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HomeMy WebLinkAboutResolution 95-70 10/02/1995 e-{ .' . RESOLUTION NO. 95-70 A RESOLUTION ENDORSING THE JULY, 1995 SPORTS PLAN. WHEREAS, the Metropolitan Sports Commission, an intergovernmental group of agencies that provide sports facilities and services for youths and adults has developed a July, 1995 Sports Plan (SportsPlan), a copy of which is attached as Attachment I hereto and incorporated herein by reference. WHEREAS, the SportsPlan is a strategic plan containing goals, strategies, and actions which can be utilized to guide local governments in improving the state of amateur athletics in the Eugene-Springfield metropolitan area. NOW, THEREFORE, BE IT RESOLVED BY THE COMMON COUNCIL OF THE CITY OF SPRINGFIELD; AS FOLLOWS: Based on the above findings, which are adopted herein, the City Council hereby endorses the GOALS contained in the SportsPlan attached as Attachment I hereto as a strategic plan to be followed in improving the state of amateur athletics in the Eugene- Springfield metropolitan area. ADOPTED by the Common Council of the City of Springfield by a vote of favor and 0 opposed this 2nd day of October , 1995. 5 in ~~~~ ATTEST: ~ , f" ~": ~":j;::~~j ~ ~ \-'--\ ,- ,>-~- - - ==-~~~ ;"', :. S €~\ -::?l OJ -s:- \ .... t... ~-".,_::==.=.-~~-= =-~-l ::: .~C\~ \ ,,>orf'\,t ATTiJRrj2:'1 ~ ~:>: ~t:'\l~.~~:: -~~ .:C) ATTACHMENT I . 1 . A Strategic Plan for Amateur Sports in the Springfield-Eugene Metropolitan Area Adopted by the Metropolitan Sports Commission July 24, 1995 . . ACKNOWLEDGEMENTS This plan was prepared by the Metropolitan Sports Commission, with primary staff assistance provided by the City of Eugene, Department of Library, Recreation, and Cultural Services (LRCS). Members of the Metro Sports Commission include: . Mayor Bill Morissette, City of Springfield Commissioner Steve Cornacchia, Lane County Barbara Keller, City of Eugene Steve Barrett, School District 19 - Springfield Barry Bokn, School District 52 - Bethel Jim Denker, School District 4J - Eugene Wayne Hill, Willamalane Park and Recreation District Dale Weigandt, River Road Park and Recreation District Jan Oliver, University of Oregon Harlan Yriarte, Lane Community College Bob Josephson, Kidsports Sal Piazza, Convention and Visitors Association of Lane County AI King, At-Large Member Melanie Harvey, At-Large Member Connie Gray Jaqua, At-Large Member Tom Jordon"At-Large Member Charles Warren, At-Large Member For more information about Sports Plan or to obtain copies of this report, contact: Howard Wade City of Springfield Development Services Department 225 5th Street Springfield, Oregon 97477 1-503-747 -3659 . Sports Plan . TABLE OF CONTENTS Page Part 1 - Introduction 1 The Metropolitan Sports Commission 1 Purpose of the Commission 1 Sports Plan 1 Process Used to Develop SportsPlan 2 Plan Qrganization and Summary of Elements 3 Part II - Where Are We Now? 4 Summary of SWOT Analysis 4 Current Participation in Organized Sports in the Metropolitan Area 5 Population Growth in the Metropolitan Area 7 Part III - Where Do We Want To Be In The Future? 10 Outcomes 10 . Goals 10 Part IV - How Do We Get There? 12 Goals. Strategies. and Actions for Each Strategy 12 Timing 12 Flexibility 12 Goal 1 12 GoaJ2 14 Goal 3 15 Goal 4 16 Appendix 1 - Support for Specific Actions to Implement Strategies 17 . Sports Plan . . . Part I Introduction - The Metropolitan Sports Commission. The Metropolitan Sports Commission was established in May, 1993 through intergovernmental agreement between the cities of Eugene and Springfield a,nd Lane County government. Members of the commission include most of the government entities which either program amateur sports or own facilities which are used by amateur athletes in the metro area. Membership includes: City of Springfield Lane County City of Eugene School District 19 - Springfield School District 52 - Bethel School District 4J - Eugene Willamalane Park and Recreation District River Road Park and Recreation District University of Oregon Lane Community College Kidsports Conv.ention and Visitors Association of Lane County Five At-Large Members (appointed by majority vote of the above members) Purpose of the Commission. The primary purpose of the Commission is to advise elected and appointed officials on techniques and methods to: improve existing athletic facilities and construct new facilities using private-public financial partnerships and other means as may be appropriate; and to unify and coordinate activities between metropolitan sports groups, venue owners and operators, and event organizers. Secondary purposes of the Commission are: to assist sports groups in identifying and approaching funding sources; to assist in retaining sporting events already occurring in the metropolitan area; to encourage and assist in the recruitment of sporting events to the region, including participation-based events and spectator events; to act as a resource to sports event organizing groups by providing information, advice, and direction for special events, camps, workshops. clinics, and related conventions; to cooperate, share, and promote efficient and effective maintenance methods and techniques among facilities owners and managers; and to address other issues as may be delegated to it by any of the three local governments, SportsPlan. As the Metro Sports Commission started meeting, it was decided that a strategic plan was needed to help guide the work of the Commission, and Sports Plan began. The purpose of Sports Plan is to present a metro-wide, regional plan for furthering the development of amateur athletics that will contain a vision for the preferred future for amateur athletics as well as strategies for its realization. Sports Plan Page 1 . . . Desired o,utcomes of this plan include: . To enhance the quality of life in the region. . To stimulate notable and innovative amateur athletic projects. . To generate community excitement about amateur athletics · To help amateur athletics become an important economic development component for Springfield and Eugene. . To improve coordination and communication among existing amateur athletic organizations. · To stimulate more strategic and efficient use of community resources for amateur athletics. · To better fulfill local government's role in providing recreation facilities in an economical, efficient manner. Sports Plan will address and answer the following three key questions: · Where are we now? (including what are the current strengths and weaknesses of amateur athletics in the region and what are the current and emerging opportunities?) . W~ere do we want to be in the future? · How do we get there? (including specific strategies and feasible actions) ,More specifically, the plan will create a VISION for amateur athletics in the Eugene-Springfield community - a "preferred future" of where we want to be in the future - a vision that: · is supported by key "actors" - community and amateur athletic leaders . helps amateur athletics flourish · enhances the mission of the Metro Sports Commission . improves the economy of the region The plan will also develop STRATEGIES and feasible ACTIONS (including benchmarks) to make this vision become real. In addition, the plan will include: · Measurable "indicators of success" (outcomes or benchmarks) to measure progress toward the vision, including · An explicit monitoring process after the plan is completed. Process Used to Develop SportsPlan. The plan was developed by the Metropolitan Sports Commission with input provided by representatives of the variety of amateur sports and Sports Plan Page 2 . . . organizations in the region. Two series of meetings were held where representatives from a large variety of sports were invited to participate in developing the Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis and then to identify what their sport needs to be competitive into the future. After a draft of the plan was developed, the Metropolitan Sports Commission spent several months debating the goals, strategies, and actions in the document. Plan Organization and Summary of Elements. The Plan consists of four parts and is organized as follows: Part I is an introduction and sets the stage for the plan. Part II describes the current situation with respect to amateur sports in the metropolitan area. Part III provides suggestions for where we as a region should be headed in the future. Part IV presents recommended specific actions our community should take to make the plan's outcomes and goals a reality. Sports Plan Page 3 . . . Part II .. Where Are We Now? SWOT Analysis. A SWOT Analysis refers to a process to ascertain the Strengths, Weaknesses, Opportunities, and Threats of a particular subject area. The SWOT analysis for amateur athletics was completed in May of 1994. Representatives of most of the sports in the metro area gathered for a series of meetings. Also in attendance were representatives of agencies which own the facilities which serve amateur sports in the region. Summary of SWOT Analysis Internal Strengths - are defined as distinctive capabilities, competitive advantages and resources/qualities the Springfield/Eugene metro area currently possesses and can build on for the future. Active Population - Large base of athletically oriented citizens Expertise - Many knowledgeable coaches and volunteers Location - Moderate climate and central location in Willamette Valley and West Coast Programs - Strong programs for all ages and skill levels; e.g., Kidsports, YMCA, Cities, LCC,. UofO Attitude - Large number of citizens who provide enthusiastic support for sports Facilities - Variety of facilities available at a reasonable cost U of 0 and LCC - U of 0 and LCC provide quality facilities, athletes, coaches, and community interest Reputation - Reputation for excellence in amateur athletics; e.g., Track Capital; Home of Nike Internal Weaknesses - are defined as current shortcomings--a lack of capabilities, resources, or competitive disadvantages--over which we have control and which we must take into account when planning for the future. Inadequate Funding - Inadequate funding for: operations, maintenance, and new construction Sports Education Programs - Declining support for physical education and sports in our schools Lack of Facilities - Not enough facilities in neighborhoods, in cities, and in the region for local or tournament use Sports Plan Page 4 . . . Low Visibility of Sports in Community - Need more media visibility for amateur sports in metro area Lack of Cooperation Between Sports - Need additional cooperation and coordination between sports Facilities Management - Inadequate planning and maintenance for existing facilities At-Risk Youth - Increasing number of youth in the community who are at-risk; need for activities that keep them busy External Opportunities - are defined as external trends and conditions which are out of our control, but can be "taken advantage of" to benefit amateur athletics in the metro area. More Sponsorships Possible - Public/private partnerships in amateur athletics seem to be increasing Sports for Character Development and Crime Prevention - Increased awareness of the value of sports in youth development and in preventing juvenile crime Interest in Facilities Development - Trend toward increasing sports facilities because of the positive impacts that result Metro Area Population Growth - Metro area population growth means greater market for event~ and for general participation Awareness of the Value of Fitness - Increasing awareness of the value of fitness to a healthy and fulfilling life External Threats - are defined as future external trends or conditions over which we have no control that give rise to potentially harmful effects or outcomes if not addressed and confronted. Funding - Declining funding for amateur athletics from state and local sources Liability - Community faces liability if we don't have facilities for the use of our children As we think about the future of amateur athletics in the region, the following questions,come to mind: How can we take advantage of our strengths and opportunities, while at the same time, address weaknesses and minimize the threats that face us? Possible answers to these questions will be presented later in this document. Current Participation in Organized Sports in the Metropolitan Area. No complete census of metropolitan population participating in amateur sports exists, but some indications can be provided, however, and come from two sources--from Kidsports and from the governmental units which provide sports activities for adults and kids. Even these numbers are problematic, in that no unduplicated totals exist. For example, a child who plays Spring soccer and Fall flag football may be counted,twice. Sports Plan Page 5 . . . The graph shows yearly participation in Kidsports activities forthe period 1991- 92 through 1993-94. For the latter year, about 23,000 youth participated in Kidsports. Sports include: Fall soccer. flag football, tackle football, volleyball. 2d grade basketball, 3d through 8th grade basketball, Spring soccer, and baseball and softball. Participation in Kidsports 1991-92 through 1993-94 25,000 20,000 c ,g . ... ~ 15,000 . ... ,j; " ~ 10,000 1i o .... 5,000 o The table below shows the participation for 1993-94 for each of the sports. As indicated, the greatest number of youth participate in soccer, followed by baseball/softball. and then basketball. 1991 -92 1992-93 Year 1993-94 Kidsports PARTICIPATION Sport 1993-94 Participation Numbers Fall Soccer, 3,354 participants and 254 teams Spring Soccer 4,545 participants and 349 teams Flag Football 803 participants and 54 teams Tackle Football 762 participants and 32 teams Volleyball 1,333 participants and 180 teams 2d Grade Basketball 589 participants and 72 teams 3d through 8th Grade Basketball 5.435 participants and 628 teams Baseball and Softball 6,550 participants and 472 teams Estimated Total 23,371 participants and 2,041 teams Source: Staff from Kidsports While no historical numbers exist for adult participation, an indication of the total number can be estimated from team figures provided by local governments for the last full year. Again, the numbers are overestimated to some extent because some adults play more than one sport in a year. The table on the next page gives an approximation of the total adults participating in organized sports leagues by sport for 1993-94. Sports Plan Page 6 . . . ADULT PARTICIPATION ' Sport 1993-94 Participation Numbers Soccer 1,800 Minor Field Sports 400 Flag and Tackle Football 130 Volleyball 3.100 Basketball 2,900 Softball 7,300 Estimated Total 15,630 Source: Staff from the City of Eugene, River Road Parks and Recreation District, and the Willamalane Parks and Recreation District. The combined total for youth participation and for adults participating in organized leagues is estimated at just over 39,000. As mentioned, this is probably overstated because of double counting. On the other hand, the number does not reflect participation in other sports activities by youth and adults in the metropolitan area. For example, we haven't tried to estimate the number of people who are active competitive runners or youth who compete in swimming or gymnastics. We also haven't tried to estimate the number of residents who regularly work-out to stay in good physical condition. Given all of the above, we would estimate that at least a third of all metropolitan residents participate in some form of organized sports or stay active in some form of sport in their personal lives. Using a 1995 population estimate of 223,000 in the metropolitan area, this would mean that somewhere around 73,000 residents actively participate in amateur sports in the Eugene- Springfield area. Population Growth in the Metropolitan Area. The Lane Council of Governments has recently completed a set of populations projections. While done primarily for an update of transportation and land use plans, they are also helpful for us as we think about our needs for amateur athletics. The chart below shows population projections for the metropolitan portion of Lane County from 1995 through the year 2010. Population is expected to increase by 32,315 in the next 10 years and 51.964 in the next 15 years. The chart on the next page provides a picture of this expected growth between now and the year 2010. Sports Plan Page 7 . . . 300000 250000 c ~200000 III :; Cl. o D- e 150000 ~ ~ iii '010??oo I- POPULATION PROJECTIONS Metro Lane County 1995 through 2010 5??oo o 1995 2000 2005 2010 Year The table on the next page gives a more complete picture of population projections by age group. The table clearly shows what happens as the post-WWII baby boom population ages. The table doesn't provide any surprises from the view of sports in the metro area. That is, no huge spike in a particular age grouping is projected, nor is there a large decrease in any particular age group thatwould affect plans for sports organizations or for facilities, What the table suggests is that the metro area needs to plan for a future increase in population by preparing for growth, both in people and in facilities. Sports Plan Page 8 . POPULA TlON PROJECTIONS Metropolitan Lane County -1995 through 2010 Number in Each Age Group and Amount of Increase or Decrease from Previous 5 Years ~=============~===============~==================================================== 10 Year 15 Year Age Group 1995 2000 Change 2005 Change Change 2010 Change Change ..----------------..-------...--------------...-- 5t09 14,253 14,767 514 15,791 1,024 1.538 17,075 1,284 2,822 10 to 14 14,597 14.535 -62 15,140 605 543 16,291 1,151 1,694 15 to 19 18,151 19,108 957 19.340 232 1,189 20,392 1,052 2,241 20 to 24 22,518 25,559 3,041 26,610 1.051 4,092 27,481 871 4,963 25 to 29 16,165 17.757 1,592 20,286 2,529 4,121 21,846 1,560 5,681 30 to 34 16,614 15,874 -740 17,424 1,550 810 20,230 2,806 3,616 35 to 39 17,338 16,848 -490 16,094 -754 -1,244 17,758 1,704 460 40 to 44 18,540 17,255 -1,285 16,739 -516 -1,801 16,122 -617 -2,418 45 to 49 16,051 18,241 2,190 16,944 -1,297 893 16,534 -410 483 50 to 54 11,521 15,802 4,281 17.965 2,163 6,444 16,796 -1:169 5.275 55 to 59 8,507 11,340 2,833 15,536 4,196 7,029 17,754 2,218 9,247 60 to 64 7,318 8,290 972 11,037 2.747 3,719 15,145 4,108 7,827 Total 223,341 239,526 255,656 32,315 275,305 51,964 Notes 1. Newborn to 4 years old and 65 and above are excluded from the above figures. 2. Totals for 1995, 2000, 2005. and 2010 are for all ages, all of metro Lane County. 3. Totals for Change column reflect just the age groups shown in the table. . Source: Lane Council of Governments Part III begins on the next page. This section begins discussion of the question: Where do we want to be in the future? . Sports Plan Page 9 . . . l'OW'Oil ." "... '. . . . ~,'~ I~ ~ II: I;! ~ i:l! '/~Hl ,0 ~ ~ ~ f:~~~' rulll:: II I,l'lm ,,;; ,00 ,,' " , ": d IfllC 1 Ulll~il; Ten years from now, what will amateur sports look like in the metropolitan area? Will we have adequate facilities to address the need and demand for sports facilities? Will the region be known as a place that prides itself on its amateur teams, new facilities, and the number of special events and tournaments coming to town? After listening to a large number of people in the metropolitan area and after thoroughly considering the region's strengths, weaknesses, opportunities. and threats, the Metropolitan Sports Commission would recommend the below listed outcomes, goals, strategies, and actions. Outcomes . Enhance the quality of life in Springfield and Eugene. . Increase sustainable economic activity in the metropolitan area. . Create an environment which provides meaningful personal experiences and growth, especially for youth. How can these outcomes be achieved? The four goals below are the key. Goals ::::::;::::;:;::::::;:::::;::::;:;:;::;:::;=;;;;;:;: ...... ... .:.:.;.;.:.:.:.;.:.:.: "';.:.:-:.:::::::; .:':::;;:;:;::::;::;::::';';::':':'; .: .,::. ............:::::::::::::.:.;.... -. . ..:.:.:.:.:.;.:.:.:.:.:.:.:..................::::::::::;:;;.:::;:.", ::::;:;:;:;:;::;::;:;:;:;:;:;::;:;:::;:;:;:;:;:;:;::::: .........:.: .,!...~'~. Goal 1 should help us achieve almost all the outcomes above. Many of the region's existing sports facilities are in need of repairs and/or upgrading in order to best serve our existing population. Existing use and future use projections indicate a need for additional new facilities. lIJ"II.~_""fI~l_ There are significant benefits in participating in sports activities. Not only do we have a healthier population. but participation promotes so many important qualities in the community's youth such as life-long learning, teamwork, problem solving, skill building, a positive self-image, and greater self-esteem. In addition, participation in sports keeps youth in our community busy, More positive activities equates to less time available for Sports Plan Page 1 0 . . . socially inappropriate behavior, including gang involvement. --.... There are substantial economic benefits to amateur sports in the region. Spending by out-of-area participants in sports special events and tournaments can be substantial. If we specialize in certain sports and become known as the place to visit to participate in certain sports. we're more likely to increase this form of economic activity. The best example is track and field. This is our specialty now and it generates substantial economic activity. Can we develop more specialty sports and more economic activity? .-..-.. Without some amount of new money, this strategic plan will not bring success. Although some efficiencies and more economy in spending is always possible, additional funds to build new facilities and then to operate and maintain them, is necessary. Beginning on the next page, Part IV presents specific actions to implement these goals. Sports Plan Page 11 . . . Part IV · How Do We Get There? Goals, Strategies, and Actions for Each Strategy While clear goals are important, it's also necessary to outline the specific strategies and actions that need to be taken in order to implement these identified goals. Please note that this document is not designed to provide a detailed plan of exactly what will be done next with each action. An implementation plan is needed to make the goals. strategies, and actions a reality. This plan is designed to provide strategic direction and not details of implementation. Each of the strategies and actions needs more work by teams of people to determine the "who. what, where, when. and how" of each action. Timing This strategic plan is designed to give direction for the next 10 years; however, it needs a yearly or bi-yearly update to remain current and strategic. It is critical that early progress on implementing the plan be made. Without some momentum, it may be difficult to realize all of the recommendations in the next 10 years. Flexibility Decision-makers in all jurisdictions are encouraged to use this strategic plan to guide their actions. However, the Metro Sports Commission urges flexibility, also. The plan is NOT meant to limit opportunities which may arise simply because the potential project is not listed in this document. The general goal of the plan is to increase amateur athletic programs, services, and facilities, not limit them. Recommended goals, strategies, and actions include: ..-- Strategy A. Effectively use existing sports facilities. Action. Through the Metropolitan Sports Commission, form a subcommittee with primary responsibility for: a) effectively coordinating the scheduling and use of existing sports facilities; b) inventorying and cataloging the condition of existing facilities and their potential for upgrading and/or enhancement; and c) discussing the effective maintenance of existing facilities. Priority: High. Sports Plan Page 12 . . . Strategy B. Develop new sports facilities (regional complexes as well as neighborhood facilities) to serve the existing and future need and demand in theregion.1 Action 1. Provide 15 additional gymnasiums2 for basketball. volleyball. and other sports which need a gym-type playing surface. These gyms should each be about the same size as an existing middle-school gym. Priority: High. Action 2. Provide 15 additional Class I sports fields for soccer and other sports which use large outdoor playing surfaces, If possible. about eight of the Class I fields should form a regional complex to accommodate special events and tournaments. Priority: High. Action 3. Provide 15 additional Class II sports fields. As additional Class II and III sports fields are being planned. they should be planned as multiple use for softball. youth baseball. and for soccer and other sports. Priority: Medium. Action 4. Provide additional Class III sports fields as opportunities arise. Priority: Medium. Action 5. Provide an indoor facility that can be used primarily for soccer and other appropriate field sports such as ultimate, lacrosse, and rugby. Design of the facility should also include the provision for serving other compatible sports uses. Priority: Low. Acti9n 6. Provide a four-field softball complex in Eugene to accommodate adult and higher skilled youth softball. Priority: Medium. Action 7. Provide a two-field softball complex in Springfield to accommodate adult and higher skilled youth softball. Priority: Medium. Action 8. Support the efforts of private sports organizations to maintain and construct youth baseball fields in Springfield and Eugene. Action 9. Support the efforts of Broad Base Programs, the non-profit that is completing market and economic feasibility on a sports field house in Springfield's sports complex. If financially feasible. this complex could be a major addition to the regional sports environment. Priority: High. Action 10. Research the feasibility of providing a roof covering on an existing outdoor tennis court complex to support more outdoor tennis year-round. Priority: Low. 1The suggestions for new sports facilities assume that existing facilities are efficiently used and that a thorough feasibility study will be completed which outlines all revenues and costs--including operating costs--associated with it. The general rule should be as follows: Don't build new facilities until it can be reasonably assured that on-going operational expenses are covered. 2Facts to help support the recommendation for the number of new facilities are presented in Appendix 1 . Sports Plan Page 13 . . . Action 11. Complete a master plan for aquatics facilities in the metropolitan area. (Willamalane is well under-way, but Eugene needs a plan for their facilities, to include an upgrade and remodel of Amazon pool). Priority: Low. Action 12. Complete an economic and market feasibility study on the development of a fee-based complex to seNe the growing in-line skating sport in the metropolitan area. Priority: Low. ._--~-- Strategy A. Provide more opportunities for youth to participate in sports activities. Action 1. Develop and implement a plan to increase after school sports opportunities for middle school and high school youth who are not playing at the junior varsity or varsity level. Priority: High. Action 2. School districts are encouraged to distribute the flyers and announcements for youth sports opportunities in classrooms. Priority: Medium. Strategy B. Provide a support system for coaches. officials, and volunteers such as scorers, marshals, ti,:"ekeepers, etc. Action. Research the possibility of establishing a Center or Institute for Amateur Sports Support that would be responsible for recruiting, training, administering, and mentoring for coaches, officials, and volunteers. Priority: High. Strategy C. Improve communication and collaboration between people and groups involved in participatory athletics. Action 1. Establish a forum which enables representatives from area sports organizations to coordinate and discuss mutual problems and to mediate conflicts which may arise between groups. Priority: High. Action 2. Establish an events calendar for amateur sports in the region. Provide the calendar in both a printed and on-line version available by computer and modem. Consider publishing the calendar on Metrovision Cable 11 also. Priority: High. Action 3. Investigate the possibility of establishing a training program or seminar for sponsors of sports and sporting events in how to attract media coverage for special events and tournaments. Priority: Low. Sports Plan Page 14 . . . - Our region is often called the track and field capital of the country and has a solid national reputation for quality track and field athletes and events. We must maintain our strong position in this sport and build upon it. But more can and must be done in other sports, also. Strategy A. Determine a specialty sport and facility. Action. The determination of a specialty sport should be accomplished during the next few years. Candidates include soccer and other field sports, basketball, volleyball, cycling, gymnastics, ice sports. and martial arts. The specialty sport will likely emerge as other recommendations in this document are implemented. For example. if a site for a large multi-field soccer/field sports complex emerges and the community rallies around this project, then this may very well become the area's next specialty sport or sports. If Broad Base Programs is successful in planning and implementing a multi-sport indoor field house, then Volleyball or Basketball may emerge. Thus, a combination of a new facility, community support, and financing are key elements in the choice. Priority: Medium. Strategy B. Develop plan to make the specialty a reality. Acti~n. Once a specialty has been chosen, develop a plan and then direct resources to make this specialty a reality. Priority: Medium. Strategy C. Bring more people to the region for tournaments and special events. Action. Design, plan, and implement a new major amateur sports event that would draw a significant number of people to the region. An example might be a week-long or two- week Team Triathalon Sports Festival where teams of both youth and adults compete in three different sports, such as soccer, track and field, and softball. Another example is the beginning effort by the Rotary Clubs in Eugene and Springfield to stage an international soccer tournament in the metro area. (The 1995 event was an excellent start.) Priority: High. Strategy D. Provide resources to aid all sports in the planning and implementation of special events and tournaments in the region. Action 1. Provide funds to support at least one full-time equivalent employee to support existing sports organizations who want to put on special events and tournaments. Priority: High. Action 2. Develop a comprehensive marketing plan for special events and tournaments in the region. Priority: Medium. Sports Plan Page 15 . - Strategy A. Seek additional sponsorships and grants to support amateur sports in the region. Action. Look for grant sources which may provide additional money tofund sports activities, especially for at-risk youth. An example of a new activity deserving additional support is the newly formed non-profit corporation called PAL (Police Activities League) where volunteer law enforcement officers are interacting, through sports activities, with at-risk youth in the Bethel area of Eugene. Priority: High. StrategyB. Consider sports as the area's designated Regional Strategy. Action. The region should consider the possibility of adopting amateur athletics as the Regional Strategy under the State of Oregon's Regional Strategies Program. If the consideration is favorable, then use this designation to apply for grants to finance the facilities recommended in this plan. Priority: High. Strategy B. Develop Capitql Improvements Plan (CIP) for sports facilities. . Action. Each facility owner should develop a capital development program for publicly- owned sports facilities which includes a financing plan to upgrade and/or expand facili~ies. Priority: Medium. Strategy C. Local governments and the general public are encouraged to continue their monetary support of non-profit corporations active in providing sports for youth of all ages. Enhance these activities wherever possible. ~ ,;. . Action. Local governments should investigate the feasibility of having local non-profit sports organizations take on more of the daily maintenance responsibilities for sports fields. This may provide an income stream to the non-profit and be less expensive for local government facility owners. Priority: High. Strategy D. Develop alternative revenue sources designated to support implementation of this plan. Action. Conduct research on a regional financing mechanism to support on-going operations of amateur sports in the metropolitan area. Example: Members of the Metropolitan Sports Commission could jointly fund a research study to identify how best to structure an entertainment or admissions tax (similar to most cities in the State of Washington) to support the on-going operations (including maintenance) of amateur sports in the metropolitan area and/or to finance new facilities. Priority: High. . Sports Plan Page 16 . . . Appendix 1 Support for Specific Actions to Implement the Strategies Facilities Planning for the Next 10 Years. In September, 1994, representatives from Kidsports, the cities of Eugene and Springfield, and Willamalane and River Road Parks and Recreation Districts met to discuss facility needs for the next 10 years. The group discussed sports with major use such as baseball, basketball, softball, soccer, and volleyball, as well as sports with fewer participants such as rugby, ultimate, lacrosse, and flag football. Gymnasium Space There are approximately 50 gyms in the metro area now. almost all of which are in public schools. Gyms are used after school and on weekends, primarily for basketball and volleyball; practice time is very limited for both adults and youth. The current situation and a projection for the future is presented below. Figures reflect the last full year of participation--1993/94. Sport: Basketball Number of Teams: Kidsports City of Eugene YMCA High Schools Willamalane Total 700 teams 90 (122) 75 (123) 48 45 (60) 958 (305) (Figures are reflective of demand for peak season. Yearly totals are in parentheses.) Expected Growth: Likely to be moderate, but could grow if more gym space was available. Sport: Volleyball Kidsports City of Eugene River Road Pks Willamalane Total 180 teams 124 (370) 16 20 340 (370) Number of Teams: Expected Growth: Likely to be substantial, as baby boomers continue to age. Consensus of Staff: Population growth, existing need. and estimated increase suggest that the metro area will need 15 middle school gyms for basketball. volleyball, and minor sports within the next 1 0 years. Sports Fields Sports fields are used for a variety of activities. They serve as open space in our urban area, but Sports Plan Page 17 . . . also serve as open fields for a variety of sports, to include softball. soccer, rugby, lacrosse, flag footfall, and ultimate. Fields for baseball are also present, some of which are softball fields but are used for youth baseball, some are open fields where baseball is played when in season, and some are almost exclusively baseball, such as Swede Johnson Field and Civic Stadium. The two largest uses for sports fields are soccer and softball. Soccer will be reviewed first and then softball. Soccer and Other Field Sports. The number of fields for soccer and the other minor sports are difficult to quantify. The best method is by field size and condition. Staff from local governments and Kidsports estimate the following: 1. Only seven fields in the metro area are of adequate size and construction to be considered Class I fields for soccer or the other minor sports. Class I fields are specifically constructed to be well-drained in wet weather and can accommodate a full- sized soccer field. 2. About 27 fields are used for soccer and other minor sports. These are considered Class II fields because they are smaller than a standard soccer field and are not as well drained as the Class I fields. 3. There are about 13 other good-sized fields in the metro area which can be used for field sports. They are generally less than 64 feet by 105 feet and not very well-drained. , Sport: Soccer Number of Teams: Kidsports Kidsports City of Eugene High Schools Total 254 teams Fall 349 teams Spring 40 (92) 32 675 (92) Expe~ted Growth: Staff from local governments and Kidsports expect substantial growth in soccer. both for youth and adults. There are a number of minor sports which are played on sports fields throughout the metropolitan region. (Comment on the numbers for minor sports here) Minor sports, such as ultimate, rugby, lacrosse, and flag and tackle football, will likely see moderate to medium growth in the next 10 years. Sport: Expected Growth: Ultimate: 12 teams (24). all City of Eugene Likely to be moderate growth Rugby: 1 to 2 teams. non-affiliated Likely to be minimal Sport: Expected Growth: Sport: Expected Growth: Lacrosse: 1 team, non-affiliated Likely to be minimal Sports Plan Page 18 . . . Sport: Flag Football Kidsports - 54 teams Private League - 8 teams Likely to be moderate Expected Growth: Sport: Tackle Football Kidsports - 32 teams High Schools - 24 teams Private adult - 1 team Likely to be minimal Expected Growth: Consensus of Staff: Population growth, existing need, and estimated increase suggest that the metro area will need 15 additional Class I fields in the next 10 years. This can occur by constructing 15 additional fields, or by upgrading Class II fields to Class I fields where possible. There is also a need to add 15 more Class II fields. Again, this can be done by constructing 15 Class \I fields or by upgrading Class III fields to Class II. Upgrading may be difficult because of size constraints with Class III fields. Staff also identified the need for at least one indoor facility, which could accommodate soccer, rugby, lacrosse, ultimate, and flag football. An indoor facility designed for soccer could probably also accommodate recreational volleyball as well. Softball and Baseball. Softball and baseball fields are of three types: 1, 65 foot basepath, which accommodates all age softball players and youth baseball for girls in the third through eighth grade and boys in the third through sixth grade. There are 37 fields in the metro area to serve this need. 2. 65 to 80 foot basepath, which accommodates youth baseball. There are 48 teams and 12 fields for this use and another eight fields that the local Babe Youth League has constructed or acquired. 3. 90 foot basepath, designed for high school and up baseball. There arei14 fields which are designed for this use, including Swede Johnson Field and Civic Stadium, which are seldom used for other sports. Sport: Softball (and Baseball for Kidsports) Number of Teams: Kidsports Babe Ruth Baseball City of Eugene Willamalane Total 472 Unknown 250 (340) 115 (150) 837 (490) Expected Growth: Likely to be moderate for youth softball and baseball and moderate for adult softball also. There isa growing demand for adult baseball, but the number of adults playing is fairly small. Sports Plan Page 19 . Consensus of Staff: Population growth, existing need, and estimated increase suggest that the metro area will need a four or five field complex in Eugene for adult softball (which then frees-up fields for youth softball and baseball) and one two-field complex in Willamalane's service area in the next 10 years. Three other needs were identified: 1) As neighborhood parks are developed, thought should be given to adding a softball field to the park; 2) There is a need to upgrade some existing fields in neighborhood parks to accommodate additional softball and baseball; and 3) When the secondary runway is added at the Eugene airport. it will likely displace the Bond softball complex which serves adults during the week and is a major tournament site on weekends. These four fields will have to be replaced or crowding will occur on existing fields, Other Facilities Staff from local governments involved in sports and facilities discussed other facilities in addition to gymnasiums and sports fields. Their comments include: 1. Track and Field. There is probably enough demand in the region for support of an indoor field house for track and field and other indoor sports. 2. Tennis. The existing demand in the metro area is such that the existing number of outdoor courts is sufficient, or perhaps a small increase is appropriate. There is demand for additional outdoor covered courts. 3. Aquatics. There is substantial growth in aquatics recreation in the Willamalane service area and moderate to substantial demand in Eugene. Willamalane needs to upgrade an existing pool (November election) and Eugene could use at least one additional pool and a substantial . upgrade to Amazon Pool. 4. Ice Sports. There is probably enough demand for ice sports that a second sheet of ice in the metro area would be financially feasible; more research is needed, however. 5. Outdoor Basketball. Inspired by college and professional basketball, there is a trend toward demand for 9 foot baskets so that shorter players can dunk the ball. 6. Skateboarding. There is a need for at least two more bowls in the metro area for skateboarders. 7. Rollerblading. Rollerblading (in-line skating) is a rapidly growing sport in the metro area. both for adults and for youth. There may be a need for a facility to serve this rapidly growing sport. . ')rts Plan Page 20