INDOOR RECREATION FACILITIES MASTER PLAN Hillsboro Parks & Recreation Department

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Final Report April 2013

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HILLSBORO INDOOR RECREATION FACILITIES MASTER PLAN

FINAL REPORT

prepared for Hillsboro Parks an Recreation Department

by: Opsis Architecture

in association with: Ballard*King & Associates

April 2013

HPRD Indoor Facilities Master Plan v

TABLE OF CONTENTS

Executive Summary . 1 Introduction . 7 Needs Assessment . 12 Market Analysis. 30 Space Program Summary. 36 Proposed Indoor Facilities Plan . 40 Operational Plan Summary . 63 Implementation Recommendations. 66 Acknowledgements. 67 Supplemental Information. 69

Facilities Capital Cost Estimates Outline Space Programs Public Open House Comments Detailed Market Analysis

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HPRD Indoor Facilities Master Plan 1

EXECUTIVE SUMMARY

BACKGROUND In the fall of 2012, the Hillsboro Parks and Recreation Depart- ment contracted with Opsis Architecture, in conjunction with Ballard*King & Associates, to complete an Indoor Recreation Facilities Master Plan to guide indoor recreation facility development over the next 20 years.

The Plan recommends a long-range vision for two new large comprehensive facilities at 53rd Avenue Park and in South Hillsboro as well as a new more specialized and smaller facility to be located in AmberGlen. Additionally, the plan recommends various degrees of remodel and additions to the SHARC, Senior Center, Walters Cultural Arts Center and the Jackson Bottom Education Center.

For each proposed facility and remodel, the Plan recommends program and spatial needs based on a needs analysis, demographics, market analysis and input from stakeholder meetings and public input from two open house events. The Plan also identifies capital, program costs, revenue and cost recovery for each proposed facility and remodel.

The Plan recommends the 53rd Avenue Indoor Recreation Facility to be the first project to be realized in conjunction with upgrades to the SHARC. The Plan also recommends moving forward with acquisition of indoor recreation facility sites in South Hillsboro and AmberGlen to secure ownership before significant development occurs and adequately sized parcels become unavailable. Design and construction of new facilities in the South Hillsboro and AmberGlen should be pursued when the population and need have significantly increased to substantiate the development of new indoor recreation and cultural art facilities. The Indoor Recreation Facilities Master Plan was presented and approved for adoption by the Hillsboro Parks and Recreation Commission on April 23, 2013.

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EXECUTIVE SUMMARY

53RD AVENUE RECREATION CENTER

Building area 90,000 gsf Expense $2.5-2.7 m Parking stalls 300 stalls Revenue $2.0-2.1 m Project costs $37.4 m Cost recovery 78-80%

Aquatic Spaces ŪŪ recreational pool (water: 6,000 sf)

Activity Spaces ŪŪ multi-purpose gymnasium (2 courts) ŪŪ elevated walk/jog track ŪŪ multi-purpose group exercise ŪŪ fitness studio ŪŪ cardio/weight room ŪŪ fitness assessment/wellness center ŪŪ child watch room

Community Spaces ŪŪ casual activities lounge areas ŪŪ cafe/deli with seating ŪŪ senior area ŪŪ teen area ŪŪ shared game room ŪŪ community room (200 seated/3-room divisible) ŪŪ special events/birthday room (2-room divisible)

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EXECUTIVE SUMMARY SHARC

Project costs $3 m Revenue $0.075-0.11 m Expense $0.06-0.08 m Cost recovery 125-138%

Aquatic Spaces ŪŪ new outdoor sprayground pool (3,600sf) ŪŪ new cabana/sunshade structure

Activity Spaces ŪŪ cardio/weight room (4,000sf) ŪŪ new multi-purpose group exercise (remodel cardio)

Remodel Spaces ŪŪ switch concessions with control desk ŪŪ upgrade family changing rooms ŪŪ provide aquatic offices with windows ŪŪ new sliding partition at multi-purpose room ŪŪ miscellaneous minor improvements

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EXECUTIVE SUMMARY

SOUTH HILLSBORO RECREATION CENTER

Building area 110,000 gsf Expense $2.9-3.1 m Parking stalls 375 stalls Revenue $2.0-2.1 m Project costs $45.8 m Cost recovery 68-69%

Aquatic Spaces ŪŪ recreational pool (water: 3,500sf) ŪŪ 8-lane 25 yard pool

Activity Spaces ŪŪ multi-purpose gymnasium (3 courts) ŪŪ elevated walk/jog track ŪŪ rock climbing ŪŪ multi-purpose group exercise ŪŪ fitness studio ŪŪ cardio/weight room (4,000sf) ŪŪ fitness assessment / wellness center

Community Spaces ŪŪ casual activities lounge areas ŪŪ senior area ŪŪ teen area ŪŪ shared game room ŪŪ community room (200 seated / divisible) ŪŪ multi-purpose classroom ŪŪ special events/birthday room (divisible)

Potential Partnership Spaces ŪŪ 50-meter pool, indoor tennis and ice rink

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EXECUTIVE SUMMARY

AMBERGLEN WELLNESS AND CULTURAL CENTER

Building area 42,000 gsf Expense $0.9-1.1 m Parking stalls 130 stalls Revenue $0.45-0.55 m Project costs 19.9 m Cost recovery 50%

Activity Spaces ŪŪ multi-purpose exercise/rehearsal spaces ŪŪ fitness studio ŪŪ cardio/weight room (3,000 sf) ŪŪ fitness assessment/wellness center ŪŪ child watch room

Community Spaces ŪŪ casual activities lounge areas ŪŪ exhibition space ŪŪ community/performance room (200 seated/divisible) ŪŪ arts/crafts classroom

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INTRODUCTION

Specific tasks that were part of this study included:

ŪŪ Needs Analysis ŪŪ Demographic and Market Analysis ŪŪ General sites for New Facilities ŪŪ Program Development Options ŪŪ Facility Plans ŪŪ Operations Plans ŪŪ Implementation Recommendations ŪŪ Determination of Next Steps

The master plan study centered around three multi-day work- shops and two open house events. The first workshop was held October 1st through the 3rd 2012 and focused on the analysis of the existing facilities, gathering information on City planning efforts and demographics, and meetings with the Hillsboro School District. The second workshop was held December 10th through the 12th, 2012, and this effort was centered on the results of the analysis of the existing indoor recreation facilities, Public Workshop the preliminary market analysis, and the proposed future new indoor recreation facilities at 53rd Avenue, AmberGlen, and South Hillsboro. Additional meetings were held with staff, the Parks and Recreation Commission, Tuality Health Care, the Hillsboro School District, and the Hillsboro Chamber of Com- merce. The final workshop was held on February 19th through the 21st and the focus was on the two public open house events and finalizing the indoor recreation facility recommendations.

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INTRODUCTION

HILLSBORO CONTEXT The Hillsboro Parks & Recreation Department’s goal is to provide every citizen a wide variety of recreational experiences through high quality facilities at convenient locations that offer diverse program offerings and events. However the City has fallen behind the national average in providing indoor recreation facilities for a City of Hillsboro’s size. Therefore, the City is taking a comprehensive look at existing and future needs to identify a holistic vision for how the City should provide indoor recreation and cultural services and facilities necessary to serve the growing and evolving nature of the Hillsboro community. The HPRD Indoor Recreation Facilities Master Plan is a comprehensive study of how to deliver indoor recreation facilities across the City of Hillsboro. The plan is intended to serve as a roadmap that provides a framework for decision-making to guide both development of new facilities and recommendations for improving existing facilities to ensure they reach their potential to meet the recreational needs of the community.

As stated in the 2009 Parks and Trails Master Plan, the City of Hillsboro is experiencing rapid growth which will significantly impact the focus of the Parks and Recreation Department:

“Hillsboro has grown from a quiet farming community into a technology and employment center that is vital to Oregon’s economy and is home to nearly 90,000 residents. With the rapid population growth, Hillsboro has seen the development of significantly more housing, as well as the creation of several new district and neighborhood centers that have resulted in significant changes to Hillsboro’s built environment”.

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INTRODUCTION

HILLSBORO 2020 VISION AND ACTION PLAN This Plan ties directly to the Hillsboro 2020 Vision and Action Plan in the following strategies: a guiding principle for the Indoor Facilities Master Plan is promoting the creation of “third places” within the existing and new centers of Hillsboro. The development of indoor recreation facilities to serve the four centers within Hillsboro represents the opportunity to implement many of the quality of life factors outlined in the Hillsboro 2020 Vision and Action Plan that include the following strategies:

ŪŪ Strategy 10 - Strengthen and Sustain Community (10.1: Parks Facilities inventory) ŪŪ Strategy 19 - Enhance Neighborhoods and Districts (19.2) Hillsboro 2020 Vision and Action Plan ŪŪ Strategy 20 - Identify and develop a system of neighborhood parks, located within walking or biking distance of every community resident (20.1)

FOUR URBAN CENTERS The City-wide services vision looks at existing and new facilities working together as a seamless network, to serve Hillsboro as a whole and address the full range of recreation, health and wellness, and cultural programming needs of residents within the four urban centers of Hillsboro

The four urban centers within Hillsboro include the existing Downtown, heart of hometown, and three evolving urban centers located at Orenco Station, the geographic center of Hillsboro, Tanasbourne / AmberGlen, and the area of South Hillsboro. The Indoor Recreation Facilities Master Plan consid- ers how the existing and future facilities will work in tandem, without competing with itself, to meet the particular demographic needs within each area, while providing comprehensive, affordable and sustainable recreational services to the greater Hillsboro community.

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INTRODUCTION

Four Urban Centers

Downtown is the historic heart of hometown with existing indoor recreation and cultural facilities that include: the SHARC and Walters Cultural Arts Center as well as smaller neighborhood activity centers such as the Tyson Recreation Center and the Senior Center. As new facilities are built it will be important to consider upgrades to the SHARC and Senior Center to provide comparable programming capabilities, amenities and quality architecture that the new state-of-the-art facilities will offer. This will ensure SHARC retains its public attraction and meets cost recovery goals.

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INTRODUCTION

Orenco Station is a mixed-use community with a population of approximately 7,000 with plans underway to add approximately 1,000 more units in the next few years. It is centrally located within Hillsboro on the lightrail line. The Orenco Station community is situated in close proximity to the 53rd Ave. Communi- ty Park and the proposed future site for a new indoor recreation facility. Two prior feasibility studies for an Indoor Recreation Facility, located at the north end of the 53rd Ave Community Park, identified a large regional scaled facility including indoor tennis and a 50-meter pool. This did not receive voter approval in the 2008 bond.

AmberGlen is envisioned to become a vibrant transit supported regional-scale urban center, which will eventually include 3,000,000sf of office, 500,000sf of retail and 6,000-7,000 new medium-to high-density residential units, similar in scale to the Pearl District in Portland, with proximity to Hillsboro’s Employ- ment District. The presence of the OHSU West Campus, Oregon Graduate Institute (OGI), and possible new schools, projects an additional 3,000 new students.

South Hillsboro has a current population of 4,000, but within the next 20-years is projected to have approximately 11,000 dwelling units. The South Hillsboro Community Plan (SHCP) describes the need to create a “third place” with the full spec- trum of facilities and services within a suburban environment that will include a variety of housing density that integrates natural features. South Hillsboro aspires to become a life-cycle commu¬nity that provides for resident’s health, housing, education, shop¬ping and recreation. The SHCP suggests locating a recreation facility within the Town Center area.

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NEEDS ASSESSMENT

PLANNING PROCESS As part of the needs assessment process, a number of steps were taken to gather information regarding the City of Hillsboro, the City’s existing indoor recreation facilities, and future indoor recreation facility needs. In addition, previous community plan documents and feasibility studies were reviewed, a series of stakeholder interviews were held, and two public open houses were organized.

EXISTING FACILITIES INVENTORY The planning team toured the complete inventory of existing City indoor recreation facilities and interviewed staff operating these amenities to gain a comprehensive understanding of both the amenities and deficiencies of each facility. This was instrumental in developing recommendations and suggested upgrades to existing facilities as well as the proposed space programs for Existing indoor recreation facilities new facilities to ensure they complement existing resources.

Shute Park Aquatic & Recreation Center (SHARC) was originally built in 1954 as an outdoor pool and bathhouse with an expansion of the indoor recreation center and pool in 1981. The recent SHARC remodel in 2006 focused on pool mechanical, lobby upgrades and small additions. The SHARC serves as the City’s only full service recreation center with indoor and out- Shute Park door pools, fitness areas, multi-purpose rooms and concession area.

Issues: ŪŪ Even with shared parking with the Shute Park Branch Library and Senior Center there is a lack of parking for the center. ŪŪ The existing weight/cardio area is too small for the demand. ŪŪ The group cycling room has limited use and needs a storage room for bikes.

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ŪŪ Additional group exercise space is needed. ŪŪ The center suffers from not having a gym. ŪŪ The location of the front desk does not adequately allow for monitoring access to the pool and makes it relatively easy to enter into the center without paying. ŪŪ The concession area is not located in the correct area of the center, but it is a big draw for kids and needs to be enhanced. ŪŪ The floor in the lobby is too smooth and creates a slipping problem. ŪŪ Visibility into the pool from the aquatic offices is limited. ŪŪ The facility has a rather utilitarian look and feel. ŪŪ The outdoor pool deck area lacks family oriented amenities. ŪŪ The locker rooms need to be renovated and there is a need for more family change rooms. ŪŪ Existing family changing rooms are oversized and lack the ability to supervise and control. ŪŪ The building, including the pool area, suffers from poor air flow. ŪŪ The outdoor pool house is in marginal condition and should be considered for renovation, replacement or re-development. ŪŪ The wellness/therapy center is undersized with 2 treatments rooms and would ideally be 3,000sf. Tuality Physical Therapy generates $1,500/month and pays $200/month for use of the warm water pool. ŪŪ The movable wall between the two multi-purpose rooms is corroded and difficult to move. The rooms accommodate birthday parties, swim classes and CPR classes. ŪŪ Lighting over the pool is inadequate at night.

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NEEDS ASSESSMENT

Senior Center is a City owned facility that was operated by a non-profit senior organization up until late 2012 when it was taken over by the Hillsboro Parks & Recreation Department. The center has a large community room, two small classrooms, a gift shop, library, and kitchen that serves breakfast two days a week and lunch five days a week.

Issues: Senior Center ŪŪ With the change of operation to the City, there needs to be a reclassification of priorities of use for the facility in general and each space in the building specifically. ŪŪ The center has a shortage of classroom space. ŪŪ The SHARC handles most of the active senior recreation programming, but the facility cannot meet all of these needs. ŪŪ The center closes most days at 5:00pm resulting in little night use of the building. The building is also not open on weekends. There is an opportunity to expand the use of the facility for additional senior programming as well as more general recreation uses. ŪŪ The exterior and interior of the center has an institutional look and feel. ŪŪ There is no need for another stand alone senior center in the City, but senior programming space should be available at other future indoor recreation locations. ŪŪ There is shared parking with the Shute Park Branch Library and SHARC, there is still a general shortage of parking in the area. ŪŪ The gift shop is underutilized and could be converted to a computer lab or other function. It also offers potential access to an outdoor courtyard. ŪŪ The library room is underutilized and could accommodate other program needs.

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ŪŪ There is a need to integrate media technology into the center. ŪŪ There needs to be more inclusive programming opportunities to serve younger seniors and the Hispanic population. ŪŪ The center needs to provide rental space for weddings and quinceaneras. ŪŪ With a broader focus and a need to draw in younger seniors and other age groups, the facility may need to be renamed and rebranded. ŪŪ Currently there are not a lot of social service programs being offered at the center. Most of these needs are being provided by the County at another location ŪŪ There is very little site area available to expand the center. ŪŪ The future senior focus should be on: ŪŪ Recreation ŪŪ Socialization ŪŪ Nutrition

Walters Cultural Arts Center was previously a Lutheran church with an adjoining pastor’s house. The Walter’s Cultural Arts Center opened in 2004. It serves as a gateway to arts programming that encourages participants to access other service providers for additional or advanced training. The Walters Center primarily serves ticketed concerts, lectures and fine arts. It also supports a number of cultural arts programs and hosts an extensive number of rental events. Walter’s Cultural Art Center

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NEEDS ASSESSMENT

Issues: ŪŪ Due to its small size, the Walters Cultural Arts Center cannot adequately serve all of the cultural arts needs of the community. ŪŪ The City needs a series of smaller performance venues rather than one large events center. ŪŪ There are a significant number of other performance venues in the area. ŪŪ There is a need for 75-seat rental spaces to accommodate celebrations and memorials. ŪŪ The existing stage is inadequately sized to accommodate dance and theatre performances. ŪŪ The Arts Center has yet to reach full utilization or capacity. ŪŪ Specific cultural arts space needs include: ŪŪ Arts studio space (visual arts) ŪŪ Arts classroom space (sculpture/wood and metal) ŪŪ Theater and dance space ŪŪ There will likely need to be arts amenities or facilities in other places in the City including AmberGlen and South Hillsboro. ŪŪ Parking for events is shared with local businesses. ŪŪ There is limited parking available on-site and very little room for building expansion. ŪŪ The existing house and garage on the adjacent site is in poor physical condition with non-distinguishing architectural features. The layout is limiting for art programming, but could potentially serve as office space or a location for an artist in residence, if the buildings can be efficiently renovated or replaced. ŪŪ The Arts Council offices are located on the second floor of the Walters facility.

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Jackson Bottom Wetlands Preserve was developed by a non- profit group in 2003 with the environmental education and interpretive center turned over to City operation approximately 5 years ago. The Center shares space on the site with Clean Water Services (CWS) where potential exists for the partnership with CWS to grow. The Center relies in significant part on grants, donations and partnerships. Programming is somewhat restricted by funding and limited on-site parking. Jackson Bottom Education Center

Issues: ŪŪ The Center shares space on the site with Clean Water Servic- es (CWS). There is the potential to expand the partnership with CWS to increase parking and or the size of the center. ŪŪ There is limited on-site parking. ŪŪ The display and exhibit area are scheduled to be renovated. A capital campaign is underway. ŪŪ Much of the programming focuses on environmental education classes for school children. A growing program area is natural resource education. ŪŪ Staff offices occupy a significant portion of the building that could be utilized for programming. ŪŪ The facility is currently underutilized. ŪŪ The Center relies in large part on grants, donations, volun- teers, and partnerships with other organizations. Program- ming is somewhat restricted by funding. ŪŪ There is strong need for the center to coordinate its programming and services with other similar providers in the area during evenings and weekends. ŪŪ There needs to be program opportunities available on the weekends if there is sufficient budget to support this effort.

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NEEDS ASSESSMENT

Tyson Recreation Center is a small 4,000sf kid and toddler focused facility built in 1966 that has two small classrooms plus a large gym/multi-purpose room. It also includes a large outdoor covered patio.

Issues: ŪŪ The center is small and serves primarily pre-school aged youth and as a rental facility for parties. The gym/multipur- Tyson Rcreation Center pose area is utilized as an indoor playground during certain times of the day and year. ŪŪ The building is located in a large park and there is room for expansion. ŪŪ The building is also next door to a Facilities and Fleet building.

Outdoors In is located at the Civic Center and is a small indoor space that is focused on youth. It has an indoor playground and a youth activity area that also accomodates lunchtime fitness classes.

Issues: ŪŪ The center is relatively small and has a limited market focus.

Outdoors In OTHER FACILITIES In addition to the existing City of Hillsboro indoor recreation facilities noted above, there are a couple of other buildings that play a role in providing parks and recreation services to the community.

River House located in Rood Bridge Park, is a desirable rental facility used for public meetings, family reunions and weddings. River House This facility was recently constructed and is in good condition.

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NEEDS ASSESSMENT

HPRD Operations & Maintenance Facility is located east of the proposed 53rd Avenue indoor recreation facility site. It is centrally situated with adequate capacity to serve the current HPRD needs as well as the new baseball stadium and growing urban centers to the east and south. As additional parks and indoor recreation facilities are built in the east and south regions of the City, another satellite facility may be needed.

HPRD Operations & Maintenance EXISTING FACILITIES SUMMARY Facility The following summarizes the current indoor recreation facilities in Hillsboro:

ŪŪ The existing indoor recreation facilities are located in the established areas of the community leaving large areas to the east and south underserved. ŪŪ The SHARC is the only true indoor recreation center in the City. ŪŪ The City has a number of smaller recreation facilities (Tyson, River House and Outdoors In) that are available for a variety of recreation services. ŪŪ The SHARC contains the only indoor and outdoor pools in the City. ŪŪ The City has several specialty facilities in its inventory. ŪŪ Walters Cultural Arts Center ŪŪ Senior Center ŪŪ Jackson Bottom Wetlands Preserve

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DOCUMENT AND STUDY REVIEW A variety of planning documents and studies were reviewed for their possible impact on the planning process for renovated or new indoor recreation facilities. These documents included:

ŪŪ 2010 Hillsboro Parks & Trails Master Plan and Natural Resource Analysis ŪŪ Hillsboro 2020 Vision and Action Plan ŪŪ 2012 South Hillsboro Community Plan ŪŪ 2010 AmberGlen Community Plan

South Hillsboro Community Plan ŪŪ 2012 Hillsboro Facilities Master Plan ŪŪ 2010 Hillsboro Sustainability Plan ŪŪ Hillsboro 53rd Avenue Community Park Master Plan ŪŪ Hillsboro 53rd Avenue Recreation Center Feasibility Study ŪŪ 2010-11 Hillsboro Parks & Recreation Annual Report ŪŪ Hillsboro Parks & Recreation Fees and Charges Policy ŪŪ 2010-11 Hillsboro Parks & Recreation Cost of Service Report

AmberGlen Community Plan

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Existing and proposed facilities map

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STUDY INPUT In addition to an inventory and review of each of the City’s existing indoor recreation facilities, a number of other meetings were held with Parks and Recreation staff, the Parks and Recreation Commission, other City departments, potential indoor recreation facility partners and the general public. The following is a general summary of these sessions.

Parks and Recreation Staff – Several meetings were held with parks and recreation staff throughout the study process to determine specific needs and expectations for future indoor recreation facilities. not only new facilities, but specific improvements or additions to existing facilities. In addition, the operational requirements and the expected cost recovery levels for indoor facilities were discussed. Comments were gathered from not only administrative staff but also from facility and program staff.

Parks and Recreation Commission – On December 12th a progress meeting was held with the Parks and Recreation Com- mission to gain input on the direction of the study. There was general acceptance of the basic renovation/expansion to existing indoor facilities as well as the long-range plans for existing indoor facilities as well as the long range vision for three possible new facilities.

Other City Departments – Meetings were held with the City’s Planning and Facilities & Fleet Departments to learn more about community growth patterns, available property for possible development of indoor recreation facilities, and the priorities for improvements to existing recreation buildings and possible new recreation facilities.

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Hillsboro School District – Three meetings were held with Adam Stewart, Chief Financial Officer and several other staff members of the School District to discuss the needs for indoor athletic and recreation space in the future and the possibilities of partnering to develop joint facilities. The School District’s primary needs are for an indoor competitive pool to support four high school swim teams, however the district does not see themselves as the owner or operator of a new facility but might be able to contribute some capital funding. There was interest expressed in possibly co-locating school and City facilities at a central South Hillsboro site. Beyond an indoor aquatic center the other needs are for gym space and outdoor fields.

Tuality Healthcare – A meeting was held with Steve Krauts- cheid, Director of Facilities & Properties to discuss possible interest in partnering on future indoor recreation facilities. Steve indicated that Tuality Healthcare had a real strong interest in having a physical presence (3,500 to 5,000 SF) in any new indoor recreation facilities being planned in Hillsboro. This would support their own programs as well as provide opportunities to provide wellness programming to the general public. Tuality’s interest is primarily in leasing space in the building while also having access to the pools, track and weight/cardio areas.

Hillsboro Chamber of Commerce – During a meeting with Deanna Palm, President and John Southgate, Director of Busi- ness Development; support was given to the idea of multiple indoor recreation facilities to serve various areas of the city. It was noted that each facility did not have to be all things to all people and that a smaller facility in AmberGlen and larger facilities at 53rd Ave. and South Hillsboro was a good concept. Methods to gain public input regarding the study and its findings were also discussed.

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Public Open House – On February 19th and 20th 2013, a public open house was held to gather input and reaction to the proposed future indoor recreation facility improvements and new facilities. The first session was held at the Walters Cultural Center and the second at Quatama Elementary School. Much of the discussion focused on the proposed 53rd Ave. Recreation Center and the needs of the competitive swimming interests for an indoor pool. Specific comments are noted in the Supplemen- tal Information section of this report.

INDOOR RECREATION FACILITY TRENDS AND STANDARDS Important to the overall process of determining future indoor recreation facility needs in Hillsboro is and understanding of basic trends and standards.

Recreation Centers – The clear trend nationally is to build larger (over 50,000 SF) indoor recreation facilities that contain a variety of elements including gyms, fitness areas, walk/jog track, community spaces, and aquatics. These larger centers have more aggressive fee structures that allow for the facilities to recovery 75% or more of their operating costs with revenues. Basic standards for this type of facility are one center per 30,000 to 50,000 of population or 1-2 square feet per resident.

Aquatic Centers - For indoor aquatic facilities the trend is also for larger more diverse centers that have both competitive and leisure pools in the same building and may include a dedicated therapy pool. Most new aquatic facilities are built in conjunction with other indoor recreation amenities to increase utilization and overall cost recovery. Basic standards for this type of facility are one center per 20,000 to 30,000 of population.

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Specialty Facilities – Special facilities (senior centers, 50 meter pools, tennis centers, fieldhouses, etc.) are becoming more popular in many communities and these amenities are often included as part of other larger and more diverse indoor recreation facilities. This is particularly true for senior centers. Many specialty facilities, due to their unique markets and operational requirements, often are developed through partnerships with other governmental agencies, school districts, non-profits or even the for-profit sector. Often these types of facilities are more regionally based that serve multiple communities or large geographic areas.

OVERALL INDOOR RECREATION FACILITIES NEEDS Utilizing the information gathered from the tour of the existing indoor recreation facilities, input from staff, stakeholders and the public, as well as indoor recreation trends and standards, the need and demand for additional indoor space can be summarized as follows:

ŪŪ The City currently does not meet basic standards for indoor recreation space. Based on the standards listed above the community is deficient on 1-2 recreation centers and 2-3 aquatic facilities. ŪŪ There is a clear need for additional indoor recreation space in the city to serve a wide range of program needs. This includes a diverse number and types of recreation amenities to serve a variety of demographic groups. ŪŪ There are significant areas of the city (east and south) that are currently underserved by indoor facilities. All significant indoor facilities are located in the more established downtown area of Hillsboro.

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ŪŪ The City needs to adopt a regional approach to providing indoor recreation and aquatic facilities that distributes facilities within the four urban centers. Long range planning is needed to determine what type of facilities should be developed and where they should be located to best serve the community and avoid duplication. ŪŪ There is a need for another indoor aquatic center on the east side of the community. There is also the need for another competitive pool to serve the school district’s swim teams and other area teams. ŪŪ Small, neighborhood based, single purpose facilities should be avoided due to high operational costs and the inability to serve a broad range of recreational needs. ŪŪ New facilities need to complement current City facilities and not compete with each other. ŪŪ It is recognized that City of Hillsboro indoor recreation facilities will serve non-residents as well. Therefore the market will be larger than just the City’s boundaries. ŪŪ New indoor recreation facilities should have at least a 60% - 65% cost recovery goal to insure operational sustainability. ŪŪ Existing indoor recreation facilities are well maintained, but need to be upgraded to complement new facilities. ŪŪ Shute Park with the Senior Center, SHARC and library need to be envisioned as a civic campus. ŪŪ Specialty facilities may need to be developed through a partnership with other organizations or providers. ŪŪ The Hillsboro School District indicates there are not enough outdoor turf fields or gyms. They would also like to see an indoor competitive aquatics facility. ŪŪ Any new or improved indoor recreation facilities must serve all ages and ethnic groups.

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VISION AND PRIORITIES From the list of indoor recreation facility needs noted above, a vision and specific priorities for future facilities has been developed.

ŪŪ Update and maintain existing facilities in the downtown area of the community ŪŪ SHARC ŪŪ Senior Center ŪŪ Walters Cultural Arts Center ŪŪ Develop a new large multi-purpose recreation/aquatic center at the 53rd Avenue site. ŪŪ Establish a smaller more focused recreation center in Amber- Glen. ŪŪ Develop a larger more focused recreation/aquatic center in South Hillsboro.

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POSSIBLE NEW CITY FACILITIES Based on the regional concept of providing recreation services, the identification of four urban areas within the community, the identified deficiency in meeting basic standards, the analysis of the existing indoor recreation facilities in Hillsboro along with the input that was received from a variety of sources; the development of three other indoor recreation facilities has been proposed. These include:

53RD AVENUE Serving the eastern portion of Hillsboro a new facility at this site would be an addition to the existing 53rd Avenue Park.

Issues: ŪŪ The site is somewhat limiting for a large center and the required parking. It is unlikely that the original building plan for the center that incorporated a portion of the existing 53rd Avenue site Maintenance Building will fit on the site with the loss of this space. ŪŪ This site is in reasonably close proximity to the SHARC and the two facilities will have overlapping service areas. ŪŪ This facility should serve the needs of the Orenco Station area of the community. ŪŪ Developing a direct relationship to the adjacent park will be important.

SOUTH HILLSBORO This developing area of the community with its anticipated significant population growth will need additional indoor recreation space in the future.

South Hillsboro site

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NEEDS ASSESSMENT

Issues: ŪŪ Strong consideration should be given to leveraging a partnership with the Hillsboro School District to build indoor facilities (gym space and possibly a competitive pool) and turf fields on co-located City and school sites. ŪŪ With more open and potentially larger property, planning for larger indoor facilities should focus on this area. These larger facilities should accommodate multi-generational and multi- purpose uses for indoor recreation needs. ŪŪ Any specialty facilities should be developed through a partnership with other organizations or providers and will be more of a regional facility.

AMBERGLEN This unique area of Hillsboro will require a different type of facility that is smaller in size and more suited to the high density orientation of the community.

Issues: ŪŪ This area of the City is a very different market with a strong commercial base and more high density residential units. AmberGlen site ŪŪ The focus of the area is on walkability not driving. ŪŪ It is recognized that a new recreation facility in this area will serve more than the immediate AmberGlen community. ŪŪ Any new building should ideally have frontage onto the proposed Central Park, preferably at the south end of the Park with an address on the open green.

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MARKET ANALYSIS

An important aspect of completing a Recreation Facilities Master Plan for the City of Hillsboro is an analysis of the demographic characteristics of the community to better understand recreation needs and demands.

The following is a summary of the basic demographic characteristics of the City of Hillsboro and smaller sub-area of the community. The full market analysis is contained in the Supple- mental Information section of this report.

Service Area Demographic Comparison Chart: City of Hillsboro AmberGlen Orenco Station South Hillsboro Population: 2010 Census 91,611 2,228 6,851 506 2012 Estimate 93,503 2,302 7,024 538 2017 Estimate 99,095 2,497 7,553 604 Households: 2010 Census 33,289 1,020 3,898 187 2012 Estimate 34,085 1,052 4,003 198 2017 Estimate 36,257 1,142 4,301 225 Families: 2010 Census 22,440 553 1,775 144 2012 Estimate 22,760 565 1,799 153 2017 Estimate 24,069 611 1,918 171 Average Household Size: 2010 Census 2.71 2.18 1.76 2.70 2012 Estimate 2.70 2.19 1.75 2.70 2017 Estimate 2.69 2.19 1.76 2.69

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MARKET ANALYSIS

City of Hillsboro AmberGlen Orenco Station South Hillsboro Ethnicity: Hispanic 22.9% 22.9% 6.4% 18.9% White 72.8% 64.0% 76.5% 72.7% Black 2.1% 6.6% 2.6% 1.9% American Indian 1.1% 1.2% 0.6% 1.3% Asian 8.6% 9.5% 15.6% 9.7% Pacific Islander 0.4% 0.8% 0.2% 1.3% Other 10.2% 11.6% 1.5% 8.7% Multiple 4.8% 6.4% 3.0% 4.4% Median Age: 2010 Census 32.1 27.3 36.4 33.3 2012 Estimate 32.4 27.4 36.5 33.4 2017 Estimate 32.7 27.6 37.2 33.8 Median Income: 2012 Estimate $58,178 $37,474 $58,073 $66,155 2017 Estimate $69,411 $40,760 $68,503 $81,751 Household Budget Expenditures : Housing 112 90 117 113 Entertainment & 109 85 115 114 Recreation

Footnotes This information is based on an index with a reference point being the national average of 100.

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MARKET ANALYSIS

DEMOGRAPHIC SUMMARY The following summarizes the demographic characteristics of the different service areas.

ŪŪ The City of Hillsboro at 93,503 individuals (2012 estimate) is more than large enough to support a significant number of aquatic and recreation facilities. ŪŪ The population the City (and the three sub areas) is expected to increase significantly in the next five years which will add additional recreation participants to the market. ŪŪ The population of the City is significantly younger than the national number but the Orenco Station area has a higher median age than the rest of the City while AmberGlen is significantly younger. However, there are expected to be strong growth numbers in most all age categories in the future. This should have a positive impact on participation in recreation pursuits. ŪŪ There is a higher median household income level in the City has a whole while AmberGlen has a much lower income level and South Hillsboro much higher than the rest of the community. The City’s household expenditures for entertainment and recreation are higher than the national numbers as is the rate for all of the sub areas other than AmberGlen. However, the cost of living in the Hillsboro area is higher than most other areas of the country. ŪŪ There is a sizeable Hispanic population in the area and as a result there will be some impact on the rate of participation in recreation activities. ŪŪ The demographic characteristics of the City of Hillsboro are heavily impacted by the presence of Intel employees.

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MARKET ANALYSIS

RECREATION AND SPORTS PARTICIPATION STATISTICS On an annual basis the National Sporting Goods Association (NSGA) conducts an in-depth study and survey of how Ameri- cans spend their leisure time. This information provides the data necessary to overlay rate of participation onto the City of Hillsboro to determine market potential.

Summary of Sports Participation: The following chart summarizes participation in sports activities utilizing information from the 2011 National Sporting Goods Association survey.

Sports Participation Summary

Sport Nat’l Rank Nat’l Participation City of Hillsboro City of Hillsboro (in millions) % Participation Exercise Walking 1 95.8 1 34.8% Exercising w/ Equipment 2 55.3 2 19.4% Swimming 3 51.9 3 15.8% Aerobic Exercising 5 38.5 4 15.3% Running/Jogging 8 36.3 5 14.8% Workout @ Club 10 35.5 6 12.2% Weightlifting 12 31.5 7 10.6% Basketball 14 26.9 8 9.5% Yoga 15 20.2 9 8.1% Billiards/Pool 17 13.5 10 7.0% Volleyball 29 12.5 11 3.6%

Nat’l Rank: Popularity of sport based on national survey.

Nat’l Participation: Percent of population that participate in this sport on national survey.

Hillsboro Rank: Ranking of activities based upon an average of factors.

Hillsboro %: Percent of population that participate in the sport within the City of Hillsboro.

Footnotes 2. This rank is based upon the 51 activities reported on by NSGA in their 2011 survey instrument.

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MARKET ANALYSIS

OTHER INDOOR SPORTS, RECREATION AND FITNESS PROVIDERS There are a number of facilities in the greater Hillsboro area that are supplying aquatic, recreation, fitness, and sports activities. The following is a brief review of each of the major providers in the public, non-profit and private sector:

Public Indoor Aquatic/Recreation Centers Beyond the facilities that the City of Hillsboro has, there are a very limited number of public indoor aquatic/recreation amenities in the area. These facilities include:

Hillsboro School District Facilities – Like most school districts, Hillsboro has school buildings that have gyms, multi- purpose rooms and auditoriums that can be used for recreation purposes. However they have no indoor pools. With a priority for school activities and functions, it is difficult to utilize school facilities for recreation purposes at certain times and locations.

Tualatin Hills Parks & Recreation District – Located just to the east of Hillsboro, THPRD is a park district that is its own taxing entity that generally covers the City of Beaverton and areas of unincorporated Washington County. THPRD has a number of indoor recreation facilities. The closest are the amenities at the Terpenning Complex that includes the aquatic center with a 50 meter pool, tennis center with 6 permanent indoor courts and 8 seasonal, and the athletic center with 6 basketball courts and a walk/jog track. Also in close proximity to Hillsboro is the Aloha Swim Center which has an indoor 25 yard pool. The district has three recreation centers, a senior center and a nature center, but these amenities are further from Hillsboro. It should be noted that some of the THPRD facilities that are located near Hillsboro may be negatively impacted by new Hillsboro facilities that are similar in nature.

Non-Profit There are also a limited number of non-profit facilities in the area. These include:

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MARKET ANALYSIS

ŪŪ Beaverton Hoop YMCA – This is the closest YMCA to Hillsboro. It has a large gymnasium, fitness center and other amenities but it does not have a pool. ŪŪ AmberGlen YMCA Child Development Center – This facility is located in the AmberGlen area but it is only a child care center.

Private Besides the public and non-profit facilities noted above there are an extensive number of private clubs in the area. This includes the following major facilities:

ŪŪ Hawthorn Farm Athletic Club – This is a high end health club that has an extensive fitness area, gym, track, two indoor pools and an outdoor pool, plus a climbing wall and banquet area. This facility is located in close proximity to the proposed 53rd Avenue Recreation Center site. ŪŪ LA Fitness – This is a large health club with a big fitness area, lap pool, small gym and other amenities. ŪŪ 24 Fitness – This is also a significant club with fitness, pool, small gym and other amenities. In addition to these clubs, there are also a significant number of smaller specialty fitness facilities such as Shape Fitness, Anytime Fitness, Boom Fitness, Cross Fit and Curves. There are also a number of dance, martial arts and yoga studios. Also, Intel has a fitness center on its campus to serve its employees.

This is a representative listing of alternative recreation, fitness and sports facilities in the greater Hillsboro area and is not meant to be a total accounting of all service providers. There may be other facilities located in the greater service area that have an impact on the market as well.

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SPACE PROGRAM SUMMARY

The programs proposed for each facility are based on identified need, available recreation and community spaces, projected demographics and estimated cost to operate vs. estimated revenue, which is referred to as “cost recovery”. The process also incorporated pertinent recommendations from the prior 53rd Avenue Indoor Recreation Facility feasibility study and Community Plans for South Hillsboro and AmberGlen.

POTENTIAL NEW INDOOR RECREATION SPACES

Priority 1 These amenities have been identified as a top priority to be included in any new indoor recreation facility in the City of Hillsboro:

Aquatic Spaces ŪŪ Recreation Pool w/ lap lanes ŪŪ 8-lane 25-yard lap pool

There is a need for both a recreational pool and a competitive pool. The primary difference between these pool types is the water temperature, depth of water, and programming opportunities. The lap competitive pool has a cooler water temperature between 78-82 degree temperature with a pool depth ranging between 4-7 feet without diving and a 9 foot depth with provi- sions for a 1-meter diving board. The lap pool supports activities such as: competitive/exercise swimming and swim lessons. A 50-meter pool would serve not only the School District’s four high schools but also community based swim teams and other aquatic sports. This facility would need to have a strong regional draw as well as just serving Hillsboro proper.

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SPACE PROGRAM SUMMARY

A recreation pool has warmer water between 84-88 degree temperature and depth that ranges between 0-5 feet. The cost to operate a recreation pool is less than a lap pool as there is less water to heat and filter and it can accommodate a significantly higher bather load. The recreational pool encompasses many programming options and play amenities into one body of warm water including: ŪŪ Zero-depth entry passive and active zones ŪŪ Activity area / lap lanes for swim instruction and exercise ŪŪ Lazy river / current channel / vortex ŪŪ Alcove bench seating social zone ŪŪ Interactive play structure with kids ramp slide ŪŪ Waterslides with plunge pool or run-out lane ŪŪ Watertainment: basketball, volleyball, and crossing walks ŪŪ FlowRider (wave and surf simulator)

Recreation Activity Spaces ŪŪ Multi-Purpose Gym (2-3 courts) ŪŪ Elevated Walk / Jog Track ŪŪ Rock Climbing /Bouldering ŪŪ Multi- Purpose Group Exercise ŪŪ Multi- Purpose Group Exercise / Rehearsal Space ŪŪ Fitness Studio ŪŪ Cardiovascular / Weight Room ŪŪ Childwatch Room

Note: A Gym can be used as an indoor playground and also a resource for “start-smart” tennis

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SPACE PROGRAM SUMMARY

Community Spaces ŪŪ Community Room (200 seated / divisible into 3) ŪŪ Community Performance Room (300-500 seats) ŪŪ Multi-Purpose Classrooms ŪŪ Casual Activities Lounge Areas ŪŪ Deli -Juice Bar / Café Seating ŪŪ Senior Area ŪŪ Teen Area ŪŪ Shared Game Room ŪŪ Exhibition / Gallery Space ŪŪ Arts / Craft Classroom ŪŪ Special Events / Birthday Party Room

Cultural Arts There is a need to complement the Walter’s Cultural Arts Cen- ter on the east or south edges of Hillsboro with a facility that offers the capability for theatre and dance performances.

Priority 2 (to be developed through partnerships) These amenities have been identified as a lower priority to be included in any new indoor recreation facility in the City of Hill- sboro and would likely require an outside partner to develop. Many would also be more regional in nature, serving a market area that is much larger than just Hillsboro. ŪŪ Health care based fitness assessment/wellness center ŪŪ 50-meter competitive pool ŪŪ Indoor tennis facility (6-8 courts) ŪŪ Indoor turf field ŪŪ Ice skating rink ŪŪ Covered indoor skate park (BMX and cross-fit)

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SPACE PROGRAM SUMMARY

Sustainable Design Development of new indoor recreation facilities and renovation/ additions to existing facilities will need to be responsive, in both planning and design, to the goals and strategies outlined in the City of Hillsboro Sustainability Plan (September 2010). The development of new or remodeled indoor recreational facilities offers an important opportunity for the City of Hillsboro to express its core values of supporting the health and wellness of its citizens and stewardship of the natural environment.

New and remodeled facilities will be designed to achieve a minimum of LEED (Leadership in Energy and Environmental Design) Silver certification, reflecting the City of Hillsboro’s commit- ment to environmental stewardship and sustainable design practices. There are a number of green design strategies specific to indoor recreation facilities that should be considered during the design process. These include: energy saving approaches to daylighting, artificial lighting, control systems, heating and cooling systems, natural ventilation and passive-active solar, as well as healthy and recycled materials, on-site stormwater man- agement, greenroofs, and water efficient pool filtration system or possible recycling of pool water through de-chlorination for flushing restroom fixtures and landscape irrigation.

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PROPOSED INDOOR FACILITIES PLAN

Existing and proposed facilities map

The New Indoor Recreation Facilities Plan recommends the long range vision of two new large comprehensive facilities at 53rd Avenue and in South Hillsboro as well as a new more specialized and smaller facility at AmberGlen. The need for facilities in these areas has been identified in previous feasibility studies for the 53rd Avenue Indoor Recreation Facility and also depicted in the adopted AmberGlen Community Plan, the South Hillsboro Community Plan, and the Hillsboro Parks and Recreation Master Plan. The Indoor Recreation Facilities Plan focuses on leveraging the value of existing resources with proposed upgrades to specific existing facilities to ensure they are vital and relevant facilities that effectively serve the community needs. Varying degrees of remodel and additions are recommended to the SHARC, Senior Center, Walters Cultural Arts Center and Jackson Bottom Education Center.

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PROPOSED INDOOR FACILITIES PLAN

53RD AVENUE RECREATION CENTER The 53rd Avenue site represents a unique opportunity to serve the recreational and community gathering needs of a broad cross section of the Hillsboro community. The City of Hillsboro owned property is centrally located to serve the Orenco Station population and growing areas to both the east and west. It provides the potential to create a direct relationship to the recently developed 53rd Avenue Park which focuses on active recreation as well as the future 20-acre passive Nature Park, which offers the possibility of sharing the proposed 135-car parking lot to the north and adjacent to the future round-about. A traffic study is recommended during the concept design phase to provide strategies for intersection enhancements at 53rd and Hidden to tie into and expand the proposed west side parking to support special event parking at the recreation center. Site context map

The reasonably close proximity of the 53rd Avenue site to the SHARC will result in the two facilities sharing overlapping service areas. To ensure the two facilities do not compete with each other, upgrades to the SHARC are proposed to maintain or increase its current cost recovery goals.

The 53rd Avenue site has been earmarked for a new indoor recreation facility since the original 2006 Feasibility Study and follow-up 2008 Feasibility Study and Concept Design. In both studies, the Indoor Recreation Facility site included the south half of the HPRD Operations and Maintenance Facility and a significant portion of the surrounding parking area.

The 2008 Feasibility Study proposed a comprehensive building with aquatics, recreation activity and community spaces with a full build-out of approximately 170,000sf that included four indoor tennis courts and a 50-meter pool. The plan’s 300 stall parking lot was undersized for the City of Hillsboro’s parking standard of 5 spaces/1000nsf. In hindsight, the size of the building and required parking could not be accommodated on the approximate 9-acre site (excludes the HPRD O&M Facility).

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PROPOSED INDOOR FACILITIES PLAN

Since the 2006 and 2008 Feasibility Studies, HPRD has expanded its properties, developed new parks, constructed a minor league baseball stadium, and will continue to grow with projected development in AmberGlen and South Hillsboro. The central location of the HPRD Operations and Maintenance facility is ideal to serve the expanding needs of HPRD, which is currently utilizing approx. 80% of the existing facility and the adjoining parking area for the service fleet and employee parking. As a result, this portion of the original site is no longer available for any portion of the indoor recreation facility program.

The site has been decreased to 6.6 acres for the development of a new indoor recreation facility, parking and site improvements. The preliminary site planning and test fit of the program indicates the site could accommodate a 90,000gsf facility (assumes a second level) with approximately 300 parking stalls, which com- plies with the City of Hillsboro parking standards. As illustrated in the site plan diagram, the building footprint will need to accommodate proper setbacks for a future vehicular roundabout at the 53rd and Hidden Creek Drive intersection.

The 53rd Avenue Indoor Recreation Facility will include aquatics, recreation activity and community spaces. The preliminary list of space program elements includes the following:

Aquatic Spaces ŪŪ Recreational pool with lap lanes (6,000sf of water)

Activity Spaces ŪŪ Fitness studio ŪŪ Cardio/weight room ŪŪ Fitness assessment / wellness center (partnership opportunity) ŪŪ Childwatch room

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PROPOSED INDOOR FACILITIES PLAN

Proposed facility site with program test-fit

Community Spaces ŪŪ Casual activities lounge areas ŪŪ Cafe/deli with seating ŪŪ Senior area ŪŪ Teen area ŪŪ Shared game room ŪŪ Community room (200 seated / 3-room divisible) ŪŪ Special events/birthday room (2-room divisible)

Parking Stalls ŪŪ 300 on-site spaces (possible additional event parking west of 53rd Avenue)

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PROPOSED INDOOR FACILITIES PLAN

Lap Pool Consideration and Acreage The possibility of including an 8-lane 25-yard pool or 50-meter pool at the 53rd Avenue site was carefully evaluated in the planning process. If accommodated, it was determined a lap pool would significantly impact and reduce the proposed space program as outlined above because of the site limitations and constraints.

The 8-lane 25-yard pool would require approximately 13,000gsf. This includes the 8-lane 25-yard pool, deck area, spectator seating, and pool mechanical /storage space. The additional parking requirement would be approximately 60 stalls with a total parking area requirement of 21,000sf. The total additional site area requirement is estimated at 34,000gsf or 0.8 acres.

The 50-meter pool would require approximately 27,000gsf. This includes: 8-lane 25-yard x 50-meter pool, deck area, 700- seat spectator bleachers, swim team lockers rooms, and pool mechanical /storage space. The basic additional parking requirement would be approximately 100 stalls with an additional 280 stalls required for swim meet event parking. This would result in a total additional parking need of 380 stalls with an area requirement of 133,000sf. The total additional site area requirement is estimated at 160,000gsf or 3.7 acres.

Capital and Operational Cost Estimates Project Capital Cost Estimate $37,4 Million (2015 Construction) Operations Expense Estimate $2,5 M to $2.7 M Operations Revenue Estimate $2.0 M to $2.1 M Cost Recovery Percentage 78%-80%

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PROPOSED INDOOR FACILITIES PLAN

SOUTH HILLSBORO The South Hillsboro area is currently undeveloped which offers a unique opportunity to secure an open and potentially larger property for a more comprehensive indoor facility than is available at 53rd Avenue, due to the site constraints. The South Hillsboro facility is proposed as a larger multi-generational and multi-purpose indoor recreation facility that will serve the forecasted population of approximately 29,000. The projected demographics indicate the facility serving this area should have more of a sports and family orientation. There is also consideration for cultural arts programming as described in the Hillsboro Community Plan.

The City should consider acquiring a site with adequate capacity to allow for the possibility of a larger specialty facility such as: a 50-meter pool, indoor tennis, indoor ice rink, increased gym space, fieldhouse or covered indoor skate park (BMX and cross- fit), which would need to be developed through a partnership with other organizations or providers. Proximity to the future MAX line planned on the TV Highway along with the proposed extension of Cornelius Pass Road to the south provides the necessary transit access and infrastructure to support a regional attractor like a 50-meter pool that could host regional swim meets.

Strong consideration should be given to leveraging partnerships with the South Hillsboro developers and the Hillsboro School District to secure strategic and adjoining parcels of land for an indoor recreation facility with shared parking and turf fields that could be co-located on City and school sites. Another partnership opportunity with the Hillsboro School District could be co-location of an indoor recreation facility on a new school site with adjacency to a Community Park site.

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PROPOSED INDOOR FACILITIES PLAN

The South Hillsboro Indoor Recreation Center is conceived as a comprehensive facility that will include aquatics, recreation activity and community spaces. The preliminary space program elements include the following:

Aquatic Spaces ŪŪ Recreational pool with lap lanes (water: 3,500sf) ŪŪ 8-lane 25 yard pool

Activity Spaces ŪŪ Multi-purpose gymnasium (3 courts) ŪŪ Elevated walk/jog track

Rock climbing ŪŪ Multi-purpose group exercise ŪŪ Fitness studio ŪŪ Cardio/weight room (4,000sf) ŪŪ Fitness assessment / wellness center (partnership opportunity)

Community Spaces ŪŪ Casual activities lounge areas ŪŪ Senior area ŪŪ Teen area ŪŪ Shared game room ŪŪ Community room (200 seated / divisible) ŪŪ Multi-purpose classroom ŪŪ Special events/birthday room (divisible)

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PROPOSED INDOOR FACILITIES PLAN

Proposed Site Vicinity Map

Parking Stalls ŪŪ 375 on-site spaces (requirement could be less if shared parking is available with school site)

Potential Partnership Spaces ŪŪ 50-meter pool ŪŪ Indoor tennis (4-6 courts) ŪŪ Indoor ice rink

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PROPOSED INDOOR FACILITIES PLAN

50-Meter Pool Consideration and Acreage The addition of a 50-meter pool would require approximately 27,000gsf. This includes: 8-lane 50-meter pool and deck, 700- seat spectator bleachers, swim team lockers rooms and pool mechanical /storage space. The basic parking requirement would be approximately 100 stalls with an additional 280 stalls for swim meet event parking. This results in a total additional parking need of 380 stalls with an area requirement of 133,000sf. The total additional site area requirement (building and parking) is estimated at 160,000gsf or 3.7 acres.

Estimated Site Acreage The desired site acreage for the proposed 110,000sf facility is approximately 9 acres. An additional 4 acres should be considered for a partnership site that could accommodate a 50-meter pool and associated parking. The total recommended site area is approximately 14 acres. This is a rough-order-of magnitude estimate that could increase or decrease depending on the actual site characteristics such as: shape of land, topography, setback requirements, proximity to wetlands and potential shared use of parking and access road.

Capital and Operational Cost Estimates Project Capital Cost Estimate $45,8 Million (2015 Construction) Operations Expense Estimate $2,9 M to $3.1 M Operations Revenue Estimate $2.0 M to $2.1 M Cost Recovery Percentage 68%-69%

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PROPOSED INDOOR FACILITIES PLAN

AMBERGLEN AmberGlen has a very different market then the rest of Hills- boro with a strong commercial base and mid to high density residential units. With immediate proximity to the MAX line, the focus of the area is on walkability not driving and has a forecasted population of approximately 16,000. As referenced in the AmberGlen Community Plan, a new indoor recreation facility should ideally have frontage or proximity to the proposed Central Park and the designated Community Activity Center to the northwest. This area offers an ideal opportunity for a viable partnership with an AmberGlen developer to secure property or consider the re-purposing of an existing vacant building for an indoor recreation facility. AmberGlen Master Plan Proposal The AmberGlen facility is proposed as a more specialized indoor recreation facility with a cultural arts orientation that comple- ments the Walters Cultural Arts Center with an east Hillsboro presence. It is envisioned as a multi-purpose facility which offers the capability for theatre and dance performances that are not possible at the Walters Center with the limited stage area. The AmberGlen facility could be branded as a “Wellness and Cultural Center” that blends classrooms and fitness spaces with community and cultural arts spaces. It is recognized that a new facility in this area will serve more than the immediate AmberGlen community.

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PROPOSED INDOOR FACILITIES PLAN

The AmberGlen “Wellness and Cultural Center” is conceived as a smaller facility with a specialized focus on cultural arts, community and recreation activity spaces that include the following:

Activity Spaces ŪŪ Multi-purpose exercise/rehearsal spaces ŪŪ Fitness studio ŪŪ Cardio/weight room (3,000 sf) ŪŪ Fitness assessment / wellness center (partnership opportunity) ŪŪ Childwatch room

Community Spaces ŪŪ Casual activities lounge areas ŪŪ Exhibition space ŪŪ Community/performance room (200 seated/divisible) ŪŪ Arts/crafts classroom

Parking Stalls ŪŪ 130 on-site spaces

Estimated Site Acreage Based on the assumption of an urban site with less site development area, the required acreage for the proposed 42,000sf facility including 130 surface parking spaces will be approximately 1.5- 2.0 acres. The site area requirement would be less if the facility is built on top of a structured parking deck. Depending on the structured parking and building massing and configuration, the site could be reduced to approximately 0.75-1.5 acres.

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PROPOSED INDOOR FACILITIES PLAN

Proposed Site Vicinity Map

Capital Project Cost and Operational Cost Estimates: Project Capital Cost Estimate $14,9 Million (2015 Construction) Operations Expense Estimate $0,9 M to $1.1 M Operations Revenue Estimate $0.45 M to $0.55 M Cost Recovery Percentage 50%

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PROPOSED INDOOR FACILITIES PLAN

Shute Park facilities within Civic Campus

SHUTE PARK CIVIC CAMPUS Shute Park is a remarkable resource for the City of Hillsboro that has close proximity to the Shute Park Branch Library, SHARC and the Senior Center in a forested park setting. Currently the potential of the Park is untapped as well as the complementary and shared use resources of these facilities being underutilized. This plan recognizes the inherent potential to leverage these resources and re-brand Shute Park into a more cohesive civic campus that enhances the Park environment and connectivity between SHARC, Shute Park Branch Library and Senior Center. A civic campus environment could be incrementally realized through exterior lighting upgrades, street furniture and narrowing the perceived width of Maple Street to strengthen a pedestrian oriented campus experience. It is important to acknowledge there is a significant lack of parking in this area that limits public access and usage of these important civic facilities. Before improvements are implemented to enhance the experience of a safe and pedestrian oriented civic campus, the City needs to realize a significant increase in the parking capacity to address the existing demand for the Shute Park facilities.

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PROPOSED INDOOR FACILITIES PLAN

SHUTE PARK AQUATIC & RECREATION CENTER As has already been noted, the Shute Park Aquatic & Recreation Center (SHARC) serves as the City’s only full service recreation center with indoor and outdoor pools, fitness areas, multi- purpose rooms and concession area. The SHARC was recently remodeled in 2006, which focused on pool mechanical, lobby upgrades and small additions. Based on the facility tour and interviews with SHARC and HPRD staff, a number of strategic improvements and additions were identified that would leverage the existing assets to realize the potential of SHARC as a desirable facility that would complement the proposed 53rd Avenue Indoor Recreation Facility when it is built.

A new cardio/weight room addition is proposed that would dou- ble the size of the existing 2,400sf and strengthen the SHARC’s street appeal and inviting identity. The addition would allow the existing cardio/weight room to be re-purposed into a much needed additional multi-purpose group exercise room. Improve- ments to the outdoor pool are proposed to make it more family oriented. These include: adding a sprayground, shade structure, seasonal concessions and expanding the enclosed fence area to include lawn “sunning area”. The proposed recreation pool at a new 53rd Avenue Facility will take pressure off the pools at SHARC, which will increase available time for programming swim lessons and swim team use of the competitive pool.

Some modest interior improvements are recommended that include: switching locations of the concessions area with the control desk to enhance security and supervision of the pool, re- placing the divider wall between the two multi-purpose rooms, increasing the number of play features and jets in the indoor warm water pool, and enlarging the aquatic office windows to enhance passive supervision of the pool.

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PROPOSED INDOOR FACILITIES PLAN

There is a general lack of parking, especially at peak use times, even with shared parking between the Shute Park Branch Library and Senior Center. Providing adequate parking is an existing need that must be addressed before any improvements to SHARC are implemented. Providing a vehicular drop-off area in front of the SHARC should also be strongly considered.

Recommended SHARC upgrades will include new outdoor aquatic amenities and recreation activity spaces. The preliminary new or remodeled space program elements include the following:

Aquatic Spaces ŪŪ New outdoor spray-ground pool (3,600sf) ŪŪ New cabana / sunshade structure

Activity Spaces ŪŪ New Cardio/weight room (4,000sf)

Remodel Spaces ŪŪ Additional multi-purpose group exercise (remodel existing cardio/weight room) ŪŪ Switch concessions with control desk ŪŪ Provide enhanced supervision of the family changing rooms ŪŪ Provide aquatic offices with larger windows ŪŪ New sliding partition at multi-purpose room ŪŪ Miscellaneous minor improvements

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PROPOSED INDOOR FACILITIES PLAN

SHARC addition and remodel

Capital Project Cost and Operational Cost Estimates: Project Capital Cost Estimate $3 Million (2015 Construction) Operations Expense Estimate $60 K to $80 K (new only) Operations Revenue Estimate $75 K to $110 K (new only) Cost Recovery Percentage 125%-138%

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PROPOSED INDOOR FACILITIES PLAN

SENIOR CENTER The Senior Center’s exterior and interior appearance presents an institutional look and feel that limits its appeal to a younger generation of users and families for multi-use programming. The facility is in need of a make-over that includes: converting underutilized areas into multi-use programming spaces and reorganizing lounge spaces to be more efficient and effective. It is recommended that future senior services focus on: recreation, socialization and nutrition.

The Senior Center presents an important opportunity to complement the recreation programming focus of the SHARC by providing more inclusive community activity programming that serves a broader range of Hillsboro’s demographic such as: younger seniors and the Hispanic population.

Because the site development footprint is limited, the focus for upgrades is on interior remodeling. If it is determined there is a long-range need for a major facility expansion, consideration should be given to the possibility of an upper level addition. As noted in the descriptions of the Shute Park Civic Campus and the SHARC, there is a general shortage of parking to serve all the Shute Park facilities, which needs to be addressed prior to implementing any upgrades.

A preliminary list of remodel spaces includes the following:

Remodel Spaces ŪŪ Upgrade interior finishes and lighting ŪŪ Integrate media technology throughout the facility ŪŪ Relocate front desk to be more central and welcoming ŪŪ Convert underutilized rooms into multi-use programming spaces ŪŪ Expand kitchen with a walk-in cooler and kitchen office

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PROPOSED INDOOR FACILITIES PLAN

Proposed Senior Center remodel and addition

ŪŪ Provide acoustical divider walls at the small and large multi- purpose rooms ŪŪ Provide limited exterior upgrades

Capital Project Cost and Operational Cost Estimates: Project Capital Cost Estimate $1.1 Million (2015 Construction) Operations Expense Estimate $10 K to $20 K (new only)

Operations Revenue Estimate $2 K to $4 K (new only) Cost Recovery Percentage 20%

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PROPOSED INDOOR FACILITIES PLAN

WALTERS CULTURAL ARTS CENTER The Walters Center is a wonderful community cultural arts asset, yet it is a modestly sized facility that cannot adequately serve all of the cultural arts needs of the growing community with limited on-site parking and the lack of space for building expansion. The existing stage is inadequately sized to accommodate dance and theatre performances and there is a need for smaller performance venues, rather than one large events center. Other cultural arts spaces needs include: 2-D classroom studio space for crafts and painting and 3-D studio space for sculpture, wood and metal. Consideration should be given to integrating cultural arts spaces into new indoor recreation facilities proposed in AmberGlen and South Hillsboro as well as the McDonald House, if it is acquired by the City.

It is recommended that the Arts Council offices on the second floor of Walters be converted back into a meeting room or small painting studio and the Arts Council offices relocated to the McDonald House, if acquired and renovated by the City. The McDonald House could also help address the need for 75-seat rental spaces for celebrations and memorials. Consideration should be given to optimizing the utilization and capacity of the community room by making better use of the west terrace during the warm weather seasons. It is recommended a new pergola trellis structure be integrated into the terrace to provide shade and expanded capacity for event space.

The existing house and garage on the adjacent site is in poor physical condition with non-distinguishing architectural features. The layout is limiting for art programming, but could potentially serve as office space or a location for artist in residence, if renovated. The City should also consider removing the existing house and garage on the property and building a small office structure or selling the property.

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PROPOSED INDOOR FACILITIES PLAN

Proposed remodel spaces

A preliminary list of remodel spaces includes the following:

Outdoor Community Space ŪŪ New pergola trellis at outdoor terrace (500sf)

Capital Project Cost and Operational Cost Estimates: Project Capital Cost Estimate $75 Thousand (2015 Construction) Operations Expense Estimate $1 K to $2 K (new only) Operations Revenue Estimate $1 K to $1.5 K (new only) Cost Recovery Percentage 75%-100%

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PROPOSED INDOOR FACILITIES PLAN

JACKSON BOTTOM WETLANDS PRESERVE The Jackson Bottom Wetlands Preserve is located in a spec- tacular natural setting which offers specialized programming on environmental education classes for school children with a growing program in natural resource education. The facility is currently underutilized and has the capacity to add a classroom by converting the office area at the ground level to another classroom space, which would increase programming opportunities.

The upstairs storage area is partially occupied and could be enhanced to allow staff offices to be relocated to this area. An elevator and second egress stair would need to be added to provide accessibility and code compliant egress from the second level. There is also limited on-site parking, which should be addressed through additional parking capacity, shared use parking, and school bus and van access.

A preliminary list of remodel spaces include the following:

Remodel Spaces ŪŪ Convert mezzanine storage to offices ŪŪ Convert first floor offices to classroom ŪŪ Add elevator and egress stair ŪŪ Increase parking capacity

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PROPOSED INDOOR FACILITIES PLAN

Proposed remodel spaces

Capital Project Cost and Operational Cost Estimates: Project Capital Cost Estimate $0.72 Million (2015 Construction) Operations Expense Estimate $85 K to $105 K (new only) Operations Revenue Estimate $20 K to $50 K (new only) Cost Recovery Percentage 24%-48%

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PROPOSED INDOOR FACILITIES PLAN

REMAINING EXISTING FACILITIES The Tyson Recreation Center should only have very basic improvements made to the facility, due to its limited market appeal. If at some point the Tyson Recreation Center programming is relocated to another facility, possible future considerations could include: incorporating the structure with the adjoining Facilities and Fleet structure or leasing the building to an organization that provides pre-school services and other recreation Tyson Recreation Center activities.

The River House is in excellent condition and used for public meetings, family reunions, weddings and straight rental with a 75-person community room. There is no need to make any changes or improvements.

The Outdoors In space is relatively new and does not have any significant renovation issues or options.

The River House

Outdoors In

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OPERATIONS PLAN SUMMARY

With the development of a series of program options for three possible new indoor recreation facilities as well as improvements to four existing facilities, the operational realities of each of these options has been analyzed in more detail. The stated goal for operational cost recovery for any new indoor facilities was designated to be between 60%-65%.

The following are general estimates of the possible operational impact of the different program alternatives that have been noted above. These are basic estimates only based on preliminary program descriptions. At this point these estimates should only be utilized for degree of magnitude comparisons between the options. All expenses and revenues are in addition to any existing budget numbers. These estimates were developed through a detailed operations pro-forma analysis to arrive at the range of numbers. Expense estimates include staffing costs and benefits, operating supplies, utilities, contract services, and capital replacement, while revenue estimates have been modeled off of a preliminary fee schedule, projected rates of use, and an estimate of other revenue sources.

NEW FACILITIES 53rd Ave. Recreation Center This new comprehensive recreation center would be built at the 53rd Avenue site.

Lower Range Upper Range Expense Estimate $2,500,000 $2,700,000 Revenue Estimate $2,000,000 $2,100,000 Difference -500,000 -600,000 Cost Recovery Percentage 80% 78%

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OPERATIONS PLAN SUMMARY

South Hillsboro Recreation Center This large comprehensive recreation center would be built in the South Hillsboro area of the City.

Lower Range Upper Range Expense Estimate $2,900,000 $3,100,000 Revenue Estimate $2,000,000 $2,100,000 Difference -900,000 -1,000,000 Cost Recovery Percentage 69% 68%

AmberGlen Recreation Center This smaller recreation center would be built in the AmberGlen area of the City.

Lower Range Upper Range Expense Estimate $900,000 $1,100,000 Revenue Estimate $450,000 $550,000 Difference -450,000 -550,000 Cost Recovery Percentage 50% 50%

EXISTING FACILITY IMPROVEMENTS All expense and revenue estimates are in addition to existing budget numbers for these facilities.

SHARC Improvements

Lower Range Upper Range Expense Estimate $60,000 $80,000 Revenue Estimate $75,000 $110,000 Difference +15,000 +30,000 Cost Recovery Percentage 125% 138%

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OPERATIONS PLAN SUMMARY

Senior Center Improvements

Lower Range Upper Range Additional Expense $10,000 $20,000 Estimate Additional Revenue $2,000 $4,000 Estimate Difference -8,000 -16,000 Cost Recovery Percentage 20% 20%

Jackson Bottom Wetlands Preserve Improvements

Lower Range Upper Range Additional Expense $85,000 $105,000 Estimate Additional Revenue $20,000 $50,000 Estimate Difference -65,000 -55,000 Cost Recovery Percentage 24% 48%

Walters Cultural Center Improvements

Lower Range Upper Range Additional Expense $1,000 $2,000 Estimate Additional Revenue $1,000 $1,500 Estimate Difference 0 -500 Cost Recovery Percentage 100% 75%

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IMPLEMENTATION RECOMMENDATIONS

Each proposed indoor recreation facility will be evaluated separately and will move forward when deemed appropriate by the City Council. The purpose of this plan is to assist the City Council in understanding the City’s needs comprehensively so they can be adequately informed as they decide to advance individual projects.

The planning team recommends the 53rd Avenue Indoor Rec- reation Facility should be the first project to be realized. It is situated centrally within Hillsboro and located on City owned property that is adequately sized to accommodate the proposed program and parking. Upgrades to SHARC and the Senior Center should be implemented in tandem with the 53rd Avenue facility, dependent on providing a significant increase to the on- site parking capacity at Shute Park.

Acquisition of indoor recreation facility sites in South Hillsboro and AmberGlen should be considered a high priority for the City. It is recommended these project sites be secured under City ownership before significant development occurs and the cost of land increases or adequately sized parcels become unavailable. Land acquisition and facility development partnerships should be pursued with developers and property owners for the AmberGlen area and with the Hillsboro School District, developers and property owners in the South Hillsboro area. Design and construction of new facilities in South Hillsboro and AmberGlen should be pursued when the population and need have significantly increased to substantiate the development of new indoor recreation and cultural arts facilities.

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ACKNOWLEDGEMENTS

HILLSBORO PARKS & RECREATION COMMISSION ŪŪ Jay Leo - Chair ŪŪ Gwynne Pitts - Vice Chair ŪŪ Aisha Willits ŪŪ Chris Mannen ŪŪ Julie Karlbom ŪŪ Ken Phelan ŪŪ Lisa Goodwin

HILLSBORO PARKS & RECREATION STAFF ŪŪ Wayne Gross -Parks & Recreation Director ŪŪ Lisa Goorjian - Development Manager ŪŪ Sean Morgan - Recreation Services Manager ŪŪ Cristina Caravaca - Cultural Arts Program Manager ŪŪ Mary Loftin - Community Resources Manager ŪŪ Paula Rose - SHARC Aquatics Manager ŪŪ Paula Stewart - Senior Center Director ŪŪ Ed Becker - Jackson Bottom Natural Resources Manager ŪŪ Ken Pipher - Program and Support Manager ŪŪ Steve Heldt - Parks Superintendent ŪŪ Kevin Byrant - Facilities Manager

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ACKNOWLEDGEMENTS

HILLSBORO FACILITIES & FLEET ŪŪ Bob Reitmajier - Director

HILLSBORO PLANNING ŪŪ Colin Cooper - Assistant Planning Director

CHAMBER OF COMMERCE ŪŪ Deanna Palm - President ŪŪ John Southgate - Director of Business Development

HILLSBORO SCHOOL DISTRICT ŪŪ Adam Stewart - Chief Financial Officer ŪŪ Casey Waletich - Director of Safety and Operations

TUALITY HEALTHCARE ŪŪ Steve Krautschied - Director of Facilities and Properties

PLANNING TEAM ŪŪ Opsis Architecture - Jim Kalvelage ŪŪ Ballard*King Associates - Ken Ballard ŪŪ Architectural Cost Consultants

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SUPPLEMENTAL INFORMATION

ŪŪ Facilities Capital Cost Estimates ŪŪ Facilities Space Programs ŪŪ Public Open House Comments ŪŪ Detailed Market Analysis

Opsis Architecture | Ballard*King & Associates HPRD Indoor Facilities Master Plan Architectural Cost Consultants, LLC Estimate Date: 06-Feb-2013 Preliminary Space Program Stanley J. Pszczolkowski, AIA Document Date: 14-Dec-2012 Hillsboro, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 06-Feb-13 Opsis Architecture | Ballard*King Tigard, Oregon 97223-8489 Print Time: 4:28 PM Master Plan Probable Cost Budget 1.3 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: TBD

PROJECT COST SUMMARY

Site Bldg Sf DCC Soft Cost Land Spring 2013 2013 $/SF Spring 2014 Spring 2015

53rd 90,398 26,401,959 7,867,784 N/A 34,269,742 379.10 35,640,532 37,422,558 AmberGlen 42,055 10,524,851 3,136,406 TBD 13,661,257 324.85 14,207,707 14,918,092 South 109,722 32,301,146 9,625,741 TBD 41,926,887 382.12 43,603,962 45,784,160

Premium for Structured parking for AmberGlen Site (under building) 5,154,500 5,360,680 5,628,714

Remodel Existing Facilities 01 | SHARC 43,480 2,000,400 736,100 2,736,500 62.94 2,846,000 2,988,300 02 | Sr. Center 11,975 1,085,000 399,300 1,484,300 123.95 1,543,700 1,620,900 03 | Jackson Bottom 4,100 482,500 177,600 660,100 161.00 686,500 720,800 04 | Walter's Cultural Ctr. 500 50,000 18,400 68,400 136.80 71,100 74,700

The above estimates assume a construction start date of: As Noted If the start of construction is delayed beyond the date above, the estimates must be indexed at a rate of 4 to 5% per year compounded.

This is a probable cost estimate based on in-progress documentation provided by the architect. The actual bid documents will vary from this estimate due to document completion, detailing, specification, addendum, etc.. The estimator has no control over the cost or availability of labor, equipment, materials, over market conditions or contractor's method of pricing, contractor's construction logistics and scheduling. This estimate is formulated on the estimators professional judgment and experience. The estimate makes no warranty, expressed or implied, that the quantities, bids or the negotiated cost of the work will not vary from the estimators opinion of probable construction cost.

Executive Summary - Page 1 HPRD Indoor Facilities Master Plan Architectural Cost Consultants, LLC Estimate Date: 06-Feb-2013 Preliminary Space Program Stanley J. Pszczolkowski, AIA Document Date: 14-Dec-2012 Hillsboro, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 06-Feb-13 Opsis Architecture | Ballard*King Tigard, Oregon 97223-8489 Print Time: 4:28 PM Master Plan Probable Cost Budget 1.3 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: TBD

SUMMARY 53rd Amber South 53rd Amber South

SF SF SF $ $ $

A | Operations - Building Support 6,790 4,700 6,610 1,633,890 1,092,690 1,578,990 B | Operations - Facility & Department Administration 2,230 1,700 2,150 456,280 348,960 440,760 C | Aquatic Spaces 17,040 0 23,340 7,573,570 0 10,282,820 Subtotal: Net Assignable Admin, Support and Aquatic Spaces 26,060 6,400 32,100 9,663,740 1,441,650 12,302,570

D | Activity Spaces 30,950 11,620 40,150 6,458,650 2,512,800 8,395,350 E | Community Spaces 12,880 13,600 12,880 2,957,200 3,335,000 2,957,200 Subtotal: Dryland Space Program 43,830 25,220 53,030 9,415,850 5,847,800 11,352,550

Net Assignable Admin, Support and Aquatic Spaces 26,060 6,400 32,100 9,663,740 1,441,650 12,302,570 Dryland Space Program 43,830 25,220 53,030 9,415,850 5,847,800 11,352,550 Total Net Assignable Area 69,890 31,620 85,130 19,079,590 7,289,450 23,655,120

F | Circulation / Mechanical / Etc. 20,508 10,435 24,592 3,855,269 1,930,401 4,633,526

Total Gross Building 90,398 42,055 109,722 22,934,859 9,219,851 28,288,646

G | Site 3,467,100 1,305,000 4,012,500

TOTAL DIREST CONSTRUCTION COSTS 90,398 42,055 109,722 26,401,959 10,524,851 32,301,146

H | Soft Costs Fixtures, Furnishings & Equipment 8.00% Professional Fees 13.00% Construction Manager 0.80% Construction Contingency 5.00% Owner Costs, Permits, Etc. 3.00% 29.80% 7,867,784 3,136,406 9,625,741

I | Land Acquisition N/A TBD TBD

TOTAL PROJECT COST - SPRING 2013 DOLLARS 34,269,742 13,661,257 41,926,887

J | Index to Construction Start Spring 2013 to 2014 4.00% 35,640,532 14,207,707 43,603,962 Spring 2014 to 2015 5.00% 37,422,558 14,918,092 45,784,160

* Premium for Structured parking for AmberGlen Site (under building) 130 stalls 5,154,500 Spring 2013 to 2014 4.00% 5,360,680 Spring 2014 to 2015 5.00% 5,628,714

Division Summary - Page 2 HPRD Indoor Facilities Master Plan Architectural Cost Consultants, LLC Estimate Date: : 06-Feb-2013 Preliminary Space Program Stanley J. Pszczolkowski, AIA Document Date:e: 14-Dec-2012 Hillsboro, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date:e: 06-Feb-13 Opsis Architecture | Ballard*King Tigard, Oregon 97223-8489 Print Time: : 4:28 PM Master Plan Probable Cost Budget 1.3 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: t: TBD

Program Estimate Program 53rd Amber South $/SF 53rd Amber South

A | Operations - Building Support

A.01 Entry Lobby 1,200 1200 1200 1,200 230.00 276,000 276,000 276,000 A.02 Reception / Access Control / Registration 300 300 300 300 205.00 61,500 61,500 61,500 A.03 Merchandise Storage 80 80 0 80 180.00 14,400 0 14,400 A.04 Vending Alcove 150 150 150 150 255.00 38,250 38,250 38,250 A.05 Locker Rooms - Men's 1,500 1500 800 1,500 255.00 382,500 204,000 382,500 A.06 Locker Rooms - Women's 1,700 1700 900 1,700 255.00 433,500 229,500 433,500 A.07 Family / Special Needs Locker Vestibule 300 300 150 300 230.00 69,000 34,500 69,000 A.08 Family / Special Needs Changing Rooms (90sf e 360 540 180 360 305.00 164,700 54,900 109,800 A.09 Public Restroom - Unisex (60sf ea) 120 120 120 120 357.00 42,840 42,840 42,840 A.10 General Building Storage 400 400 400 400 168.00 67,200 67,200 67,200 A.11 Maintenance / Receiving / Storage 500 500 500 500 168.00 84,000 84,000 84,000

SUB-TOTAL A | Operations - Building Support 6,610 6,790 4,700 6,610 $1,633,890 $1,092,690 $1,578,990

B | Operations - Facility & Department Administration

B.01 Facility Manager Office 120 120 120 120 189.00 22,680 22,680 22,680 B.02 Assistant Facility Manager / Operations 120 120 120 120 189.00 22,680 22,680 22,680 B.03 Program Coordinator's Office (120sf ea) 360 360 240 360 189.00 68,040 45,360 68,040 B.04 Program Staff Offices (80sf ea) 160 320 160 240 194.00 62,080 31,040 46,560 B.05 Meeting / Conference Room 600 600 600 600 205.00 123,000 123,000 123,000 B.06 Staff Breakroom 300 300 200 300 230.00 69,000 46,000 69,000 B.07 Staff Restroom - Unisex 60 60 60 60 290.00 17,400 17,400 17,400 B.08 Workroom / Storage / Supplies 350 350 200 350 204.00 71,400 40,800 71,400

SUB-TOTAL B | Operations - Facility & Departme 2,070 2,230 1,700 2,150 $456,280 $348,960 $440,760

C | Aquatic Spaces

C.01 Natatorium 13,500 0 19,000 345.00 4,657,500 0 6,555,000 C.02 Recreation Pool (water 3,500sf ) 7,000 0 0 incl 210.00 0 0 735,000 C.03 Recreation Pool (water 4,500sf ) 10,000 0 0 0 210.00 0 0 0 C.04 Recreation Pool (water 6,000sf ) 13,500 incl 0 0 210.00 1,260,000 0 0 Water Play Allowance (structure, equipment, etc.) 855,000 855,000 0 598,500 C.05 6-Lane 25 Yard Pool (water 4,700sf ) 9,000 0 0 0 200.00 0 0 0 C.06 8-Lane 25 Yard Pool (water 6,300sf) 12,000 0 0 incl 200.00 0 0 1,260,000 Equipment (diving boards, equipment, etc.) 141,250 0 0 141,250 C.07 Spectator Seating (200 seats) 1,600 800 0 1,600 240.00 192,000 0 384,000 C.08 Outdoor Sprayground 2,200 0 0 0 165.00 00 0 C.09 Therapy Pool 700 0 0 0 225.00 00 0 C.10 Spa (includes deck, 10-12 person capacity) 250 250 0 250 500.00 125,000 0 125,000 C.11 Aquatic Supervisor's Office 120 120 0 120 195.00 23,400 0 23,400 C.12 Aquatic's Office (2 staff) 150 150 0 150 195.00 29,250 0 29,250 C.13 First Aid Room 80 80 0 80 214.00 17,120 0 17,120 C.14 Lifeguard Changing / Breakroom 400 400 0 400 229.00 91,600 0 91,600 C.15 Pool Storage (3 team / 1 club closet, 25 sf ea 500 500 0 500 189.00 94,500 0 94,500 C.16 Pool Mechanical & Heater Rooms 1,100 1,100 0 1,100 189.00 207,900 0 207,900 C.17 Pool Sanitation Storage Room 140 140 0 140 145.00 20,300 0 20,300

SUB-TOTAL C | Aquatic Spaces 58,740 17,040 0 23,340 $7,573,570 $0 $10,282,820

Estimate - Page 3 HPRD Indoor Facilities Master Plan Architectural Cost Consultants, LLC Estimate Date: : 06-Feb-2013 Preliminary Space Program Stanley J. Pszczolkowski, AIA Document Date:e: 14-Dec-2012 Hillsboro, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date:e: 06-Feb-13 Opsis Architecture | Ballard*King Tigard, Oregon 97223-8489 Print Time: : 4:28 PM Master Plan Probable Cost Budget 1.3 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: t: TBD

Program Estimate Program 53rd Amber South $/SF 53rd Amber South

D | Activity Spaces

D.01 Multi-Purpose Gym (3 courts @ 50 x 74) 18,000 0 0 18,000 195.00 0 0 3,510,000 D.02 Multi-Purpose Gym (2 courts @ 50 x 74) 12,000 12,000 0 0 195.00 2,340,000 0 0 D.03 Multi-Purpose Gym (1 court @ 50 x 84) 6,600 0 0 0 195.00 0 0 0 D.04 Gymnasium Storage 600 600 0 900 154.00 92,400 0 138,600 D.05 Elevated Walk / Jog Track w/ Stretching 5,500 5,500 0 8,000 225.00 1,237,500 0 1,800,000 D.06 Rock Climbing / Bouldering 800 0 0 800 310.00 0 0 248,000 D.07 Indoor Playground 4,000 0 0 0 235.00 0 0 0 D.08 IP Storage 300 0 0 0 189.00 0 0 0 D.09 Multi-Purpose Group Exercise 2,000 2,000 0 2,000 210.00 420,000 0 420,000 D.10 Multi-Purpose Exercise / Rehearsal Room 2,400 0 2,400 0 210.00 0 504,000 0 D.11 GE Storage 350 350 350 350 165.00 57,750 57,750 57,750 D.12 Fitness Studio (1,000sf) 1,000 1,000 1,000 1,000 215.00 215,000 215,000 215,000 D.13 FS Storage (150sf) 150 150 150 150 165.00 24,750 24,750 24,750 D.14 Racquetball Courts (800sf) 800 0 0 0 300.00 00 0 D.15 Cardiovascular / Weight Room 5,000 5,000 3,000 4,000 225.00 1,125,000 675,000 900,000 D.16 C/WR Storage 150 150 150 150 165.00 24,750 24,750 24,750 D.17 Fitness Assessment / Wellness Center 3,600 3,000 3,600 3,600 225.00 675,000 810,000 810,000 D.18 Childwatch Room 1,000 1,000 800 1,000 200.00 200,000 160,000 200,000 D.19 CW Restrooms 100 100 100 100 300.00 30,000 30,000 30,000 D.20 CW Storage 100 100 70 100 165.00 16,500 11,550 16,500

SUB-TOTAL D | Activity Spaces 64,450 30,950 11,620 40,150 $6,458,650 $2,512,800 $8,395,350

E | Community Spaces

E.01 Casual Activities Lounge Areas 1,200 1,200 1,200 1,200 205.00 246,000 246,000 246,000 E.02 Retail: Deli-Juice Bar / Café Seating 800 800 0 800 225.00 180,000 0 180,000 E.03 Senior Area 1,000 1,000 0 1,000 205.00 205,000 0 205,000 E.04 Teen Area 1,200 1,200 0 1,200 205.00 246,000 0 246,000 E.05 Shared Game Room 1,000 1,000 0 1,000 215.00 215,000 0 215,000 E.06 Exhibition / Gallery 1,200 0 1,200 0 235.00 0 282,000 0 E.07 Community Room - 200 Seated (Divisible into 3 3,600 3,600 0 3,600 230.00 828,000 0 828,000 E.08 Community / Performance Room: 300-500 Seats 6,000 0 6,000 0 250.00 0 1,500,000 0 E.09 Dressing Rom (2 @ 300sf) 600 0 600 0 200.00 0 120,000 0 E.10 CR Storage (tables, chairs) 500 500 1,000 500 165.00 82,500 165,000 82,500 E.11 CR Activities Storage 300 300 300 300 165.00 49,500 49,500 49,500 E.12 CR Caterer's / Teaching Kitchen 800 800 1,200 800 355.00 284,000 426,000 284,000 E.10 CR Public Restroom - Men 300 300 500 300 305.00 91,500 152,500 91,500 E.11 CR Public Restroom - Women 300 300 500 300 305.00 91,500 152,500 91,500 E.12 Multi-Purpose Classroom 1,000 1,000 0 1,000 230.00 230,000 0 230,000 E.13 Arts / Craft Classroom 1,000 0 1,000 0 225.00 0 225,000 0 E.14 Classroom Storage 200 100 100 100 165.00 16,500 16,500 16,500 E.15 Special Events / Birthday Party Room (350sf 700 700 0 700 255.00 178,500 0 178,500 E.16 SE/BP Room Storage 80 80 0 80 165.00 13,200 0 13,200

SUB-TOTAL E | Community Spaces 21,780 12,880 13,600 12,880 $2,957,200 $3,335,000 $2,957,200

F | Circulation / Mechanical / Etc.

Natatorium Circltn., Mech, Walls, Etc. (85% Efficiency) 3,067 0 4,201 205.00 628,776 0 861,246 Building Circltn., Mech, Walls, Etc. (75% Efficiency) 17,441 10,435 20,391 185.00 3,226,493 1,930,401 3,772,280

SUB-TOTAL F | Circulation / Mechanical / Etc. 20,508 10,435 24,592 $3,855,269 $1,930,401 $4,633,526

Estimate - Page 4 HPRD Indoor Facilities Master Plan Architectural Cost Consultants, LLC Estimate Date: : 06-Feb-2013 Preliminary Space Program Stanley J. Pszczolkowski, AIA Document Date:e: 14-Dec-2012 Hillsboro, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date:e: 06-Feb-13 Opsis Architecture | Ballard*King Tigard, Oregon 97223-8489 Print Time: : 4:28 PM Master Plan Probable Cost Budget 1.3 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: t: TBD

Program Estimate Program 53rd Amber South $/SF 53rd Amber South

G | Site

General (clear / excavation / erosion control) 295,000 2.00 590,000 0 0 Hardscape Parking 81,250 4.50 365,600 0 0 Drives / Roads 47,500 8.00 380,000 0 0 Walks / Plazas 15,000 8.50 127,500 0 0 Landscape (plants, trees, irrigation, features, walls, etc.) 151,250 3.75 567,200 0 0 Site Furnishings (signage, structures, fencing, bike racks, etc.) 233,000 1.25 291,300 0 0 Utilities (electric, communications, sewer, sanitary, gas) 233,000 3.50 815,500 0 0 Public Improvements - assume curb line in, (sidewalk, street trees, 22,000 15.00 330,000 NIC 500,000

Parking (5 stalls/1000sf excluding: mech., circ., walls, stor., lockers) 300 130 375 3,500.00 Incl abv 455,000 * 1,312,500 Other Site Work Incl abv 850,000 2,200,000

SUB-TOTAL G | Site $3,467,100 $1,305,000 $4,012,500

K | Partnership Opportunities

G.01 Hillsboro Branch Library 7,000 7000 7000 7,000 G.02 8-Lane 25 Yard Pool (water 4,700sf) 9,000 9000 0 9,000 G.3 8-Lane 50 Meter Pool (water 12,000sf) 20,000 0 0 20,000 G.04 Assessment / Wellness Center (Tuality* and 3,600 3,600* 3,600** 3,600* G.05 Public / Private / Non-profit Partner TBD TBD TBD TBD G.05 Indoor Turf Field 40,000 0 0 40,000 G.06 Ice Skating Rink (hockey) 35,000 0 0 35,000 G.07 Performing Arts Center 40,000 40000 40,000 G.08 Covered Indoor Skate Park (BMX and cross- 30,000 0 0 30,000 G.09 Indoor Tennis Facility (6 indoor courts w/ sup 45,000 0 0 45,000

SUB-TOTAL K | Partnership Opportunities

Estimate - Page 5 HPRD Indoor Facilities Master Plan Architectural Cost Consultants, LLC Estimate Date: 06-Feb-2013 Preliminary Space Program Stanley J. Pszczolkowski, AIA Document Date: 14-Dec-2012 Hillsboro, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 06-Feb-13 Opsis Architecture | Ballard*King Tigard, Oregon 97223-8489 Print Time: 4:28 PM Master Plan Probable Cost Budget 1.3 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: TBD

Remodel Existing Facilities Quantity Unit Cost / Unit Cost Sub-totals Comments

01 | SHARC 43,480 Sf

Cardio / Weight Room Addition 4,000 sf 250.00 1,000,000 Spray w/ pvmnt, decking, lndscpe, fencing, etc. 3,600 sf 150.00 540,000 Cabana 1 sum 50,000.00 50,000 Remodel cardio to multipurpose 2,140 sf 63.00 134,800 New Storage Room @ above 400 sf 75.00 30,000 New Storage Room @ Aerobics Room 280 sf 75.00 21,000 Misc. Interior Upgrades Switch concessions with control Desk 300 sf 350.00 105,000 Family Changing 336 sf 125.00 42,000 Windows @ aquatic offices 4 sum 2,400.00 9,600 Replace sliding partition @ multi-purpose 300 sf 60.00 18,000 Misc. minor improvements 1 sum 50,000.00 50,000

SUB-TOTAL 01 | SHARC 2,000,400 $2,000,400

Soft Costs Fixtures, Furnishings & Equipment 8.00% Professional Fees 15.00% Construction Manager 0.80% Construction Contingency 10.00% Owner Costs, Permits, Etc. 3.00% 36.80% 736,100

TOTAL PROJECT COST 01 | SHARC $2,736,500

Index to Construction Start Spring 2013 to 2014 4.00% $2,846,000 Spring 2014 to 2015 5.00% $2,988,300

Remodel Existing Facilities - Page 7 HPRD Indoor Facilities Master Plan Architectural Cost Consultants, LLC Estimate Date: 06-Feb-2013 Preliminary Space Program Stanley J. Pszczolkowski, AIA Document Date: 14-Dec-2012 Hillsboro, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 06-Feb-13 Opsis Architecture | Ballard*King Tigard, Oregon 97223-8489 Print Time: 4:28 PM Master Plan Probable Cost Budget 1.3 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: TBD

Remodel Existing Facilities Quantity Unit Cost / Unit Cost Sub-totals Comments

02 | Sr. Center 11,975 Sf

General Upgrade to Interiors 7,000 sf 70.00 490,000 Limited Exterior Upgrade 1 sum 250,000.00 250,000 Convert Gift Shop 375 sf 75.00 28,100 Convert Library to Multi-purpose 425 sf 100.00 42,500 Add Walk-in Cooler + Office 375 sf 185.00 69,400 Replace divider wall @ Main Community Rm 468 sf 65.00 30,400 Add Storage Room 145 sf 75.00 10,900 Replace divider wall @ smaller Meeting Rm 320 sf 60.00 19,200 Relocate Front Entrance & Desk 220 sf 250.00 55,000 Reorganize Lounge Space 900 sf 55.00 49,500 Misc. minor improvements 1 sum 40,000.00 40,000

SUB-TOTAL 02 | Sr. Center 1,085,000 $1,085,000

Soft Costs Fixtures, Furnishings & Equipment 8.00% Professional Fees 15.00% Construction Manager 0.80% Construction Contingency 10.00% Owner Costs, Permits, Etc. 3.00% 36.80% 399,300

TOTAL PROJECT COST 02 | Sr. Center $1,484,300

Index to Construction Start Spring 2013 to 2014 4.00% $1,543,700 Spring 2014 to 2015 5.00% $1,620,900

Remodel Existing Facilities - Page 8 HPRD Indoor Facilities Master Plan Architectural Cost Consultants, LLC Estimate Date: 06-Feb-2013 Preliminary Space Program Stanley J. Pszczolkowski, AIA Document Date: 14-Dec-2012 Hillsboro, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 06-Feb-13 Opsis Architecture | Ballard*King Tigard, Oregon 97223-8489 Print Time: 4:28 PM Master Plan Probable Cost Budget 1.3 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: TBD

Remodel Existing Facilities Quantity Unit Cost / Unit Cost Sub-totals Comments

03 | Jackson Bottom

Add Elevator & Egress Stair 1 sum 150,000.00 150,000 Convert mezzanine storage to open offices 2,700 sf 75.00 202,500 Convert 1st floor offices to Classroom 1,400 sf 75.00 105,000 Minor improvements 1 sum 25,000.00 25,000

SUB-TOTAL 03 | Jackson Bottom 482,500 $482,500

Soft Costs Fixtures, Furnishings & Equipment 8.00% Professional Fees 15.00% Construction Manager 0.80% Construction Contingency 10.00% Owner Costs, Permits, Etc. 3.00% 36.80% 177,600

TOTAL PROJECT COST 03 | Jackson Bottom $660,100

Index to Construction Start Spring 2013 to 2014 4.00% $686,500 Spring 2014 to 2015 5.00% $720,800

Remodel Existing Facilities - Page 9 HPRD Indoor Facilities Master Plan Architectural Cost Consultants, LLC Estimate Date: 06-Feb-2013 Preliminary Space Program Stanley J. Pszczolkowski, AIA Document Date: 14-Dec-2012 Hillsboro, Oregon 8060 SW Pfaffle Street, Suite 110 Print Date: 06-Feb-13 Opsis Architecture | Ballard*King Tigard, Oregon 97223-8489 Print Time: 4:28 PM Master Plan Probable Cost Budget 1.3 Phone (503) 718-0075 Fax (503) 718-0077 www.archcost.com Constr. Start: TBD

Remodel Existing Facilities Quantity Unit Cost / Unit Cost Sub-totals Comments

04 | Walter's Cultural Ctr.

Add shade trellis @ outdoor terrace 500 sf 100.00 50,000

SUB-TOTAL 04 | Walter's Cultural Ctr. 50,000 $50,000

Soft Costs Fixtures, Furnishings & Equipment 8.00% Professional Fees 15.00% Construction Manager 0.80% Construction Contingency 10.00% Owner Costs, Permits, Etc. 3.00% 36.80% 18,400

TOTAL PROJECT COST 04 | Walter's Cultural Ctr. $68,400

Index to Construction Start Spring 2013 to 2014 4.00% $71,100 Spring 2014 to 2015 5.00% $74,700

Remodel Existing Facilities - Page 10 HPRD Indoor Facilities Master Plan

Preliminary Space Program - February 26, 2013

Program Option Option Option List 53rd Amber South A. Operations - Building Support A.01 Entry Lobby 1,200 1,200 1,200 1,200 A.02 Reception / Access Control / Registration 300 300 300 300 A.03 Merchandise Storage 80 80 0 80 A.04 Vending Alcove 150 150 150 150 A.05 Locker Rooms - Men's 1,500 1,500 800 1,500 A.06 Locker Rooms - Women's 1,700 1,700 900 1,700 A.07 Family / Special Needs Locker Vestibule 300 300 150 300 A.08 Family / Special Needs Changing Rooms (90sf ea) 360 540 180 360 A.09 Public Restroom - Unisex (60sf ea) 120 120 120 120 A.10 General Building Storage 400 400 400 400 A.11 Maintenance / Receiving / Storage 500 500 500 500 Subtotal: Building Support Spaces 6,790 4,700 6,610

B. Operations - Facility and Department Administration B.01 Facility Manager Office 120 120 120 120 B.02 Assistant Facility Manager / Operations 120 120 120 120 B.03 Program Coordinator's Office (120sf ea) 360 360 240 360 B.04 Program Staff Offices (80sf ea) 160 320 160 240 B.05 Meeting / Conference Room 600 600 600 600 B.06 Staff Breakroom 300 300 200 300 B.07 Staff Restroom - Unisex 60 60 60 60 B.08 Workroom / Storage / Supplies 350 350 200 350 Subtotal: Facility and Department Administration 2,230 1,700 2,150

C. Aquatic Spaces C.01 Natatorium 13,500 0 19,000 C.02 Recreation Pool (water 3,500sf ) 7,000 0 0 incl w/ 3 lap lanes C.03 Recreation Pool (water 4,500sf ) 10,000 0 0 0 C.04 Recreation Pool (water 6,000sf ) 13,500 incl 0 0 w/ 3 lap lanes C.05 6-Lane 25 Yard Pool (water 4,700sf ) 9,000 0 0 0 C.06 8-Lane 25 Yard Pool (water 6,300sf) 12,000 0 0 incl C.07 Spectator Seating (200 seats) 1,600 800 0 1,600 C.08 Outdoor Sprayground 2,200 0 0 0 C.09 Therapy Pool 700 0 0 0 C.10 Spa (includes deck, 10-12 person capacity) 250 250 0 250 C.11 Aquatic Supervisor's Office 120 120 0 120 C.12 Aquatic's Office (2 staff) 150 150 0 150 C.13 First Aid Room 80 80 0 80 C.14 Lifeguard Changing / Breakroom 400 400 0 400 C.15 Pool Storage (3 team / 1 club closet, 25 sf ea) 500 500 0 500 C.16 Pool Mechanical & Heater Rooms 1,100 1,100 0 1,100 C.17 Pool Sanitation Storage Room 140 140 0 140 Subtotal: Aquatic Spaces 17,040 0 23,340

Subtotal: Net Assignable Admin, Support and Aquatic Spaces 26,060 6,400 32,100

Opsis Architecture | Ballard*King

1 HPRD Indoor Facilities Master Plan

Dryland Space Program - December 14, 2012 Program Option Option Option List 53rd Amber South D. Activity Spaces D.01 Multi-Purpose Gymnasium (3 courts @ 50 x 74) 18,000 0 0 18,000 D.02 Multi-Purpose Gymnasium (2 courts @ 50 x 74) 12,000 12,000 0 0 D.03 Multi-Purpose Gymnasium (1 court @ 50 x 84) 6,600 0 0 0 D.04 Gymnasium Storage 600 600 0 900 D.05 Elevated Walk / Jog Track w/ Stretching 5,500 5,500 0 8,000 D.06 Rock Climbing / Bouldering 800 0 0 800 add-on at 53rd D.07 Indoor Playground 4,000 0 0 0 D.08 IP Storage 300 0 0 0 D.09 FSMulti-Purpose Storage (150sf) Group Exercise 2,000 2,000 0 2,000 D.10 FSMulti-Purpose Storage (150sf) Exercise / Rehearsal Room 2,400 0 2,400 0 D.11 FSGE StorageStorage (150sf) 350 350 350 350 D.12 FSFitness Storage Studio (150sf) (1,000sf) 1,000 1,000 1,000 1,000 D.13 FS Storage (150sf) 150 150 150 150 D.14 Racquetball Courts (800sf) 800 0 0 0 D.15 Cardiovascular / Weight Room 5,000 5,000 3,000 4,000 D.16 C/WR Storage 150 150 150 150 D.17 Fitness Assessment / Wellness Center 3,600 3,000 3,600 3,600 partnership D.18 Childwatch Room 1,000 1,000 800 1,000 D.19 CW Restrooms 100 100 100 100 D.20 CW Storage 100 100 70 100 Subtotal: Activity Spaces 30,950 11,620 40,150

E. Community Spaces E.01 Casual Activities Lounge Areas 1,200 1,200 1,200 1,200 E.02 Retail: Deli-Juice Bar / Café Seating 800 800 0 800 E.03 Senior Area 1,000 1,000 0 1,000 E.04 Teen Area 1,200 1,200 0 1,200 E.05 Shared Game Room 1,000 1,000 0 1,000 E.06 Exhibition / Gallery 1,200 0 1,200 0 E.07 Community Room - 200 Seated (Divisible into 3 Rooms) 3,600 3,600 0 3,600 E.08 Community / Performance Room: 300-500 Seats 6,000 0 6,000 0 E.09 Dressing Rom (2 @ 300sf) 600 0 600 0 E.10 CR Storage (tables, chairs) 500 500 1,000 500 E.11 CR Activities Storage 300 300 300 300 E.12 CR Caterer's / Teaching Kitchen 800 800 1,200 800 E.10 CR Public Restroom - Men 300 300 500 300 E.11 CR Public Restroom - Women 300 300 500 300 E.12 Multi-Purpose Classroom 1,000 1,000 0 1,000 E.13 Arts / Craft Classroom 1,000 0 1,000 0 E.14 Classroom Storage 200 100 100 100 E.15 Special Events / Birthday Party Room (350sf ea) 700 700 0 700 E.16 SE/BP Room Storage 80 80 0 80 Subtotal: Community Spaces 12,880 13,600 12,880

Subtotal: Dryland Space Program 43,830 25,220 53,030

2 HPRD Indoor Facilities Master Plan 9,890 10,010

Space Program Summary - December 14, 2012 Option Option Option 53rd Amber South

Subtotal: Net Assignable Admin, Support and Aquatic Spaces 26,060 6,400 32,100 Subtotal: Net Assignable Dryland Spaces 43,830 25,220 53,030 Total Net Assignable Area 69,890 31,620 85,130

Natatorium Circulation, Mech, Walls, Etc. (85% Efficiency) 3,067 0 4,201 Building Circulation, Mech, Walls, Etc. (75% Efficiency) 17,441 10,435 20,391 Total Gross Building 90,398 42,055 109,722

Parking (5 stalls / 1000sf w/ no hallways, bathrooms, mech. and stor.) 300 stalls 130 stalls 375 stalls

F. Partnership Opportunities G.01 Hillboro Branch Library 7,000 7,000 7,000 7,000 G.02 8-Lane 25 Yard Pool (water 4,700sf) 9,000 9,000 0 9,000 G.3 8-Lane 50 Meter Pool (water 12,000sf) 20,000 0 0 20,000 G.04 Assessment / Wellness Center (Tuality* and Kaiser**) 3,600 3,600* 3,600** 3,600* G.05 Public / Private / Non-profit Partner TBD TBD TBD TBD G.05 Indoor Turf Field 40,000 0 0 40,000 G.06 Ice Skating Rink (hockey) 35,000 0 0 35,000 G.07 Performing Arts Center 40,000 40,000 40,000 G.08 Covered Indoor Skate Park (BMX and cross-fit) 30,000 0 0 30,000 G.09 Indoor Tennis Facility (6 indoor courts w/ support spaces)45,000 0 0 45,000

Opsis Architecture | Ballard*King

3 Indoor Recreation Facility Plan Open House February 19, 2013 Walters Cultural Arts Center February 20, 2013 Quatama Elementary

Public Comments: Don’t duplicate (weight, etc.) private providers Like elevated track around gym Need large community room to rent for events Like climbing wall More facilities we can be proud of When actually designing get input from existing user groups Need some lap lanes at 53rd Ave site Want 50 meter competition pool- 50x25 Need competitive pool to support 4 HS teams and water polo Competitive pool could support big regional swim meets Need to support could competitive swim Can’t wait for South Hillsboro for a competitive pool How will existing gym use space? What are the next steps to get something built? What are the priorities? Where are tennis courts at 53rd? Tennis is the fastest growing sport- we need more tennis courts Can you bubble the 53rd Ave tennis courts? Is there school district land that can accommodate tennis? Can there be recommendations to move partnership projects forward? Tennis on HSD? Pool on HSD? Improvements at SHARC, Shute, Senior Center need to address parking What about improving tennis at the Fairgrounds? How will these facilities impact and affect private club providers?

Comments specifically regarding SHARC Don’t feel safe walking around the SHARC at night Need more lockers at the SHARC Need more parking options and drop off-lane Covering the outdoor pool making it indoor (+modular structure for winter/summer?) Yes! Where would the additional parking be for an expanded facility? Love the idea of another “class” area (40-50 occupancy!) Need more parking Make SHARC outdoor pool 50 M as part of renovation and 6’ deep for water polo Concern campus concept will reduce parking Like concessions and table improvements Parking shortage at SHARC SHARC can’t host competitive swim because it’s not long enough

MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Section I – Demographic Analysis

An important aspect of completing a Recreation Facilities Master Plan for the City of Hillsboro is an analysis of the demographic characteristics of the community to better understand recreation needs and demands.

The following is a summary of the basic demographic characteristics of the City of Hillsboro and smaller sub areas of the community along with indoor recreation and leisure participation standards as produced by the National Sporting Goods Association 2011 Survey and the National Endowment of the Arts.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Table A – Service Area Comparison Chart:

City of AmberGlen Orenco Station South Hillsboro Hillsboro Population: 2010 Census 91,611 2,228 6,851 506 2012 Estimate 93,503 2,302 7,024 538 2017 Estimate 99,095 2,497 7,553 604 Households: 2010 Census 33,289 1,020 3,898 187 2012 Estimate 34,085 1,052 4,003 198 2017 Estimate 36,257 1,142 4,301 225 Families: 2010 Census 22,440 553 1,775 144 2012 Estimate 22,760 565 1,799 153 2017 Estimate 24,069 611 1,918 171 Average Household Size: 2010 Census 2.71 2.18 1.76 2.70 2012 Estimate 2.70 2.19 1.75 2.70 2017 Estimate 2.69 2.19 1.76 2.69 Ethnicity: Hispanic 22.9% 22.9% 6.4% 18.9% White 72.8% 64.0% 76.5% 72.7% Black 2.1% 6.6% 2.6% 1.9% American Indian 1.1% 1.2% 0.6% 1.3% Asian 8.6% 9.5% 15.6% 9.7% Pacific Islander 0.4% 0.8% 0.2% 1.3% Other 10.2% 11.6% 1.5% 8.7% Multiple 4.8% 6.4% 3.0% 4.4% Median Age: 2010 Census 32.1 27.3 36.4 33.3 2012 Estimate 32.4 27.4 36.5 33.4 2017 Estimate 32.7 27.6 37.2 33.8 Median Income: 2012 Estimate $58,178 $37,474 $58,073 $66,155 2017 Estimate $69,411 $40,760 $68,503 $81,751 Household Budget Expenditures1: Housing 112 90 117 113 Entertainment & Recreation 109 85 115 114

1 This information is based on an index with a reference point being the national average of 100.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Age and Income: The median age and household income levels are compared with the national number as both of these factors are primary determiners of participation in recreation activities. The lower the median age, the higher the participation rates are for most activities. The level of participation also increases as the median income level goes up.

Table B – Median Age:

2010 Census 2012 Projection 2017 Projection City of Hillsboro 32.1 32.4 32.7 AmberGlen 27.3 27.4 27.6 Orenco Station 36.4 36.5 37.2 South Hillsboro 33.3 33.4 33.8 Nationally 37.1 37.3 37.8

Chart A – Median Age

40 35 30 25 20 15 10 5 0 2010 2012 2017

City of Hillsboro National Orenco Station South Hillsboro AmberGlen

With the median age in the City of Hillsboro being lower than the national number it would point to a community comprised of families with children.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Map A – 2011 Median Age by Census Block Groups

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Table C – Median Household Income:

2012 Estimate 2017 Projection City of Hillsboro $58,178 $69,411 AmberGlen $37,474 $40,760 Orenco Station $58,073 $68,503 South Hillsboro $66,155 $81,751 Nationally $50,157 $56,895

Chart B – Median Household Income

$90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 2012 2017

City of Hillsboro National Orenco Station South Hillsboro AmberGlen

Based upon 2012 projections the following narrative can be provided the City of Hillsboro:

In the City of Hillsboro the percentage of households with median income over $50,000 per year is 59.9% compared to 50.1% on a national level. Furthermore, the percentage of the households in the service area with median income less than $25,000 per year is 16.7% compared to a level of 24.7% nationally.

These statistics indicate there may be a slightly higher level of discretionary income within the City of Hillsboro, but this information must be balanced with the cost of living.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Map B – 2011 Median Income by Census Block Group

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

In addition to taking a look at Median Age and Median Income, it is important to examine Household Budget Expenditures. In particular looking at housing information; shelter, utilities, fuel and public services along with entertainment & recreation can provide a snap shot into the cost of living and spending patterns in the services areas. The table below looks at that information and compares the service areas.

Table D – Household Budget Expenditures2

City of Hillsboro SPI Average Amount Spent Percent Housing 112 $22,080.83 31.4% Shelter 114 $17,452.26 24.8% Utilities, Fuel, Public Service 105 $4,628.57 6.6% Entertainment & Recreation 109 $3,410.08 4.8%

AmberGlen SPI Average Amount Spent Percent Housing 90 $17,815.79 31.4% Shelter 91 $13,917.85 24.5% Utilities, Fuel, Public Service 89 $3,897.94 6.9% Entertainment & Recreation 85 $2,650.98 4.7%

Orenco Station SPI Average Amount Spent Percent Housing 117 $23,108.95 31.2% Shelter 119 $18,271.94 24.7% Utilities, Fuel, Public Service 110 $4,837.01 6.5% Entertainment & Recreation 115 $3,600.82 4.9%

South Hillsboro SPI Average Amount Spent Percent Housing 113 $22,329.01 31.1% Shelter 115 $17,605.46 24.5% Utilities, Fuel, Public Service 108 $4,723.54 6.6% Entertainment & Recreation 114 $3,551.90 4.9%

SPI: Spending Potential Index as compared to the National number of 100. Average Amount Spent: The average amount spent per household. Percent: Percent of the total 100% of household expenditures.

Note: Shelter along with Utilities, Fuel, Public Service are a portion of the Housing percentage.

2 Consumer Spending data are derived from the 2004 and 2005 Consumer Expenditure Surveys, Bureau of Labor Statistics. ESRI forecasts for 2010 and 2015.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Chart C – Household Budget Expenditures Spending Potential Index

120

100

0 Housing Shelter Utilities, Fuel, Public Entertainment & Service Recreation

City of Hillsboro National Orenco Station South Hillsboro AmberGlen

Chart C, illustrates that the Household Budget Expenditures Spending Potential Index in all of the service areas, except AmberGlen, is higher than the national level indicating that more dollars are being spent for those services as compared to a national level. This would indicate a slightly higher cost of living in the City of Hillsboro, but it must also be remembered that the median household income in the service area can support that cost of living.

It will be important to keep this information in mind when developing fee structures and looking at an appropriate cost recovery philosophy.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Recreation Expenditures Spending Potential Index: In addition to participation in recreation activities ESRI also measures recreation expenditures in a number of different areas and then indexes this against national numbers. The following comparisons are possible.

Table E – Recreation Expenditures Spending Potential Index3

City of Hillsboro SPI Average Spent Fees for Participant Sports 108 $111.78 Fees for Recreational Lessons 112 $147.60 Social, Recreation, Club Membership 106 $168.20 Exercise Equipment/Game Tables 92 $73.06 Other Sports Equipment 106 $9.69

AmberGlen SPI Average Spent Fees for Participant Sports 74 $76.91 Fees for Recreational Lessons 63 $82.96 Social, Recreation, Club Membership 69 $110.14 Exercise Equipment/Game Tables 71 $56.71 Other Sports Equipment 81 $7.40

Orenco Station SPI Average Spent Fees for Participant Sports 113 $116.97 Fees for Recreational Lessons 113 $149.10 Social, Recreation, Club Membership 110 $174.10 Exercise Equipment/Game Tables 99 $78.88 Other Sports Equipment 113 $10.37

South Hillsboro SPI Average Spent Fees for Participant Sports 119 $122.56 Fees for Recreational Lessons 125 $164.72 Social, Recreation, Club Membership 121 $191.45 Exercise Equipment/Game Tables 94 $75.06 Other Sports Equipment 112 $10.24

Average Amount Spent: The average amount spent for the service or item in a year. SPI: Spending potential index as compared to the national number of 100.

3 Consumer Spending data are derived from the 2006 and 2007 Consumer Expenditure Surveys, Bureau of Labor Statistics.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Chart D – Recreation Spending Potential Index

140 120 100 80 60 40 20 0 Fees for Fees for Social, Exercise Other Sports Participant Sports Recreational Recreaiton, Club Equipment/Game Equipment Lessons Membership Tables

City of Hillsboro National Orenco Station South Hillsboro AmberGlen

The SPI index indicates that in the City of Hillsboro the rate of spending is higher than the National Spending Potential Index (SPI) of 100. This information is very important when determining a price point for activities and cost recovery philosophy.

It is also important to note that these dollars are currently being spent, so the identification of alternative service providers and the ability of another facility to capture a portion of these dollars will be important.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Map C – 2011 Entertainment & Recreation Spending by Census Tract

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Sub Area Analysis

Each of the identified three sub areas demographic characteristics are now analyzed individually.

AmberGlen AmberGlen Population: 2010 Census 2,228 2012 Estimate 2,302 2017 Estimate 2,497 Households: 2010 Census 1,020 2012 Estimate 1,052 2017 Estimate 1,142

It is projected that at final build-out that AmberGlen will have a population of 15,600 and 6,000 dwelling units.

Orenco Station Orenco Station Population: 2010 Census 6,851 2012 Estimate 7,024 2017 Estimate 7,553 Households: 2010 Census 3,898 2012 Estimate 4,003 2017 Estimate 4,301

It is projected that at final build-out that Orenco Station will have an additional population of 2,600 and 1,000 dwelling units beyond what is forecast above.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

South Hillsboro South Hillsboro Population: 2010 Census 506 2012 Estimate 538 2017 Estimate 604 Households: 2010 Census 187 2012 Estimate 198 2017 Estimate 225

It is projected that at final build-out that South Hillsboro will have a population of 29,250 and 11,251 dwelling units

Note: This data was derived from the AmberGlen Community Plan, the South Hillsboro Community Plan and from City planning estimates.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Map D – AmberGlen Map

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Population Distribution by Age: Utilizing census information for AmberGlen, the following comparisons are possible.

Table F – 2012 AmberGlen Age Distribution (ESRI estimates)

Ages Population % of Total Hillsboro Pop. Difference -5 274 11.9% 6.6% +5.3% 5-17 334 14.5% 17.9% -3.4% 18-24 382 16.6% 9.3% +7.3% 25-44 914 39.7% 34.8% +4.9% 45-54 198 8.6% 11.8% -3.2% 55-64 120 5.2% 9.4% -4.2% 65-74 62 2.7% 4.7% -2.0% 75+ 21 0.9% 3.7% -2.8%

Population: 2012 census estimates in the different age groups in AmberGlen. % of Total: Percentage of the AmberGlen population in the age group. National Population: Percentage of the national population in the age group. Difference: Percentage difference between the AmberGlen population and the national population.

Chart E – 2012 AmberGlen Age Group Distribution

40 35 30 25 20 15 10 5 0 -5 5-17 yrs 18-24 25-44 45-54 55-64 65-74 75+

AmberGlen Hillsboro

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Population Distribution Comparison by Age: Utilizing census information from AmberGlen, the following comparisons are possible.

Table G – 2012 AmberGlen Population Estimates (U.S. Census Information and ESRI)

Ages 2010 Census 2012 2017 Percent % Change Projection Projection Change Hillsboro -5 265 274 300 +13.0% +6.7% 5-17 323 334 365 +12.8% +4.8% 18-24 370 382 389 +5.3% +0.2% 25-44 885 914 994 +12.3% +6.9% 45-54 196 198 202 +3.1% -1.6% 55-64 111 120 135 +21.0% +21.1% 65-74 56 62 85 +52.4% +44.8% 75+ 16 21 25 +60.1% +19.4%

Chart F – AmberGlen Population Growth

1000 900 800 700 600 500 400 300 200 100 0 -5 5-17 yr 18-24 25-44 45-54 55-64 65-74 75+

2010 2012 2017

Table-G, illustrates the growth or decline in age group numbers from the 2010 census until the year 2017. It is projected that all of the age categories will see an increase in population or static growth. It must be remembered that the population of the United States as a whole is aging and it is not unusual to find negative growth numbers in the younger age groups and significant net gains in the 45 plus age groupings in communities which are relatively stable in their population numbers.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Below is listed the distribution of the population by race and ethnicity for AmberGlen for 2012 population projections. Those numbers were developed from 2010 Census Data.

Table H – AmberGlen Ethnic Population and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total Median Age % of Population % of Hillsboro Population Population Hispanic 527 22.4 22.9% 22.9%

Table I – AmberGlen Population by Race and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total Median Age % of Population % of Hillsboro Population Population White 1,473 28.3 64.0% 72.8% Black 152 25.3 6.6% 2.1% American Indian 28 35.0 1.2% 1.1% Asian 219 31.0 9.5% 8.6% Pacific Islander 18 25.0 0.8% 0.4% Other 267 22.2 11.6% 10.2% Multiple 147 21.3 6.4% 4.8%

2012 AmberGlen Total Population: 2,302 Residents

Chart G – AmberGlen Non-White Population by Race

1.2% 9.5% 6.6% 0.80%

6.4% 11.6%

Black American Indian Asian Pacific Islander Other Multiple

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Map E – Orenco Station Map

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Population Distribution by Age: Utilizing census information for Orenco Station, the following comparisons are possible.

Table J – 2012 Orenco Station Age Distribution (ESRI estimates)

Ages Population % of Total Hillsboro Pop. Difference -5 358 5.1% 6.6% -1.5% 5-17 281 4.0% 17.9% -13.9% 18-24 632 9.0% 9.3% -0.3% 25-44 3,055 43.5% 34.8% +8.7% 45-54 731 10.4% 11.8% -1.4% 55-64 934 13.3% 9.4% +3.9% 65-74 660 9.4% 4.7% +4.7% 75+ 358 5.1% 3.7% +1.4%

Population: 2012 census estimates in the different age groups in Orenco Station. % of Total: Percentage of the Orenco Station population in the age group. National Population: Percentage of the national population in the age group. Difference: Percentage difference between the Orenco Station population and the national population.

Chart H – 2012 Orenco Station Age Group Distribution

45 40 35 30 25 20 15 10 5 0 -5 5-17 yrs 18-24 25-44 45-54 55-64 65-74 75+

Orenco Station Hillsboro

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Population Distribution Comparison by Age: Utilizing census information from Orenco Station, the following comparisons are possible.

Table K – 2012 Orenco Station Population Estimates (U.S. Census Information and ESRI)

Ages 2010 Census 2012 2017 Percent % Change Projection Projection Change Hillsboro -5 356 358 385 +8.1% +6.7% 5-17 288 281 317 +10.2% +4.8% 18-24 610 632 619 +1.6% +0.2% 25-44 3,008 3,055 3,240 +7.7% +6.9% 45-54 740 731 702 -5.1% -1.6% 55-64 877 934 1,042 +18.9% +21.1% 65-74 610 660 854 +40.0% +44.8% 75+ 349 358 423 +21.1% +19.4%

Chart I – Orenco Station Population Growth

3500 3000 2500 2000 1500 1000 500 0 -5 5-17 yr 18-24 25-44 45-54 55-64 65-74 75+

2010 2012 2017

Table-AB, illustrates the growth or decline in age group numbers from the 2010 census until the year 2017. It is projected that all of the age categories except 45-54 will see an increase in population. It must be remembered that the population of the United States as a whole is aging and it is not unusual to find negative growth numbers in the younger age groups and significant net gains in the 45 plus age groupings in communities which are relatively stable in their population numbers.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Below is listed the distribution of the population by race and ethnicity for Orenco Station for 2012 population projections. Those numbers were developed from 2010 Census Data.

Table L – Orenco Station Ethnic Population and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total Median Age % of Population % of Hillsboro Population Population Hispanic 450 28.6 6.4% 22.9%

Table M – Orenco Station Population by Race and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total Median Age % of Population % of Hillsboro Population Population White 5,373 41.3 76.5% 72.8% Black 183 36.8 2.6% 2.1% American Indian 42 30.8 0.6% 1.1% Asian 1,096 30.3 15.6% 8.6% Pacific Islander 14 28.8 0.2% 0.4% Other 105 26.1 1.5% 10.2% Multiple 211 26.8 3.0% 4.8%

2012 Orenco Station Total Population: 7,024 Residents

Chart J – Orenco Station Non-White Population by Race

0.6% 15.6% 2.6%

3.0% 1.5%

0.20% Black American Indian Asian Pacific Islander Other Multiple

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Map F – South Hillsboro Map

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Population Distribution by Age: Utilizing census information for South Hillsboro, the following comparisons are possible.

Table N – 2012 South Hillsboro Age Distribution (ESRI estimates)

Ages Population % of Total Hillsboro Pop. Difference -5 47 8.5% 6.6% +2.1% 5-17 102 18.3% 17.9% +0.4% 18-24 41 6.7% 9.3% -2.6% 25-44 173 32.1% 34.8% -2.7% 45-54 70 11.8% 11.8% +0.0% 55-64 55 11.0% 9.4% +1.6% 65-74 33 7.3% 4.7% +2.6% 75+ 19 3.8% 3.7% +0.1%

Population: 2012 census estimates in the different age groups in South Hillsboro. % of Total: Percentage of the South Hillsboro population in the age group. National Population: Percentage of the national population in the age group. Difference: Percentage difference between the South Hillsboro population and the national population.

Chart K – 2012 South Hillsboro Age Group Distribution

0 -5 5-17 yrs 18-24 25-44 45-54 55-64 65-74 75+

South Hillsboro Hillsboro

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Population Distribution Comparison by Age: Utilizing census information from South Hillsboro, the following comparisons are possible.

Table O – 2012 South Hillsboro Population Estimates (U.S. Census Information and ESRI)

Ages 2010 Census 2012 2017 Percent % Change Projection Projection Change Hillsboro -5 44 47 51 +18.0% +6.7% 5-17 98 102 111 +13.2% +4.8% 18-24 38 41 40 +5.2% +0.2% 25-44 163 173 194 +18.6% +6.9% 45-54 68 70 71 +5.1% -1.6% 55-64 50 55 66 +34.0% +21.1% 65-74 28 33 44 +55.6% +44.8% 75+ 17 19 23 +37.5% +19.4%

Chart L – South Hillsboro Population Growth

200 180 160 140 120 100 80 60 40 20 0 -5 5-17 yr 18-24 25-44 45-54 55-64 65-74 75+

2010 2012 2017

Table-O, illustrates the growth or decline in age group numbers from the 2010 census until the year 2017. It is projected that all of the age categories will see an increase in population. It must be remembered that the population of the United States as a whole is aging and it is not unusual to find negative growth numbers in the younger age groups and significant net gains in the 45 plus age groupings in communities which are relatively stable in their population numbers.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Below is listed the distribution of the population by race and ethnicity for South Hillsboro for 2012 population projections. Those numbers were developed from 2010 Census Data.

Table P – South Hillsboro Ethnic Population and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total Median Age % of Population % of Hillsboro Population Population Hispanic 102 24.7 18.9% 22.9%

Table Q – South Hillsboro Population by Race and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total Median Age % of Population % of Hillsboro Population Population White 391 36.2 72.7% 72.8% Black 10 17.5 1.9% 2.1% American Indian 7 12.5 1.3% 1.1% Asian 52 31.6 9.7% 8.6% Pacific Islander 7 17.5 1.3% 0.4% Other 47 26.3 8.7% 10.2% Multiple 24 12.5 4.4% 4.8%

2012 South Hillsboro Total Population: 538 Residents

Chart M – South Hillsboro Non-White Population by Race

1.3% 9.7% 1.30% 1.9%

4.4% 8.7%

Black American Indian Asian Pacific Islander Other Multiple

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Map G – City of Hillsboro Map

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Population Distribution by Age: Utilizing census information for the City of Hillsboro, the following comparisons are possible.

Table R – 2012 City of Hillsboro Age Distribution (ESRI estimates)

Ages Population % of Total Nat. Population Difference -5 6,150 6.6% 6.5% +0.1% 5-17 16,782 17.9% 17.2% +0.7% 18-24 8,675 9.3% 9.8% -0.5% 25-44 32,565 34.8% 26.5% +8.3% 45-54 11,021 11.8% 14.1% -3.7% 55-64 8,793 9.4% 12.3% -2.9% 65-74 4,420 4.7% 7.5% -2.8% 75+ 3,467 3.7% 6.1% -2.4

Population: 2012 census estimates in the different age groups in the City of Hillsboro. % of Total: Percentage of the City of Hillsboro population in the age group. National Population: Percentage of the national population in the age group. Difference: Percentage difference between the City of Hillsboro population and the national population.

Chart N – 2012 City of Hillsboro Age Group Distribution

0 -5 5-17 yrs 18-24 25-44 45-54 55-64 65-74 75+

City of Hillsboro National

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

The demographic makeup of the City of Hillsboro, when compared to the characteristics of the national population, indicates that there are some differences with an equal or larger population in the -5, 5-17 and 25-44 age groups and a smaller population in the 18-24, 45-54, 55-64, 65-74 and 75+ age groups. The largest positive variance is in the 25-44 age group with +8.3%, while the greatest negative variance is in the 45-54 age groups with -2.3%. This is a younger population base made up of households with children.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Population Distribution Comparison by Age: Utilizing census information from the City of Hillsboro, the following comparisons are possible.

Table S – 2012 City of Hillsboro Population Estimates (U.S. Census Information and ESRI)

Ages 2010 Census 2012 2017 Percent Percent Projection Projection Change Change Nat’l -5 6,108 6,150 6,517 +6.7% +4.7% 5-17 16,838 16,782 17,642 +4.8% +1.8% 18-24 8,535 8,675 8,554 +0.2% -2.4% 25-44 32,248 32,565 34,478 +6.9% +10.4% 45-54 11,010 11,021 10,837 -1.6% -6.2% 55-64 8,087 8,793 9,792 +21.1% +13.7% 65-74 3,909 4,420 5,661 +44.8% +32.9% 75+ 3,246 3,467 3,877 +19.4% +9.5%

Chart O – City of Hillsboro Population Growth

35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 -5 5-17 yr 18-24 25-44 45-54 55-64 65-74 75+

2010 2012 2017

Table-S, illustrates the growth or decline in age group numbers from the 2010 census until the year 2017. It is projected that all of the age categories except 45-54 will see an increase in population. It must be remembered that the population of the United States as a whole is aging and it is not unusual to find negative growth numbers in the younger age groups and significant net gains in the 45 plus age groupings in communities which are relatively stable in their population numbers.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Below is listed the distribution of the population by race and ethnicity for the City of Hillsboro for 2012 population projections. Those numbers were developed from 2010 Census Data.

Table T – City of Hillsboro Ethnic Population and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total Median Age % of Population % of Oregon Population Population Hispanic 21,419 23.9 22.9% 12.3%

Table U – City of Hillsboro Population by Race and Median Age (Source – U.S. Census Bureau and ESRI)

Ethnicity Total Median Age % of Population % of Oregon Population Population White 68,095 34.8 72.8% 83.1% Black 1,930 30.3 2.1% 1.8% American Indian 1,074 29.6 1.1% 1.4% Asian 8,052 31.9 8.6% 3.8% Pacific Islander 399 29.1 0.4% 0.4% Other 9,510 24.6 10.2% 5.6% Multiple 4,442 18.2 4.8% 3.9%

2012 City of Hillsboro Total Population: 93,503 Residents

Chart P – City of Hillsboro Non-White Population by Race

1.1% 8.6% 0.40%

2.1%

4.8% 10.2%

Black American Indian Asian Pacific Islander Other Multiple

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Demographic Summary

The following summarizes the demographic characteristics of the different service areas.

 The City of Hillsboro at 93,503 individuals (2012 estimate) is more than large enough to support a significant number of aquatic and recreation facilities.

 The population the City (and the three sub areas) is expected to increase significantly in the next five years which will add additional recreation participants to the market.

 The population of the City is significantly younger than the national number but the Orenco Station area has a higher median age than the rest of the City while AmberGlen is significantly younger. However, there are expected to be strong growth numbers in most all age categories in the future. This should have a positive impact on participation in recreation pursuits.

 There is a higher median household income level in the City has a whole while AmberGlen has a much lower income level and South Hillsboro much higher than the rest of the community. The City’s household expenditures for entertainment and recreation are higher than the national numbers as is the rate for all of the sub areas other than AmberGlen. However, the cost of living in the Hillsboro area is higher than most other areas of the country.

 There is a sizeable Hispanic population in the area and as a result there will be some impact on the rate of participation in recreation activities.

 The demographic characteristics of the City of Hillsboro are heavily impacted by the presence of Intel employees.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Recreation and Sports Participation Statistics

On an annual basis the National Sporting Goods Association (NSGA) conducts an in-depth study and survey of how Americans spend their leisure time. This information provides the data necessary to overlay rate of participation onto the City of Hillsboro to determine market potential.

Comparison With National Statistics: Utilizing information from the National Sporting Goods Association 2011 Survey and comparing them with the demographics from the City of Hillsboro, the following participation projections can be made (statistics were compared based on age, household income, regional population and national population).

Table V – Recreation Activity Participation Rates for City of Hillsboro

Activity Age Income Region Nation Average Aerobic Exercising 15.9% 15.0% 15.3% 14.9% 15.3% Basketball 10.3% 9.8% 8.6% 9.3% 9.5% Billiards/Pool 7.8% 7.2% 6.0% 7.1% 7.0% Exercise w/ Equipment 20.4% 19.9% 17.8% 19.7% 19.4% Exercise Walking 33.6% 34.2% 36.8% 34.6% 34.8% Running/Jogging 15.6% 13.8% 16.0% 13.8% 14.8% Swimming 16.9% 15.3% 14.5% 16.4% 15.8% Volleyball 4.0% 3.3% 3.4% 3.6% 3.6% Weight Lifting 11.4% 9.3% 11.3% 10.4% 10.6% Workout @ Clubs 12.9% 11.3% 12.3% 12.3% 12.2% Yoga 8.5% 7.7% 8.5% 7.7% 8.1%

Age: Participation based on individuals ages 7 & Up of the City of Hillsboro.

Income: Participation based on the 2012 estimated median household income in the City of Hillsboro.

Region: Participation based on regional statistics (Pacific).

National: Participation based on national statistics.

Average: Average of the four columns.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Anticipated Participation Numbers by Activity: Utilizing the average percentage from Table- V above plus the 2010 census information and census estimates for 2012 and 2017 (over age 7) the following comparisons can be made.

Table W – Participation Rates City of Hillsboro

Activity Average 2010 Part. 2012 Part. 2017 Part. Difference Aerobic Exercising 15.3% 12,372 12,655 13,413 +1,040 Basketball 9.5% 7,690 7,865 8,336 +647 Billiards/Pool 7.0% 5,692 5,822 6,171 +479 Exercise w/ Equipment 19.4% 15,745 16,105 17,070 +1,324 Exercise Walking 34.8% 28,176 28,820 30,545 +2,369 Running/Jogging 14.8% 11,979 12,252 12,986 +1,007 Swimming 15.8% 12,782 13,074 13,857 +1,075 Volleyball 3.6% 2,891 2,957 3,134 +243 Weight Lifting 10.6% 8,595 8,792 9,318 +723 Workout @ Clubs 12.2% 9,890 10,116 10,722 +832 Yoga 8.1% 6,556 6,706 7,107 +551

Note: The estimated participation numbers indicated above are for indoor activities and do not translate into attendance figures for and indoor recreation centers within the City of Hillsboro.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Participation by Ethnicity and Race: Participation in sports activities is also tracked by ethnicity and race. The table below compares the overall rate of participation nationally with the rate for Hispanics and African Americans. Utilizing information provided by the National Sporting Goods Association's 2011 survey, the following comparisons are possible.

Table X – Comparison of National, African American and Hispanic Participation Rates

City of National African Hispanic Hillsboro Participation American Participation Participation Aerobic Exercising 15.3% 14.9% 14.0% 13.9% Basketball 9.5% 9.3% 14.5% 12.2% Billiards/Pool 7.0% 7.1% 3.9% 10.7% Exercise w/ Equipment 19.4% 19.7% 15.9% 18.5% Exercise Walking 34.8% 34.6% 28.2% 31.0% Running/Jogging 14.8% 13.8% 11.0% 15.9% Swimming 15.8% 16.4% 6.8% 12.9% Volleyball 3.6% 3.6% 2.1% 5.7% Weight Lifting 10.6% 10.4% 9.2% 10.0% Workout @ Clubs 12.2% 12.3% 9.5% 12.3% Yoga 8.1% 7.7% 4.6% 8.2%

Primary Service Part: The unique participation percentage developed for the City of Hillsboro. National Rate: The national percentage of individuals who participate in the given activity. African American Rate: The percentage of African Americans who participate in the given activity. Hispanic Rate: The percentage of Hispanics who participate in the given activity.

Based on the fact that there is a significant Hispanic population in the City of Hillsboro the participation rates due impact the overall participation percentages.

Note: There are no statistics available for Asians.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Summary of Sports Participation: The following chart summarizes participation in sports activities utilizing information from the 2011 National Sporting Goods Association survey.

Table Y – Sports Participation Summary

Sport Nat’l Nat’l Participation City of City of Hillsboro Rank4 (in millions) Hillsboro % Participation Exercise Walking 1 95.8 1 34.8% Exercising w/ Equipment 2 55.3 2 19.4% Swimming 3 51.9 3 15.8% Aerobic Exercising 5 38.5 4 15.3% Running/Jogging 8 36.3 5 14.8% Workout @ Club 10 35.5 6 12.2% Weightlifting 12 31.5 7 10.6% Basketball 14 26.9 8 9.5% Yoga 15 20.2 9 8.1% Billiards/Pool 17 13.5 10 7.0% Volleyball 29 12.5 11 3.6%

Nat’l Rank: Popularity of sport based on national survey.

Nat’l Participation: Percent of population that participate in this sport on national survey.

Hillsboro Rank: Ranking of activities based upon an average of factors.

Hillsboro %: Percent of population that participate in the sport within the City of Hillsboro.

4 This rank is based upon the 51 activities reported on by NSGA in their 2011 survey instrument.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Comparison of State Statistics with National Statistics: Utilizing information from the National Sporting Goods Association, the following charts illustrate the participation numbers in selected sports in the State of Oregon.

State of Oregon participation numbers in selected indoor and outdoor sports - As reported by the National Sporting Goods Association in 2011.

Table Z – Oregon Participation Rates

Sport Oregon Participation Age Group Largest Number (in thousands) Exercise Walking 1,415 65-74 45-54 Exercising w/ Equipment 626 25-34 25-34 Swimming 505 7-11 7-11 Aerobic Exercising 602 35-44 25-34 Running/Jogging 588 12-17 25-34 Workout @ Club 404 25-34 25-34 Weightlifting 513 25-34 25-34 Basketball 354 7-11 12-17 Yoga 325 25-34 25-34 Billiards/Pool 278 25-34 25-34 Volleyball 117 12-17 12-17

OR Participation: The number of people (in thousands) in Oregon who participated more than once in the activity in 2012 and are at least 7 years of age.

Age Group: The age group in which the sport is most popular or in other words, where the highest percentage of the age group participates in the activity. (Example: The highest percent of an age group that participates in exercise walking is 55-64.) This is a national statistic.

Largest Number: The age group with the highest number of participants. Example: The greatest number of exercise walkers is in the 45-54 age group. (Note: This statistic is driven more by the sheer number of people in the age group than by the popularity of the sport in the age span.) This is a national statistic.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Oregon sport percentage of participation compared with the population percentage of the United States:

Oregon’s population represents 1.2% of the population of the United States (based on 2012 Estimates).

Table AA – Oregon Participation Correlation

Sport Participation Percentages Weightlifting 1.8% Exercise Walking 1.5% Running/Jogging 1.5% Yoga 1.5% Aerobic Exercising 1.4% Basketball 1.4% Billiards/Pool 1.4% Workout @ Club 1.2% Volleyball 1.2% Exercising w/ Equipment 1.1% Swimming 1.1%

Note: Sports participation percentages refer to the total percent of the national population that participates in a sport that comes from the State of Oregon’s population. The fact that the rate of participation is equal to or greater in 9 activities, or all but 2 activities listed above indicates a strong rate of participation.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

In addition to examining the participation numbers for swimming through the NSGA 2011 Survey and the Spending Potential Index for Entertainment & Recreation B*K can access information about Sports & Leisure Market Potential. The following information illustrates participation rates for adults in various activities in the City of Hillsboro.

Table AB – Market Potential Index for Adult Participation in Activities

City of Hillsboro Expected Percent of MPI Adults participated in: Number of Adults Population Aerobics 8,185 12.0% 121 Basketball 7,384 10.8% 116 Jogging/Running 9,152 13.4% 126 Pilates 2,391 3.5% 106 Swimming 14,271 21.0% 108 Volleyball 2,666 3.9% 112 Walking for Exercise 20,725 30.4% 102 Weight Lifting 9,280 13.6% 115 Yoga 4,273 6.3% 107

Expected # of Adults: Number of adults, 18 years of age and older, participating in the activity. Percent of Population: Percent of the service area that participates in the activity. MPI: Market potential index as compared to the national number of 100.

This table indicates that the overall propensity for adults to participate in the various activities listed is relatively high. In fact of the 9 activities listed the MPI is equal to or higher than the national number in all the activities. These numbers would indicate a very active adult community within the City of Hillsboro.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Non-Sport Participation Statistics: It is recognized that most communities have more than just sports oriented facilities. Participation in a wide variety of passive activities and cultural pursuits is common and essential to a well-rounded recreation program. This information is useful in determining program participation rates for cultural facilities.

While there is not an abundance of information available for participation in these types of activities as compared to sport activities, there are statistics that can be utilized to help determine the market for cultural arts activities and events.

There are many ways to measure a nation’s cultural vitality. One way is to chart the public’s involvement with arts events and other activities over time. The NEA’s Survey of Public Participation in the Arts remains the largest periodic study of arts participation in the United States, and it is conducted in partnership with the U.S. Census Bureau. The large number of survey respondents – similar in make-up to the total U.S. adult population – permits a statistical snapshot of American’s engagement with the arts by frequency and activity type. The survey has taken place five times since 1982, allowing researchers to compare the trends not only for the total adult population, but also for demographic subgroups.5

5 National Endowment for the Arts, Arts Participation 2008 Highlights from a National Survey.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Table AC – Percentage of U.S. Adult Population Attending Arts Performances: 1982-2008

Rate of Change 1982 1992 2002 2008 2002-2008 1982-2008 Jazz 9.6% 10.6% 10.8% 7.8% -28% -19% Classical Music 13.0% 12.5% 11.6% 9.3% -20% -29% Opera 3.0% 3.3% 3.2% 2.1% -34% -30% Musical Plays 18.6% 17.4% 17.1% 16.7% -2% -10% Non-Musical Plays 11.9% 13.5% 12.3% 9.4% -24% -21% Ballet 4.2% 4.7% 3.9% 2.9% -26% -31%

Smaller percentages of adults attended performing arts events than in previous years.

 Opera and jazz participation significantly decreased for the first time, with attendance rates falling below what they were in 1982.  Classical music attendance continued to decline – at a 29% rate since 1982 – with the steepest drop occurring from 2002 to 2008  Only musical play saw no statistically significant change in attendance since 2002.

Table AD – Percentage of U.S. Adult Population Attending Art Museums, Parks and Festivals: 1982-2008

Rate of Change 1982 1992 2002 2008 2002-2008 1982-2008 Art 22.1% 26.7% 26.5% 22.7% -14% +3% Museums/Galleries Parks/Historical 37.0% 34.5% 31.6% 24.9% -21% -33% Buildings Craft/Visual Arts 39.0% 40.7% 33.4% 24.5% -27% -37% Festivals

Attendance for the most popular types of arts events – such as museums and craft fairs – also declined.

 After topping 26% in 1992 and 2002, the art museum attendance rate slipped to 23 percent in 2008 – comparable to the 1982 level.  The proportion of the U.S. adults touring parks or historical buildings has diminished by one-third since 1982.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Table AE – Median Age of Arts Attendees: 1982-2008

Rate of Change 1982 1992 2002 2008 2002-2008 1982-2008 U.S. Adults, Average 39 41 43 45 +2 +6 Jazz 29 37 43 46 +4 +17 Classical Music 40 44 47 49 +2 +9 Opera 43 44 47 48 +1 +5 Musicals 39 42 44 45 +1 +6 Non-Musical Plays 39 42 44 47 +3 +8 Ballet 37 40 44 46 +2 +9 Art Museums 36 39 44 43 -1 +7

Long-term trends suggest fundamental shifts in the relationship between age and arts attendance.

 Performing arts attendees are increasingly older than the average U.S. adult.  Jazz concert-goers are no longer the youngest group of arts participants.  Since 1982, young adult (18-24 year old) attendance rates have declined significantly for jazz, classical music, ballet, and non-musical plays.  From 2002 to 2008, however, 45-54 year olds – historically a large component of arts audiences – showed the steepest declines in attendance for most arts events.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Table AF – Percentage of U.S. Adult Population Performing or Creating Art: 1992-2008

Rate of Change 1992 2002 2008 2002-2008 1982-2008 Performing: Jazz 1.7% 1.3% 1.3% +0.0% -0.4% Classical Music 4.2% 1.8% 3.0% +1.2% -1.2% Opera 1.1% 0.7% 0.4% -0.3% -0.7% Choir/Chorus 6.3% 4.8% 5.2% +0.4% -1.1% Musical Plays 3.8% 2.4% 0.9% -1.5% -2.9% Non-Musical Plays 1.6% 1.4% 0.8% -0.6% -0.8% Dance 8.1% 4.3% 2.1% -2.2% -6.0% Making: Painting/Drawing 9.6% 8.6% 9.0% +0.4% -0.6% Pottery/Ceramics 8.4% 6.9% 6.0% -0.9% -2.4% Weaving/Sewing 24.8% 16.0% 13.1% -2.9% -11.7% Photography 11.6% 11.5% 14.7% +3.2% +3.1% Creative Writing 7.4% 7.0% 6.9% -0.1% -0.5%

Adults generally are creating or performing at lower rates – despite opportunities for displaying their work line.

 Only photography increased from 1992 to 2008 – reflecting, perhaps, greater access through digital media.  The proportion of U.S. adults doing creative writing has hovered around 7.0 percent.  The rate of classical music performance slipped from 1992 to 2002 then grew over the next six years.  The adult participation rate for weaving or sewing was almost twice as great in 1992 as in 2008. Yet this activity remains one of the most popular forms of art creation.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Table AG – Percentage of U.S. Adult Population Viewing or Listening to Art Broadcasts or Recordings, 2008 (online media included)

Percentage Millions of Adults Jazz 14.2% 31.9 Classical Music 17.8% 40.0 Latin or Salsa Music 14.9% 33.5 Opera 4.9% 11.0 Musical Plays 7.9% 17.8 Non-Musical Plays 6.8% 15.3 Dance 8.0% 18.0 Programs about the visual arts 15.0% 33.7 Programs about books/writers 15.0% 33.7

As in previous years, more Americans view or listen to broadcasts and recordings of arts events than attend them live.

 The sole exception is live theater, which still attracts more adults than broadcasts or recordings of plays or musicals (online media included).  Classical music broadcasts or recordings attract the greatest number of adult listeners, followed by Latin or salsa music.  33.7 million Americans listened to or watched programs or recordings about books.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Below are listed those sports activities that would often take place either in a community recreation facility, or in close proximity to, and the percentage of growth or decline that each has experienced nationally over the last 10 years (2002-2011).

Table AH – National Activity Trend (in millions)

Sport/Activity 2011 Participation 2002 Participation Percent Change Lacrosse6 2.7 1.2 125.0% Yoga7 21.6 10.7 101.9% Running/Jogging 38.7 24.7 56.7% Aerobic Exercising 42.0 29.0 44.8% Workout @ Club 34.5 28.9 19.4% Tennis 13.1 11.0 19.1% Exercising w/ Equipment 55.5 46.8 18.6% Exercise Walking 97.1 82.2 18.1% Weightlifting 29.1 25.1 15.9% Football (tackle) 9.0 7.8 15.4% Soccer 13.9 13.7 1.5% Basketball 26.1 28.9 -9.7% Volleyball 10.1 11.5 -12.2% Swimming 46.0 53.1 -13.4% Baseball 12.3 15.6 -21.2% Softball 10.4 13.6 -23.5% Skateboarding 6.6 9.7 -32.0%

2011 Participation: The number of participants per year in the activity (in millions) in the United States. 2002 Participation: The number of participants per year in the activity (in millions) in the United States. Percent Change: The percent change in the level of participation from 2002 to 2011.

6 For Lacrosse the NSGA only has statistical data dating back to 2007, so the increase of 125% is from 2007-2011. 7 For Yoga the NSGA only has statistical data dating back to 2007, so the increase of 101.9% is from 2007-2011.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Section II - Recreation Facility Trends

Aquatic Activity and Facility Trends: Without a doubt the hottest trend in aquatics is the leisure pool concept. This idea of incorporating slides, current channels, fountains, zero depth entry and other water features into a pool’s design has proved to be extremely popular for the recreational user. The age of the conventional pool in most recreational settings has been greatly diminished. Leisure pools appeal to the younger children (who are the largest segment of the population that swim) and to families. These types of facilities are able to attract and draw larger crowds and people tend to come from a further distance and stay longer to utilize such pools. This all translates into the potential to sell more admissions and increase revenues. It is estimated conservatively that a leisure pool can generate up to 20% to 25% more revenue than a comparable conventional pool and the cost of operation, while being higher, has been offset through increased revenues. Of note is the fact that patrons seem willing to pay a higher user fee for a leisure pool than a conventional aquatics facility.

Another trend that is growing more popular in the aquatic’s field is the development of a raised temperature therapy pool for rehabilitation programs. This has usually been done in association with a local health care organization or a physical therapy clinic. The medical organization either provides capital dollars for the construction of the pool or agrees to purchase so many hours of pool time on an annual basis. This form of partnership has proven to be appealing to both the medical side and the organization that operates the facility. The medical sector receives the benefit of a larger aquatic center, plus other amenities that are available for their use, without the capital cost of building the structure. In addition, they are able to develop a much stronger community presence away from traditional medical settings. The facility operators have a stronger marketing position through an association with a medical organization and a user group that will provide a solid and consistent revenue stream for the center. This is enhanced by the fact that most therapy use times occur during the slower mid-morning or afternoon times in the pool and the center.

Despite the recent emphasis on recreational swimming and therapy the more traditional aspects of aquatics (including competitive swimming, water polo, synchronized swimming, diving, lessons/instruction, and aqua fitness) remain as a part of most aquatic centers. The life safety issues associated with teaching children how to swim is a critical concern in most communities and competitive swim team programs through USA Swimming, high schools, and other community based organizations continue to be important. Aqua fitness, from aqua exercise to lap swimming, has enjoyed strong growth during the last ten years with the realization of the benefits of water-based exercise.

A 50 meter competitive pool allows for a variety of aquatic activities to take place simultaneously and can handle aqua exercise classes, learn to swim programs as well competitive swim training and meets (short course and long course). In communities where there are a

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan * number of competitive swim programs, utilizing a 50 meter pool in a yard configuration will allow up to 20 lanes to be available for training. A 50 meter pool that is designed for hosting meets will allow a community to build a more regional or even national identity as a site for competitive swimming. However, it should be realized that regional and national swim meets are difficult to obtain on a regular basis, take a considerable amount of time, effort and money to run; can be disruptive to the regular user groups and can be financial losers for the facility itself. On the other side such events can provide a strong economic stimulus to the overall community.

Competitive diving is an activity that is often found in connection with competitive swimming. Most high school and regional diving competition centers on the 1 meter board with some 3 meter events (non-high school). The competitive diving market, unlike swimming, is usually very small (usually 10% to 20% the size of the competitive swim market) and has been decreasing steadily over the last ten years or more. As a result, many states have or are considering the elimination of diving as a part of high school swimming. Diving programs have been more viable in markets with larger populations and where there are coaches with strong diving reputations. Moving from springboard diving to platform (5 meter and 10 meter, and sometimes 3 and 7.5 meters), the market for diver’s drops even more while the cost of construction with deeper pool depths and higher ceilings becomes significantly higher. Platform diving is usually only a competitive event in regional and national diving competitions. As a result the need for inclusion of diving platforms in a competitive aquatic facility needs to be carefully studied to determine the true economic feasibility of such an amenity.

There are a couple of other aquatic sports that are often competing for pool time at aquatic centers. However their competition base and number of participants is relatively small. Water polo is a sport that continues to be reasonably popular on the west coast and uses a space of 25 yards or meters by 45-66 feet wide (the basic size of an 8 lane, 25 yard pool). However a minimum depth or 6 foot 6 inches is required which is often difficult to find for a space this large in more community based facilities. Synchronized swimming also utilizes aquatic facilities for their sport and they also require deeper water of 7-8 feet. This also makes the use of some community pools difficult.

The multi-function indoor aquatic center concept of delivering aquatics services continues to grow in acceptance with the idea of providing for a variety of aquatics activities and programs in an open design setting that features a lot of natural light, interactive play features and access to an outdoor sundeck. The placing of traditional instructional/competitive pools, with shallow depth/interactive leisure pools and therapy water, in the same facility has been well received in the market. This idea has proven to be financially successful by centralizing pool operations for recreation service providers and through increased generation of revenues from patrons willing to pay for an aquatics experience that is new and exciting. Indoor aquatic centers have been instrumental in developing a true family appeal for community-based facilities. The keys to

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan * success for this type of center revolve around the concept of intergenerational use in a quality facility that has an exciting and vibrant feel in an outdoor like atmosphere.

The family oriented outdoor water park concept has also gained in popularity by providing for a variety of interactive aquatics activities and programs in a park setting that features a lot of grass, shade structures, sand play areas and natural landscapes. This idea has proven to be financially successful with most outdoor aquatic centers being able to cover their operating costs with revenues generated by the facility itself. This has occurred by increasing the generation of revenues from higher user fees and increased use and attendance based on stronger market appeal.

A new concept is the spray ground, where a number of water spray features are placed in a playground setting where there is no standing water but the water is treated and recirculated much like a pool. This provides a fun yet safe environment where drowning is not a concern and lifeguards are not necessary. While most spray grounds are outdoor amenities, they are now being integrated into indoor facilities as well.

Also changing is the orientation of aquatic centers from stand-alone facilities that only have aquatic features to more of a full-service recreation center that has fitness, sports and community based amenities. This change has allowed for a better rate of cost recovery and stronger rates of use of the aquatic portion of the facility as well as the other “dry side” amenities.

Aquatic Facilities Market Orientation

Based on the aquatic trends and typical aquatic needs within a community, there are specific market areas that need to be addressed with aquatic facilities. These include:

1. Leisure/recreation aquatic activities - This includes a variety of activities found at leisure pools with zero depth entry, warm water, play apparatus, slides, seating areas and deck space. These are often combined with other non-aquatic areas such as concessions and birthday party or other group event areas.

2. Instructional programming - The primary emphasis is on teaching swimming and lifesaving skills to many different age groups. These activities have traditionally taken place in more conventional pool configurations but should not be confined to just these spaces. Reasonably warm water, shallow depth with deeper water (4 ft. or more), and open expanses of water are necessary for instructional activities. Easy pool access, a viewing area for parents, and deck space for instructors is also crucial.

3. Fitness programming - These types of activities continue to grow in popularity among a large segment of the population. From aqua exercise classes, to lap swimming times, these

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan * programs take place in more traditional settings that have lap lanes and large open expanses of water available at a 3 1/2 to 5 ft. depth.

4. Therapy – A growing market segment for many aquatic centers is the use of warm, shallow water for therapy and rehabilitation purposes. Many of these services are offered by medically based organizations that partner with the center for this purpose.

5. Competitive swimming/diving - Swim team competition and training for youth, adults and seniors requires a traditional 6 to 10 lane pool with a 1 and/or 3 meter diving boards at a length of 25 yards or 50 meters. Ideally, the pool depth should be no less than 4 ft. deep (7 is preferred). Spectator seating and deck space for staging meets is necessary. This market is usually relatively small in number but very vocal on the demands for competitive pool space and time.

6. Specialized uses – Activities such as water polo and synchronized swimming can also take place in competitive pool areas as long as the pool is deep enough (7 ft. minimum) and the pool area is large enough. However these are activities that have small participant numbers and require relatively large pool areas. As a result it may be difficult to meet the needs of all specialized uses on a regular basis.

7. Social/relaxation - The appeal of using an aquatics area for relaxation has become a primary focus of many aquatic facilities. This concept has been very effective in drawing non-swimmers to aquatic facilities and expanding the market beyond the traditional swimming boundaries. The use of natural landscapes and creative pool designs that integrate the social elements with swimming activities has been most effective in reaching this market segment.

8. Special events/rentals - There is a market for special events including kids birthday parties, corporate events, community organization functions, and general rentals to outside groups. The development of this market will aid in the generation of additional revenues and these events/rentals can often be planned for after or before regular hours or during slow use times. It is important that special events or rentals not adversely affect daily operations or overall center use.

Recreation Activity and Facility Trends: There continues to be very strong growth in the number of people participating in recreation and leisure activities. It is estimated that one in five Americans over the age of six participates in some form of fitness related activity at least once a week. American Sports Data, Inc. reported that membership in U.S. health clubs has increased by 76.1% between 1987 and 1999, and memberships in health clubs reached an all-time high of 32.8 million in 2000. The greatest increase in membership has occurred in the over 55 age group, followed by the under 18 and 35-54 age categories. Overall membership in the 35-54 age group increased while it actually decreased in the 18-34 age group. Statistics also indicate that

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan * approximately 12 out of every 100 people of the U.S. population (or 12%) belong to a health club. On the other side most public recreation centers attract between 20% and 30% of a market area (more than once) during the course of a year. All of this indicates the relative strength of a market for a community recreation facility. However, despite these increases the American population as a whole continues to lead a rather sedentary life with an average of 25% of people across the country reporting that they engage in no physical activity (according to The Center for Disease Control).

One of the areas of greatest participant growth over the last 10 years is in fitness related activities such as exercise with equipment, aerobic exercise and group cycling. This is also the most volatile area of growth with specific interest areas soaring in popularity for a couple of years only to be replaced by a new activity for the coming years. Also showing particularly strong growth numbers are ice hockey and running/jogging while swimming participation remains consistently high despite recent drops in overall numbers. It is significant that many of the activities that can take place in an indoor recreation setting are ranked in the top fifteen in overall participation by the National Sporting Goods Association.

Due to the increasing recreational demands there has been a shortage in most communities of the following spaces.

Gymnasiums Pools (especially leisure pools) Ice arenas Weight/cardiovascular equipment areas Indoor running/walking tracks Meeting/multipurpose (general program) space Community theater and events space Senior’s program space Pre-school and youth space Teen use areas

As a result, many communities have attempted to include these amenities in public community recreation facilities. Leisure pools (with slides and interactive water features) that appeal to younger swimmers and non-swimmers as well as families and seniors have become extremely popular and are being built in conjunction with or instead of conventional pools. Weight/cardiovascular space is also in high demand and provides a facility with the potential to generate significant revenues (along with the leisure pool). Gyms, due to their flexibility and versatility are needed for both youth and adult activities.

The success of most recreation departments is dependent on meeting the recreational needs of a variety of individuals. The fastest growing segment of society is the senior population and

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan * meeting the needs of this group is especially important now and will only grow more so in the coming years. Indoor walking tracks, exercise areas, pools and classroom spaces are important to this age group. Marketing to the younger more active senior (usually age 55-70) is paramount, as this age group has the free time available to participate in leisure activities, the desire to remain fit, and more importantly the disposable income to pay for such services.

Youth programming has always been a cornerstone for recreation services and will continue to be so with an increased emphasis on teen needs and providing a deterrent to juvenile crime. With a continuing increase in single parent households and two working parent families, the needs of school age children for before and after school child care continues to grow as does the need for preschool programming.

The ever increasing demand for programming has put a real squeeze on the number of indoor recreation facilities that are available. Recreation has historically utilized school facilities during non-school hours for its programs and services. However, the limits of using school facilities, the growth in school sports, and the lack of daytime program space has pushed communities to build separate recreation centers or partner with schools to enlarge facilities. Even with these new centers, use of school buildings has continued to be strong and has allowed for the growth in programs and services.

As more and more communities attempt to develop community recreation centers the issues of competition with other providers in the market area have inevitably been raised. The loudest objections have come from the private health club market and their industry voice IHRSA. The private sector has vigorously contended that public facilities unfairly compete with them in the market and have spent considerable resources attempting to derail public projects. However, the reality is that in most markets where public community recreation centers have been built, the private sector has not been adversely affected and in fact in many cases has continued to grow. This is due in large part to the fact that public and private providers serve markedly different markets. One of the other issues of competition comes from the non-profit sector (primarily YMCA's but also Jewish Community Centers, and others), where the market is much closer to that of the public providers. While not as vociferous as the private providers, the non-profits have also often expressed concern over public community recreation centers. What has resulted from this is a strong growth in the number of partnerships that have occurred between the public and non-profit sector in an attempt to bring the best recreation amenities to a community.

Community Recreation Center Benchmarks: Based on market research conducted by Ballard*King & Associates at community recreation centers across the United States, the following represents the basic benchmarks.

 The majority of community recreation centers that are being built today are between 65,000 and 75,000 square feet. Most centers include three primary components A) A pool area

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usually with competitive and leisure amenities, B) Multipurpose gymnasium space, and C) Weight/cardiovascular equipment area. In addition, most centers also have group exercise rooms, drop-in childcare, and classroom and/or community spaces.

 For most centers to have an opportunity to cover all of their operating expenses with revenues, they must have a service population of at least 50,000 and an aggressive fee structure.

 Most centers that are between 65,000 and 75,000 square feet have an operating budget of between $1,500,000 and $1,800,000 annually. Nearly 65% of the operating costs are from personnel services, followed by approximately 25% for contractual services, 8% for commodities, and 2% for capital replacement.

 For centers that serve a more urban population and have a market driven fee structure, they should be able to recover 70% to 100% of operating expenses. For centers in more rural areas the recovery rate is generally 50% to 75%. Facilities that can consistently cover all of their operating expenses with revenues are rare. The first true benchmark year of operation does not occur until the third full year of operation.

 The majority of centers of the size noted (and in an urban environment) above average daily paid attendance of 800 to as much as 1,000 per day. These centers will also typically sell between 800 and 1,500 annual passes (depending on the fee structure and marketing program).

 It is common for most centers to have a three-tiered fee structure that offers daily, extended visit (usually punch cards) passes, and annual passes. In urban areas it is common to have resident and non-resident fees. Non-resident rates can cost 25% to 50% higher than the resident rate and are usually a topic of discussion amongst elected officials. Daily rates for residents average between $4.00 and $8.00 for adults, $4.00 and $5.00 for youth and the same for seniors. Annual rates for residents average between $300 and $400 for adults, and $150 and $250 for youth and seniors. Family annual passes tend to be heavily discounted and run between $600 and $1,000.

 Most centers are open an average of 105 hours a week, with weekday hours being 5:00 am to 10:00 pm, Saturdays 8:00 am to 8:00 pm and Sundays from noon to 8:00 pm. Often hours are shorter during the summer months.

Note: These statistics vary by regions of the country.

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Recreation Facilities Market Orientation: Based on the demographic makeup of most communities and the trends in indoor recreation amenities, there are specific market areas that need to be addressed with such community facilities. These include:

General:

1. Drop-in recreation activities - Critical to the basic operation of any community recreation center is the availability of the facility for drop-in use by the general public. This requires components that support drop-in use and the careful scheduling of programs and activities to ensure that they do not dominate the center and exclude the drop-in user. The sale of annual passes and daily admissions, potential strong revenue sources for a center, requires a priority for drop-in use.

2. Instructional programming - The other major component of a community recreation center’s operation is a full slate of programs in a variety of disciplines. The center should provide instruction for a broad based group of users in a number of program areas. The primary emphasis should be on teaching basic skills with a secondary concern for specialized or advanced instruction.

3. Special events - There should be a market for special events including kid’s birthday parties, community organization functions, sports tournaments and other special activities. The development of this market will aid significantly in the generation of additional revenues and these events can often be planned for before or after regular operating hours or during slow use times of the year. Care should be taken to ensure that special events do not adversely impact the everyday operations of the center.

4. Community rentals - Another aspect of a center’s operation is providing space for rentals by civic groups or organizations as well as the general public. Gyms and multi-purpose rooms can be used as a large community gathering space and can host a variety of events from seminars, parties, receptions, arts and crafts sales and other events. It is important that a well-defined rental fee package is developed and the fee schedule followed closely. Rentals should not be done at the expense of drop-in use or programming in the center.

5. Social welfare programs – An emerging area for many centers is the use of space for social service activities and programs. Special population activities, teen assistance programs, childcare and other similar uses are now common in many facilities.

Specific market segments include:

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

1. Families - Within most markets an orientation towards family activities is essential. The ability to have family members of different age participate in a variety of activities together or individually is the challenge.

2. Pre-school children - The needs of pre-school age children need to be met with a variety of activities and programs designed for their use. From drop-in childcare to specialized pre-school classes, a number of such programs can be developed. Interactive programming involving parents and toddlers can also be beneficial. It is significant that this market usually is active during the mid-morning time frame, providing an important clientele to the facility during an otherwise slow period of the day. For parents with small children who wish to participate in their own activities, babysitting services are often necessary during the morning and early evening time slots.

3. School age youth - Recreation programming has tended to concentrate on this market segment and this age group should be emphasized at a center as well. This group requires a wide variety of programs and activities that are available after school or during weekend hours. Instructional programs and competitive sports programs are especially popular, as well as drop- in use of the facility.

4. Teens - A major focus of many community recreation center projects is on meeting the needs of teenagers in the community. There is a great debate among recreation providers throughout the country on how to best provide recreation programming for this age group. Some believe that dedicated teen space is required to meet their needs while others find that it is the activities and approach that is more important. Serving the needs of this age group will often require the use of many areas of the center at certain “teen” times of use.

5. Seniors - As the population of the United States and the service areas continue to age, continuing to meet the needs of an older senior population will be essential. As has been noted, a more active and physically oriented senior is now demanding services to ensure their continued health. Aqua exercise, lap swimming, weight training and cardiovascular conditioning have proven to be popular with this age group. Again, the fact that this market segment will usually utilize a facility during the slower use times of early to mid-day also is appealing. Providing services for this age group should be more of a function of time than space.

6. Business/corporate - This market has a variety of needs from fitness/wellness and instruction, to recreation and social. The more amenities and services that can be offered at one location the more appeal there is to this market segment. The business community should be surveyed to determine their specific needs and expectations.

7. Special needs population - This is a secondary market, but with the A.D.A. requirements and the existence of a number of recreation components, the amenities will be present to develop

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan * programs for this population segment. Association with health care providers and/or other social service agencies will be necessary to fully reach this market.

8. Special interest groups - This is a market that needs to be explored to determine the use potential from a variety of groups. These could include school functions, social service organizations and adult and youth sports teams. While the needs of these groups can be great, their demands on a center can often be incompatible with the overall mission of the facility. Care must be taken to ensure that special interest groups are not allowed to dictate use patterns for the center.

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Section III – Other Indoor Sports, Recreation and Fitness Providers

Service Area Providers: There are a number of facilities in the greater Hillsboro area that are supplying aquatic, recreation, fitness, and sports activities. The following is a brief review of each of the major providers in the public, non-profit and private sector.

Public Indoor Aquatic/Recreation Centers

Beyond the facilities that the City of Hillsboro has, there are a very limited number of public indoor aquatic/recreation amenities in the area. These facilities include:

Hillsboro School District Facilities – Like most school districts, Hillsboro has school buildings that have gyms, multipurpose rooms and auditoriums that can be used for recreation purposes. However they have no indoor pools. With a priority for school activities and functions, it is difficult to utilize school facilities for recreation purposes at certain times and locations.

Tualatin Hills Parks & Recreation District – Located just to the east of Hillsboro, THPRD, has a number of indoor recreation facilities. The closest are the amenities at the Terpenning Complex that includes the aquatic center with a 50 meter pool, tennis center with 6 permanent indoor courts and 8 seasonal, and the athletic center with 6 basketball courts and a walk/jog track. Also in close proximity to Hillsboro is the Aloha Swim Center which has an indoor 25 yard pool. The district has three recreation centers, a senior center and a nature center, but these amenities are further from Hillsboro. It should be noted that some of the THPRD facilities that are located near Hillsboro may be negatively impacted by new Hillsboro facilities that are similar in nature.

Non-Profit

There are also a limited number of non-profit facilities in the area. These include:

Beaverton Hoop YMCA – This is the closest YMCA to Hillsboro. It has a large gymnasium, fitness center and other amenities but it does not have a pool.

AmberGlen YMCA Child Development Center – This facility is located in the AmberGlen area but it is only a child care center.

Private

Besides the public and non-profit facilities noted above there are an extensive number of private clubs in the area. This includes the following major facilities:

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MARKET ANALYSIS City of Hillsboro, OR Recreation Facilities Master Plan *

Hawthorn Farm Athletic Club – This is a high end health club that has an extensive fitness area, gym, track, two indoor pools and an outdoor pool, plus a climbing wall and banquet area. This facility is located in close proximity to the proposed 53rd Avenue Recreation Center site.

LA Fitness – This is a large health club with a big fitness area, lap pool, small gym and other amenities.

24 Fitness – This is also a significant club with fitness, pool, small gym and other amenities.

In addition to these clubs, there are also a significant number of smaller specialty fitness facilities such as Shape Fitness, Anytime Fitness, Boom Fitness, Cross Fit and Curves. There are also a number of dance, martial arts and yoga studios.

Also, Intel has a fitness center on its campus to serve its employees.

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