former creekside park ymca operational and business...
TRANSCRIPT
Former Creekside Park
YMCA Operational and
Business Plan
December 2016
Table of Contents
Table of Contents .......................................................................................................................................... 1
Executive Summary ....................................................................................................................................... 3
Purpose of the Conceptual Operational Plan ............................................................................................... 2
Goals of Conceptual Operational Plan .......................................................................................................... 2
Role of Parks and Recreation in the Community .......................................................................................... 2
Providing Cost Neutral Recreation Services to the Community ................................................................... 2
The Woodlands Township Parks and Recreation - Recreation Division ....................................................... 3
The Woodlands Township - Market for Recreation Services ....................................................................... 3
The Woodlands Township Market - Competition for Recreation Services .................................................. 6
Current Facility - Woodlands Recreation Center ........................................................................................ 16
YMCA Facility Analysis. ............................................................................................................................... 20
The Woodlands Township-Center -Conceptual Plan............................................................................... 244
Executive Summary The Woodlands Township Board of Directors received information from the public, especially Creekside
Park residents on the need for the Creekside Park YMCA facility to continue to serve the community with
recreation programs and services due to the Y’s decision to close the facility. The Parks and Recreation
Department undertook a business and operational plan process which included reviewing the following:
Inventory the current YMCA facility and determine if it could meet unmet Township needs
Identify Township uses of the facility.
Review market place, demographics and competition in the local area that produce recreation
programs and services.
Develop a conceptual cost analysis for the Township to own and operate the facility as a The
Woodlands Township Recreation Center
Identify changes to the existing structure to make it conducive for multiple recreation programs to be conducted at the same time
Identify the correct staff organizational paradigm to operate the facility
Develop a plan to operate the facility on a cost neutral basis
From a thorough analysis of the community, the Township’s current programs and facilities the
following opportunities will exist at the facility formerly known as the YMCA at Creekside Park: Harris
County Constable-Precinct 4- Satellite “Kiosk”, Recreation Programming, Environmental Education
Programming, Aquatics and Park Operations. Most notably it would serve as a trailhead and staging area
along the Spring Creek Greenway for a variety of programs, services and races. As the gateway to the
Spring Creek Greenway there is the potential to work with The Woodlands Convention and Visitors
Bureau to leverage the facility for various corporate outings, conference events and day trips, which
may serve as an additional revenue stream for the Division.
It should be noted that there are challenges with the former operation of the Y and conversion of that
operation to a Township model. The fitness area, including child care, does not meet the needs of the
market thus the market that would use this facility using the Y model (hours, care, etc.) is not large
enough to recover its cost. In addition, there dollars would need to be allocated, above the purchase
price, for facility renovation including but not limited to: renovations to add program space, light fixture
changes, fixtures, furniture and equipment (FFE) and fitness equipment. These costs are estimated to be
$500,000. A full listing of these capital expenses is outlined in the report.
A pro forma for the facility was developed and identifies cost recovery over the next five years (2017-
2021) between 100%-111%, which is inclusive of all cost and revenues of the entire Recreation Division.
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Purpose of the Operational Plan The purpose of this operational plan is to detail a plan and timeline to open the facility and address the
capital, administrative, programming, and operational costs and needs to make this facility a success.
The plan will review a number of potential uses of the facility including but not limited to: recreation,
park operations, emergency management and law enforcement. Overall, the use of this facility should
not be just considered a recreation amenity but a multi-faceted community facility that would permit a
Township presence in the southern tier of the community.
Goals Operational Plan The Woodlands Township Board of Directors received information from the public, especially Creekside
Park residents on the need for the YMCA facility to continue to serve the community with recreation
programs and services due to the Y’s decision to close the facility. Township staff views the exploration of
this facility as prudent due to the growth of programs by The Woodlands Township Parks and Recreation
Department over the past ten years. Further development of programs will require additional space. The
goal of the plan is as follows:
Inventory the current YMCA facility and determine if it could meet unmet Township needs
Identify Township uses of the facility.
Review market place, demographics and competition in the local area that produce recreation
programs and services.
Develop a conceptual cost analysis for the Township to own and operate the facility as a The
Woodlands Township Recreation Center
Identify changes to the existing structure to make it conducive for multiple recreation programs to be conducted at the same time
Identify the correct staff organizational paradigm to operate the facility
Develop a plan to operate the facility on a cost neutral basis
Role of Parks and Recreation in the Community The Woodlands Township Parks and Recreation Department is tasked with providing recreational
opportunities that foster community spirit, family values and healthy lifestyles. These functions are
outlined in The Woodlands Township’s Strategic Plan to guide its vision for today and beyond:
1.2. Provide superior parks and recreation amenities, facilities, programs and services
1.2.1. Ensure high quality programs and services remain affordable and cost effective while facilities are still effectively used and maintained
1.2.4. Provide for quality, diverse, life span recreational programming and opportunities
1.2.5. Provide special event opportunities that foster community spirit, family values, and healthy lifestyles
Providing Cost Neutral Recreation Services to the Community In 2002, the Joint Boards of the Associations (TWA/WCA) adopted a policy statement and critical success
factor that recreation programming is an integral part of the community services provided by the
associations. Additionally, it was recognized that the current facility (WRC) may not be meeting the
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needs of the community and that an expanded an improved facility (current Recreation Center) could
better meet those needs as well as be able to generate additional revenues that would reduce the cash
requirements from the Associations. In late 2006 and early 2007, the Community Association Board of
Directors entered into a Facilities Operation Agreement with the Woodlands Community Services
Company and approved a Revenue Management Plan that directed the Recreation Division to cover its
cost (direct, indirect, staffing, program expenses, etc.). The staff has been operating under this plan and
goals since 2007 and the Recreation Division has been cost neutral to the overall general fund budget
since 2010.
The Woodlands Township Parks and Recreation- Recreation Division The Woodlands Township Parks and Recreation Department is composed of eight divisions (Parks,
Recreation, Aquatics, Development, Planning, Environmental Services, Resident Care Center and Town
Center Operations). The Recreation Division incorporates (revenue and expenses) all recreation
programming (general recreation programs, aquatics, races, tennis, indoor programming, summer
camps, etc.) and provides support services for other divisions in the Department (pool pass sales, facility
rentals, etc.).
The Woodlands Township-Market for Recreation Services
Market Conditions
Located 30 miles north of Houston, The Woodlands is a
distinct master planned community as compared to
surrounding areas. The Woodlands was dedicated by
George Mitchell in 1974, contains over 28,000 acres and is
divided into eight villages. Since the 1970’s, The
Woodlands continues to grow residentially and
commercially as many companies are headquartered in the
community or have a significant presence including:
Chevron Phillips, Huntsman, Anadarko, Aon/Hewitt, Lexicon
Pharmaceuticals, CB&I, and Woodforest Bank. Located to
the south of The Woodlands is the world headquarters of
Exxon Mobil who opened their campus late in 2015 which
has brought an estimated 10,000 jobs to the area. In
addition, a number of ancillary and support companies to Exxon Mobil have relocated to The Woodlands
or surrounding areas. The operational and business model review and plan must examine a plethora of
data including information on current residents, future residents, demographics, competition in the
market place, i.e. other recreation providers in the area and a review of the current staffing model,
programs and services.
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The Woodlands Demographics- As of January 2015, The Woodlands consisted of 41,199 dwellings and 109,679 residents, an increase of
20% since 2007. In the last two years, considerable growth has been realized in the community in part
due to Latin American Nationals relocating to the community due to its quality of life and the move of
the worldwide headquarters of ExxonMobil to a campus just to the south of The Woodlands. The move
of ExxonMobil has partially spurred further commercial and Class A office space development in The
Woodlands as is evident by One Hughes Landing, 3 Waterway Square and further development of the
area to the east of Lake Woodlands which will result in further residential growth now and into the
future.
The primary market for the Recreation Division are the residents of the Woodlands, Texas, however
many programs and services funded through the Recreation Division are for residents and non-
residents, i.e. Concert in the Park, Touch a Truck, Arts in the Park, Memorial Hermann 10 for Texas,
TWFG Muddy Trails, CB&I Tri-The Woodlands. Through an analysis of program participants, 14% of
program users are nonresidents.
The below figures come from the January 1, 2015 demographic study of The Woodlands Development
Company. Most intriguing from the review of this document is the fact that there are 29,504 children
under the age of 18 and 57% of these are under the age of 9, which are traditional use years for
community based recreation programs. Secondly, the median adult age in the community has reduced
from 45 in 2006 and 50 in 2007 to 38.7 in 2014 which indicates a large segment of the population that
has the ability (health and financial) to take part in a wide variety of programs and services.
The following is being presented as basic demographic date of The Woodlands.
Population Total 109,679
Persons Per Household 2.66
Occupied Dwellings 41,199
Adult Ages Median Age 38.7
Total Adults 80,175
18-24 10%
25-34 13%
35-44 21%
45-64 22%
55-64 19%
65-74 9%
75+ 6%
Children Households with Children 41.6
Total Children 29,504
Under 5 27%
5-9 30%
10-14 28%
15-14 15%
*The Woodlands Texas Demographics- January 1, 2015-The Woodlands Development Company.
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Educational Attainment Degree Type Total Percentage
Grades K-12 6,380 5.7%
High School Graduate 16,477 13.5%
Some College 28,926 23.7%
Associate Degree 9,032 7.4%
Bachelor’s Degree 39,667 32.5%
Graduate or Professional Degree 18,674 15.3% 2015 Sources: Texas Workforce Commission – March 2015 and Esri http://www.edpartnership.net/site-selectors/Labor-Market-Statistics-March2015.pdf
From the tables shown above and from other information, the following information can be extrapolated from this data:
The median household income in The Woodlands is over $114,000, which is higher than the state of Texas average $51,900 (2013 US Census)
Almost 48% of residents have a Bachelor’s degree or higher. Generally speaking individuals with higher education levels have a higher consumption of recreational services.
The community is relatively young with a median age of 38.7 and 41.6% of children in the age range for youth programming.
The largest percentage of youth is between 5-9 (30%) which indicates there is a large market for the Recreation Division to develop recreational programming (education, physical, social, etc.)
62% of the adults in The Woodlands are between the ages of 35-64, traditional years in which families are raised.
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Given the commercial growth due and the relocation of the ExxonMobil headquarters continued residential growth will continue through 2015-2016 with individuals with similar demographic and psychographic characteristics.
ERSI, from the Consumer Expenditure Survey, Bureau of Labor Statistics, reports that within a 5 miles radius of I-45 and Woodlands Parkway consumer spending on entertainment and recreation totals $5,001 per family in 2012
The Woodlands Township Market- Competition for Recreation Services
Due to the nature of being a community based recreation provider the primary market for the
Recreation Division are the residents of The Woodlands, Texas. However, there is also a secondary
service area in that some of the program users reside outside of The Woodlands. Roughly 14% of the
program users in the Recreation Division are nonresidents, which does not account for the number of
nonresidents registering for the various races or attending special event programming. With the growth
of the areas around The Woodlands (north, south, east and west) and the lack of a community based
recreational provider in these areas this number may further increase.
At the conclusion of the 2006 and 2007 Recreation Business Plan, through subsequent reviews (2011,
2013, 2015) and through a current analysis of the market, demographics and competition, a number of
program area’s/markets were identified due to lack of completion, need of the community and
Township based resources. The Recreation Division moved away from providing a wide variety of
activities and cultural pursuits for all ages and abilities and began to focus its core market areas of:
Preschool and youth enrichment, camps, youth and adult tennis, adult athletic leagues, elite athletics
and specialty programs and events.
Preschool & Youth Enrichment
Participation in preschool and youth age classes continues to grow as does the population of The
Woodlands. Opportunity for growth and profitability in this sector exists through structured pricing and
target marketing, sub-niche innovative classes and qualified instructor recruitment and retention.
Current programs include Soccer Tots, Sports of all Sorts, Tiny Tennis, Mini Sluggers, Engineering and
Lego classes, Fencing, Karate, Art, Cooking, Hook Line Sinker, etc.
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Camps
Participation continues to grow for both the Recreation Center’s in house Sunny Dayz camps and
contracted camps, which accounted for 14% of participants enrolled in programs in 2014. Sunny Dayz
camp continues to thrive with returning and new participants each summer. Campers attend weekly
field trip and special guests, swim and participate in both indoor and outdoor play. Contracted camps
include but are not limited to Legos, computer, sports, cooking, dance, robotics, etc.
Tennis
The tennis program is currently the highest grossing
program category in The Woodlands Township Recreation
Department. The Woodlands Township Tennis Academy
offers 90+ classes monthly, three (3) leagues – five (5)
seasons per year, court reservations for 125+ private tennis
teams, tournaments, mixers, court rentals and play days.
Adult Athletic Leagues & Elite Events
Adult Athletics is the largest net revenue base for the Recreation Division.
These sports, held at the Recreation Center and the parks and sports
fields throughout the community, provide traditional (softball,
basketball) and non-traditional sports programs (disc golf and Ultimate
Frisbee) for adults. These activities have been leveraged to include
specialized classroom instruction and elite events such as the CB&I TRI,
Memorial Hermann 10 for Texas and TWFG Muddy Trails Bash.
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Specialty Programming and Events
Utilizing the unique recreational facilities (disc golf courses, dog parks and wheel-friendly areas, the
many park pavilions, swimming pools, tennis and basketball courts, multi-sport fields, and the
Recreation Center itself), the Recreation Division has capitalized on these facilities. Programs include
outdoor campouts, fishing derby, holiday events, Concert in the Park, Touch-a-Truck, leagues and
tournaments, Teen Talent Show, The Haunted Trail, Family Carnival and more.
Current Community Recreation Providers
The goal of the following market analysis is to identify current recreation providers in the community to
ascertain if these market areas are still a valid course or programming for Recreation Division. From
this analysis a staffing model can be executed to meet the current and future needs of the Division and
community. An updated market analysis was undertaken in the fall of 2015 to understand how the
market had changed in the past two (2) years since the last review. Recently, at least three (3) sport
facilities have closed – PJ’s Softball Complex, Woodlands Soccer City and Sports Culture. Both PJ’s and
Sports Culture are being torn down and re-developed into non-recreational facilities and the re-
development status of Woodlands Soccer City is unknown. The majority of information reviewed was
discovered through website searches and follow up phone calls. As the population and recreational
landscape of The Woodlands has expanded so has the makeup of the other providers.
Locations o Branch Crossing – 8100 Ashlane Way o Shadowbend – 6145 Shadowbend Place
Hours of Operation o Varies by location
Facilities o Branch Crossing
Large fitness area Indoor pool Small gym Two aerobics rooms Teen room Gymnastics space
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Child watch o Shadowbend
Gymnasium Weight/Cardio vascular area Adventure center/climbing wall Outdoor pool Child Care and Child Watch
o Offsite preschool and after school programs with CISD o Offsite youth leagues utilizing the Township fields
Programs & Services Offered o Youth Development
Day Camps Family Adventure Days Youth sport leagues Gymnastics Home School Programming Performing Arts
o Health Living Cooking Classes Group Exercise Pre Natal Fitness Swim Lessons Tae Kwan Do Weight Management
o Social Responsibility Guides and Princesses programs
Target Market
o Programming in three core areas-youth development, healthy living, and social responsibly
Funding Mechanism o Memberships o Fees and charges for programs. o Donations- Partners Campaign, Capital Campaign, YMCA of Greater Houston’s
Endowment Foundation, United Way Agency
Other o There have been references in the Conroe Courier that a fourth YMCA may be
open/developed in the future to the west of I-45, in the Rayford Road area.
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Villa Sport
Location
o 4141 Technology Forest
Boulevard
Hours of Operation
o Monday-Friday: 5 am-10 pm
o Saturday-Sunday: 7 am-8 pm
Facilities
o 300,000 square foot campus residing on 11 acres
o 10,000 square foot Villa Kids kid’s club
o 14,000 square foot cardio and weight floor
o Two (2) Basketball Courts
o Outdoor water play structure, twin waterslides and zero-entry pool
o Indoor pool area with a 25-yard lap pool, waterslides and fountains
Programs & Services Offered
o 140 fitness classes weekly
o Recreational tournaments
o Adult and youth leagues
o Scheduled drop-in play
o Open-court time
o Indoor triathlons
o Youth clinics and camps
o Group and individual swim lessons
o Junior Swim Team
o Starfish Swimming Program
o Summer Camp/Holiday Camp
o Youth Enrichment Programs-music, dance, reading
o Parents Night Out
o Super Playdates
Target Market
o Private club for use primarily by its members and their guests providing recreation
services
Funding Mechanism
o Fees and Charges
24 Hour Fitness
Locations
o 1800 Lake Woodlands Drive o 10860 Kuykendahl Road
Hours of Operation o Varies by location
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Facilities o 1800 Lake Woodlands Drive
Cardio equipment, circuit training, free weights, exercise rooms, kids club, racquetball court, whirlpool, indoor lap pool, basketball court, sauna
o 10860 Kuykendahl Road Cardio equipment, circuit training, free weights, exercise rooms, kids club,
Programs & Services Offered o Yoga, spinning, Zumba, Turbo Kick, strength training, high intensity interval training,
boot camps, body pumps, kids club/day care.
Target Market o Fitness, club atmosphere
Funding Mechanism o Memberships, fees and charges
Golds Gym
Locations
o FM 1488 and Research Forest Drive
Hours of Operation o 24 hours
Facilities o Open weight room o Cardio area o Ladies preferred area o Group class rooms/areas o Saunas
Programs & Services Offered o Zumba, Body Pump, strength training, high intensity interval training, boot camps, piyo,
kids club/day care
Target Market o Fitness, club atmosphere
Funding Mechanism o Memberships, fees and charges
Legends
Location o 602 Pruitt Road
Hours of Operation o Monday-Friday: 5 am-10 pm o Saturday-Sunday: 8 am-8 pm
Facilities o Four (4) full size basketball courts o 2,300 Square foot multipurpose room o Eight (8) regulation size volleyball courts o Enclosed indoor 30x50 yd. (12,000 sq. ft.) turf field o Six (6) permanent automated batting cages
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o Five (5) permanent pitching tunnels o Fitness Center
Boxing and group fitness rooms o Party and meeting rooms
Programs & Services Offered o Youth basketball leagues o Select baseball, o Club Volleyball o Camps o Sports specific training (basketball, baseball, soccer, etc.) o Rental facilities
Target Market o Sports specific instruction, facility rentals, gym memberships
Funding Mechanism o Memberships, fees and charges
CHURCHES
Fellowship of The Woodlands o Provides opportunities for youth to gather o Looking to break ground this fall on a recreation center that will include four (4)
basketball courts, a weight room and a suspended track. o Provides league opportunities through Woodlands Christian Athletic Association
The Woodlands United Methodist Church o Provides league opportunities for their members o Has current athletic facilities for members
CURVES FOR WOMEN
Have franchise on located on 242 in Harper’s Landing
Business model is focused on women’s only fitness and 30 minute cardio and weight training
Membership fee
KOKO FIT CLUB
Franchise at 8000 Research Forest Drive (Alden Bridge Shopping Center)
Business model is focused on 45 minute cardio and weight training which is tracked and analyzed digitally
Membership fee
ANYTIME FITNESS
Locations o Rayford Road and College Park
Hours of Operation o 24 hours
Facilities o Open weight room o Cardio area
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o Group class rooms/areas o Saunas o Tanning Beds
Programs & Services Offered o Zumba, Body Pump, strength training, high intensity interval training, boot camps, piyo,
kids club/day care
Target Market o Fitness, club atmosphere
Funding Mechanism o Memberships, fees and charges
LONESTAR COLLEGE MONTGOMERY
Provides intramural and sport club opportunities to its students
Fitness center on campus
INTERFAITH OF THE WOODLANDS
Provides activities, educational programs, community programs and special events for Seniors
Provides transportation for Seniors to medical appointments
FRIENDSHIP CENTER
A 501(c)3 non-profit organization specifically dedicated to enriching the lives of Senior Adults residing in Montgomery County, Texas
Activity Center
Offers arts and crafts, meals, games, language lessons, exercise classes for seniors
No charge for most programs
THE WOODLANDS CHILDREN’S MUSEUM
Provides activities for children and their parents
Memberships – Daily, family and donors
THE CYNTHIA WOODS MITCHELL PAVILION
Concert provider in the Woodlands
MARKET STREET – THE WOODLANDS
Provides special events and free concerts to attract people to the shopping district. Below is a synopsis of all of the providers of recreation services in this study. The purpose of this matrix is to understand better what agencies provide what services and where there are potential holes/opportunities in services and if the current programming mix of Recreation Division should remain.
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Needs Assessment & Resident Survey In 2011, The Woodlands Township conducted a Parks & Recreation Needs
Assessment which was facilitated by Clark Condon and Associates. While
the goals of this study were to determine if a need existed for additional
sports fields and competitive aquatic facilities, there is information in the
report that pertains to recreational programming:
General trends also include year round participation in sports with
off season training and the development of select teams.
Soccer has seen active growth in participation and is still a sport
that continues to gain status locally.
Lacrosse is one of the fastest growing sports in the nation with a
500% increase since 1999. In The Woodlands, this translates to a
70% growth rate over the past five (5) years
Rugby has doubled the number of participants in the community over the past five (5) years.
Adult softball has seen a slight dip in participation.
Girls’ softball has seen a slight increase.
Youth Baseball has seen a moderate increase.
Another trend is finding a way to recoup a portion of the cost to provide and maintain park
facilities and recreation programs. Fee structures are becoming more aggressive in order to
reduce the amount of supplemental funds required to keep facilities operational (p. 146).
The major component of the 2011 Needs Assessment was the lack of fields in the community (15
multipurpose and nine (9) diamond fields). As a result of this study and through the approval and
funding by the Board of Directors, the following fields have been lighted, extending the available hours
for the fields to be used:
Creekwood
Cattail
Falconwing (2 fields)
Lakeside (2 fields)
Harpers Landing
Shadowbend
Wendtwoods
In addition, two (2) fields were converted to all weather turf at Alden Bridge Sports Park and four (4)
were converted at Bear Branch Sportsfields. The Gosling Sportsfield Complex opened in the spring of
2016 which provided three (3) all-weather turf fields, and two (2) grass fields in response to the needs
for fields and lighted fields in The Woodlands.
While the 2011 Parks and Recreation Needs Assessment addressed outside facilities, it partially
demonstrates consumptive nature of the community for overall recreation services (indoor and outdoor
amenities).
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Current Facility- Woodlands Recreation Center
The Woodlands Recreation Center is a 14,000 square foot
building that houses a suite of four (4) offices for staff, a
small gymnasium and a large activity room that can be
split into two (2) smaller activity rooms and a small fitness
room. The majority of Recreation Division operations are
housed out of this facility. The facility is located in the
north/center of The Woodlands off of Research Forest
Drive with access to Bear Branch Park and Bear Branch
Sportfields. Traffic counts in front of the facility have
increased from 24,675 per day in 2006 to 26,424 per day
in 2015,(2015 The Woodlands Development Company
Traffic Count Study). The facility is located on the
pathway system, and can be easily reached from the north (Alden Woods), south/east (Shadowbend
and Gosling areas) and the west (Cochran’s Crossing and Alden Bridge). In addition, the Recreation
Division attempts to program the community’s recreation facilities such as courts and fields with
programs demanded by the public. The Recreation Division also uses the Parks, Recreation &
Environmental Services (PARDES) Multi-Purpose Room at 8203 Millennium Forest for programs and
services that cannot be provided at the Recreation Center due to limited space at peak times.
The Woodlands Recreation Center is open Monday through Thursday from 8 am to 9 pm, Friday from 8
am to 8 pm and Saturday from 8 am to 6 pm for a total of 66 hours per week. These hours were revised
in 2007 as before that time, the facility was open on Sundays. However, a facility analysis indicated
there was limited use of the facility by the public on this day. The Woodlands Recreation Center is open
52 weeks per year for a total of 313 operational days per year.
A facility use analysis was conducted for the reservations at each room in the facility that can be
reserved from 2013-2015. In 2013, the number of hours the gym was reserved (programs and rentals)
was 1,414 and in 2015 this number was 2,485. For the past two (2) years, the gym has been used on
average 55.35% of the hours the facility is open. Programs offered in the gym include, but are not
limited to, camp programs, fencing, sports of all sorts, soccer 4 tots, tiny tennis, Gorilla Hole, gym
rentals, basketball leagues, etc. The second largest room (Live Oak A and B) averaged 20.10% of hourly
use from 2013-2015. This room, which can be subdivided into two (2) rooms, is used for programs such
as ballet, tap dance, jazz, summer camp, contracted camp programs, cheer, tumbling, karate and Tae
Kwon Do. It should be noted these numbers are based on 313 days open per year and 66 operational
hours per week, thus if programs and services are outside of these hours and days (Sunday rentals), they
would be added to the total. However, the base number (days and hours) does not change.
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One challenge of reviewing these numbers is what metric should be used to qualify the room as used to
“capacity” and what is this number being compared to (i.e. another facility). Is 55% of the time used in
the gym the highest and best use of the facility? Another challenge of all recreation providers is filling in
the times during the day (8 am to 4 pm) with programs and services the public needs and wants that
generate positive revenue. There are a number of toddler, pre-school and home school programs which
can be offered, but this market is finite. While all facilities would like to be at 100% capacity, this is not
realistic, but further review of when the vacancies occur is warranted.
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Summer programming, June through August, is the Recreation Division’s busiest time for programs
accounting for 31% of the full year participants in 2014 and projected to account for over 40% of the
participants for 2015. Staff has had to limit the indoor offerings due to space and to be able to uphold
the integrity of the programs given small rooms/ facility restraints. Many camps have to be capped as
the rooms (Sycamore, Mulberry) can only accommodate maximum of 8-10 participants comfortably.
The Recreation Center’s in-house Sunny Dayz Camp utilizes the Magnolia Room, Live Oak and Gym
throughout the full summer season.
Sunny Dayz Camp has grown from an average
of 109 campers per week in 2013 to 198
campers in 2015 and net revenue grown 30%
in the past two (2) years. The Sunny Dayz
Camp’s “home rooms” have traditionally been
the Magnolia and Live Oak Room. The
Magnolia room is 30’ X 19’ and too small to
house 70-80 campers per day. In order to
maximize the facility, provide the best service,
space and to accomplish revenue goals
discussion should be revisited about
discontinuing the fitness room at this site. This will allow the Sunny Dayz Camp to house out of the Live
Oak and Fitness Room (to be renamed) which is almost double in width compared to the Magnolia
Room. In fact, just utilizing this room for the summer season will make up the monies brought in for the
year in fitness memberships. It is estimated that with the size of the room it would bring in close to the
same as the PARDES Multipurpose Room and we would make additional monies throughout the fall and
spring seasons. In 2014, the fitness room had a total of 2,921 entries with a total of 153 total unique
members. To date (9/22/15), there have been a total of 2,622 uses by 189 members. It should be noted
that the majority of these users are either one time or monthly users, 12.6% and 35% respectively, and
only 23% of the memberships are yearly. Furthermore, to ensure the facility remains up to date, the
fitness center needs two (2) new working door key pads and a replacement bike and treadmill. These
items will total over $6,000.
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Since 2007, the goal of the Division has
been to identify how to maximize the use of the communities’ amenities through programming at
community’s pools, tennis courts, fields, and parks in an effort to achieve the cost recovery goals. Over
the course of the past six (6) years, program registration has grown from 12,389 in 2010 to 21,238 in
2015 (a 58.33% increase). Non-resident use of the programs ranges from 15-16% of the total
registrations, and each non-resident registration pays a fee higher ($5-$50) than residents. As of July 18,
2016, year to date registrations for 2016 are 17,891. See below for registration and participation in
other community programs, events and races.
Race Registrations & Community Event Attendance
Touch a Truck 3,000
Concert in the Park 6,000
Arts in the Park 2,000
Creekwood Fishing Derby 500
Muddy Trails Bash 6,000
CB&I TRI 3,000
Memorial Hermann 10 for Texas 5,000
Family Fall Carnival 6,000
The Haunting at Bear Branch 2,000
Gorilla Hole 1,000
Total 34,500
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YMCA Facility Analysis-The YMCA facility in
Creekside Park is located at 6464 Creekside Forest Drive,
across the street from the Rob Fleming Aquatic Center
and approximately .2 of a mile from The Lodge at Rob
Fleming. The architectural elements of all three facilities
match (i.e. Arts and Crafts) and have a synergy of use due
to the recreational nature of the three facilities and their
proximity to each other. The complex includes 19 acres,
five (5) above the flood plan and 14 acres in the flood
plan.
Located in the five (5) acres above the floodplain is the main facility, a sportfield and the parking for the
facility. The 14,000 square foot main facility has two auxiliary rooms that are partitioned off with a
folding door and a fitness area. The fitness area is separated from the main room with only a curtain.
The curtain affords the opportunity to create a larger area for rentals, however this area and the folding
door rooms do allow significant sound which is a challenge for programming. Per the Y, the fitness
facility averaged 2,871 uses per month. Other amenities in the facility include: a store room-with a
mezzanine, office space, and a catering kitchen. Outside of the main facility is multipurpose sports field.
Overall, the main facility is in excellent condition and appears to be well maintained.
The majority of the parcel is located within the
floodplain and is set up for the Y’s day camp. There
are four “units” of elevated “houses” that are used
for camp along with a tipi village. The units do not
have heat or air conditioning. Many of these
“units” are not used during the time outside of
summer camp, but have rental potential for various
boy and girl scout groups seeking a low cost option
for meeting space. Within the elevated potion of
the facility there are restrooms (with storage
underneath), a chapel, archery range and other programming areas. On the ground, there is an
adventure tower (removed by the YMCA) and an amphitheater which can hold large gatherings.
One significant limitation of the facility is the lack shower and locker-room facilities which is a
challenge to provide a fitness facility that has high use levels. Without showers and locker rooms a
fitness facility at this location user and use levels would be limited to a small geographic area and/or a
limited market segment. For example, it becomes difficult for people to work out in the morning, take a
shower then proceed to work. This is a similar situation to the current Woodlands Recreation Center
fitness room, which also does not have showers or lockers.
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The hours that the YMCA operated on appear to be geared towards the fitness market but the
infrastructure to serve that market well do not exist. The hours that the Y operated on are
Monday-Thursday- 5 am-9 pm
Friday- 5 am to 7 pm
Saturday 6 am to 2 pm
Sunday- Noon- 6 pm
In addition, the fitness center offered Child Watch so parent could work out while a trained staff
member would supervise their child. Those hours ran from 8 am to noon and 4 pm-9 pm on Monday-
Thursday, 8 am to noon and 4 pm-7 pm Friday, and 8 am to noon on Sunday. These increase the cost to
provide the service, especially with small market segmentation.
The YMCA removed all of the fitness equipment and there is limited programming space. To be an
effective and efficient programming facility there is the need to create additional rooms off of the main
room to provide for additional programming space. One room would be a fitness area and the other
four (three) would be programming space. Currently, the sound carryover from the fitness area and the
folding door rooms is a challenge for programming. This was one of the reasons why the Creekside Park
Village Association moved to the Lone Star College-Creekside for their monthly meetings. Overall, the Y
facility provides interesting opportunities for the Township including but not limited to Parks and
Recreation, Park Operations, Law Enforcement, and Woodlands Fire Department to name a few:
Woodlands Fire Department- During the spring rains of 2016, it became apparent that the
Village of Creekside Park has the potential to be cut off from the rest of the community. When
the 2016 rains occurred both Gosling and Kyurkendahl were cut off due to flooding. Having a
stockpile of supplies (cones, barricades, rescue equipment, etc.) may be prudent to access
during these events. Included in this discussion would be a location for the CERT supplies.
Law Enforcement-Harris County Precinct 4 Constable Office currently is the provider of law
enforcement services in this portion of the community. The Constables currently do not have a
brick and mortar base of operation within the limits of the community. This facility has the
opportunity for the Constables to have a work space and meeting location with residents. This
would provide community and the constables a sense of place and a more substantial sense of
commitment to law enforcement in this area.
Spring Creek Greenway- Gateway- The goal of the 12,000- acre linear park system which
stretches nearly 40 miles from the San Jacinto River at Highway 59 to Spring Creek Park in
Tomball is to create a greenway that preserves and protects this land but also provide countless
recreation opportunities for the residents of this area. Within the Greenway is the George
Mitchell Nature Preserve (1,800 acres) for which the YMCA facility is located in/on. Having a
facility like YMCA provides opportunities for countless nature based activities (archery, hiking,
kayaking, fly fishing, adventure activities, etc.). As the gateway to the Spring Creek Greenway
there is the potential to work with Harris County Precinct 4, the Bayou Land Conservancy and
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The Woodlands Convention and Visitors Bureau to leverage the facility for various corporate
outings, conference events and day trips, which may serve as an additional revenue stream for
the Division.
Resident Services-As the community has continued to grow, especially in the southern tier, the
need and access for resident services grows. The YMCA facility provides a unique platform to
provide Resident Care Services which would include but is not limited to obtaining Covenant
Administration applications, picking up community literature on Township Programs and
Services, obtaining a paint kit (curb stenciling), reserving a facility, and requesting a service
(repairs, maintenance, etc.).
Recreation Programming- The facility provides an opportunity for the Parks and Recreation
Department to enhance and or expand a variety of programs including but not limited to:
summer camps, youth programming, adult enrichment classes, Scout merit badges, small scale
special events (family campouts, movie nights, etc.) all of which are core programs for the
Department.
Environmental Education Programming- As the facility is the gateway to the George Mitchell
Nature Preserve and there are already facilities on site for environmental education it is a
natural fit to program this area with services facilitated by the Environmental Services Division.
Aquatics- Having this brick and mortar location would enhance the pool sale program by making
it easier for residents to purchase and pick up their pool passes. Currently, residents need to go
to The Woodlands Recreation Center to obtain their passes.
Park Operations/Parks Rangers- For many years the Parks and Recreation Department has
discussed the need for a satellite location for Park Operations and Park Rangers. As the
community has grown to 44 square miles and drive time continues to increase, having a smaller
satellite facility could improve productivity and efficiency. This satellite facility may include
storage of maintenance equipment (carts, tools, supplies), Rangers base of operation for the
southern tier of the community, Aquatics base of operation for southern tier and a site for
material storage. Furthermore, this site would reduce some of the capacity issues that are
currently being experienced at the main PARDES Campus.
Facility Positives
Use for multiple Township services (Law Enforcement, Woodlands Fire Department, Aquatics,
Environmental Services, Recreation, Park Op’s)
o 1.1. Protect the well-being and safety of constituents
o 1.2. Provide superior parks and recreation amenities, facilities, programs and services
Township presence in the southern tier of the community
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o 1.1.6. Take appropriate steps to minimize the impact of various emergencies and
disasters that occur and prepare the community in the management of response and
recovery options for large scale emergencies
Expanded recreation programs and services
o 1.2.4. Provide for quality, diverse, life span recreational programming and opportunities
1.2.5. Provide special event opportunities that foster community spirit, family values,
and healthy lifestyles
Additional multipurpose field for the community’s use-2011 Parks and Recreation Needs
Assessment
o 1.2.2. Provide a parks system with amenities that reflect the diversity of our population,
provide accessibility features and preserve The Woodlands environment, quality and
excellence
Enhance access to George Mitchell Nature Preserve
o 1.2. Provide superior parks and recreation amenities, facilities, programs and service
Opportunity to be cost neutral for recreation programming
o 1.2.1 Ensure high quality programs and services remain affordable and cost effective
while facilities are still effectively used and maintained
Opportunity to reformat the Woodlands Recreation Center Fitness Room/ compliment with
fitness center at Creekside Park
o 1.2.1. Ensure high quality programs and services remain affordable and cost effective
while facilities are still effectively used and maintained
Archery range/ Amphitheatre/ Tipi/ Tree Houses/ Outdoor Patio
o 1.2. Provide superior parks and recreation amenities, facilities, programs and services
Public Comment – The Woodlands Parks and Recreation Department desires to obtain public input on
operational and business plans in an attempt to better understanding the community, thus the market.
The Department utilizes a variety of methods of public input for these plans including but not limited to
obtaining information from Village Associations and the Parks and Recreation Advisory Council (PRAC).
The purpose of this Council is to provide input on and serve as a public sounding board for programs,
activities, policies and new initiatives of the Parks and Recreation Department of The Woodlands
Township, and has representatives from each Village and other community entitles.
The information received from these groups Creekside Park Village Association (CSPVA) and the PRAC- is
the backbone of the public input process for this group. Both groups were provided the Conceptual
Business and Operational plan for the facility and provided the following input:
PRAC o Scout Programs o Leverage the three facilities (aquatics, Lodge, YMCA) o Gateway to Spring Creek o Summer Camp Programs o Review how to use the houses/ti-pi’s during non camp time
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o Branding the center with a nature based theme o Work to offer seminars/day outings for corporate entities o Ropes Course types of activities o Offer general recreation programs similar to the Woodlands Recreation Center o “hotel” type of fitness area vs a larger commercial fitness type of area
CSPVA o Rent Canoes/Kayaks for use on Lake Paloma. o Improve adjacent trails through the Preserve, increased signage, asphalt. o Gymnastics facility/classes. o Summer Day Camps and allow the campers to go inside the facility to cool off. o Exercise equipment to include treadmills, ellipticals, arc trainers, free weights, weight
machines. o Sauna o Yoga o Adjustable rim height basketball hoops outside. o Childcare during certain periods of time to let parents use the workout facilities, o Showers, full size, small size lockers. o Spin Bikes o Fitness Classes o Various enrichment seminars o Tennis Courts
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Operational Plan-Facility formerly known as the YMCA at Creekside Park With an understanding of the market, marketplace and completion the following operational plan is
being presented which entails the management of the facility formerly known as the YMCA at Creekside
Park by the Parks and Recreation Department with uses of the facility by other Township groups. The
operational plan will address the following:
Hours of Operation Staffing and Administrative Plan
Marketing Timeline
Program Emphasis Areas
Financial Plan
Naming of facility
Hours of Operation - It is recommended to operate the facility formerly known as the YMCA at
Creekside Park as a second recreation/community center in The Woodlands mirroring the current hours
of The Woodlands Recreation Center to provide programs, fitness, events, etc. for the southern tier of
the community. In addition, this center will provide a sense of place for patrons to register for
programs at both locations, make reservations, purchase pool passes and the like.
The YMCA focused on a fitness track without the fitness infrastructure needed to sustain it. The amount
of traffic in the hours between 5 and 8 am would not yield a return hence; it is our decision not to open
until 8 am, with staffing. While fitness will certainly be a component of the facility, it is just one portion
of it. To assist those who desire a fitness experience prior to the facility being opening, the facility will
use a keypunch/fob system for a dedicated fitness area. Community members with access would have
the ability to work out from 5:30 am to 8:00 am (or other non-operational hours) prior to the facility
being open or after it is closed. One challenge of this model is that there would be no restrooms
accessible during this time period due to how the facility is configured. Security systems, including
cameras would be installed to provide community members some level of safety and comfort.
Hours of Operation are recommended as follows noting that after hours will be slotted for rentals,
programs and events whereas staff will be present but not expected to hold full administrative front
desk operations. Monday – Thursday 8am-8pm
Friday - Saturday 8am to 6pm
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Staffing and Administrative Plan – One of the challenges of the YMCA operating this facility was the
limited dedicated staff to the facility. From discussions with the Y, they had six year-round employees
which included- three child care workers, two receptionists and a fitness instructor. Programming staff
were located outside of the community, thus did not necessarily have their finger on the pulse of the
community for their recreational needs, wants and desires. To address this issue and to manage a
facility that is planned to be open 3,848 hours per year (current WRC hours), the following staffing
model is being presented. All positions will be cross-trained to understand and work at both recreation
center locations and operate as one Recreation Division.
A few staff recommendations have changed from
the conceptual plan to the operational plan. It is
believed these changes will assist in a more
efficient, effective opening and will assist to fulfill
the expected operations of the division. These
changes include re-classifying one, part time
Customer Service Representative to one, full time
Administrative Assistant in the first year of
opening. Given the growth of the Recreation
Division as a whole, this position is warranted. In
addition to administrative duties, this position
will serve also as a front desk customer service
representative, therefore still fulfilling the resident’s needs. The plan also provides for growth in
programming, whereas .5 FTE of Camp Counselors are added in 2019 and again in 2021 and a program
coordinator focused on outdoor programming (Spring Creek Greenway, archery, kayaking, Alpine
Tower/Ropes Course, nature based programs) has been added for 2018. Adding additional staff in the
out years will be hedged against additional revenue to ensure the facility meets its cost neutral goals.
Please see Appendix A to review the differences between the Conceptual and Proposed staffing plan
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Similar to The Township’s Budget process a five (5) year staffing plan has been developed for this facility.
This model allows for a ramp up of staff in 2017 (supervisor, coordinator, part time specialist,
administrative assistant, customer service and seasonal staff) with additional staff being added in the
each of the next four (4) years to allow for growth of programs and additional services. Included in this
plan is the addition of a second Supervisor in 2018 for oversight of the Woodlands Recreation
Center/Bear Branch Park Facility. Having supervisors in place allows for further growth, collaboration
and comprehensive programming for the whole community. In addition, this structure mimics the Park
Operations and Project Management units, affords opportunities for growth of staff/succession planning
and provides redundancies in the Division when staff is out, or there are vacancies.
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Marketing/Advertising Timeline: The facility formerly
known as the YMCA at Creekside Park is slated to have a
soft open the week of Spring Break (2017) for the schools
and a hard open when the schools get out for summer.
Overall, the goal of the marketing and advertising
program is to clearly communicate to the public the
following:
The Center is owned and operated by The
Woodlands Township and is open to all residents
of the Township
The hours of operation of the Center and the facility.
The variety of programs and services that will be offered at the Center
Rental programs and opportunities for 3rd party events
A majority of these messages can be managed through existing media such as the Action Guide and
Community Magazine but they should also be leveraged with newer options like social media, blogs and
email blasts. Key markets for this recreation center have been identified from a review of the current
Recreation Center and first understanding of how the facility could be used for programs and services:
Township Residents- First and foremost we want to serve Township Residents. While the Center
is open to all residents, it is our understanding that the majority of residents want to travel to
the nearest center, thus marketing of programs and services may be focused somewhat on
residents from Creekside Park, Indian Springs, and Panther Creek. A sub-market of the Township
Residents would be the specific program areas: Youth, Adult, Fitness, Camps, etc.
Rentals- Marketing to individuals who want a high quality facility and who wish to take
advantage of other facilities nearby (Rob Fleming Lodge, Rob Fleming Aquatic Center, George
Mitchell Nature Preserve)
Nature Enthusiast- The goal with this market would be create an image or context of how they
would receive a natural experience by using the programs, services or facilities at this
Recreation Center. This may include creating unique nature related brands or images for
programs offered at this center to connote the experience. Furthermore, the facility sits on the
Spring Creek Greenway which affords an opportunity to marketing and advertising materials
that facilitate the natural experience.
Scout Groups- The Center was built and an outdoor center thus leveraging the current assets
with the Scouting community maybe warranted. Group emails, direct email to scout leaders,
meeting with the Tall Timbers Council, etc.
Additionally, there may be tie-ins with local hotels, the Convention and Visitors Bureau and other
external agencies that could use this facility for outings for conventions and other large gatherings.
Critical to the success of this Center is a clear brand that explains the experience that one will have while
at this Center or using one of its programs.
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Please see Appendix B for an outline of the
marketing/advertising plan for the facility which is based on
the core markets of: Township Residents (all programs),
Rentals, Scout Programs and Nature Enthusiast. The goal with
this plan is to use inexpensive social media, personal contacts
and word of mouth to get the message out that this facility is
opening/open and the types of programs being offered. In
addition, the plan uses many of the existing low cost channels
of advertising such as press releases, blogs, email “blasts”,
meetings with groups, park signs, etc. Another component of
this plan is to raise the awareness of certain components of
this facility including the fitness rooms, meeting room space
and use of this facility for special events. Nature enthusiast as
a market has not been fully vetted yet, in terms of a marketing
plan as one of the goals of the outdoor recreation coordination (2018) will be to fully vet the market,
their needs, and effective communication techniques with this market.
Below is a snapshot of the plan for the month of March 2017
Facility Emphasis Areas:
While the main emphasis behind obtaining the facility formerly known as the YMCA at Creekside was to
procure a second recreation center for the community, there are a number of different “community
services” that the center will provide to all residents of The Woodlands, especially those in the southern
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tier of the community. From a review of the services provided by The Woodland Township or contracted
for by The Township the following services have been identified to be “housed” at this facility.
Law Enforcement-Harris County Precinct 4 Constable- The Constable has agreed to have a
satellite kiosk at this facility. A desk and chair will be provided to the Constable so they can
work at a public facility, if needed. This space will be used by the Constable to take reports, talk
to residents and provide a visible physical presence in the community. In addition, a Constable
vehicle will be stationed at the facility when not in use.
Spring Creek Greenway/Outdoor Recreation- The Woodlands has a tremendous asset in the
Spring Creek Greenway and the George Mitchell Nature Preserve. While the asset has been in
existence for a number of years, having a full time presence at the Preserve/Greenway will
provide the community knowledge of the asset through effective marketing and advertising. The
asset also has the potential to draw people to the community through “eco-tourism”, nature
based adventures, environmental education, experiential education and other environmental
based experiences (kayaking, orienteering, hiking, birding, tree identification, etc.). Besides the
environmental based experiences, the Preserve/Greenway also offers the opportunity to create
an eco-based adventure race series, trial runs, or other competitive events.
Resident Services-As the community has continued to grow, especially in the southern tier, the
need and access for resident services grows. The services that are being offered at Town Hall
will be offered at this facility which included but at not limited to: obtaining Covenant
Administration applications, picking up community literature on Township Programs and
Services, obtaining a paint kit (curb stenciling), reserving a facility, pool passes, and requesting a
service (repairs, maintenance, etc.).
Park Operations- To managed the growth of the overall
parks system (140 parks and growing) the Parks and
Recreation Department will use this facility as a mini-satellite
location for Park Operations and Park Rangers. This satellite
facility will include storage of maintenance equipment (carts,
tools, supplies), Rangers base of operation for the southern
tier of the community, Aquatics base of operation for
southern tier and a site for material storage. Furthermore,
this site would also be a staging location for a number of emergency supplies like: cones,
barricades, signs, boats, etc.
Recreation Program Emphasis Areas:
The Recreation Division has been successful on developing programs and services based on a number of
core program areas. These areas were developed after a review of the areas other recreation program
providers (commercial and non-profit). As this is a new facility, staff of the Recreation Division were
Storage Area with YMCA Equipment.
31
charged with brainstorming program ideas for the various amenities located at the Center. From these
ideas staff will review other program providers in the area, the segment of the market where these
programs could fall and how far people are willing to travel for these types of programs. Many of these
program ideas that were identified could be developed into programs that a resident sees in the Action
Guide, in the coming months/years. In communication with residents of Creekside Park, Township staff
has developed an understanding of a strong need of programs and services due to the perceived
barriers of getting to The Woodlands Recreation Center (time, distance, time when school gets out for
Tomball ISD). Amphitheatre Houses/ Tipi Outdoor Classroom Trails
Yoga Sounds of the Season Concert Shakespeare in the park Outdoor Movies Caroling Seminars Rentals Boot Camps
Extension activities at Creekside
Campout Scout Rentals for badging Overnight Camping birthdays Overnight Camping
Teambuilding Tree House Trick or Treating Christmas Lights event with
activities in each house
Weddings Nature Programs Birding Seminars Outdoor Meeting location Badging Ceremony Location
Scavenger Hunts Night Hikes Geo-Caching Trail Running Nature Walk Bird Watching Trail Runs 5K, 10K Egg Hunts
Archery Field Indoor Facility Rentals
Intro to archery (adult and youth) Archery Club JOAD – Junior Olympic Archery
Development Drop in Archery 3D Archery Camp Activity
Outdoor Yoga Boot Camps Soccer Football Multi-Skill workshops Rentals
Drop in Soccer
Camp Engineering Architecture Language Arts Youth Sports Art Rentals Homeschool Languages Cooking Classes Tai Chi Karate Dance Jazzercise Aerobics Spinning
Birthday Party Rentals Outdoor Movie Party options Tipi Painting Parties Wedding Packages (can combine the
lodge with the indoor location) Promenade or chapel ceremonies Corporate Teambuilding Combo packages with the RFAC
Furthermore, staff also attempted to look at the distance of how far people travel for programs and
services. To understand this limitation and to understand the impact of this Center on programs and
services offered by The Woodlands Recreation Center a “geo map” was created for the summer camp
program- “Sunny Dayz”. While there are a number of people attending The Woodlands Recreation
Center for Sunny Dayz camp programming, there is also a wait list for this program. It is felt that if a new
camp were to open at Creekside Park, the market would move the kids off the wait list as well as from
the old YMCA participants, along with new participants from the southern tier of the community.
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Summer Camp Geo Map- 2015 Summer Camp Participants- Yellow; 201g Summer Camp Participants- Green
The following have been identified as key program areas for the center which also mimic the
Woodlands Recreation Center core program areas.
Camp: The YMCA held a large camp at this location and plans are to continue to host a large summer
youth program at this location. With a successful in-house run camp at The Woodlands Recreation
Center, Sunny Dayz Camp, we would like to extend this brand to the facility formerly known as the
YMCA at Creekside Park entitled Sunny Dayz Camp “Outdoor Adventure”. The skeleton of the camp will
correlate with the standards of The Woodlands Recreation Center camp, but will focus on outdoor
activities and be for a little older group of children, ages 8-15 as opposed to 6-12. Sunny Dayz “Outdoor
Adventure” will explore archery, kayaking, hiking, swimming at the Rob Fleming Aquatic Center and
more outdoor fun in the tipi’s and treehouses.
Fitness: Plans are to continue to host a fitness room at the facility formerly known as the YMCA at
Creekside Park. Staff will be researching and purchasing equipment for the facility to have in place by
spring of 2017. In conjunction with the fitness room, staff plans to work with contractors to host several
fitness boot camps, trail running, aerobics, etc., which are supplemental to the equipment. With the
addition of the fitness room at Creekside, staff recommends reformatting of the current fitness room at
The Woodlands Recreation Center. It is recommended to reformat The Woodlands Recreation Center’s
fitness room to a dual purpose room so as to allow free weights, yoga, mats, etc. during the year and for
33
use as a programming room when needed, particularly in the summer. The closure of The Woodlands
Recreation Center Fitness room has been in the current business plan for the facility and the opening of
Creekside offers an alternative for our current base. In addition, they can remain to visit Bear Branch for
the new use of the room and possibly outdoor fitness equipment to be recommended on the Bear
Branch Master Plan.
Contracted Programs: With the addition of this facility, brings many opportunities for our current
contractors to expand and new ones to sign on. Some classes that we plan to bring on with the opening
of the facility include, but are not limited to, playball, Road to the Elite sports training, tot sports,
Engineering for Kids, House Stories, Art Afterschool and I9 Basketball. In addition, in the summer we are
limited on rooms for contracted summer camps and this will open up some additional space for us to
host more camps.
Outdoor Programming: With this new location brings us a unique niche for some new outdoor
programming. Given we have the George Mitchell Nature Preserve, Lake Paloma, Archery Range,
outdoor amphitheater, tipi’s, outdoor classroom, and treehouses offers a plethora of locations to come
up with some unique ideas. See the below chart for ideas on how to use all these amenities. Staff met
with members of the local scouting community to identify if there was a need or ability to use the
facility. From these discussions it was identified that the facility formerly known as the YMCA at
Creekside Park would serve as a natural fit to offer merit badge education, cub scout camping, “Court of
Honor” ceremonies, and other scouting events. In total there are an estimated 15-20 scouting units and
over 2200 youth in the Tall Timbers Council. These numbers do not include a similar number of youth
involved in Girl Scouts or other scouting type of programs.
Events and Staple Programs: Creekside allows for some new program options with the indoor/outdoor
combination. Some ideas include an older “Gorilla Hole” type program focused on a bit older children
including music at the amphitheater, smore’s/ campfire on the outdoor patio, etc. This facility offers a
spectacular location for holiday activities and lunches, egg hunts, scavenger hunts, and more. The swim
teams opening party, lifeguard banquet and seasonal staff trainings also can be held here given the
space. New ideas could include a holiday program with lights and treehouse themes for Christmas
where people can enjoy the holiday season and visit Santa with some “Creekside Cheer”! Furthermore,
working with the Convention and Visitors Bureau to drive people to the Center for “day off”/half day
programs could be a benefit for both parties. These programs would drive revenue to the facility during
time periods that the general public normally does not use the facility.
Rentals and Party Packages: The Creekside location offers plentiful space to accommodate large
gatherings, packaged weddings in conjunction with the plaza, company gatherings prior to aquatic
center rentals, birthday party packages, girl scout and boy scouts home base, trail run opportunities, etc
Over the past few years, we have seen an increase for indoor rental space and given the programming at
the current Recreation Center yet haven’t had to opportunity to pursue this market.
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Financial Plan
Capital- In order to utilize this facility to its potential, there are capital improvements needed to make
the facility operational as Township recreational facility. The office and lobby area will have to be re-
designed to allocate space for office staff. To allow for adequate programming opportunities and to
continue to host a fitness room, additional indoor rooms will need to be constructed. Numerous items
will be needed to bring the facility up to standard to open the building and grounds, such as trail repairs,
adding additional electrical outlets in the tree houses, facility signage, key system, and picnic tables and
benches.
One item of note is fitness equipment as while a significant investment will be made in the first year,
additional dollars need to be allocated every year for replacement and upgrades to address wear and
tear and changes in types of machines residents desire. It is recommended to allocate $500,000 for the
capital improvements in 2017 as identified in the table below.
Highlights of the out years (2018-2021) include the addition of a field with lights (similar to Rob Fleming
and Northshore) and the installation of an Alpine Tower/Zip Lines (2018). These amenities would be
used in the camp and group/corporate training programs. In 2019, additional land would be used to
develop amenities that are similar to the Bear Branch Park (townwide park) such as a dog park and a ,
community garden. In 2020, a playground is recommended to be allocated to this facility to address the
needs of a recreation center in close proximity a playground, as opposed to going across a busy collector
street by Center users. Finally, $100,000 is being earmarked for the further development of a ropes
course at this site to further push the environmental and experiential education model
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Fee Structure
A fee structure already exists for the field and activity rooms in Township Order NO. 020-09. Given
some new features at this location, the addition of the following fees is recommended. As the facility is
used and new ideas on how to use the facility are identified it will necessitate coming back to the Board
to establish fee structures for these services.
Amenity Resident Non-Resident
Large Multi-Use Room $60/ hour $120/ hour
Small Activity Rooms $10/hour $20 per hour Outdoor Patio $20/ hour $40/hour
Amphitheatre $40/ hour $80/hour
Outdoor Classroom (Chapel) $20/ hour $40/hour
Tipi Village (per tipi) $10/ hour $20/hour
Tipi Village (per tipi) $25 per night (6 pm-8 am) $50 per night (6 pm-8 am)
Outdoor Adventure Houses (per house)
$10/hour $20/hour
Outdoor Adventure Houses (per
house) $25 per night (6 pm-8 am) $50 per night (6 pm-8 am)
Operational- For the 2017 year expenses are anticipated to be more than the revenue due in part to
only operating a limited schedule of programs and services during the spring program cycle and cost
associated with bringing a facility on line/one time operational costs. The revenue from the facility in
2017 is forecasted to be $347,880, against $556,784 of expenses; however the full Recreation Division is
still expected to recover 100.16% of expenses when the Creekside facility and the Woodlands
Recreation Center are factored together ($3.276 million revenue, $3,271,276 expenses). In 2018, the
first full year of the center, revenues for the Creekside facility are forecasted to be $839,000 against
$773,543 of expenses. In 2018, the Recreation Center Division, is forecasted to have a 108% cost
recovery factor ($3.856 million revenue, $3.569 million expenses). For the out years (2019-2021) the
Recreation Division maintains a cost recovery factor ranging from 109%-111%.
The new line items proposed for the opening of this new facility that are unique to the Creekside
location include the below. Additional monies are expected to flow into the basketball, fitness,
preschool, gorilla hole/kids night out, teen events, miscellaneous and rental line items.
Outdoor Adventure Nature – kayaking, fishing, outdoor education, birding, outdoor scavenger
hunts, scouting badges, archery
Sunny Dayz Creekside – Sunny Dayz Outdoor Adventure Camp
Creekside Fitness Memberships and Guest Fees – Tracking for new facility fitness
Creekside Special Events – Holiday Events, Christmas light fest, tipi Trick or Treat, family fest,
outdoor concerts and family nights
Birthday Party Packages – tipi painting parties, movie under the stars parties, tree house parties
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Five Year Estimated Budget (Full Forecast is located in Attachment C)
Operational Time Line/Ramp Up-
Naming of the Facility-
The current facility was known as the Creekside Park YMCA and the main facility was named “Kevin and
Cathy Brady Lodge” after Congressman Brandy and his wife. With the ownership changing to The
Township consideration of a name of the facility is warranted. When developing a facility name a
number of considerations should be made and which are consistent with the “Naming of Township
Facilities and Sub Facilities” guidelines. In addition, there should be a discussion on how the name
impacts the current Recreation Center, how not to infer the Center is available only to Creekside Park
residents and if honoring past naming commitments by the YMCA is desired.
In order to manage geographic confusion of residents who believe they can only use one facility over
the other due to where they live the names of Creekside Park Recreation Center or Creekside Forest
Recreation Center are not being recommended. Rob Fleming Recreation Center, Spring Creek Recreation
Center and Lake Paloma Recreation Centers do not have “ownership” issues by location which is a
positive. Rob Fleming Recreation Center provides a synergy between the other two facilities located
nearby- Rob Fleming Aquatic Center and The Lodge at Rob Fleming Park. Naming the center Rob
Fleming Recreation Center also might provide some unique opportunities for marketing and branding
given the other two facilities and the natural aspects of the facility.
It is recommended that staff prepare options for future Board consideration prior to March 2017.
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Performance Measures
Performance measurement is the ongoing monitoring and reporting of program and facility use levels
and establishments progress towards the goals of the operational and business plan. The goal with
setting performance measures to provide the Board a guide on what is believed to make the center
successful, i.e use levels and revenue generation. The following measures have been developed from an
analysis of the current Woodlands Recreation Center as a benchmark and other best practices for
recreation center management. A monthly report will be issued that addresses the progress towards
these measures and will be submitted to the President/General Manager of The Woodlands Township.
Goal: Develop a plan to operate the facility/Division on a cost neutral basis o Occupancy/Use rates
Main Room- 45% of the hours open (monthly report), the facility will be used for programs, rentals or other uses
Programming Rooms- 20% of the hours (monthly report), open the facility will be used for programs, rentals or other uses
Visits to Center-5,000 per month measured by a door counter. o Rentals
Sunday Rentals- 10 per year Weddings- (Main Lodge or Chapel in The Woods) 10 per year Birthday Parties- 120 (10 per month) Private Rentals-120 (10 per month) Scout Events- 12 per year
o Program Attendance Fitness Area- 1,500 uses per month (non unique users) Sunny Dayz-140 uses per week (during season) Gorilla Hole- 60 uses per event
o Marketing 12- Community Meetings/Presentations (1 per month)
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Appendix A
Staffing Plan Conceptual vs Proposed
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Appendix B
2017 Marketing Plan
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41
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Appendix C
Financial Forecast
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