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