectations?Partnerships/Collaboration/Cooperation• Encourage interface and cooperation – users don’t care about the political boundaries.• Create policy to develop and promote partnerships• Model nature center’s approach for long term relationships and partnerships – BeekeepingAssoc. and others• Pursue partnerships with CDOT, State Land Board, TOPS, and MSOSAC• Pursue partnerships for:o Regional interpretive servicesooShared facilities (e.g. Joint Ft. Carson/County shooting range)Programming partnership with Sierra Club - concentrates on getting folks out into thenatural environment – have organized hikes in the area that have an educational focus tothem – might be school groups and getting them out of their comfort zone. Club has someexpertise that could help the county with pursuing this goal; has an environmentaleducation committee that focuses on school kids and always has an educational component.• Create Friends groupso Role is changing, Friends groups need to find people with needed skill sets (e.g. fundraising)o Black Forest Trails is an interesting model in the north part of county; setting up a friendsgroup for each park in the area – promising structure for the future. Have 100 members,bulk e-mails, web site. Work with County and State Forest Service.o Friends groups for every park (7) in the Black Forest area.Appendix II: Stakeholder Input Summary ii. 1

Volunteers• Leaning on volunteer efforts to maintain the system can help in the short term, but is notsustainable.• Sufficient staff is needed to plan and organize the system, plus to manage volunteers; limitedstaff cuts ability to work with volunteers.• Volunteers really can make a big difference if you focus them on specific projects but not day-todaymaintenance because you can’t always count on them showing up.• People get vested in their parks and can do great things but they’re not really interested inhelping with other parks.• You can require too much of volunteers and then they go away.• Nature Center volunteers hired a former employee as a part-time volunteer coordinator and itreally helped.Conservation/Preservation• Balance to be sure that obligation to the natural environment is met. Quality of Life IndicatorsReport tells us that 65-70% of community places a great value on conservation and preservationof natural resources.• Create stewardship – environmental, education, general.• Consider drainage issues. There’s interest in what’s happening with Fountain Creek and onJimmy Camp Creek.• Consider fire issue – renovation of trails, flooding and erosion issue costs over time.• Recognize we have to have sacrifice areas – e.g. a place for motorized bikes to go. Can’t go withethic of preserve everything, can’t ban – it doesn’t work.• Conservation and access are integral - conservation should not be a bad word.Satisfaction Level• I’m impressed with all the parks. They really add to the community. They provide a lot ofopportunities to people.• It’s amazing how it’s grown and how they’re working cooperatively with other organizations.• El Paso County’s regional parks are an amazing asset - the amount of acreage and amenities arewonderful.• Despite personnel and budget cuts, department is committed to quality.Facility and Program Awareness• Limited awareness of Fairgrounds and Paint Mines.• Most people don’t know the difference between the City and the County.• Limited local awareness of nature centers.• Limited awareness of interpretive and educational programs.ii.2| Parks Master Plan

Communication/Marketing – Telling the EPC Parks Story• Tout economic benefit of having the system.o Acknowledge what people are really paying for all that they’re getting.o Get public and politicians to make the link. Challenge is in the political realm – we don’twant to spend taxes, want to support just police, fire, etc. – need education,communication. This community hasn’t gotten it yet.o An effective system cannot be done on an individual basis – needs support and funding ofentire community to make it happen.o Colorado Springs Chamber/ EDC (now combined) market to businesses with a focus on theregion, not just CO Springs.o Parks are an asset for corporations when they are scouting a new location.• Build value in the system. (history of open space properties, how were they funded.)• Use info from reports; use measurements. Need to do a study here.• Market the assets we have and grow the assets.Level of Service – Quality• Do things well, safely, and cooperatively—don’t do it half-way.• Use sustainable practices in building trails and other facilities to reduce long-term maintenance.Funding• Restore the budget; there is a lack of money and manpower to maintain the parks.• Identify a level of service, cost and collect proper/direct funding to accomplish consistency.(Land use in the county is diverse, service level of developer-created special districts is notconsistent from district to district.)• Create policies for sponsorships and donations of land and other resources that could broadenthe spectrum of resources.• Require developers to build parks and turn over to County, but identify funding for maintenancethrough county or district. Enforce developer plan – districts run out of money and don’t buildthe park and instead come back for a variance to build more lots and lose the park. Timeliness offunding is also an issue to building. Elimination of pocket parks service would be a concern.• Looking at redefining system as more sustainable for the long term by decreasing maintenancecosts (ex: artificial turf).• (Volunteers at Nature Centers had to become fundraisers to maintain limited hours)Management/Administration• Consider developing a unified county/city government using resources more efficiently. (Peopledon’t know difference between park operators, yet operations and communication/marketingare segregated.)• Maintain existing facilities in order to maintain public support.• Optimize contract services to create efficiency and to address inefficiency of travel time becauseof spread across the County.• Maintain current facilities to make sure they’re safe rather than to expand.Appendix II: Stakeholder Input Summary ii. 3

• Transfer some duties (e.g. landscaping around County buildings, sharing City and Countyresponsibilities (ex: transfer of a park in Fountain to the City of Fountain).• Use existing resources to attract new resources to maximize efforts.• Charge fees for new facilities. (People get into new things like skateparks.)• (Parks Maintenance has cut full-time staff by half, augmenting with seasonals in the summer.)Trail Linkages• Provide trail connections within and beyond the County boundary.• Provide El Paso linkages with Teller, Douglas, Pueblo – share info and encourage coordinationand linkages.• Provide connectivity with Manitou Springs.• Take advantage of opportunities for the City and the County to work together to create the besttrail system on the Front Range.• Figure out what transportation priorities are and work on them together. PPACG’sTransportation Improvement Plan is how the City and the County have input into transportationplanning.• When looking at connecting park land and open space, pay more careful attention when placingtrails at topography (corral bluffs is an example of a problem). Also, don’t connect dots directlythrough properties where it just is not going to happen. Plan in existing document is a problembecause of lines versus broader indications of how things should be developed.Needs• There are needs in parks• I don’t go that often, but I’m usually the only one there. Is that a concern?Service Opportunities• Facilitieso Fair groundso archeological siteso wildlifeo southeast corner of the County -parks, fields-baseball, socceroooonew parks and facilities in MonumentMotorized useEnhance Nature CentersVault toilet• Conservationo Fountain Creek Watershedo Manitou Springs OS Acquisitiono Wildlife management and habitat preservation• Programso Mountain biking, disc golf, yoga, outdoor kids volleyball, pickle ball, mountain boarding,o Social programming - aging population, senior group in park, young adult age groupo Additional nature programming, interpretive, urban gardenso Tennis - Pikes Peak Community Tennis Association (PPCTA) Using Quick Starto YMCA of Pikes Peak Region – several facilities throughout the county (operate some specificfacilities for particular developments; programs open to all county residents)ii.4| Parks Master Plan

• Collaborations with YMCA Fox Run and Black Forest Parks for sports program and daycamps• YMCA does not have outdoor facilities in Tri View area – just indoor• Also serve military population• Resources : Strategic plan – Sr. Wellbeing and health seekers – interested in alternativeexercising on trails; wanting to start conversation about expanding collaboration• Connectivity to YMCA facility is important.o Baseball fields are a need in outlying areas - (Monument, Falcon, and Fountain)• Serviceso Fire mitigationo Stormwater management tied to Fountain Creek Watershed and parks riparian areas.• Existing studies provide information on trends (e.g. Quality of Life Indicator Report)• ADA – transition planIf the Master Plan could do one thing in the next 5-10 years.• Articulated, comprehensive, cohesive larger plan vision projected out over 10 years (integratedmap)• Funding - Put the budget back to where it was five years ago before we were serving even morepeople, the resource issue has to be fully addressed—you can’t do anything without money andyou need to ask for it.• Staffing - more staff at the Nature Centers to allow to open more hours and do more outreach –• Open Space Acquisition Criteria• Acquisitionso Buy Section 16 in Black Forest. It gets a lot of use. If development goes south, there’s a halfsectionalong Powers and Fontaine that we own that would be a good resource for theCounty.o Pineries Open Space Development• Connectivity between jurisdictions; physical, awareness, resource sharing• Master Plan Implementationo The master plan will help us set our prioritieso Tie master plan to community outcomeso Use it to help with writing grantso Execution of the plan – Include short term to get something doneo Much more active role for the county in making it happeno Generate excitement (People get into new things like skateparks)Appendix II: Stakeholder Input Summary ii. 5


El Paso County Parks Master PlanMeetings‐in‐a‐BoxSummary ReportNovember 8, 2012


IntroductionIn developing the Master Plan Update, El Paso County Parks staff was committed to encouraging a broadspectrum of County residents to participate in an open public involvement process. This process wasdesigned to provide residents information about the purpose of the Master Plan and about the facilitiesand services the County provides and to solicit residents’ ideas and priorities related to the parks, trails,open space, recreation, and cultural programs offered by the County.One of the methods used to engage the community in the Master Plan discussions was “Meetings‐in‐a‐Box” (MIB). Held in living rooms or back yards, at places of business and at other comfortablecommunity gathering places, MIBs are turnkey meetings that citizens run themselves. The meetings arehosted by individuals, businesses, or civic groups and usually involve 5 to 15 participants invited by themeeting hosts.The County provided each meeting host a box that literally held the meeting, including an agenda,background information about County Parks, the purpose of a master plan, the master plan “givens,”maps showing County parks and trails, a description of the public involvement process and a discussionguide for the meeting’s host. The box also included a response form to be filled out by each group andresponse forms to be completed by each individual who attended a meeting. The questions focused ontopics designed to help identify Master Plan priorities and to clarify information gleaned from a series ofstakeholder interviews.A total of 15 MIBs were held from September 17 th to October 9 th . The majority of the meetings werehosted by members of the citizen‐based Master Plan Committee. One MIB open to all County residentswas hosted by El Paso County Parks and held at the County Community Services office on October 9 th . Atotal of 136 people participated in the MIB meetings and reflected the County’s geographic diversity.Meetings were held in Monument, Cascade, Fountain, Manitou Springs, the Black Forest area and insoutheastern, northwestern, northeastern and central Colorado Springs. Despite repeated attempts, nomeeting was held in the eastern part of the County. However, except in a few instances, hosts invitedpeople from all geographic areas to attend their meetings, including some people who live in the farnortheastern corner of the County.Every word submitted on each group and each individual response form was compiled. All responseswere analyzed to identify key issues among group responses.This report summarizes the responses received from meeting participants. It begins with an overview ofthe key issues identified. It then summarizes the responses to three questions posed to each of the 15MIB groups, followed by a summary of responses to three questions asked of individual meetingparticipants.1 | P age

Key Issues• A broad theme that emerged through both group responses and individual responses was the needfor increased resources for El Paso County Parks. Participants focused on not only the need for morefunds but also an increased emphasis on partnerships with individual volunteers, area organizationsand groups, as well as collaboration with regional governmental jurisdictions.• Another issue consistently raised by MIB participants was the need for increased communityawareness of and public engagement with County Parks. As one participant explained, “If we knowit, we can own it.” After receiving information about County Parks’ facilities and programs duringtheir meetings, a number of participants said they were pleasantly surprised by County Parks’ scopeof offerings and encouraged increased visibility in order to increase support, resources and use.• Most MIB groups endorsed the first two elements of County Parks’ mission (acquiring, developing,maintaining and preserving regional parks, trails and open space, and providing responsible resourcemanagement for open space lands). Many people were relatively neutral on the third element(natural and cultural history interpretation, education and information services), except for asignificant number of participants who expressed support for restoring funding to the County’sNature Centers. There was strong interest in decreasing the emphasis on the fourth and fifthelements (producing major community events / festivals and providing and managing tourismdestination and experiences).• Overall, groups of MIB participants assessed the County Parks’ effectiveness in achieving its missionas moderately effective, with an average group rating of 6 out of a possible 10. There was anawareness that County Parks’ effectiveness is adversely impacted by a lack of funding, with onegroup’s assessment reflective of many responses received: “County Parks is limited by their funding,but staff does well with what budget they have.”• When it comes to how County Parks allocates its resources, the group and individual responses weremixed. A number of groups believe acquiring additional open space and park land should be apriority. In contrast, others suggested that preservation and maintenance of current properties faroutweigh the need to purchase additional open space, believing that current lands and operationsshould be well‐funded before considering acquiring newOther responses to a question regarding the balance of resources between natural lands and activeuse areas and facilities and to another question regarding the allocation of budget dollars also drewmixed responses. On one hand, 58 percent of the participants suggested that the current balance of80 percent for natural lands and 20 percent for active use areas and facilities be adjusted to a 60percent / 40 percent balance. On the other hand, 65 percent of the participants also suggested anincreased in the capital improvements budget, which is used for new parks and trails and parks /trails improvements and for open space allocations.• More specific areas of interest included a focus on trails, both the need for trail connectivitythroughout the County and beyond and for completion of specific trails, such as the Fountain CreekRegional Trail to the south and the Ute Pass Regional Trail to the west. Comments which focused onthe El Paso County Fair indicate the Fair in its present form is considered inadequate and ineffective,with some suggesting a need to increase participation and awareness, to improve Fairgroundfacilities and to generate revenue through a gate fee.2 | P age

Summary of FindingsResponses to Group QuestionsQuestion #1:Over the years, El Paso County has attempted to make wise use of limited resources byfocusing on regional parks (such as Fox Run Regional Park, Black Forest Regional Park,Bear Creek Regional Park and Fountain Creek Regional Park), trails and open space.The County’s mission for Parks is to enhance quality of life in El Paso County by: Acquiring, developing, maintaining, and preserving regional parks, trails and openspace. Providing responsible resource management for open space lands characterized byunique natural environments. Providing natural and cultural history interpretation, education, and informationservices. Producing major community events and festivals that celebrate our County’sheritage and culture. Providing and managing tourism destinations and experiences.As El Paso County Parks staff face ongoing budget challenges, it’s important that theyunderstand the role people would like the County to play. Does your group believe themission is on point or should other factors be considered? Please indicate below theconsensus of your group.In responding to this question, seven of the 14 total Meeting‐in‐a‐Box groups agreed that the mission ison point. One group endorsed the mission overall, but suggested two revisions, one group respondedthat they had no information about current activities, and one group indicated that their participants didnot believe that El Paso County Parks mission was on point at all because it neglects to mention propertyowners.Responses indicating the mission is about right:The five bulleted points adequately address all the major needs of our valuable park and openspace lands.There is a disconnect between the mission and what is actually occurring because of resources(insufficient money and staff). Funding needs to be increased. The mission is broad enough toencompass what you want to do, and you can do as much or as little as you have resources toaccomplish. Mission objectives need to be prioritized. Look at other (additional) approaches tofunding: corporate sponsorships; volunteer committee‐led fundraising events; friends groups;donation boxes. The number one priority on the mission should be to preserve and maintainwhat we have. We have to protect our resources – don’t sell or close, don’t lose anything!The first three bullets are about right. These are the real mission. Focus on your majoritystockholders – residents of the County who hike, bike and picnic in the outdoors.All parts seem appropriate; however, bullet #4 – we assume the major event is the County Fair,and it's so far away that it appears to be having a negative effect on participation. Also loss ofbudget support for CSU Extension and 4H has affected participation.3 | P age

Change bullet #5 to read, “Providing and managing opportunities for destinations andexperiences in the natural world” to increase emphasis on the natural world. Add a 6 th bullet,“Actively engage recreational partners to provide a broad spectrum of opportunities inappropriate places” to reflect fairness to all, inclusiveness, and flexibility.They are managed well.We like the focus on regional parks but we would like to see more emphasis southeast ofColorado Springs near the SDS Reservoir Plan.Don’t know. No info. on what is going on.No [the mission is not on point]. Property owners are overtly overlooked in the missionstatement!Other groups suggested County Parks’ mission needs some adjustment.Responses indicating the mission should have increased emphasis on:Trails system down here [Fountain area] and bike paths. Bringing Appletree Lake back forthe eco‐structure / the number of birds, animals down here. With a combined effortbetween Widefield School District #3, Fort Carson School District, Fountain City and El PasoCounty, we think this [Appletree Golf Course] should be able to be revamped. Purchaseouter areas of golf course for trails and open space. Bring back tennis courts – add a pool.Also maintenance of Jimmy Camp Creek drainage. Our community didn’t even care enoughto come, so we had this meeting with family and two neighbors.Acquiring, developing and maintaining because that is who we are! As a city, county, andstate.Resources, marketing what we have, increased fair attendance. More signage for trailetiquette, triangle signs. There should be an educational component in the master plan fortrail etiquette. There should be more enforcement of trail etiquette (dogs on leash). Why:We need more participation, particularly at the Fair, but in parks and events as well. Need toturn over all easements in phased developments at one time. For instance, if there issupposed to be a trail through a development, but it is being done in four phases, one shorttrail through one phase isn’t very useful. Have the developer [turn over] all four easementsat once to make the trail useful.Funding, increased funding – are we getting enough grants? Why: To complete trailsthroughout the system.Communication, budget constraint info. and impact on each park. Traffic and impact ofevent parking and year‐round sanitary conditions – dog poop. Dog park? Fox Run? Needrestrooms year‐round. Email [list] out info / newsletter electronically. Are we partneringwith County, City, and State?Youth sports. Why: Sports complex can make money for the County and community if thereare tournaments, rent, etc. Our group says our constituents are willing to pay fees to usefields and fund‐raise. They [fields] will pay for themselves.Respecting the rights of the people who have spent hard‐earned money to purchaseproperty in the County. Why: Many purchased because of pleasurable experiences astourists. Once they purchase property here, they learn that the tourists and trail advocatesseem to enjoy more rights than they do! The word is spreading, the County will sufferadverse economic consequences in the long run.4 | P age

Bullet #3, Providing natural and cultural history interpretation, education, and informationservices. Why: Education about natural resources provided by our nature centers isextremely important and funding should be found to keep them open and effective.How they will fund programs, how they will sustain properties. Why: Funding stream is notsustainable.More emphasis should be given to [Mission] bullets #1 and #2. Why: Organizing Friendsgroups around the parks.Responses indicating the mission should have a decreased emphasis on:Producing major community events and festivals that celebrate our County’s heritage andculture and on providing and managing tourism destinations and experiences. Why: We don’tunderstand why it is the responsibility of the Parks Division at all! Should be tourism, etc.“Producing major community events and festivals that celebrate our County’s heritage andculture”. Why: Events and festivals should be paid for by user fees, gate proceeds or grants.There should be elimination of “Providing and managing tourism destinations and experiences”.Why: Most tourists will go to state and national parks. County parks are more for residential use.They are your customers.Providing and managing tourism destinations and experiences. Why: The Parks Department isnot a tourism or economic entity.The last three [bullets in the Mission].There is a perception that road base is applied on some trails in places where it is not needed(no erosion problems, for instance). Why: That seems a waste of time and money. Most peopleare happy with a natural surface if it is sustainable. It was felt those resources might be bestused in better places.Administrative costs / staff. Why: Are we running as lean as we could be? Evaluate the numberof people doing a job and can there be some consolidation?“What else do you want?” to the advocacy groups. Why: Instead of being thankful andappreciative of all that is being provided and all that is available in the area, they are regularlyasked, “What else do you want?” Many of the users have the attitude they can hike anywhere –regardless of ownership.Acquiring and developing lands. Change the first bullet to read, “Acquiring and developing landsonly if economics permit, demand is high and / or opportunities are imperative”. Why:Maintaining and preserving existing lands is core to the mission. The acquiring and developingpiece of the Mission should only apply if the economics are right, there’s significant demand andopportunity.General comment:The second bullet [of the mission] is misleading – specifically the term, “unique naturalenvironments”.5 | P age

Question #2:On a scale of 1 to 10, with a 1 indicating not at all effective and a 10 indicatingextremely effective, how effective has El Paso County been in achieving its Parksmission?Effectiveness in Achieving County Parks' MissionAverage Group Rating: 6.0109876543213 Groups 3 Groups 1 Group 2 Groups 2 Groups 1 Group 2 GroupsNote: One MIB group chose not to submit a ratingSummary of reasons for group ratings:Ratings of 5 or over County appears to be effective County Parks is limited by their funding, but staff does well with what budget they have Need more public awareness of what County Parks has to offer Lack of trail connectivity and more trail development County has accomplished acquiring and preserving unique natural areasRatings of 5 or under Lack of funding for open space acquisition and support for nature centers because of Countybudget constraints Lack of County Parks funding going into Fountain area Not enough information6 | P age

Question #3:If El Paso County Parks could accomplish five things in the next 5 – 10 years, whatwould your group like those to be? Once you’ve decided on your group’s five desiredaccomplishments, please circle your group’s top two priorities.Categories of responses in descending order of number of mentions: Increase Resources / Funding / Partnerships (13) Trails (11) Communication / Public Awareness (9) Acquire Additional Open Space / Parkland (8) Facilities (8) Fairgrounds / Fair (7) Maintain and Preserve existing Properties (6) Dogs (3) Management (3) Programming (3)Categories in order of number of top group priorities assigned: Trails (6) Communication / Public Awareness (5) Acquire Additional Open Space / Parkland ( 4) Facilities (3) Maintain and Preserve Existing Properties (3) Fairgrounds / Fair (2) Increase Resources / Funding / Partnerships (2) Dogs (1) Management (1) Programming (1)Verbatim group listings by topic in descending order of mentions (responses in bold were listed as grouppriorities):Increase Resources / Funding / Partnerships1. Establish a regional park district funded by property and sales tax2. Achieve sustainable funding3. Increase park funding with emphasis on bullet #3 of the mission (Providing natural and culturalhistory interpretation, education, and information services)4. Consider capital improvements that reduce park’s operational costs—especially water5. Collaboration between City and County6. Increase funding/focus more on grants7. Increase funding toward capital improvements by “leaning” administration8. Alternative sources of funding—collaboration9. Allocate more funds to adequately staff the nature centers10. Obtain a “friends group” for every park11. Nature Centers—adequate funding and robust12. Beef up volunteering and partnering opportunities, e.g. stay in touch with nonprofits andcultural groups for new ideas and opportunities13. Ensure collaboration with regional/adjacent jurisdictions to fill gaps and reduce redundancies7 | P age

Trails1. Trail system, nature area, bike paths2. Connect trails!3. Complete trails throughout the system4. More trail connectivity / MTB (mountain bike?) trails5. Complete Ute Pass Regional Trail6. Finish Pineries Open Space (make usable now with at least one trail)7. Regional trail connectivity with other counties8. Better trail connections between parks, schools and neighborhoods9. Completion of Fountain Creek Regional Trail to south10. Trail connections – La Foret, Santa Fe Trail11. Fitness loop12. Never create any facility, trail, etc. that could endanger the safety and well‐being of anymember of the general public, i.e. users, property owners, etc.Communication / Public Awareness1. Awareness and more opportunities for public engagement—if we know it, we can own it2. Communications3. Better publicity outside of the Internet4. Legitimately involve affected property owners in the planning and decision‐making (up frontand throughout)5. Better marketing of fairgrounds. Let people know all the resources and activities available6. Increase public awareness of County parks, trails and open space7. Signage and bulletin boards in front of regional parks and nature centers8. Continue long‐term planning with public input to maintain a balance between open space,active recreation programs, parks facilities and preservation of unique eco‐systems and wildlifecorridorsAcquire Additional Open Space / Park Land1. Purchasing open space2. Another regional park in the northwest, west end of Baptist Road to access Pike NationalForest. This could be a partnership effort with the Forest Service3. *Identify and acquire open space while it is still available*Use Jefferson, Larimer and Boulder Counties as examples, having used conservationeasements to preserve vast tracts of open space, both with public access and without.Very efficient tool4. A regional park in southeast Colorado Springs Fountain area5. Increase open space acquisition while prices are low6. Procure more park land and open space7. Willow Springs Ranch purchase – activity fields, trail connections8. More parks, trails and open spaces—keep on missionMaintain and Preserve Existing Properties1. Continue maintaining a high standard of maintenance on existing facilities2. Place conservation easements on big parks3. Use the conservation easement tool as a way of preserving open space8 | P age

4. Maintenance of Jimmy Camp Creek5. Properly maintain and repair the existing trails, parks, open spaces and facilities—rather thanexpanding6. Updating, repairing and maintaining informational or educational signageFacilities1. Athletic complex in the north side of the County2. Finish Black Forest Regional Park Master Plan (vault [??] toilet, dog park, parking lot, etc.)3. Evaluate, maintain and preserve existing facilities and programs; make Nature Centers fullyoperational4. Better horse trailer parking. This includes adequate space for multiple trailers and horse‐friendlysurface (no paved parking for horse trailers)5. Specific areas—sports fields, education centers6. Replicate Cottonwood Park Rec. Center on the north side7. Ensure enough pavilions in parks8. Install more horse trailer parkingAdditional comment:In general: Finish the promised and funded projects before starting new ones. Focus on alreadyplanned high profile projects: Section 16 vault toilet, BFRP parking, Fox Run dog park andPineries Open Space. This will restore and improve your credibility with the people who supportyouFairgrounds / Fair1. More gravel, less dust. Better walkways for fairground2. More shade at County fairgrounds3. Year‐round use of fairgrounds. Fairgrounds could host year‐round concerts, for instance4. Move County fair closer to town (Colo. Springs)—at least consider it5. Better signage from COS to fairgrounds6. More places to sit at fairgrounds7. More Fair Board members or people to answer questions up at fairgroundsDogs1. More dog‐friendly parks and trails: leash and off‐leash, fencing, poo bags, signage, shade andfresh water2. Dog parks3. Fox Run dog parkManagement1. Planning infrastructure (parking, safety, rules enforced, min. restroom facilities open)2. Put greater emphasis and resources into patrolling the trails, parks and open spaces. ENFORCEthe parks rules3. Law enforcement/safety presence – fires/vandals/trashProgramming1. Expand opportunities across a spectrum of recreational interests for all ages and cultures andwith age‐ and cultural‐appropriate activities and facilities9 | P age

2. Local produce, farmers’ markets and urban gardens within parks3. Restore programming to nature centers; County Parks Department—expand advocacy/breadthof active outreach programming (i.e. to schools and community groups)Miscellaneous1. Re‐establishment of wetland2. Palmer Lake dry bed is a concernResponses to Individual QuestionsQuestion #1100%90%80%70%60%50%40%30%20%10%0%As El Paso County Parks oversees parks, trails and open space facilities, there are oftenchallenges in finding the right balance between preservation of open space, whichprovides wildlife habitat and space for passive recreation, and provision of active useareas and facilities. The County’s regional park facilities typically provide an 80/20 percentbalance of natural areas to active use facility areas; trails exist in both natural and activeuse areas. Active use facilities include sports fields, picnic areas, playgrounds, etc. Pleaseindicate with percentages the balance you believe is most appropriate for the County toachieve. Your percentages must total 100%.Responses to Current Balanceof Natural Areas (80%) to Active Use Areas and Facilities (20%)Increase21%Maintain21%Natural AreasDecrease58% *Increase58% *Maintain21%Active Use AreasDecrease21%*Average decrease suggested –21.5% *Average increase suggested –21.5%A clear majority of MIB participants (58%) indicated they favor shifting the balance away from naturalareas and toward active use areas and facilities. The average shift in emphasis suggested was 21.5%,resulting in an approximate 60% / 40% balance between natural areas and active use areas and facilities.Summary of reasons for decreased allocation to natural areas and increased to active use: Need more trails Need more areas for sports (e.g. sports/ball fields, disc golf) Active use areas can generate revenue Recreation for kids is important10 | P age

Summary of reasons to maintain current balance: It’s reasonable and appropriate for our population Budget constraints limit funding for active uses There could be impacts on wildlife with increased active uses It seems like a fair balanceSummary of reasons for increased allocation to natural areas and decreased allocation to active use: Active areas are not well‐used Reduce active use areas to reduce costs Parks are for enjoying nature Maintain the current system rather than expandQuestion #2County Parks currently allocates its financial resources in the following manner:Capital Improvements – Includes new parks and trails, major park 19%and trail improvements, and open space acquisitionsPark Operations – Includes maintenance and repairs of parks, trails, 42%and other County facilitiesRecreation and Cultural Services – Includes programmed sports, 18%Nature Centers, Fairgrounds and special eventsAdministration ‐ Includes management and administrative staff,community outreach, grant administration and planning 21%If you were in charge of allocating those resources, what would your percentages be?In contrast to responses on Question #1 above, MIB participants expressed the most interest inincreasing by an average of 7.0% the financial allocation to capital improvements, which, in part,funds new parks and open space acquisitions. They also indicated interest in increasing the budgetfor cultural services, suggesting an average increase of 9%. Decreases to the park operations budgetand administrative budgets were favored by a majority of participants, by an average of 7.5% and4.6% respectively. The following four charts summarize how participants suggested County Parks’financial resources be allocated.Suggested Adjustment to CurrentCapital Improvements Budget Allocation of 19%100%90%80%70%60%50%40%30%20%10%0%65% of participants21% of participants14% of participantsIncrease* Maintain Decrease*Average increase suggested – 7.0%11 | P age

100%90%80%70%60%50%40%30%20%10%0%32% of participantsSuggested Adjustment to CurrentPark Operations Budget Allocation of 42%15% of participants53% of participantsIncrease Maintain Decrease**Average decrease suggested – 7.5%Suggested Adjustment to CurrentRecreation and Cultural Services Budget Allocation of 18%100%90%80%70%60%50%40%30%20%10%0%47% of participants37% of participants16% of participantsIncrease* *Average decrease Maintain suggested – 7.5%Decrease*Average increase suggested – 9.0%Suggested Adjustment to CurrentAdministration Budget Allocation of 21%100%90%80%70%60%50%40%30%20%10%0%79% of participants9% of participants 12% of participantsIncrease Maintain Decrease**Average decrease suggested – 4.6%12 | P age

Question #3:Is there anything else you would like to suggest?Increase Funding / Resources / Partnerships (18 mentions) Pursue a regional parks district Increase taxes! Would have no issue paying more for our parks I would like more than $1.25/year/capita going to County parks and rec. areas. I would be willingto pay $10/year/capita Work on acquiring additional funding through grants, etc. Can’t do anything without fundingincreases I would like to see more funding from the lottery funds From what I know, more funds should be directed to the Nature Centers so more paid staff cankeep the Centers open more days and more hours, thus offering the enjoyable educationalexperiences that are intended Sports, recreation and special events should be paid for with user fees We are behind the Front Range on tax support of parks! An increased budget is appropriate Increase tax rate for parks and open space. El Paso Co. residents pay so little for what we haveand need Committed funding Additional consideration given to the increase of park resources by seniors and thephysically challenged population. Consider user fee structure for all programs/activities Encourage partnerships with more non‐profit organizations Sidewalks like Denver City and County working together More volunteer opportunities to support Necessary to partnership with 501(c)3 to use parks land to enhance recreation and cultureservices. More direction toward cultural identity to erect a relevant Asian multi‐purpose centerwith Tea House and garden. Colorado Springs has no facility recognizing the Asian population Use volunteers to build more disc golf courses Encourage partnerships more between HOAs, districts, developers so they build and maintainsmall pocket parks without burdening the County Parks budget Work with CO colleges, etc. that have parks/recreation programs and curriculum addressing theconservation needs of CO’s fauna and flora – partner with colleges and universities to developstudent internships so that they can apply this education to the community. Based on thehuman resources requirements of EPCP, develop a formal program for training needed humanresources to support City – County programsMaintain Existing Parks / Facilities (8 mentions) Take care of what you have first, before you build new! Integrate newer acquisitions (Willows, Pineries) before looking for more Keep bathrooms open year‐round. More trash cans in park. Doggie doo bags in the park For the next 5 years, cut administration and capital improvements and concentrate on providingmaintenance and repairs on what is existing while providing increased recreation and culturalservices. Do a great job with what you have instead of expanding and doing a poor job oneverything Stop adding and take better care of existing facilities! Stop being so aggressive about purchasing – maintain, repair and patrol what you have13 | P age

Keep bathrooms open and maintained well. Don’t plant more grass that needs watering,fertilizing, cutting, etc. If buying trees to plant, get fruit trees that will provide foodFocus a little more on maintaining what the County has instead of getting more area that isn’ttaken care ofFairgrounds (6 mentions) Fairgrounds should not be a “park” managed by these funds. Tourist attractions should not be apart of this budget Help the County Fair seem more welcoming by making it seem like a park environment I would suggest changing locations for the Fair because renovations for the Fair would be morecostly More shade and nature [at the Fair] I think that the County fairgrounds have been a little neglected in upkeep. I believe the CountyFair should be a community staple and if location and appeal were better maintained orchanged it would make a tremendous difference More shade with benches because it gets pretty hot out there [Fairgrounds]Communication / Public Awareness (5 mentions) Community outreach creates a new demographic of supporters. With more staffing at naturecenters, more community programs could be offered There needs to be more diligence in the community outreach in terms of letting people knowwhat’s available. Some/many I suspect still don’t have Internet access I never realized until tonight how many activities and opportunities that were available in ourparks system so I suggest a better way of getting information out, especially for new familiesmoving into the area Publicity – we can’t appreciate it if we don’t know it exists More community outreach – work with established organizations like Boy and Girl Scouts thatcan provide service hours, etc.Trails (5 mentions) Construct a bike/walking trail on Highway 105 between Highway 83 and Town of Monument.Highway 105 has no shoulders and is not accessible via bike or on foot Need trail to connect to Ft. Carson. Need trail to Pueblo Am in favor of trails BUT you really are not listening to all of us, especially rights of us alreadythere. You MUST include us in more than word only. Why isn’t this money used for floodmitigation or maintenance, not capitol, not so much $ on these silly % evals. Design person$92,000 but have cut Bear Creek Nature Center staff to one? Maybe new design should stop anddo best with what we have. Not considering safety rules and risk assessments. Why not use themoney for the old trail beds (?) Greater consideration should be given to property owners, not just users and advocacy groups,as placement of new trails is being decided. Property owners need to be actively involvedthroughout the discussions and decisions, as they are often among the most dramaticallyaffected stakeholders 1. Safety of everyone 2. Property owners continuous notification and participation in theprocess14 | P age

Sports Facilities (3 mentions) More individual use facilities – tennis courts with boards (walls) to hit against, handball courts,etc. Disc golf More facilities for individual sports Play disc golf Dogs (2 mentions) More dog‐friendly parks How can you enforce people to clean up after their dog?Enforcement (2 mentions) Under which of these categories falls the cost of hiring one or more additional person(s) to helpthe one person currently on the payroll to patrol the County’s 100 miles of trails (previouslyreported as 110 miles) and parks? One person is totally inadequate with the types of issues thatoccur along the trails and in the parks – drugs, alcohol, graffiti, trespassing, inappropriatebehavior, careless hiking/climbing behavior, destruction of facilities and trails, etc. That oneperson has been assigned a disproportionate amount of time to Rainbow Falls as the Countyattempts that area under control. That leaves the other areas without anyone to help controlincidents there People are not considerate or respectful of public or private property. All I foresee is anotherRainbow Falls and Waldo Canyon. I am convinced it was human‐caused in Waldo Canyon. I seethis happening again. Are there (?). Strangers have showed up at my door, it’s happening nowand the trail isn’t complete. Imagine it’s your yard or home. You promise to police these areas.You’ve failed in the past. I fear for my animals and my property. I wish you would consider otherareas to complete this proposed trail. Using the issue that it needs to follow the Ute Indian Trailis fruitless. The Indians never followed any trail more than once. Have you considered theadversity you propose to inject into our quiet little community? Put yourself in our place andthink of it in your front yard and neighborhood and the need to deal with all of the problemsthat have been brought to your attention beforeRegional Parks (2 mentions) I would like to see an increased focus on regional parks and inter‐park/community trail systemson the eastern Widefield/Fountain area (east of Widefield park) Begin looking at a regional park southeast of Colorado Springs near the expanding developmentareasMiscellaneous 1. Again, not enough information to answer II. 2. What is the impact on the community’shealth, safety? 3. What measures are being taken to assure public security? Hire better people who can do more/not bottom of barrel I don’t have enough information to make an informed decision Require open space land while it is still available. When it’s gone, it’s gone! Stop trying to be all things to all persons! More liberals on the BOCC; we are not represented by reasoned people15 | P age


MindMixer SurveySurvey ResultsGreenPlay, LLCWith MindMixer1/30/2013


El Paso County Parks Master Plan Update Survey – Summary ReportAs part of the Parks Master Plan Update, a MindMixer web site presence was created. Throughwww.PlanUpdate-ElPasoCountyParks.com, this tool was designed to enhance community involvement,and obtain feedback from people who may not necessarily come to meetings. Community memberswere asked to respond to questions concerning parks, open space, and trails, as well as recreation andcultural services programs offered by the County. Over 300 individuals participated in the web-basedsurvey/community dialogue that was up and running from October through December 2012. Theaverage age of the responders was just over 50 years old with 56 percent female and 44 percent male.Topic Area #1: Parks, Open Space, and TrailsActual community demographic representation:% ofAreacurrentpopulation% of surveyresponseDifferenceUrban Core Subarea 71% 32% -39 %Southeast Subarea 13% 10% - 3 %Northwest Subarea 2% 13% + 11%Northeast Subarea 9% 25% +16%Southwest Subarea 4% 21% + 17%The Urban Core area respondents to the survey represent the largest group at 31 percent, however isunderrepresented as its population is 71 percent of the total County population. This may have to dowith the heavier reliance on the robust local park systems through other providers in the urban core.The Northeast and Southwest subareas are the most over represented followed by the Northwestsubarea, with the Southeast subarea being a fairly close match. This information must be taken intoconsideration when interpreting the responses of the survey respondents.Appendix IV: MindMixer Survey Summary Report iv. 1

Respondents were also tracked by their zip code to see the breadth of the response.iv.2| Parks Master Plan

Responses to each of the survey questions follows.The most popular outdoor activities reported by survey respondents include walking or hiking on trails(20%), visiting a national forest or state park (17%), wild life viewing (14%), biking on paved trails (12%),and mountain biking (10%).Appendix IV: MindMixer Survey Summary Report iv. 3

Respondents to the survey are very aware of the places available to them to enjoy the outdoors in ElPaso County with 90% of respondents indicating that they either agree (59%) or strongly agree (31%)with a statement indicating their degree of familiarity. Only 1% indicated that they disagreed with thestatement.iv.4| Parks Master Plan

Bear Creek Regional Park is by far the most often visited park by El Paso County survey respondents with20 percent of respondents indicating it as a park they frequently visit. Fox Run (13%) and Fountain Creek(12%) Regional Parks follow as a somewhat distant second and third. This may be a reflection of thecomprehensive level of development of these parks sites, including the passive areas of the parks. BlackForest Regional Park (9%) and Black Forest Section 16 (7%) were cited as the next most often visitedfollowed closely by Bear Creek Dog Park and Paint Mines Interpretive Park, tied at 6 percent each. Allthe other sites were indicated by zero to 5 percent of the respondents, with only 1 percent ofrespondents indicating that they have not visited any of the regional parks.There is definitely a preference by county resident survey respondents for parks with trails (35%) andnatural areas (25%) as these were preferences of 60 percent of the respondents. Mid-sized parks withtrails and structured pavilions/infrastructure are also popular. This sentiment is also evident in thevolume of write-in comments throughout the survey reflecting interest in trails, natural areas, and picnicpavilions. These are followed by a preference for large parks with full compliments of amenities andservices (10%). Smaller or more specialized settings such as neighborhood parks, parks with equestrianamenities and interpretive parks received the least indication of preference with six percent or lessweighing in.Appendix IV: MindMixer Survey Summary Report iv. 5

Park pavilions are at the top of the list of facilities reserved or rented, with Bear Creek and Fox Runnamed in particular. Uses ranged from memorial services, picnics, scout meetings, local club gatherings,annual alumni events, parties, and large group gatherings. Kudos were given for ease of reservationprocess, service received from staff during the reservation process, reasonable costs, and attractivenessof the facilities. Quality of the experience mostly ranged from good to excellent. Single mentions weremade of a bad experience with a double booking, taking some time to find the appropriate contactinformation, busy sites in the summer, and the cost being a little prohibitive.The nature centers were also identified as reserved sites with kudos for a fabulous experience,convenient and easy process, reasonable fees, and the area being clean and well kept. Campgroundsreceived several votes of confidence. Use of fields for youth sports was mentioned with a specificrequest for official access to grass fields at Bear Creek to be granted for youth soccer/sports teams.Again, Bear Creek Regional Park received the greatest response with 24 percent of respondentsindicating they frequently use the trails in this area. This is followed by the New Santa Fe Regional Trail(18%), Fountain Creek Regional Trail (14%) and Fox Run Regional Trails (12%). All other trails are usedfrequently by ten percent or less of the respondents; however, it is evident that trails use is a verypopular pastime in El Paso County. Only two percent of respondents indicated that they have not usedany County trails.iv.6| Parks Master Plan

An overwhelming number of respondents (72%) gain access to the trail they use most frequently bydriving a personal motorized vehicle to the trailhead. This is followed by a significant number who areable to reach the trailhead by bike (15%), or who can walk to the trailhead (9%). Public transportation toreach a trail head is either not available, not convenient, or otherwise not desired, as no respondentreaches the trailhead in that manner.Using the trail for recreational enjoyment (34%) or for personal fitness for health purposes (33%) are thetop reasons cited by 67 percent respondents for using the county trail system. Enjoying or experiencingnature (28%) follows as a fairly close third. The lack of using the county trails to gain access to parks orother recreational facilities (2%), commuting to work or another destination (1%), or accessing socialactivities (1%) may be in part a reflection of the lack of connectivity in the current trail system.Appendix IV: MindMixer Survey Summary Report iv. 7

Walking or hiking is by far the most popular use of the trail system with 64 percent of respondentsindicating they use the trail system for this purpose. Biking is a distant second at 19 percent. Runningand equestrian are tied for a distant third with eight percent of the respondents indicating they use thetrails for these purposes. Those who indicated “other” wrote in such things as birdwatching, observingseasonal changes, wildlife/bird watching, and photography.The largest number of respondents indicated that they most frequently use the trails that are internal toa park site (52%) followed by those who use the Regional Trails that lie outside of established parks(43%). Only five percent indicated that they use connector trails to get from homes or businesses toopen space or regional trails. Again, this may be reflective, at least in part, to the lack of connectivity inthe current trail system, as very large number of write in comments addressed the need to provideconnections in many areas.iv.8| Parks Master Plan

By far, the strongest sentiment from survey respondents for park and trail improvements over the next5-10 years is for trail connections – regional trails, trails connecting neighborhoods, parks, andconnections between city and county trails, along with connections to neighboring counties.Respondents also desire connections for commuter trails and for bike trails. In addition, respondentswant the trail system expanded, especially in the northeast, and completion of the Trail Master Plan.Multi-modal trails are desired for most trails, unpaved is preferred. To accomplish this, suggestions aremade for working with the cities, continued involvement in Ring the Peak trail system, and workingclosely with local user groups to determine needs and trends for their use. Goals for the trail systeminclude safe trails, encouraging recreational access, and interpretation for children to build strongappreciation.Trail and park maintenance is another top priority, with respondents calling for preservation of theinvestment in the park and trail system, erosion controls, repair of damaged trails, and rerouting ofunsustainable social trails. Suggestions are made to use professional expertise to build and repair trailssupplemented with volunteer work efforts. Observations included the need for more trash cans,restrooms and water fountains, and that kiosks for posting information are looking worn.There is concern for spreading resources too thin by expanding the park and trail system beyond themeans to maintain it. A suggestion was made to have the parks core infrastructure restored to excellentconditions before considering adding more.There was a mixture of opinion regarding adding more specific facilities to the system. The desire fordevelopment was countered by a desire for water conservation, preservation of natural areas andconcern for ongoing maintenance costs. However, specific interest was expressed for:• Ensuring that newly developed areas, particularly north and east, have trails and parks• Another large regional park• Another nature center• Sports fields in the east• More large dog parks; dog park at Fox Run• Disc golf• Urban bike parks• Botanical garden• More, but not all trails being open for dogs on leashA significant number of respondents commented about the need for stronger communication,marketing, and awareness of opportunities in the county parks and trails system - facilities available,opportunities for maintenance, volunteer time for Scouts, family, school groups, posting of trails andmileage for each, and downloadable maps. They also suggested emphasizing health benefits, partneringwith health organizations to promote recreation, and requiring mountain bike education to reduceimpact to trails. Signage was also mentioned - interpretative signs, increased signage to connectors, andright of way signs that help educate people about who should yield to whom.Appendix IV: MindMixer Survey Summary Report iv. 9

Parking was also mentioned - adding more parking at Ute Valley Park (city park?), parking for horsetrailers at trail heads, and parking at the Rampart Dog Park for the busy weekends.There is a strong sentiment that the county needs continue to invest in our parks and open spaces, asthey are a major reason we have such a high quality of life here, and they will continue to help us attractbusinesses and continue to grow.As a resource value, when given the opportunity to select their top four values, the largest percentageof respondents indicated wildlife habitat/viewing wildlife (21%). This was followed closely by preservingundeveloped land (18%), providing trees and other plants (18%), and buffering from development(16%).iv.10| Parks Master Plan

Acquisition of open space is a very high priority to respondents and some respondents would like to seea mix of open space (trails and undeveloped land) along with developed parks (fields, courts,recreational facilities, pavilions). Regarding open space, they would like to see land acquired:• To protect open space land from development, forcing development into areas that needimproving or that contain large numbers of unoccupied buildings and homes; slowing urbansprawl and protecting large areas of working lands; keeping development from encroaching onour natural treasures, fragile foothills/prairie ecosystems, and habitat. Acquire land on bluffs tostop more houses from being built on the mountain sides (e.g. Gold camp road).• To buffer development, taking into account watershed and wildland fire buffer concerns.• To preserve natural areas, protect wildlife and wildlife corridors, scenic land and unusualproperties, keeping as much natural area as possible, as once the land has been disturbed it willnever be the same.• To acquire while land prices remain low.• To keep the land clean and free to the public with easy access.• To provide recreation opportunity; careful use by humans to re-create, de-stress, enjoy the outof doors, be alone, keeping as natural as possible for citizens to use and "get away from it all."• To provide linkages between existing parks; and a variety of terrain and location throughout thecounty including some prairie open areas for our eastern folks• To continue to ensure that as the city grows, the open space and parks grow alongside, ensuringthat there is ample open space for our area, and planning ahead for how many people wouldpossibly use the areas;• To keep the el paso county commissioners from giving developers and cdot whatever they wantregarding land useMany specific parcels or areas were identified.Fewer, but very strong, opinions address the fact that acquisition is expensive and top priority should beto adequately maintain our existing investment of county park acreage and facilities including drainageand erosion control; invasive, noxious weed prevention and control; and flood mitigation along FountainCreek. Maintenance and enhancement (conservation, habitat improvement) and promotion of use arebetter investments and we should provide for recycling for all parks, Xeriscaping for water conservation,and assuring open space maintenance as the city grows, continuing to manage properties at the highestmaintenance level.Appendix IV: MindMixer Survey Summary Report iv. 11

Respondents expressed a desire to focus on management for five to ten years to recover from the lackof funds and staffing to sustain and maintain what we have in place, and to upgrade management ofexisting lands and programs. Respondents suggested establishing conservation easements on regionalparks and educating the public on forest management, natural habitats/wildlife, and trail etiquette, andif a nature center is not possible in the north, at least provide interpretive signage, all to preserve whatwe have, increasing staffing to accommodate the public's interest and park use, managing invasive nonnativeplants and at times exotic/feral animals; and keeping motorized vehicles to a minimum. There is adesire to ensure restrooms are available at all times, or at least signage advising when they will beclosed/open, and drinking water at each park head and to make the trails and facilities as safe and ingood repair as possible and then consider planning for more.The County should work with developers to provide development buffers and actively purchase openspace property; work to pass a TOPS-type tax for the county; and consider merging with the city to allowfor efficiencies of scale; don’t add new acreage and/or development until financial resources can sustainboth existing and new. Conversely, opinion was expressed that the County holds enough open space andparkland, and perception is that County Leadership doesn't financially support the maintenance of whatthey already own, so why purchase more? Therefore, the county should stop acquiring and developingadditional parks and trails; maintain and staff the open spaces and nature centers it already has; don’tgo into debt to attain; and don’t develop areas that the county cannot maintain or care for such asRainbow Falls.A large majority of respondents (77%) rated the maintenance of county parks, open space and trails aseither good (60%) or excellent (17%). Five percent did not know, however 18 percent indicated that theyfelt maintenance was either fair (15%) or poor. Those who left comment indicated they feltmaintenance was an improvement from the past and they are impressed with the upkeep; upgradesaccomplished by volunteers have been sensational; parks that are highly visible and get frequented (FoxRun & Bear Creek) seem to be better maintained; and gave kudos to the County for doing a good jobwith limited personnel. They also recognize the impact of the economic downturn.iv.12| Parks Master Plan

There was some sentiment that areas are too maintained, highlighting that the trails should be natural,and continued maintenance of non-native plant species, and the attendant mowing and irrigation ofsuch transplants is not only costly and ineffective, it does not provide visitors an authenticunderstanding of the environment in this region detracting from the educational value of our publiclands, just as it is a waste of money and our most precious resource, water.Lack of Funding – Respondents said there is need more County support, and that $1 per person in taxsupport is ridiculous, especially when the citizens themselves rate County parks as one of the mostutilized County amenity. More money and volunteers is needed to keep up with trail maintenance,resources are spread too thin, and there is not enough revenue to fund expanding the system. Attentionto the trails and parking areas has decreased with the lack of funding the last few years, and there isn'tenough staff to regularly maintain every park, so many trails suffer. Some respondents don’t think theCounty Commissioners see parks and open spaces as priorities and/or things to be protected andmaintained and that the County can do more to protect the natural spaces and improve parks as far asmaintenance and access.Trail maintenance and erosion is the most commonly cited problem. Trail erosion is not adequately(time, place, and degree) corrected. Specifically mentioned poor conditions exist at the New Santa Fetrail (especially where it runs through the AF Academy), the Paint Mines, Clear Springs Ranch, and thetrails in Bear Creek and Fountain Creek Parks. Issues include too many soft, sandy places or ruttedleading to potential, and real, loss of control of the bicycle; need of resurfacing; wash outs after rains;non-existent to very slow trail maintenance; roots pushing up asphalt making rough surface; trails aretrashed out, with irresponsible people using them as a dumping ground for their trash, appliances,couches, tires, yard debris, etc. and no one seems to take measures to prevent or punish dumping; dogpoop; and trails were developed in unsustainable formats, unable to prevent water damage. Social trailsare often not dealt with and cause further erosion, and are inflicting permanent damage, and habitatsare being degraded. There is not enough "man power" to keep a watchful and frequent eye on the trails.Suggestions were made to close down the social trails and increase number of maintained trails, focuson year round versus whenever an upcoming event is scheduled like the big cross country race, and tostop putting heavy gravel on trails, in consideration of the cyclists who will crash because they cannotplow through the gravel.Specific damage or improvement needed was cited in the parks and open space areas as well. The adultathletic teams that "reserve" the park have trashed the fields (specifically up and down the "middle" ofthe fields) and the youth teams that use the "corners" of the fields for practice are blamed this abuse;the grass fields at Bear Creek Park have been neglected the past few years and attempts to renovate theupper field this year fell short when watering was discontinued and new growth allowed to dry up. Theareas that are near populated areas and are heavily used are in very poor condition and are only caredfor by volunteers that are hard to muster and have limited interest and ability to maintain them for longor well. It is very short sighted and wrong of the County Parks to subject the near neighbors of theseplaces to living with the trash or maintaining them themselves.Appendix IV: MindMixer Survey Summary Report iv. 13

Trash and people shooting at all times of the day is occurring in Rampart Range above Woodland Park,in areas that are at sometimes heavily traveled by road use as well as hikers and horseback riders. Dogowners are highly variable in whether they pick up after their pet. Stratton Open Space and FountainCreek could use more "clean up." There is lots of dead grass. Widefield is always very dry. Clutter needsto be removed from some areas and some of the smaller county parks (that are less known) don't fairwell in maintenance. There was a suggestion that some of these efforts could be done with parkemployees and citizen volunteers.There are not enough restrooms or drinking water for people, nor water spigots for horses. There aredirty and run-down picnic tables. More trash cans and portable restrooms would help to make visits lessof a hassle.Many noxious weeds proliferate throughout the county park system. The area by the trailhead at PalmerDivide trail used to be grassy area, then all that dirt was dumped on it during that creation of wetland,and now there are weeds and alfalfa coming up there. It could've been a nice picnic area. Weeds alongthe trails were not trimmed and has caused the trail to narrow to a single lane.The Nature Center staff has been reduced to the point the doors are not even open seven days a week;programs are now dependent upon volunteers and volunteers are doing the maintenance on trails.Some respondents indicated their lack of awareness of rules. Many others felt that no new rules wereneed, but enforcement of current rules is lacking. Suggestions were made to allow staff authority toenforce rules and to use friends groups to help, and to issue warnings and fines for failing to follow therules.Dog Related - By far, the most comment received to this question of rules was related to dogs.Enforcement: In general it was felt that better enforcement of the current rules is in order, along withpublic education about following the rules and awareness of the existing dog parks.Dog Poop: Cleaning up after dogs (and horses) needs to be stressed and enforced; more doggy poopclean up stations need to be provided along trails with poop recycle bins next to every trash can.Dogs off leash: There was significant support for allowing dogs off leash in more areas if they can beproven to respond to voice command and licensed as such. This recognizes that dog owners are hugesupporters/users of trails.Dogs on leash: This received the most comment and ranged from providing more guidance and signageto enforce dogs-on-leash, to allowing everyone to enjoy the park and prevent harassment of thewildlife, to more enforcement is needed.iv.14| Parks Master Plan

No dogs: There was some support for assuring dog-free trails and improving enforcement.Dog parks: there was a suggestion to have more dog parks and to keep dogs on leash in open areas; andthere was also a comment that an existing dog park gets such heavy use, that dog owners with dogs offleash are over flowing to other areas.Alcohol Related – comments included a mixture of opinion from “no alcohol” to alcohol permits forevents and pavilion rentals.Bike Related – comments included suggestions to separate mountain bike trails from pedestrian andhorse trails, have fewer trails where bikes are permitted (esp fragile trails), or rotate bike usage on trailsso they have time to recover, to an appeal to keep trails open to cyclists.Equestrian Related – comments ranged from restricting access to horses to maintaining access forequestrians; along with requests that Pikes Peak loop at Black Forest Regional Park be open to horses;that non-horse trailer vehicles be respectful of parking to allow smaller parking areas to fit in horsetrailers; that more manure trash bins (like at Homestead) be provided; that equestrians take moreresponsibility for cleaning the trails of horse poop in city organized groups once per month; and thatlarge signs explain equestrian right of way, dos and don'ts with horses, and helmets are encouraged forboth bikes and equestrians.Field Access Related – comments included a request for official access to grass fields at parks to begranted for youth soccer/sports teams for weekly team practices either on a reservation basis (althoughfees were described as too high) or for free on a first-come, first-served basis, and to not allow adultsoccer teams to take over the entire park on Sundays.Firearm Related – comments included no firearms anywhere where it is open to the public.General Trail Related – comments included enforce closings of social trails to protect long-termsustainability of parks, enforce trail etiquette and provide signage or information on how social trailsdegrade parks and impact the surrounding vegetation, post right-of-way so it's clear when horses, bikes,and hikers are to yield, continue to clarify where different types of trail uses are restricted to certaintrails, and sign in/out when using trails; and if smoking is permitted. A suggestion was made to add anew rule regarding no ear buds on the trail so people can hear what is going on around them.General Park Related – comments included enforce standing rules of “leave it the way you find it,” nodumping, no motorized vehicles, open and close times; only use of equipment suited to the area orfacility, and horses and bicycles only on regional trails. Suggestions included to not close restrooms theyshould be open year around, and maybe allow some camping on the larger parks with permits.Motorized Vehicle Related – comments included reduce use of motorized vehicles, do not allowmotorized vehicles on any parks, open spaces or trails as they ruin habitat for plants and animals andwreck the outdoor experience for humans.Smoking Related – comments included enforce “no smoking,” it ruins the nature experience.Appendix IV: MindMixer Survey Summary Report iv. 15

Signage and Enforcement suggestions - appoint trail ambassadors to help support the existing rules andhelp others enjoy the park, add more positive signage as “NO” soon becomes invisible to most people.Allow security to write tickets, adds signs about right of way, so mountain bikers know they should yieldto equestrians and hikers.Many respondents indicated that they have never experienced or witnessed a conflict citing that mostpeople are courteous, tolerant, and friendly.Bikes: A significant number of conflicts revolved around bikes: mountain bikers surprising hikers orhorses; speeding bikes and not yielding to hikers; mountain bikers with headphones almost taking outwalkers and other bikers; and mountain bikers cutting new social trails causing erosion and ridingbicycles where they are not supposed to. Also mentioned was startled hikers and joggers not hearingthe warning approach of a biker because they were using headphones.Dogs: By far, the largest number of reported conflicts had to do with dogs: dogs not under control; dogsoff leash in leash areas; on single track trail, the leash is longer than the trail width and does not serve itsintended function; dogs biting people; dogs attacking or getting into fights with other dogs or chasingwildlife, chasing bikes, or sniffing or jumping on people, scaring people; dogs where prohibited; notpicking up after them and leaving feces and urine on trails; health concerns regarding the large amountof dog excrement on some trails, which dries and becomes airborne. A suggestion was made to requirea license proving that a dog that can be controlled via voice.Drugs: observation of kids doing/selling drugs in the lower NW lot a bear creek a lot and in CheyenneCanon.Litter: throwing trash and cigarette butts on the ground.Motorized vehicles: occasionally a motorized vehicle will invade a non-motorized trail causing trailerosion; emissions/leakage, and excessive noise.Multi-use: many others cited some sort of conflict between hikers, bikers, and equestrians sharing trailsranging from fairly minor to more significant including bikers going too fast, users of headphones payingno attention to their surroundings, unfamiliarity with horses and proper trails etiquette. This is not anew problem, but is definitely eased by the signage (share the trails) and education at parkentrances/parking lots. Everyone can share if their "expectations" are managed and people use commoncourtesy. Better signage and more dedicated mountain biking areas would be helpful.Noise: There have been conflicts due to loud music coming from big speakers in cars.iv.16| Parks Master Plan

Other: Teens lighting a fire, discs flying across the trails; disc golfers smoking (smelled like MJ); a lot ofpot smokers have been reported in the disc golf course area at Cottonwood Creek; along with cutfences, defecation, loose and ill behaved animals; shooting near and down trails.Matching national research, clearly there is a very strong belief by El Paso County survey respondentsthat having parks near home or work would be a key factor in their decision to purchase a home orlocate a business in an area near to the parks. Ninety four percent of the respondents indicated it wouldpositively influence their decision. Only one percent said it would negatively influence their decision.Appendix IV: MindMixer Survey Summary Report iv. 17

It has long been thought that having the opportunity for various types of physical activity, such as parks,trails and open space, and/or programs of that nature, actually encourages people to take advantage ofthose opportunities, and that users further generate economic activity through the purchase ofequipment, accessories and/or food and beverage. El Paso County users have reported in great numbers(96%) that they have been influenced by their use of these facilities and have made purchases related tothat use. Only four percent of respondents reported that they were not influenced to make relatedpurchases through their use of the facilities.Topic area #2: Recreation and Cultural ProgramsSixty-six percent of respondents indicated that they strongly agree (21%) or agree (45%) that they areaware of recreation and cultural programs that they can attend in El Paso County. Almost one quarter ofthe respondents did not have an opinion either way, and just over 10% either disagreed (10%) orstrongly disagreed (1%) with the statement.iv.18| Parks Master Plan

Respondents to the survey are strong supporters of the nature centers. Almost one quarter of therespondents reported that at least one member of their household visited either the Fountain Creek orBear Creek Nature Centers over the past year. Picnicking was also identified as a popular activity with 18percent of respondents or family members having picnicked in the past year. El Paso County surveyrespondents are also quite generous with their time as 15 percent indicated that they or members oftheir household volunteered for an outdoor project during the past year. More specific programs oractivities also had a strong showing with eight to nine percent of respondents indicating that theirhousehold has participated in outdoor programs for kids, organized outdoor sports, and culturalresources programs. Smaller numbers of respondents indicated participation in agricultural or farmactivities at the Fairgrounds, and in community gardening. Each of these activities are gaining inpopularity across the country.Appendix IV: MindMixer Survey Summary Report iv. 19

Although there were a few written comments from some respondents who were not familiar or had notparticipated in any programs, there was significant comment from those who have had very enjoyableexperiences at the County’s two nature centers, and recognition that these are rare assets. Theyexpressed appreciation for everything from the accessible trails to the opportunities to engage youngpeople and families, helping them become more aware of the natural habitat, and reaching many kidswho would not normally have the opportunity to learn about nature. They referred to the facilities andprograms as excellent, well organized, and community treasures, and praised the staff. They suggestedthat a goal might be to have every 3 rd grader in the county participate in one of the nature centerprograms during the year.The County Fair, summer camps, family events, and field trips were also mentioned as favorite programsalong with programming for children during breaks from schools.Suggestions for new programs included a nature center in the north area and other ideas for expandingor adding more of what is already available: enlarge the existing centers, expand the hours, increase thestaffing level, add more programs and hikes, add more youth sporting events, and add more interpretiveprograms. In addition, there was interest expressed for more variety in the types of programs offered,programs for older girls, disc golf courses, and Nova-themed nature programs.Many respondents indicated that they have not attended a festival or event in the County parks, but ofthose, most expressed that they would like to and that they support the idea of these events. They feltthese programs are not advertised well enough, or that most are held in the south part of town andmore should be offered on the north side. There were a few comments that questioned the role of theCounty in providing these types of events, suggesting that private and non-profit organizations might bemore appropriate.Concerts in the parks received many favorable comments with one respondent requesting that theCounty keep up the advertising. Many special events were named as well with the Great Parks Festivalleading the pack. There was a suggestion for the Great Parks Festival that it feels somewhat “random”and it could have a better shaped mission.iv.20| Parks Master Plan

The suggestion of a summer camp at the Fairgrounds was a finding of the on-line survey conducted bythe County in May of 2012. This question seeks to identify specifics as to how that program idea mightbe shaped. The number of comments on this topic continues to suggest strong interest. Program ideasincluded: agriculture, horticulture, outdoor crafts, geology, botany and human history, care of farmanimals, night sky interpretation, hikes and interpretation at the Paint Mines, equestrian skills,environmental studies, sustaining one’s self without modern conveniences, painting, connection to thenatural world, gardening, cooking, and a suggestion that curriculum should be designed byprofessionals.Respondents envision half or full day, week long camps offered throughout the summer. There was alsoa suggestion that one overnight be incorporated into the program. There was considerable support for afee-based program, however strong interest in scholarship or help for those who could not afford thefee.Some comment questioned the role of government in providing this type of program and/or suggestedteaming up with other non-profit organizations. There was some concern about spreading limitedresources to thinly and focusing on making current programs as robust as possible.Due to the location of the Fairgrounds away from the population base of the county, it was not asurprise to also receive considerable comment about the location being too far for many to practicallyparticipate.The suggestion of a youth sports at the Fairgrounds was a finding of the on-line survey conducted by theCounty in May of 2012. This question seeks to identify specifics as to how that program idea might beshaped. Many sports were mentioned as possibilities with no significant standouts: baseball, archery,horseback riding, soccer, football, ultimate Frisbee, races, year round swimming, tennis, lawn hockey,individual sports for lifelong exercise – yoga, cycling, running, archery, swimming, martial arts,basketball.As well, suggestions for program format ranged from weekend clinics to week-long camps to year roundactivities. Like summer camp, there is acceptance of a fee based program, with interest in scholarship orother financial help for those in need.Some comment questioned the role of government in providing this type of program and/or suggestedteaming up with other non-profit organizations.Due to the location of the Fairgrounds away from the population base of the county, it was not asurprise to also receive considerable comment about the location being too far for many to practicallyparticipate.Appendix IV: MindMixer Survey Summary Report iv. 21

Most respondents (89%) feel maintenance of facilities at the Fairgrounds is either good (78%) orexcellent (11%).For the 11 percent that felt maintenance at the Fairgrounds is either fair (9%) or poor (2%), respondentsindicated that the Fairgrounds is not a very appealing place, it is unattractive, and some of the buildingsare in need of repair and/or appear run down. One person stated that it seems to be maintained wellduring the State Fair.iv.22| Parks Master Plan

Appendix V: Trends Influencing Parks and RecreationPrepared for El Paso County Parks by GreenPlay, LLCMarch 2013With its joint mission of responsible stewardship of the public lands within the regional park system andconnecting the El Paso County community to outdoor recreation and nature, it is a challenge for El PasoCounty Parks to continue to understand and respond to the changing recreation interests of those itserves. In this fast-paced society it is important to stay on top of current trends impacting outdoor andnature-based recreation. The following information highlights relevant local, regional, and nationaloutdoor recreation trends from various sources that may influence El Paso County Parks for the next tenyears.The highest ranking age cohorts in El Paso County are 25-34, 35-44 and 45-64.Planning for the next ten years suggests a growing demand for programs andservices for young adults and baby boomers.Demographic Trends in RecreationAdult – The Baby Boomers - Planning for the Demographic ShiftBaby boomers are defined as individuals born between 1946 and 1964, as stated in LeisureProgramming for Baby Boomers 1 . They are a generation that consists of nearly 76 million Americans. In2011, this influential population began their transition out of the workforce. As baby boomers enterretirement, they will be looking for opportunities in fitness, sports, outdoors, arts and cultural events,and other activities that suit their lifestyles. With their varied life experiences, values, and expectations,baby boomers are predicted to redefine the meaning of recreation and leisure programming for matureadults. Emilyn Sheffield, Professor of Recreation and Parks Management at the California StateUniversity, at Chico, in the NPRA July 2012 Parks and Recreation magazine article titled, “Five TrendsShaping Tomorrow Today,” indicated that Baby Boomers are driving the aging of America with boomersand seniors over 65 composing about 39 percent of the nation’s population 2 .In the leisure profession, this generation’s devotion to exercise and fitness is an example of its influenceon society. When boomers entered elementary school, President John Kennedy initiated the President'sCouncil on Physical Fitness; physical education and recreation became a key component of publiceducation. As boomers matured and moved into the workplace, they took their desire for exercise andfitness with them. Now as the oldest boomers are nearing 65, park and recreation professionals arefaced with new approaches to provide both passive and active programming for older adults. Boomersare second only to Gen Y/Millenials (born between 1980 and 1999) in participation in fitness andoutdoor sports. 3Jeffrey Ziegler, a past president of the Arizona Parks and Recreation Association identified “BoomerBasics” in his article, "Recreating retirement: how will baby boomers reshape leisure in their60s?" 4 Highlights are summarized below.Appendix V: Trends Influencing Recreation v. 1

Boomer Basics:Boomers are known to work hard, play hard, and spend hard. They have always been fixated onall things youthful. Boomers typically respond that they feel 10 years younger than their chronologicalage. Their nostalgic mindset keeps boomers returning to the sights and sounds of their 1960’s youthculture. Swimming pools have become less of a social setting and much more of an extension ofboomers' health and wellness program. Because boomers have, in general, a high education level they'lllikely continue to pursue education as adults and into retirement.El Paso County’s demographic profile indicates that 25.8 percent of the current population fallswithin the Baby Boomer age range (those approximately 45 – 64 years of age).Boomers will look to park and recreation professionals to give them opportunities to enjoy many lifelonghobbies and sports. When programming for this age group, a customized experience to cater to theneed for self-fulfillment, healthy pleasure, nostalgic youthfulness, and individual escapes will beimportant. Recreation trends will shift from games and activities that boomers associate with seniorcitizens, as Ziegler suggests that activities such as bingo, bridge, and shuffleboard will likely be avoidedbecause boomers relate these activities to being old.Boomers will reinvent what being a 65-year-old means. Parks and recreation agencies that don't plan forboomers carrying on in retirement with the same hectic pace they've lived during their years inemployment will be left behind. Things to consider when planning for the demographic shift:• Boomer characteristics• What drives Boomers?• Marketing to Boomers• Arts and entertainment• Passive and active fitness trends• Outdoor recreation/adventure programs• Travel programsYouth – Planning for the Demographic ShiftSheffield also identified as one of the five current trends shaping tomorrow that the proportion of youthis smaller than in the past, but still essential to our future. As of the 2010 Census, the age group underage 18 forms about a quarter of the U.S. population, and this percentage is at an all time low. Nearly halfof this population group is ethnically diverse and 25 percent is Hispanic 5 .Hispanic Trends – Outdoor/NatureAccording to Sheffield, in the United States, the Hispanic population category increased by 43 percentover the last decade, compared to five percent for the non-Hispanic portion, and accounted for morethan half of all the population growth. The growing racial and ethnic diversity is particularly important torecreation and leisure service providers since family and individual recreation patterns and preferencesare strongly shaped by cultural influences. 6v.2 El Paso County, Colorado | Parks Master Plan

Participation in outdoor sports among Hispanics is at 6 percent nationwide, according to the 2012Outdoor Recreation Participation Report. 7 Those who do get outdoors, however, participate morefrequently than other outdoor participants, with an average of 60 outings per year. Hispanic youth (ages6 – 17) are the most likely age group to participate in outdoor recreation, in the Hispanic demographic.The most popular outdoor activities among Hispanics are: running and jogging (24%), road andmountain biking and BMX (15%), camping (car, backyard and RV) (12%), and hiking (8%).FacilitiesDog ParksDog parks are a rising trend. Recreation Management magazine 8 suggests that they can represent arelatively low-cost way to provide an oft-visited community amenity. Dog parks can be as simple as agated area, or more elaborate with “designed-for-dogs” amenities like water fountains, agilityequipment, and pet wash stations, to name a few. According to Dog Fancy Magazine, an ideal dog parkshould include the following:• One acre or more surrounded by a 4- to 6-foot fence• Shade and water• Adequate drainage• Parking near the site• A double gated entry• Benches• Pet-waste disposal stations with pickup bags and covered waste receptaclesThe Bear Creek Dog Park, one of the most popular facilities in El Paso County’s park system, wasrecognized by Novartis Animal Health US, Inc. as one of the Top 10 dog parks in the nation.Fitness ProgrammingResearchers have long touted the benefits of outdoor exercise. According to a study published in theJournal of Environmental Science and Technology by the University of Essex in the United Kingdom, “aslittle as five minutes of green exercise improves both mood and self-esteem.” 9 A new trend started inChina as they prepared to host the 2008 Summer Olympics. Their aim was to promote a society thatpromotes physical fitness and reaps the benefits of outdoor exercise by working out on outdoor fitnessequipment.The United States is now catching up on this trend, as park and recreation departments have beguninstalling “outdoor gyms.” Equipment that can be found in these outdoor gyms is comparable to whatwould be found in an indoor workout facility, such as leg and chest presses, elliptical trainers, pull downtrainers, etc. With no additional equipment such as weights and resistance bands, the equipment isfairly easy to install. Outdoor fitness equipment provides a new opportunity for parks and recreationagencies to increase the health of their communities, through offering the opportunity to exerciseoutdoors. Such equipment can increase the usage of parks, trails, and other outdoor amenities whilehelping to fight the obesity epidemic and increase the community’s interaction with nature.Appendix V: Trends Influencing Recreation v. 3

Festivals and EventsEconomic Impact of FestivalsIn the context of urban development, from the early 1980s, there has been a process that can becharacterized as “festivalization,” which has been linked to the economic restructuring of towns andcities, and the drive to develop communities as large-scale platforms for the creation and consumptionof “cultural experience.”The success rate for festivals should not be evaluated simplistically solely on the basis of profit (sales),prestige (media profile), size (numbers of events). Research by the European Festival Research Project(EFRP) 10 indicates there is evidence of local and city government supporting and even instigating andmanaging particular festivals themselves to achieve local or regional economic objectives, often definedvery narrowly (sales, jobs, tourists). There are also a growing number of smaller more local communitybasedfestivals and events in communities, most often supported by local councils that have beenspawned partly as a reaction to larger festivals that have become prime economic drivers. Thesecommunity-based festivals often will reclaim cultural ground based on their social, educational, andparticipative value. For more information on the values of festivals and events, see the CRC SustainableTourism research guide 11 on this topic.There is much to be learned about trends and expectations each year in order to make the most of eachevent. FestivalsandFairs.Net 12 , an online festival resource, listed the following 2012 trends:• How the Economy Affects You - No matter what, the economy is always a factor. In 2012, peoplehoped to find gifts for themselves or loved ones at prices they could easily afford, suggestingthat finding ways to making crafts cost a bit less can help pass the savings on to customers.• ‘Tis the Season’ – people prefer to put their money toward things that have a definite purpose,such as Christmas decorations or display items that can be used throughout the entire autumnseason.• Keep it Simple and Professional – keeping displays simple and well organized is appealing tocustomers.Healthy LifestyleLocal TrendsColorado, which has long claimed bragging rights as the leanest state in the nation, received some badnews this year 13 . The Colorado 2011 Health Report Card found that Colorado’s adult obesity levelsrecently jumped to the second-fastest rate in the country and that one in every five Coloradans is nowobese. Adult obesity is greatest in the eastern plains and lowest in western mountain communities.Childhood obesity levels in Colorado are growing at the second fastest rate in the country, jumping froma ranking of third lowest in 2007 to 23 rd in the nation for child obesity today.The State of Colorado, along with non-profit partners such as the Colorado Health Foundation and LiveWell Colorado, has invested in numerous programs aimed at countering the obesity epidemic. Effortsare directed at healthy eating and combating sedentary lifestyles. Policy makers want Colorado to be thefirst state in the country to start reducing obesity levels, which is actually happening in one ColoradoCounty already. In Arapahoe County, the obesity rate has fallen from 20.3 in 2006 to a 2011 rate of 17.7.v.4 El Paso County, Colorado | Parks Master Plan

Natural Environments and Open SpaceEconomic & Health Benefits of ParksThere are numerous economic and health benefits of parks, including the following:• Trails, parks, and playgrounds are among the five most important community amenitiesconsidered when selecting a home.• Research from the University of Illinois shows that trees, parks, and green spaces have aprofound impact on people’s health and mental outlook. 14• US Forest Service research indicates that when the economic benefits produced by trees areassessed, the total value can be two to six times the cost for tree planting and care. 15• Fifty percent of Americans regard outdoor activities as their main source of exercise. 16According to the 2012 El Paso County Parks Web-based survey, 94 percent of respondentsindicated that the existence of parks near home or work would positively influence theirdecision to purchase a home or locate a business in a certain area.The Trust for Public Land has published a report titled: “The Benefits of Parks: Why America Needs MoreCity Parks and Open Space.” The report makes the following observations about the health, economic,environmental, and social benefits of parks and open space 17 :• Physical activity makes people healthier.• Physical activity increases with access to parks.• Contact with the natural world improves physical and physiological health.• Residential and commercial property values increase.• Value is added to community along with economic development sustainability.• Benefits of tourism are enhanced.• Trees are effective in improving air quality and act as natural air conditioners.• Trees assist with storm water control and erosion.• Crime and juvenile delinquency are reduced.• Recreational opportunities for all ages are provided.• Stable neighborhoods and strong communities are created.Americans devote more money to enjoying the outdoors than buying gasoline, purchasingpharmaceutical drugs, or owning cars. More than 44 percent of us make outdoor recreation a priority,adding up to an annual economic impact of $646 billion, according to a recent report by the OutdoorIndustry Association. 18 (By comparison, Americans buy $354 billion worth of gas and other fuels.)Outdoor recreation supports 6.1 million jobs and a combined $80 billion in federal, state, and local taxrevenue. More American jobs depend on trail sports (768,000) than there are lawyers (728,200) in theU.S., according to the report.Appendix V: Trends Influencing Recreation v. 5

While previous economic analyses have interpreted outdoor activities narrowly, the new studyconsiders the broad economic impact of outdoor recreation, including the design, development,marketing, and manufacturing of gear, sales linked to retailers and wholesalers of outdoor equipment,expenditures for going on a trip to use equipment, purchasing of licenses and supplies, and costsassociated with leisure and hospitality. A caveat is that the study was commissioned by a tradeassociation representing outdoor retailers and brands.Nature ProgrammingNoted as early as 2003 in Recreation Management magazine, park agencies have been seeing anincrease in interest in environmental-oriented “back to nature” programs. In 2007, the NationalRecreation and Park Association (NRPA) sent out a survey to member agencies in order to learn moreabout the programs and facilities that public park and recreation agencies provide to connect childrenand their families with nature. 19 A summary of theresults follow:• Sixty-eight percent of public parks andrecreation agencies offer nature-basedprogramming and 61 percent have naturebasedfacilities.• The most common programs include naturehikes, nature-oriented arts and crafts,fishing-related events, and nature-basededucation in cooperation with local schools.• When asked to describe the elements thatdirectly contribute to their most successfulprograms, agencies listed staff training asmost important followed by programcontent and number of staff/staff training.“There’s a direct link between a lack ofexposure to nature and higher rates ofattention-deficit disorder, obesity, anddepression. In essence, parks andrecreation agencies can and arebecoming the ‘preferred provider’ foroffering this preventative healthcare.”– Fran P. Mainella, former director ofthe National Park Service andInstructor at Clemson University• When asked what resources would be needed most to expand programming, additional staffwas most important, followed by funding.• Of the agencies that do not currently offer nature-based programming, 90 percent indicatedthat they want to in the future. Additional staff and funding were again the most importantresources these agencies would need going forward.• The most common facilities include: nature parks/preserves, self-guided nature trails, outdoorclassrooms, and nature centers.• When asked to describe the elements that directly contribute to their most successful facilities,agencies listed funding as most important followed by presence of wildlife and communitysupport.Figures from the National Association for Interpretation, a national group of nature professionals,demonstrate that nature-based programs are on the rise. According to Tim Merriman, the association'sexecutive director, the group was founded in 1954 with 40 members. It now boasts 4,800 members,with research indicating that about 20,000 paid interpreters are working nationally, along with an armyof more than 500,000 unpaid volunteers staffing nature programs at parks, zoos and museums. Thegrowth of these programs is thought to come from replacing grandparents as the teacher about the“great outdoors.” It is also speculated that a return to natural roots and renewed interest in life’s basicelements was spurred as a response to September 11, 2000. 20v.6 El Paso County, Colorado | Parks Master Plan

In his book Last Child in the Woods: Saving Children from Nature Deficit Disorder 21 , Richard Louvintroduced the concept of restorative nature, for both children and adults, of being out in nature. Thisconcept, and research in support of it, has led to a growing movement promoting connections withnature in daily life. One manifestation of this is the development of Nature Explore Classrooms in parks.Nature Explore 22 is a collaborative program of the Arbor Day Foundation and the non-profitorganization, Dimensions Educational Research Foundation, with a mission of helping children andfamilies develop a profound engagement with the natural world, where nature is an integral, joyful partof children’s daily learning. Nature Explore works to support efforts to connect children with nature.Outdoor RecreationThe El Paso County Parks mission focuses on land stewardship and connecting El Paso County residentsto outdoor recreation and nature. In addition to trends for outdoor sports activities, it is important tolook at trends in all outdoor activities.The Outdoor Foundation releases a “Participation in Outdoor Recreation” report, annually. According tothe 2012 report 23 , while there continues to be fallout from the recent economic downturn, outdoorrecreation reached the highest participation level in five years, in 2011. The Outdoor Foundation’sresearch brought the following key findings.Participation in Outdoor Recreation• Return to Nature: Nearly 50 percent of Americans ages six and older participated in outdoorrecreation in 2011. That is a slight increase from 2010 and equates to a total of 141 millionAmericans.• Accessibility is Important Factor: Activities that are affordable and accessible (GatewayActivities) have a contagious effect. 87 percent of hikers participate in one or more otheractivities. People with biking routes near their home get outdoors at a rate of 58 percentcompared to a rate of 47 percent for those without easy access to biking routes.Youth Participation in Outdoor Recreation• Downward Trend Reversed: For the first time since 2006, the downward trend of participationin outdoor sports among young boys has reversed to the upward direction. Female teenagerparticipation has grown to the highest rate recorded in the Outdoor Foundation’s annualreports.• The Influence of Family: Most youth are introduced to outdoor activities by parents, friends,family, and relatives.• Physical education in schools: The importance cannot be understated. Among adults ages 18and older who are current outdoor participants, 82 percent say they had PE in school betweenthe ages of 6 and 12.The Outdoor Foundation reports that the top outdoor activities in 2011 were running, fishing, bicycling,camping, and hiking. Birdwatching is also among the favorite outdoor activities by frequency ofparticipation.Appendix V: Trends Influencing Recreation v. 7

Outdoor recreation trends are also a recurring topic ofstudy by the United States Forest Service through theInternet Research Information Series (IRIS). An IRIS reportdated January 2012 24 provides the following recent naturebasedoutdoor recreation trends: Participation in walkingfor pleasure and family gatherings outdoors were the twomost popular activities for the U.S. population as a whole.These outdoor activities were followed closely in popularityby viewing/ photographing wildlife, boating, fishing,snow/ice activities, and swimming. There has been agrowing momentum in participation in sightseeing, birding,and wildlife watching in recent years.The 2012 El Paso County Parks Webbasedsurvey ranked hiking/walkingon trails (20%), visiting a NationalForest or State Park (17%), wildlifeviewing (14%) biking on paved trails(12%), and mountain biking (10%) asthe top five activities participated inby survey respondents, followed bycamping and birdwatching (8% each),fishing (6%) and horseback riding(10%).Adventure Programming and Extreme SportsExtreme SportsExtreme sports are not just a fad. Regardless of the time of year, extreme sports are increasing inparticipation 25 . A 2008 SGMA report shown in Table 6 demonstrates this increase in participation.Table 6: Most Popular Extreme Sports in the USA (U.S. population; 6 years of age or older)# of ParticipantsExtreme Sport(participated at least once in2007)1. Inline Skating 10,814,0002. Skateboarding 8,429,0003. Mountain Biking 6,892,0004. Snowboarding 6,841,0005. Paintball 5,476,0006. Cardio Kickboxing 4,812,0007. Climbing (Indoor, Sport, Boulder) 4,514,0008. Trail Running 4,216,0009. Ultimate Frisbee 4,038,00010. Wakeboarding 3,521,00011. Mountain/ Rock Climbing 2,062,00012. BMX Bicycling 1,887,00013. Roller Hockey 1,847,00014. Boardsailing/Windsurfing 1,118,000Source: Sporting Goods Manufacturers Association, 2007In recent years, mountain biking, and BMX biking have continued their upward trend while inline skatingand skateboarding have trended downward in popularity according to the Outside RecreationParticipation Topline Report 2012. 26v.8 El Paso County, Colorado | Parks Master Plan

Zip LinesAccording to a story by National Public Radio on August 28, 2012, zip line tours and aerial adventureparks are booming in the Northwest United States. 27 At least a dozen commercial zip line attractionshave opened in Oregon, Washington, and Idaho, plus an equal number in Alaska and British Columbia.While there has been concern about bringing in private business to public parks, zip line purveyors pointout that they’re fun, not too expensive to construct, and safe.Tacoma, Washington’s public park district, Tacoma Metro Parks, recently opened a publicly-run zip lineat its Northwest Trek Wildlife Park, looking to set itself apart from other local recreational opportunitiesand seeking to attract a different demographic. Municipal park agencies around the country are lookingat this booming trend and the potential revenue stream it can bring and are adding zip line attractionsand aerial adventure parks to their public park offerings. Examples to consider are Coconino County’sTree Top Adventure Course, “Flagstaff Extreme Adventure Course”, in Arizona:http://www.flagstaffextreme.com; the “Red Ore Zip Tour” at Red Mountain Park in Birmingham,Alabama: http://www.redmountainpark.org/zip-line-trips; and, “The Beanstalk Journey Zip Line andCanopy Tour” at Catawba Meadows Park in Morganton, North Carolina:http://www.redmountainpark.org/zip-line-tripsCyclingBicycle-friendly cities have been emerging over the last ten years. Cycling has become a popular mode oftransportation as people consider the rising cost of fuel, desire for better health, and concern for theenvironment. Some people also use cycling as a mode of transportation just for the fun of it.The Alliance for Biking and Walking published Bicycling and Walking in the United States 2012Benchmark Report. 28 This report shows that increasing bicycling and walking are goals clearly in thepublic interest. Where bicycling and walking levels are higher, obesity, high blood pressure, and diabeteslevels are lower. Higher levels of bicycling and walking also coincide with increased bicycle andpedestrian safety and higher levels of physical activity. Increasing bicycling and walking can help solvemany serious problems facing our nation.According to the 2012 Benchmark Report, public health trends related to bicycling and walking include:• Bicycling and walking levels fell 66 percent between 1960 and 2009, while obesity levelsincreased by 156 percent.• Between 1966 and 2009, the number of children who bicycled or walked to school fell 75percent, while the percentage of obese children rose 276 percent.• In general, states with the highest levels of bicycling and walking have the lowest levels ofobesity, hypertension (high blood pressure), and diabetes and have the greatest percentage ofadults who meet the recommended 30-plus minutes per day of physical activity.The economic benefits of bicycling and walking include:• Bicycling and walking projects create 11-14 jobs per $1 million spent, compared to just sevenjobs created per $1 million spent on highway projects.• Cost benefit analyses show that up to $11.80 in benefits can be gained for every $1 invested inbicycling and walking.Appendix V: Trends Influencing Recreation v. 9

National bicycling trends:• Bike sharing and bike libraries allow people to rent bikes and tour communities using multiplepick up and drop off locations.• Infrastructure to support biking communities is becoming more commonly funded incommunities.• The number of bike commuters in the United States rose by 64 percent from 1990 to 2009.• Bike Share communities rose from .4 percent to .6 percent.• According to a white paper, Analysis of Bicycling Trends and Policies in Large North AmericanCities: Lessons For New York 29 , “Case studies cities have implemented a wide range ofinfrastructure and programs to promote cycling and increase cycling safety: expanded andimproved bike lanes and paths, traffic calming, parking, bike transit integration, trainingprograms and promotional events.” These trends have helped improve cycling in thesecommunities.• Cycling participation by age almost doubled in the age group 25-64 from 23 percent in 1995 to42 percent in 2009.• Cycling participation by ethnicity shows non-Hispanic whites have the highest bike mode sharingamong ethnic groups, and cycling rates are rising faster among African Americans, Hispanics,and Asian Americans. Those three groups also account for an increasing share of total bike trips,rising from 16 percent to in 2001 to 21 percent in 2009. Cycling is dominated by non-Hispanicwhites, who make 79 percent of all bike trips in the USA but account for only 66 percent of thepopulation (American Community Survey, 2009).• The League of American Bicyclists currently has 490 applicants for “Bicycle FriendlyCommunities” designation and has designated 190 communities in 46 states, up from 84communities in 2008. The award recognizes education, engineering, enforcement,encouragement, and an evaluation plan.Winter Recreation TrendsIn a 2012 report 30 , Snow Sports Industries America (SIA) uncovered the following snow sportsparticipation habits:• 6.9 percent of the total U.S. population (+6 years old) participates in at least one snow sportdiscipline.• Alpine skiers (44%) and snowboarders (31%) make-up three-fourths of all participants.• Snow sports are becoming more diverse; minority ethnic groups make up over twenty-fivepercent (25%) of all participants.The Outdoor Foundation’s Topline Outdoor Recreation Report for 2012 31 reflects a three-year increase inparticipation (from 2009 to 2011) in cross-country skiing (12.2%) and snowshoeing (40%). Additionalwinter sports to consider are extreme sledding, all the rage in Minnesota 32 , as well as the new wintersports trends such as speed riding (skiing while attached to a paraglider), equestrian skijoring (skierpulled along by a pony), and dog sledding 33 .According to Global Industry Analysts, Inc. 34 , the snowmobiling industry has recovered from therecession and registered positive growth in 2011. GIA expects the market to grow in coming years,“expected to be driven by the increased popularity of outdoor recreation, growing health consciousness,[and] the fun and adventure element of snowmobiling.”v.10 El Paso County, Colorado | Parks Master Plan

Role and Response of Local GovernmentCollectively, these trends have created profound implications for the way local governments conductbusiness. Some local governments are now accepting the role of providing preventative health carethrough parks and recreation services. The following concepts are from the International County/CountyManagement Association 35 .• Parks & Recreation departments should take the lead in developing communities conducive toactive living.• There is growing support for recreation programs that encourage active living within theircommunity.• One of the highest priorities is a cohesive system of parks and trails and accessibleneighborhood parks.In summary, the United States of America, its states, and its communities share the enormous task ofreducing the health and economic burden of obesity. While numerous programs, policies, and productshave been designed to address the problem, there is no magic bullet to make it go away. The role ofpublic parks and recreation as a health promotion and prevention agency has come of age. Whatmatters is refocusing its efforts to insure the health, well-being, and economic prosperity ofcommunities and citizens.Administration Trends for Recreation and ParksMunicipal parks and recreation structures and delivery systems have changed, and more alternativemethods of delivering services are emerging. Certain services are being contracted out and cooperativeagreements with non-profit groups and other public institutions are being developed. Newer partnersinclude the health system, social services, justice system, education, the corporate sector, andcommunity service agencies. These partnerships reflect both a broader interpretation of the mandate ofparks and recreation agencies and the increased willingness of other sectors to work together to addresscommunity issues. The relationship with health agencies is vital in promoting wellness.The traditional relationship with education and the sharing of facilities through joint-use agreements isevolving into cooperative planning and programming aimed at addressing youth inactivity levels andcommunity needs.Listed below are additional administrative national trends:• Level of subsidy for programs is lessening and more “enterprise” activities are being developed,thereby allowing subsidy to be used where deemed most appropriate.• Information technology allows for better tracking and reporting.• Pricing is often determined by peak, off-peak, and off-season rates.• More agencies are partnering with private, public, and non-profit groups.Appendix V: Trends Influencing Recreation v. 11

Americans with Disabilities Act (ADA) - ComplianceOn September 14, 2010 the U.S. Department of Justice (DOJ) issued an amended regulationimplementing the Americans with Disabilities Act (ADA 2010 Standards) 36 . On March 15, 2011 theamended Act became effective and, for the first time in history, includes recreation environment designrequirements. Covered entities were to be compliant with design and construction requirements andthe development of three-year transition plan by March 15, 2012. Implementation of the three-yeartransition plan must be complete by March 15, 2015.Marketing by Parks and Recreation ProvidersNiche marketing trends have experienced change more frequently than ever before as technologyaffects the way the public receives information. Web 2.0 tools and now Web 3.0 tools are a trend foragencies to use as a means of marketing programs and services. Popular social marketing electronictools include:• Facebook• Whirl• Twitter• You Tube• Tagged• LinkedInMobile marketing is a current trend. Young adults engage in mobile data applications at much higherrates than adults in age brackets 30 and older. Usage rates of mobile applications demonstratechronologically across four major age cohorts, that millennials tend to get information more frequentlyusing mobile devices such as smart phones. For example, 95 percent of 18-to-29-year-old cell phoneowners send and receive text messages, compared to 82 percent of 30-to-49-year-olds, 57 percent of50-to-64-year-olds, and 19 percent of 65 and older.It is also a fact that minority Americans lead the way when it comes to mobile internet access. Nearlytwo-thirds of African-Americans (64%) and Latinos (63%) are wireless internet users, and minorityAmericans are significantly more likely to own a cell phone than are their white counterparts (87percent of Blacks and Hispanics own a cell phone, compared with 80 percent of whites). 37 By 2015,mobile internet penetration is forecast to grow to 71.1 percent for Hispanics compared to 58.8 percentfor whites. 381 Linda Cochran, Anne Roshschadl, and Jodi Rudick, Leisure Programming For Baby Boomers, Human Kinetics, 2009.2 Emilyn Sheffield, “Five Trends Shaping Tomorrow Today,” Parks and Recreation, July 2012 p. 16-17.3 2012 Participation Report, Physical Activity Council, 2012.4 Jeffry Ziegler, “Recreating Retirement: How Will Baby Boomers Reshape Leisure in Their 60s?”, Parks and Recreation, October2002.5 Emilyn Sheffield, “Five Trends Shaping Tomorrow Today,” Parks and Recreation, July 2012 p. 16-17.6 Emilyn Sheffield, “Five Trends Shaping Tomorrow Today,” Parks and Recreation, July 2012 p. 16-17.7 “Outdoor Recreation Participation Report 2012”, Outdoor Foundation, 2012.8 Emily Tipping, “2012 State of the Industry Report, Trends in Parks and Recreation”, Recreation Management, June 2012.9 Cited in: Sally Russell, “Nature Break: Five Minutes of Green Nurture”, Green Nurture Blog,http://blog.greennurture.com/tag/journal-of-environmental-science-and-technology, Accessed on November 14, 2012.10 EFRP is an international consortium seeking to understand the current explosion of festivals and its implications andperspective, http://www.efa-aef.eu/en/activities/efrp/, accessed October 2012.11 Ben Janeczko. Trevor Mules and Brent Ritchie, “Estimating the Economic Impacts of Festivals and Events: A Research Guide”,Cooperative Research Centre for Sustainable Tourism, 2002,v.12 El Paso County, Colorado | Parks Master Plan

http://www.sustainabletourismonline.com/1005/events/estimating-the-economic-impacts-of-festivals-and-events-a-researchguide,accessed October 2012.12 “2011 Fairs and Festival Trends”, , accessed August 28, 2012.13 Katie Kerwin McCrimmon, “Obesity levels spike in Colorado,” Solutions,http://www.healthpolicysolutions.org/2012/03/22/obesity-levels-spike-in-colorado/, Accessed November 17, 2012.14 F.E. Kuo, “Environment and Crime in the Inner City: Does Vegetation Reduce Crime?” Environment and Behavior, Volume 33,pp 343-367.15 Nowak, David J., “Benefits of Community Trees”, (Brooklyn Trees, USDA Forest Service General Technical Report, in review).16 “Outdoor Recreation Participation Report 2010”, Outdoor Foundation, 2010.17 Paul M. Sherer, “The Benefits of Parks: Why America Needs More City Parks and Open Space,” The Trust for Public Land, SanFrancisco, CA, 2006.18 [Cited and (mostly) reprinted in Huffington Post on 1/15/2013, “Outdoor Recreation Spending overrides buying gas and carsby Americans”, http://www.huffingtonpost.com/2013/01/15/outdoor-recreation-spending-americans_n_2474412.html,accessed on 3-18-2013.] from Original Report: Outdoor Industry Association, “The Outdoor Recreation Economy: Take itOutside for American Jobs and a Strong Economy”, 2012,http://www.outdoorindustry.org/images/researchfiles/OIA_OutdoorRecEconomyReport2012.pdf?167, accessed on 3/18/2013.19 National Recreation and Parks Association (NRPA), “NRPA Completes Agency Survey Regarding Children and Nature,”http://www.narrp.org/assets/Library/Children_in_Nature/nrpa_survey_regarding_children_and_nature_2007.pdf, April 2007.20 Margaret Ahrweiler,” Call of the Wild – From beautiful blossoms to bugs and guts, nature programs are growing as peoplereturn to their roots” Recreation Management magazine, Http://recmanagement.com/200310fe04.php, October 2003.21 Richard Louv, Last Child in the Woods: Saving Children from Nature Deficit Disorder, Algonquin Books of Chapel Hill, NorthCarolina, 2005.22 “What is the Nature Explore Program”, http://www.arborday.org/explore/documents/NE_FAQ_002.pdf, accessed on August 12, 2012.23 “Outdoor Recreation Participation Report 2012”, Outdoor Foundation, 2012.24 “Recent Outdoor Recreation Trends”, USDA Forest Service Internet Research Information Series (IRIS) Research Brief, January2012, http://warnell.forestry.uga.edu/nrrt/nsre/IRISRec/IRISRec23rpt.pdf, accessed August, 2012.25 Sporting Goods Manufacturers Association (SMGA), “Extreme Sports: An Ever-Popular Attraction”,http://www.sgma.com/press/2_Extreme-Sports%3A-An-Ever-Popular-Attraction.26 “Outdoor Recreation Participation Topline Report 2012”, Outdoor Foundation, 2012.27Tom Banse, “Getting High in the Northwest…On Zip Lines”, National Public Radio Story, August 28, 2012,http://www.npr.org/templates/story/story.php?storyId=160244351&ft=3&f=16024435128 The Alliance for Biking and Walking published Bicycling and Walking in the United States 2012 Benchmark Report.2829 Dr. John Pucher and Dr. Ralph Buehler, “Analysis of Bicycling Trends and Policies in Large North American Cities: Lessons forNew York”, Rutgers University White Paper, 2011, http://www.utrc2.org/research/projects/analysis-bicycling-trends-andpolicies-large-american-cities-lessons-new-york,Accessed November 17, 2012.30 Sports Industries America, “ SIA Releases 2012 Participation Report”,http://www.snowsports.org/SuppliersServiceProviders/Resources/PressReleases/SIAPressReleases/PressReleaseDetail/contentid/2029/, accessed on August 12, 2012.31 “Outdoor Recreation Participation Topline Report 2012”, Outdoor Foundation, 2012.32 “Extreme Sledding in Minnesota,” http://www.minnesota-visitor.com/extreme-sledding.html, accessed on August 12, 2012.33 Winter-Sports.com, “New Winter Sports Trends”, http://www.wintersports.com/EN/Articles/new_winter_sports_trends.php,accessed on August 12, 2012.34 PRWeb,” Global Snowmobiles Market to Reach 165 Thousand Units, and US$1.3 Billion by 2017,”http://www.prweb.com/releases/snowmobiles_utility/performance_touring/prweb9264472.htm, accessed on August 12, 2012.35 www.ICMA.org, Accessed in 2012.36 U.S. Department of Justice, Americans with Disabilities Act, ADA Home Page, http://www.ada.gov/, accessed on November15, 2012.37Aaron Smith, “Mobile Access 2010”, Pew Internet and American Life Project, Pew Research Center, July 7, 2010,http://www.pewinternet.org/Reports/2010/Mobile-Access-2010/Summary-of-Findings.aspx, Accessed on November 15, 2012.38 Erik Sass, “Minority Groups Heaviest Users of Mobile Net”, Media Daily News, Nov. 18, 2011,http://www.mediapost.com/publications/article/162699/minority-groups-heaviest-users-of-mobile-net.html#axzz2CK9zYGFw,Accessed on November 15, 2012.Appendix V: Trends Influencing Recreation v. 13


Appendix VI: List of GIS Layers for Potential Open Space CompositeAnalysisEcology and Wildlife• Federally Protected Wildlife - 300 fta. PreblesMouseCreekBufferb. PreblesMouseFloodplainBuffer• Wildlife Impact Areas (High & Very High)a. WildlifeImpact (High is 4 very high is 5)• Forested/High Wildfire Hazard Areasa. LandCover1992 (codes = 41, 42, 51)Cultural and Historic Sites• Cultural & Historic Sitesa. Elaine Freed Report -.5 mile radiusLandmarks and Landforms• Significant Landmarks & Landformsa. Existing Parks Master Plan - .5 mile radiusConserved and Preserved Land• Parcels adjacent to conserved preserved landsa. CountyStateFederalLandsb. BLM-Landsc. ParkAread. ParkTrailLinee. ColoSpgsParkAreaf. ColoSpgsTrailLineg. ColoStateParksh. Military_Areai. National_Forestj. ConservationEasementsk. NatureConservancyLandsl. SLBStewardshipTrustm. SLBSurfaceLandOwnershipAssumption: parcel's centroid within 250 ftAppendix VI: GIS Layers for Potential OS Analysis vi. 1

• Vacant Land from above parcel dataa. CurrentLandUseb. Parcels (Using LandUse & UseDesc fields)• Colorado Natural Heritage Programa. CNHP_NCAsb. CNHP_PCAsc. PotentialConservLandd. ParkOSCandLande. ConservationEasementsf. NatureConservancyLandsSurface WaterSlope• Upper Black Squirrel Creek Alluvial Aquifera. UBSAlluvium• 100-Year Floodplaina. FEMA_Floodplain• Surface Water + 1000-foot buffera. CreeksStreamsb. LakesReservoirs• Wetlands + 1000-foot buffera. WetlandAreab. WetlandPointc. WetlandLine• E. Slope > 30%a. Slope30ctAgricultural Land• Existing Irrigated Agriculture (SUBTRACT)a. CurrentLandUseb. LandCover1992Military Installations• Military Installations (EXTRACT)a. Military_Areavi.2El Paso County, Colorado | Parks Master Plan

Commercial and Industrial Zoning• Commercial & Industrial Zoning (SUBTRACT)a. Zoningb. CurrentLandUseAppendix VI: GIS Layers for Potential OS Analysis vi. 3


Appendix VII: Parks and Recreation Operations and Capital PotentialFunding SourcesThere are a variety of mechanisms that local governments can employ to provide services and to makepublic improvements. Parks and recreation operating and capital development funding typically comesfrom conventional sources such as sales, use, and property tax referenda voted upon by the community,along with developer exactions. Operating funds are typically capped by legislation; may fluctuate basedon the economy, public spending, or assessed valuation; and may not always keep up with inflationaryfactors. In the case of capital development, “borrowed funds” sunset with the completion of loanrepayment, and are not available to carry-over or re-invest without voter approval.Alternative funding sources include a variety of different or non-conventional public sector strategies fordiversifying the funding base beyond traditional tax-based support.The following is a list of known industry funding practices, potential sources, and strategies, as compiledby GreenPlay.NOTE: Not every funding mechanism on this list may be allowable by law, as the laws, regulations,statutes, ordinances, and systems of governance vary from city to city, county to county, and state tostate. The authority to put forth referenda or institute exactions must be researched for validity withineach agency’s local and state jurisdictions, as this list is comprised of the financial practices from acrossthe nation. Some referenda are passed by simple majority of those who vote, while others require alarger percentage to pass. In certain circumstances, referenda are passed by the majority of eligiblevoters versus just those who vote.El Paso County ParksEl Paso County Parks staff considered and placed the following list of traditional and alternativepotential funding sources into categories.• Tier 1: These funding sources are currently being used, used by EPC Parks to create the existingbudgets for capital and operational expenditures.• Tier 2: These funding sources are potential funding opportunities EPC Parks would consider foradditional funding of capital and operational expenditures.• Tier 3: These funding sources are potential funding opportunities EPC Parks could consider foradditional funding of capital and operational expenditures. These funding sources may not beavailable currently in the State of Colorado or an intergovernmental agreement may benecessary for implementation. These funding sources may meet with some resistance and bemore difficult to implement.• Tier 4: These funding sources are potential funding opportunities EPC Parks would not considerfor additional funding of capital and operational expenditures for various reasons.Appendix VII: Potential Funding Sources vii. 1

Tier 1: These funding sources are currently being used by EPC Parks to create the existing budgets forcapital and operational expenditures.General FundParks and recreation services are typically funded by an agency’s General Fund, which can be comprisedof property tax, sales tax, and other compulsory charges levied by a government for the purpose offinancing services performed for the common benefit of a community. These funds may also come fromresources such as inter-government agreements, reimbursements, and interest and may include suchrevenue sources as franchise taxes, licenses and permits, fees, transfers in, reserves, interest income,and miscellaneous other incomes. Common sources of funding for the General Fund are:Sales TaxThis revenue source often funds municipal park and recreation agencies either partially or fully. Sales taxrevenue is very popular in high traffic tourism agencies and with cities, counties, and state parks. SpecialDistricts cannot exact sales taxes, which often calls into question the issue of charging resident and nonresidentfee differentials.Property TaxProperty tax revenue often funds park and recreation special districts and may be used as a dedicatedsource for capital development. When used for operation funding, it often makes the argument forcharging resident and non-resident fee differentials.Conservation Trust Fund (Lottery Funds)The Colorado Constitution directs 40% of the net proceeds of the Colorado Lottery to the ConservationTrust Fund (CTF) for distribution to municipalities and counties and other eligible entities for parks,recreation, and open space purposes. The Department of Local Affairs distributes CTF dollars from netLottery proceeds quarterly on a per capita basis. Funding can be used for the acquisition, development,and maintenance of new conservation sites or for capital improvements or maintenance for recreationalpurposes on any public site. New conservation sites are defined in statute as being interests in land andwater, acquired after establishment of a conservation trust fund, for park or recreation purposes, for alltypes of open space, including but not limited to flood plains, green belts, agricultural lands or scenicareas, or for any scientific, historic, scenic, recreation, aesthetic or similar purpose.Development Impact Fees and Land Dedication (Regional and Urban Park Fees)Development impact fees are one-time charges imposed on development projects at the time of permitissue to recover capital costs for public facilities, including parks, needed to serve new developmentsand the additional residents, employees, and visitors they bring to the community. State laws, with afew minor exceptions, prohibit the use of impact fees for ongoing maintenance or operations costs.Park land dedication requirements typically state that all residential subdivisions of land, with someexemptions, are to provide for parks by either dedicating land, paying an in-lieu fee (the amounts maybe adjusted annually), or a combination of the two.Fees and ChargesProgram Registration FeesThis revenue source comes from individuals or groups paying in advance for participation in a scheduledevent or program usually involving an instructor, leader, or supervisor.vii.2El Paso County, Colorado | Parks Master Plan

Program Independent Contractor FeesAn agency may receive a percentage of gross contractor fees for contractor programs held in itsfacilities. The percentages depend on space, volume, and the amount of marketing the agency does forthe contractor.ReservationsThis revenue source comes from the right to reserve specific public property for a set amount of time.The reservation rates are usually set and apply to group picnic shelters, meeting rooms for weddings,reunions and outings or other type of facilities for a special activity.Camping Fees & Hook-Up FeesThese are permits for RV, tent, and primitive camping. Fees may range per site for primitive spaces, fullhook-ups, and premium view or location sites. Additional fees may be added for water, electricity,sewer, and cable T.V. access, dump stations, showers, etc.Lighting FeesSome agencies charge additional fees for lighting as it applies to leagues, special use sites, and specialfacilities that allow play after daylight hours. This fee may include utility demand charges.Processing/Convenience FeesThis is a surcharge or premium placed on phone-in registration, electronic transfers of funds, automaticpayments, or other conveniences.Recreation Surcharge Fees on Sports and Entertainment Tickets, Classes, MasterCard, VisaThis fee is a surcharge on top of the regular sports revenue fee or convenience fee for use ofMasterCard and Visa. The fee usually is no more than $5.00 and usually is $3.00 on all exchanges. Themoney earned would be used to help pay off the costs of improvements or for agency operationalpurposes.Security and Clean-Up FeesCharge to groups and individuals for security and clean-up fees for special events other type of eventsheld at facilities.Inter-local AgreementsContractual relationships established between two or more local units of government and/or between alocal unit of government and a non-profit organization for the joint usage/development of sports fields,regional parks, or other facilities.Contractual ServicesPrivate ConcessionairesContracts with private sector concessionaires provide resources to operate desirable recreationalactivities. These services are typically financed, constructed, and operated by the private business or anon-profit organization with additional compensation paid to the entity.Appendix VII: Potential Funding Sources vii. 3

Permits, Licensing Rights and Use of Collateral AssetsAgricultural LeasesIn some agency parks, low land property along rivers, or excess land may be leased to farmers for crops.Catering Permits and ServicesThis is a license to allow caterers to work in the park system on a permit basis with a set fee orpercentage of food sales returning to the agency. Also, many agencies have their own catering service orauthorized provider list and receive a percentage of dollars from the sale of food.Land SwapsAn agency may trade property to improve access or protection of resources. This could include an actionfor non-payment of taxes resulting in an agency property gain or a situation where a developer needs alarger or smaller space to improve their profitability. The agency would typically gain more property formore recreation opportunities in exchange for the land swap.Special Use PermitsSpecial use permits allow individuals to use specific park property for financial gain. The entity receiveseither a set amount of money or a percentage of the gross service provided.Rentals of Houses and Buildings by Private CitizensMany agencies will rent out facilities such as homes to individual citizens for revenue purposes.Enterprise FundsSome agencies establish business units that are self-sustaining through fees and charges. Debt serviceand all indirect costs should be allocated or attributed to enterprise funds. Any excess revenuegenerated is maintained by the fund for future needs and cannot be used by another fund ordepartment. Examples include premier sports tournament complexes.Partnership OpportunitiesPartnerships are joint development funding sources or operational funding sources between twoseparate agencies, such as two government entities, a non-profit and a government entity, or a privatebusiness and a government entity. Two partners jointly develop park and recreation facilities and sharerisk, operational costs, responsibilities, and asset management based on the strengths and weaknessesof each partner.vii.4El Paso County, Colorado | Parks Master Plan

Creating synergy based on expanded program offerings and collaborative efforts can be beneficial to allproviders as interest grows and people gravitate to the type of facility and programs that best suit theirrecreational needs and schedules. Potential strategic alliance partnerships where missions run parallel,and mutually beneficial relationships can be fostered and may include the following:• YMCA• School District• Special District• Medical Center or Hospital• Boys and Girls Club• Kiwanis, Soroptimists, VFWs, Elks, Rotary, and other service and civic organizations• Chamber of Commerce• Convention and Visitor’s Bureau• Homeowner or Neighborhood Associations• Youth Sports Associations• Other counties, neighboring cities, and communities• Private alternative providers• ChurchesCorporate SponsorshipsThis revenue-funding source allows corporations to invest in the development or enhancement of newor existing facilities in park systems. Agencies can solicit this revenue-funding source themselves or workwith other agencies that pursue and use this type of funding. Sponsorships are often used for programsand events.Cost AvoidanceFew agencies can financially sustain a position of being everything for everyone. By staying with its corebusinesses and shifting roles away from being a direct provider of certain facilities, programs, orservices, an agency can experience additional savings. This process is referred to as cost avoidance. Theestimated savings could be realized through partnering, outsourcing, or deferring to another provider inthe provision of a service and/or facility.Shared purchasingKent County, Mich. is using a “reverse auction” process with its venders and saving money in theprocess, both for the county and its local government partners in a shared services agreement. Usingthis process, the county saved more than $1 million on the cost of various purchases in 2010 — fromtoner cartridges to reams of paper. The county sets the top price that it’s willing to pay based on whatwas paid the last time. Vendors then vie to provide the product or service at a lower cost. The countyexpanded the auctions in 2011 and 2012 to include about 20 other local governments..Fundraising/Friends AssociationsMany park and recreation agencies have special fundraisers on an annual basis to help cover specificprograms and capital projects. Agencies could sell pavers, bricks, tiles, for example, or consider staging atelethon. Sometimes this kind of fundraising is conducted by a friends group formed to raise moneytypically for a single focus purpose that could include a park facility or program that will better thecommunity as a whole and their special interest.Appendix VII: Potential Funding Sources vii. 5

Gift CatalogsGift catalogs provide organizations the opportunity to let the community know on a yearly basis whattheir needs are. The community purchases items from the gift catalog and donates them to the agency.Positive Cash FlowDepending on how aggressively an agency incorporates marketing and management strategies, theremay be a positive fund balance at the end of each year The ending positive balance could be used, forexample, to establish a maintenance endowment for recreation facilities, to set aside funds for capitalreplacement and/or repair, or to generate a fund balance for contingency or new programmingopportunities.GrantsGrants often supplement or match funds that have already been received. For example, grants can beused for programs, planning, design, seed money, and construction. Due to their generally unpredictablenature, grants are often used to fund a specific venture and should not be viewed as a continuoussource of funding.Land and Water Conservation FundThese funds are awarded for acquisition and development of parks, recreation, and supporting facilitiesthrough the National Park Service and State Park System.General Purpose or Operating GrantsWhen a grant maker gives an agency an operating grant, it can be used to support the general expensesof operations. An operating grant means the fund provider supports the agency’s overall mission andtrusts that the money will be put to good use.Program or Support GrantsA program or support grant is given to support a specific or connected set of activities that typically havea beginning and an end, specific objectives, and predetermined costs. Listed below are some of the mostcommon types of program or support grants:Planning GrantsWhen planning a major new program, an agency may need to spend a good deal of time and moneyconducting research. A planning grant supports this initial project development work, which may includeinvestigating the needs of constituents, consulting with experts in the field, or conducting research andplanning activities.Facilities and Equipment GrantsThese grants help agencies buy long-lasting physical assets, such as a building. The applicantorganization must make the case that the new acquisition will help better serve its clients. Fundproviders considering these requests will not only be interested in the applicant’s current activities andfinancial health, but they will also inquire as to the financial and program plans for the next severalyears. Fund providers do not want allocate resources to an organization or program only to see it shutdown in a few years because of poor management.vii.6El Paso County, Colorado | Parks Master Plan

Matching GrantsMany grant-makers will provide funding only on the condition that the agency will raise an amountequal to the size of the grant from other sources. This type of grant is another means by whichfoundations can determine the viability of an organization or program.Seed Money or Start-up GrantsThese grants help a new organization or program in its first few years. The idea is to give the new efforta strong push forward, so it can devote its energy early on to setting up programs without worryingconstantly about raising money. Such grants are often for more than one year, and frequently decreasein amount each year.Philanthropic SupportPhilanthropy can be defined as the concept of voluntary giving by an individual or group to promote thecommon good and to improve the quality of life. Philanthropy generally takes the form of donorprograms, capital campaigns, and volunteers/in-kind services.The time commitment to initiate a philanthropic capital campaign can be significant. If this option ispursued by agency decision-makers, the agency may decide to outsource most of this task to a nonprofitor private agency experienced in managing community-based capital fundraising campaigns.Foundation/GiftsThese dollars are received from tax-exempt, non-profit organization. The funds are private donations inpromotion of specific causes, activities, or issues. They offer a variety of means to fund capital projects,including capital campaigns, gifts catalogs, fundraisers, endowments, sales of items, etc.Gift CatalogsGift catalogs provide organizations the opportunity to let the community know of their needs on ayearly basis. The community purchases items from the gift catalog and donates them to the agency.Volunteers/In-Kind ServicesThis is an indirect revenue source in that persons donate time to assist an agency in providing a productor service on an hourly basis. This reduces the agency’s cost in providing the service, plus it buildsadvocacy for the system. To manage a volunteer program, an agency typically dedicates a staff memberto oversee the program for the entire agency. This staff member could then work closely with HumanResources as volunteers are another source of staffing a program, facility, or event.Adopt-a-Park/Adopt-a-TrailPrograms such as adopt-a-park may be created with and supported by the residents, businesses, and/ororganizations located in the park’s vicinity. These programs allow volunteers to actively assist inimproving and maintaining parks, related facilities, and the community in which they live.Appendix VII: Potential Funding Sources vii. 7

Tier 2: These funding sources are potential funding opportunities EPC Parks would consider foradditional funding of capital and operational expenditures.Operating Foundation - Commercial Property Endowment ModelJohn L. Crompton 1 discusses government using the Commercial Property Endowment Model citing twocase studies in the United Kingdom and Mission Bay Park in San Diego, California as an alternativestructure to deliver park and recreation services. A non-profit organization may be established and givenpark infrastructure and/or land assets to manage as public park and recreation services along withcommercial properties as income-earning assets or commercial lease fees to provide for a sustainablefunding source. This kind of social enterprise is charged with operating, maintaining, renovating, andenhancing the public park system and is not unlike a model to subsidize low-income housing with mixedusedevelopments.Recreation Service FeeThe Recreation Service Fee is a dedicated user fee that can be established for the purpose ofconstructing and maintaining recreation facilities. The fee can apply to all organized activities thatrequire a reservation of some type, or other purposes. Examples of such generally accepted activitiesthat are assigned a service fee include recreation and cultural programs and special interest classes. Thefee, above and beyond the user fee, allows participants to contribute toward the construction and/ormaintenance of the facilities being used.Utility Roundup ProgramsAgencies work with local utilities on a round up program whereby a consumer can pay the differencebetween their bill and the next highest even dollar amount as a donation to the agency. Ideally, thesemonies would be used to support utility improvements such as sports lighting, irrigation cost, and HVACcosts.Cell Towers and Wi-FiPayment for cell towers attached to existing or new light poles in game field complexes or other tallstructures. Another type of revenue for a facility or complex can come from providing sites forsupporting Wi-Fi technology. In California, the State Park System is providing wireless internet accessand is charging $7.95 for 24 hours of connectivity (approximately $.33 per hour) within its service area.They have connected 85 state parks with SBC Communications. For more information, contact CaliforniaState Parks at www.parks.ca.gov.Merchandising Sales or ServicesThis revenue source comes from the public or private sector on resale items from gift shops, pro-shops,restaurants, concessions, and coffee shops for either all of the sales or a defined percentage of the grosssales.1 Spring 2010 Journal of Park and Recreation Administration, Volume 28, Number 1, pp 103-111vii.8El Paso County, Colorado | Parks Master Plan

Naming RightsMany agencies throughout the country have successfully sold the naming rights for newly constructedfacilities or when renovating existing buildings. Additionally, newly developed and renovated parks havebeen successfully funded through the sale of naming rights. Generally, the cost for naming rights offsetsthe development costs associated with the improvement. People incorrectly assume that selling thenaming rights for facilities is reserved for professional stadiums and other high profile team sportvenues. This trend has expanded in recent years to include public recreation centers and facilities asviable naming rights sales opportunities.Naming rights can be a one-time payment or amortized with a fixed payment schedule over a definedperiod of time. During this time, the sponsor retains the “rights” to have the park, facility, or amenitynamed for them. Also during this time, all publications, advertisements, events, and activities could havethe sponsoring group’s name as the venue. Naming rights negotiations need to be developed by legalprofessionals to ensure that the contractual obligation is equitable to all agents and provides remediesto change or cancel the arrangements at any time during the agreement period.Gifts in PerpetuityMaintenance EndowmentsMaintenance Endowments are set up for organizations and individuals to invest in ongoing maintenanceimprovements and infrastructure needs. Endowments retain money from user fees, individual gifts,impact fees, development rights, partnerships, conservation easements, and for wetland mitigations.Irrevocable Remainder TrustsThese trusts are set up with individuals who typically have more than a million dollars in wealth. Theywill leave a portion of their wealth to an agency in a trust fund that allows the fund to grow over aperiod of time and then makes a portion of the interest available for agency use to support specific parkand recreation facilities or programs that are designated by the trustee.Life EstatesThis revenue source is available when someone wants to leave their property in exchange for theircontinued residence on the property until their death. The agency can usually use a portion of theproperty for park and recreational purposes, and then use all of it after the person’s death. This revenuesource is very popular for individuals who have a lot of wealth and their estate will be highly taxed attheir death. Their benefactors will have to sell their property because of probate costs. Life Estates allowindividuals to receive a good yearly tax deduction on their property while leaving property for thecommunity. Agencies benefit because they do not have to pay for the land.Tier 3: These funding sources are potential funding opportunities EPC Parks could consider foradditional funding of capital and operational expenditures. These funding sources may not beavailable currently in the State of Colorado or an intergovernmental agreement may be necessary forimplementation. These funding sources may meet with some resistance and be more difficult toimplement.Appendix VII: Potential Funding Sources vii. 9

Parks and Recreation Independent Taxing DistrictIndependent park and recreation district or a city-wide assessment district serves just the residents ofthe independent taxing district or may encompass a larger service area. This option provides a stablesource of funds, a separate administration, and an elected body that is accountable to the votersresiding in the district. This type of special district is often funded through property taxes but could alsoreceive pass-through funding from the City.Special Improvement District/Benefit DistrictTaxing districts established to provide funds for certain types of improvements that benefit a specificgroup of affected properties. Special Districts (or local improvement districts) are the beneficiaries ofpass-through funding from cities or counties, which have responsibility for their interests. SpecialDistricts cannot exact or collect the land dedication or the fee-in-lieu on their own. Improvements mayinclude landscaping, the erection of fountains, and acquisition of art, and supplemental services forimprovement and promotion, including recreation and cultural enhancements.Fees and ChargesAnnual and Season Pass SalesAgencies sell annual passes (also sometimes referred to as memberships) for specific types of amenitiesto offset operational costs. These fees can apply to recreational and fitness centers, regional parkpasses, tennis centers, splash parks, etc. There is movement away from the “membership” concept(because it implies exclusivity and every resident and business is a “member” qualifying for city services)in favor of bulk discount buying of daily admission fees marketed as monthly, seasonal, three-month,six-month and/or annual passes.Ticket Sales/AdmissionsThis revenue source is for accessing facilities for self-directed or spectator activities such as recreationcenters, splash parks, ballparks, and entertainment activities. Fees may also be assessed for tours,entrance or gate admission, and other activities, which may or may not be self-directed. These user feeshelp offset operational costs or apply to new projects.Capital Improvement FeesThese fees are on top of the set user rate for accessing facilities such as sport and tournament venuesand are used to support capital improvements that benefit the user of the facility.Dog Park FeesThese fees are attached to kennel clubs who pay for the rights to have dog park facilities for their ownexclusive use. Fees are on the dogs themselves and/or on the people who take care of other people’sdogs.Equipment RentalThis revenue source is generated from the rental of agency equipment such as tables and chairs, tents,stages, bicycles, roller blades, boogie boards, etc. that are used for recreation purposes.Flexible Fee StrategiesThis pricing strategy would allow an agency to maximize revenues during peak times and premiumsites/areas with higher fees and fill in excess capacity during low use times with lower fees to maximizeplay.vii.10El Paso County, Colorado | Parks Master Plan

Parking FeeThis fee applies to parking at selected destination facilities such as sports complexes, stadiums, andother attractions to help offset capital and operational cost.Room Overrides on Hotels for Sports Tournaments and Special EventsAgencies have begun to keep a percentage of hotel rooms reservation fees that are booked when theagency hosts a major sports tournament or special event. The overrides are usually $5.00 to $10.00depending on the type of room. Monies collected would help offset an agency’s operational costs inhosting the events.Signage FeesIndividuals and businesses pay for signage fees at key locations with high visibility for short-term events.Signage fees may range in price from $25-$100 per sign based on the size of the sign and location.Trail FeeThese fees are used for access to closed bike trails to support operational costs. Fees for bike trails aretypically $35 to $50 a year. This arrangement works for bike trails if the conditions of dedicated use,fencing for control, and continuous patrolling/monitoring are in place. Multi-purpose trails that aretotally open for public use without these conditions in place make it difficult to charge fees and arenearly impossible to monitor.Transaction SurchargeSome agencies have added a surcharge or every transaction, admission, or registration to generate aself-insured liability fund or to generate an improvement or development fund.Loan MechanismsBond ReferendumBond Referenda are used to fund capital needs, renovations, and new facilities to meet the needs anddemands of residents. A bond is a written promise to pay a specified sum of money at a specified futuredate, at a specified interest rate. These bonds are traditionally general obligation bonds, revenue bonds,or special assessment bonds initiated through agency approval and citizen vote.General Obligation BondsBond used for indebtedness issued with the approval of the electorate for capital improvements andgeneral public improvements.Industrial Development BondsSpecialized revenue bonds issued on behalf of publicly owned, self-supporting facilities.Revenue BondsBonds used for capital projects that will generate revenue for debt service where fees can be set asideto support repayment of the bond. These are typically issued for water, sewer or drainage charges, andother enterprise type activities.Special Assessment BondsThese bonds are payable from the proceeds of special assessments such as local improvement districts.Appendix VII: Potential Funding Sources vii. 11

Annual Appropriation/Leasehold FinancingThis is a more complex financing structure that requires use of a third party to act as an issuer of thebonds who would construct the facility and retain title until the bonds are retired. An agency enters intoa lease agreement with the third party with annual lease payments equal to the debt servicerequirements. The bonds issued by the third party are considered less secure than public agency generalobligation bonds are therefore more costly. Since a separate corporation issues these bonds, they donot impact the agency’s debt limitations and do not require a vote. However, they also do not entitlethe agency to levy property taxes to service the debt. The annual lease payments must be appropriatedfrom existing revenues.Privatization – Outsourcing ManagementThis is typically used for food and beverage management, golf course operations, ballfield, or sportscomplex operations by negotiated or bid contract.Assessments/TaxesReal Estate Transfer - Tax/Assessment/FeeAs agencies expand, the need for infrastructure improvements continues to grow. Since parks andrecreation facilities add value to neighborhoods and communities, some agencies have turned to realestate transfer tax/assessment/fee to help pay for acquisition and needed renovations. Usually transfertax/assessment/fee amount is a percentage on the total sale of the property and is assessed each timethe property transfers to a new owner. Some states have laws prohibiting or restricting the institution,increase, or application of this tax/assessment/fee.Sporting Goods TaxIn some states, the states collect a sales tax on sporting goods equipment as it applies to fishing andboating supplies and recreation equipment. This revenue is redistributed to cities and counties on apopulation basis and from licenses sold.Contractual ServicesConcession ManagementConcession management is the retail sale or rental of soft goods, hard goods, or consumable items. Anagency can contract for the service and either receive a percentage of the gross sales or the net revenuedollars from the profits after expenses are paid. Net proceeds are generally more difficult to monitor.Hospitality CentersThese types of recreation facilities are developed by cities and counties for use by the public forwedding, reunions, and special gatherings. The recreation facilities are not subsidized but operate at aprofit. Some facilities are surprisingly managed by outside caterers.Permits, Licensing Rights and Use of Collateral AssetsBooth Lease SpaceSome agencies sell booth space to sidewalk vendors in parks or at special events for a flat rate or basedon volume of product sold. The booth space can also be used for sporting events and tournaments.Community GardensMany agencies will permit out food plots for community gardens as a small source of income.vii.12El Paso County, Colorado | Parks Master Plan

Film RightsMany agencies issue permits so that sites such as old ballparks or unique grounds may be used by filmcommissions. The film commission pays a daily fee for the site plus the loss of revenue the agency wouldincur during use of the community space.Fishing License for City or County LakesIn some cities and counties, they have their own put and take fish operation and safe fishing laws fortheir own lakes for trout and specialty fish.Leasebacks on Recreational FacilitiesMany agencies do not have adequate capital dollars to build desired revenue-producing facilities. Oneoption is to hire a private investor to build the facility according to the specifications requested with theinvestment company financing the project. The agency would then lease the property back from theinvestor over 20+ years. This can be reversed where by the agency builds the facility and leases to aprivate management company who then operates the property for a percentage of gross dollars to payoff the construction loans through a subordinate lease.Licensing RightsThis revenue source allows an entity to license its name on all resale items that private or public vendorssell clothing or other items with the entity’s name on it. The normal licensing fee is 6 to 10% of the costof the resale item.Manufacturing Product Testing and DisplayAn agency works with specific manufacturers to test their products in parks, recreation facility, or in aprogram or service. The agency tests the product under normal conditions and reports the results backto the manufacturer. Examples include lighting, playground equipment, tires on vehicles, mowers,irrigation systems, seed & fertilizers, etc. The agency may receive the product for free but must pay forthe costs of installation and for tracking results.Patron CardsThis allows patrons of a specific recreational facility to purchase patron cards for a month or a year thatallows them special privileges above the general public. These privileges include having rights to earlytee times, reservations, and special tours, shows or events. The patron cards can range in price from$15.00 a month to $150.00 a year.Private DevelopersDevelopers may lease space on agency owned land through a subordinate lease that pays out a setdollar amount plus a percentage of gross dollars for recreation enhancements. These could includesports complexes and recreation centers.Sale of Development RightsSome agencies sell their development rights below park ground or along trails to utility companies. Theentity receives a yearly fee on a linear foot basis.Sale of Mineral RightsMany agencies sell mineral rights under parks, including water, oil, natural gas, and other by products,for revenue purposes.Appendix VII: Potential Funding Sources vii. 13

Subordinate Easements – Recreation/Natural Area EasementsThis revenue source is available when an entity allows utility companies, businesses, or individuals todevelop some type of an improvement above ground or below ground on its property. Subordinateeasements are typically arranged over a set period of time, with a set dollar amount that is paid to theentity on an annual basis.Advertising SalesAdvertising sales are a viable opportunity for revenue through the sale of tasteful and appropriateadvertising on agency-related items such as program guides, scoreboards, dasher boards, and othervisible products or services. Current sign codes should be reviewed for conflicts or appropriate revisions.Other OptionsNumerous federal and state taxation resources, programs, and grants may be available to park andrecreation agencies.Designated License Plate for ParksAgency improvements or programs could be funded through a designated license plate.Family Tree ProgramMany cities have worked with local hospitals to provide cash to the parks system to buy and plant a treein honor of every new born in the City. The hospitals invest $250.00 to $300.00 and receive the creditfrom the parents of the newborns. The parks system gets new trees of ample size.Land TrustsMany agencies have developed land trusts to help secure and fund the cost of acquiring land that needsto be preserved and protected for greenway purposes. This may be a good source to look to for theacquisition of future park and open space lands.Maintenance EndowmentsMaintenance Endowments are set up for organizations and individuals to invest in ongoing maintenanceimprovements and infrastructure needs. Endowments retain money from user fees, individual gifts,impact fees, development rights, partnerships, conservation easements, and for wetland mitigations.Product SalesThis is where an agency sells specific products for purchases or consumption by the public. This wouldinclude trees, food, maple syrup, livestock animals, fish, plants, etc.RafflingSome agencies offer annual community raffles, such as purchasing an antique car that can be raffled offin contests.vii.14El Paso County, Colorado | Parks Master Plan

Federal Park and Open Space Funding SourcesIntermodal Surface Transportation Efficiency ActThis funding program, commonly called ISTEA (pronounced Ice-Tea) Grants, was authorized by theFederal Government in 1991. It presented an overall intermodal approach to highway and transitfunding with collaborative planning requirements. The law provided for significant enhancementrevenues available for transportation related projects, including bicycle and pedestrian trails, rail depotrehabilitation, landscaping, and beautification projects. Funds are distributed through the state.ISTEA expired in 1997. The current version of the law, Moving Ahead for Progress in the 21 st Century Act(MAP-21) was enacted in 2012. Under MAP-21, funding for bicycle and pedestrian transportation isreduced and consolidated into a broader program called “Transportation Alternatives”. A new ‘Find It,Fund It’ chart (http://bit.ly/157kRUt) indicates potential eligibility for pedestrian and bicycle projectsunder federal highway and transit programs. In each case there are specific requirements that must bemet within eligibility criteria and eligibility will be determined on a case-by-case basis.Management or Technical Assistance GrantsUnlike most project grants, a technical assistance grant does not directly support the mission-relatedactivities of the agency. Instead, they support the agency’s management or administration and itsassociated fundraising, marketing, and financial management needs.Program-Related Investments (PRIs)In addition to grants, the Internal Revenue Service allows foundations to make loans—called Program-Related Investments (PRIs)—to nonprofits. PRIs must be for projects that would be eligible for grantsupport. They are usually made at low or zero interest. PRIs must be paid back to the grant maker. PRIsare often made to organizations involved in building projects.Private Grant and Philanthropic AgenciesMany resources are available which provide information on private grant and philanthropic agencyopportunities. A thorough investigation and research on available grants is necessary to ensure mutuallycompatible interests and to confirm the current status of available funding. Examples of publiclyaccessible resources are summarized below.• Information on current and archived Federal Register Grant Announcements can be accessedfrom The Grantsmanship Center (TGCI) on the Internet at: http://www.tgci.com.• For information on government product news and procurement visit GovPro atwww.govpro.com.• Another resource is the Foundation Center's RFP Bulletin Grants Page on Health at:www.fdncenter.org.• Research www.eCivis.com for a contract provider of a web-based Grants Locator system forgovernment and foundation grants specifically designed for local government.Volunteer ProgramsNeighborhood Park WatchAs a way to reduce costs associated with vandalism and other crimes against property, an agency maydevelop a neighborhood park watch program. This program would develop a sense of communityownership of the agency’s facilities.Appendix VII: Potential Funding Sources vii. 15

Tier 4: These funding sources are potential funding opportunities EPC Parks would not consider foradditional funding of capital and operational expenditures for various reasons.Assessments and TaxesAlcohol TaxA percentage of alcohol tax gained by the state is made available for individual cities and county parksystems to retain support efforts to develop programs and services targeted for youth to assist in skilldevelopment programs, after-school programs, summer camps, and other family type programs.Boulevard TaxHomeowners who live along scenic boulevards based on a lineal foot pay this tax. The City of Kansas Cityhas this tax in place and covers the cost of improvements, fountains and turf and landscape care.Business Excise TaxPark Districts in Illinois use a business excise tax as a revenue source, taxing new businesses in thecommunity on products sold, based on the wholesale cost.Cigarette TaxIn some states the sales tax gain by the state for cigarettes is redistributed to cities and counties forprograms to teach and curb youth smoking through effective prevention recreation programs.Entertainment TaxThis tax is on ticket sales for major entertainment venues, such as concert facilities, golf tournaments,car race, to help pay for traffic control and sports stars that come into the area, based on the earningsthey receive from their winnings. This tax also applies to video game machines.Food and Beverage TaxThe tax is usually associated with convention and tourism bureaus. However, since parks and recreationagencies manage many of the tourism attractions, they receive a portion of this funding source foroperational or capital expenses.Gaming TaxThis tax is very popular in the Midwest and Rocky Mountain states that have gambling. These dollarscome in a form of a percentage of what the city and state receive. This is a very popular revenue sourcethat is typically shared with schools, libraries and parks.Hotel, Motel and Restaurant TaxTax based on gross receipts from charges and meals services, which may be used to build and operatesports fields, regional parks, golf courses, tennis courts, and other special park and recreation facilities.Insurance TaxCities can tax insurance payments as it applies to insurance premiums on homes, cars, inventory andequipment. Parks and Recreation agencies can receive a percentage of the city’s tax collected oninsurance premiums. This tax is for Parks and Recreation and is typically used for dedicated purposes toreduce liability in Parks and Recreation Facilities but some cities have used it for new capitalimprovements.vii.16El Paso County, Colorado | Parks Master Plan

Local Option Income TaxLocal option income tax allows cities to levy a quarter to a half cent as income taxes to support parksand recreation services, facilities, and land. This is usually not voted on by the community but within thehome rule of the city charter.Lottery TaxA percentage of the lottery tax gained by the state is made available for individual cities and county parksystems to retain support efforts to develop programs and services targeted for youth to assist in skilldevelopment programs, after-school programs, summer camps, and other family type programs.Rental Car TaxThis tax is designated for land acquisition purposes. Some cities and counties have used a percentage ofrental car taxes to support agency land acquisition or improvements in parks.Wheel Tax on Cars/VehiclesThis is a sticker tax on vehicles based on the type of vehicle. This allows for park agencies to receive aportion of this money to cover the costs of roads, hard surface paths and parking lots associated withparks.FeesEarnings FeeThis fee has been applied in communities that have high population of workers who do not live in theCity but work in the City. The employees pay ½ percent of their total salary earned to the City to coversafety forces, streets, public works, and park and open space services.Franchise Fee on CableThis would allow an agency to add a franchise fee on cable to be designated for parks and recreation.The normal fee is $1.00 a month or $12.00 a year per household. Fees usually go towards landacquisition or capital improvements.Horsepower FeeIn some county parks, they charge a horsepower fee to use public park reservoirs. The higher thehorsepower, the more money the user pays. A basic fee is applied @ $35.00 and horsepower rates aretypically $1.00 or $2.00 per horsepower.Residency CardsNon-city residents may purchase “residency” on an annual basis for the privilege of receiving theresident discounts on fees, charges, tours, shows, reservations, and other benefits typically afforded toresidents only. The resident cards can range in price, but are often at least equivalent to what a residentpays in taxes annually to support the agency’s operations, maintenance, and debt service.Solid Waste FeeCities are able to add cost for landfills and drop stations that are designated to provide space andfacilities for both. Once these fees cover the cost of buildings and landfills they can re-dedicate apercentage to other City services and several cities have opted to finance park improvements from solidwaste fees.Appendix VII: Potential Funding Sources vii. 17

Water Utility FeeCities have added a special assessment on to water utility fees paid by homeowners and businesses tocover the costs of water street trees, landscaping, fountains, and pools. The fee is usually a percentageof the bill (2 or 3%).Marine Slips/PermitsThis revenue source is for a permit to store boats on public property for a set amount based on a linealfoot and service charges on an annual basis.Surplus Sale of Equipment by AuctionAgencies often have annual surplus auctions to get rid of old and used equipment, generating additionalincome on a yearly basis.Recycling CentersSome agencies and counties operate recycling centers for wood, mulch, and glass as revenue generatorsfor their systems.Hospitality CentersThese types of recreation facilities are developed by cities and counties for use by the public forwedding, reunions, and special gatherings. The recreation facilities are not subsidized but operate at aprofit. (This is also listed above under contracted services, which is also a possibility.)Reverse SponsorshipsThis revenue source allows agencies to receive indirect revenue from cross promoting their currentsponsors with professional sporting events such as in racing with cars and drivers and significant sportsheroes. Indirect sponsorships provide up to 15% of the sponsorship value back to the City for linkingtheir parks and recreation sponsors with professional sports.Surplus Sale of Equipment by AuctionAgencies have surplus auctions to get rid of old and used equipment that generate some income on ayearly basis.vii.18El Paso County, Colorado | Parks Master Plan


FIGURE 7-1: 2011-2020 PHASED IMPROVEMENTSSource: PPACG travel model network (with adjustments); El Paso County geographic information system dataAppendix VIII: MTCP

FIGURE 4-9: IMPROVEMENTS IN THE 2040 MTCP ROADWAY PLANSource: PPACG travel model network (with adjustments); El Paso County geographic information system dataAppendix VIII: MTCP

More magazines by this user
Similar magazines