Bismarck Parks and Recreation District Facilities Master Plan June 2019 ACKNOWLEDGEMENTS

Board of Park Commissioners Brian Beattie, President Julie Jeske, Vice President Mark Zimmerman, Commissioner Wayne Munson, Commissioner Mike Gilbertson, Commissioner

Bismarck Parks and Recreation District Staff Randy Bina, Executive Director Kevin Klipfel, Facilities and Programs Director Kathy Feist, Finance Director David Mayer, Operations Director Paula Redmann, Community Relations Manager Wendy Anderson Berg, Park Planner

Consultant Team GreenPlay, LLC Übl Design RRC Associates

For more information about this document, contact GreenPlay, LLC 1021 E. South Boulder Road, Suite N Louisville, Colorado 80027 Telephone: 303-439-8369 Email: [email protected] www.greenplayllc.com

BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER TABLE OF CONTENTS

Executive Summary...... 1 Methodology of this Planning Process...... 2 Findings...... 2 Recommendations...... 3

I. Bismarck Parks and Recreation District Overview...... 5

II. The Planning Context...... 11 Purpose of this Plan...... 11 Methodology of this Planning Process...... 11 Bismarck Parks and Recreation District Demographic Profile ...... 13

III. Community Outreach and Public Input...... 31 Information Gathering/Public Engagement...... 31 Methodology...... 43

IV. Community Needs Assessment Survey...... 43

V. Program Identification and Site Analysis...... 57 VFW Sports Center ...... 57 BSC Aquatic & Wellness Center ...... 58 Wachter Aquatic Complex...... 59 Capital Racquet & Fitness Center...... 59

VI . Findings and Visioning...... 61

VII. Preliminary Cost Estimates...... 65

VIII. Recommendations...... 67 Recommendations...... 67 Next Steps ...... 70 Proposed Scope of Work For Feasibility Study for Community Recreation Complex...... 71

Appendix A: Community Needs Assessment Survey...... 81

FACILITIES MASTER PLAN i Table of Figures Figure 1: Organizational Chart ...... 6 Figure 2: Bismarck Population Boundary Map ...... 13 Figure 3: Bismarck Population Annual Growth Rates (2018 – 2023)...... 14 Figure 4: Bismarck Population and Growth Rates...... 14 Figure 5: Median Age of Bismarck Compared to State of North Dakota between 2010 and 2023. . 15 Figure 6: 2018 Generational Breakdown in Bismarck...... 16 Figure 7: 2018 Racial/Ethnic Diversity of Bismarck ...... 16 Figure 8: 2018 Estimated Median Income ...... 17 Figure 9: 2018 Median Net Worth...... 17 Figure 10: 2018 North Dakota Health Ranking Overview...... 19 Figure 11: Outdoor Recreation Behavior of Bismarck compared to the State of North Dakota. . . 21 Figure 12: Fitness and Wellness Participation of Bismarck compared to the State of North Dakota. 22 Figure 13: Team Sport Household Participation in Bismarck compared to State of North Dakota. . 22 Figure 14: Generational Breakdown in Bismarck...... 23 Figure 15: Golf Participation, Year after Year (1986 – 2009) ...... 26 Figure 16: Google search trends of golf and related variations (2004 - 2018) ...... 26

Table of Tables Table 1: Gender Distribution Comparison...... 15 Table 2: 2018 Bismarck Educational Attainment...... 18 Table 3: Recreation Expenditures in 2018...... 20 Table 4: Camping Expenditures in 2018...... 21 Table 5: Participation Fees 2018...... 21 Table 6: Cycling and Trail Recreation Participation by Activity (Ages 6+) ...... 29

ii BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER PURPOSE OF THIS PLAN

This Master Plan Study assesses conditions of recreation facilities EXECUTIVE within the District and includes recommendations on renovations, additions, and new construction that could fill the needs of SUMMARY residents. This study focused on multi-purpose community facilities, of which the BPRD operates four: the BSC Aquatic & Wellness Center, the Capital Racquet & Fitness Center, the VFW Sports Center, and the Wachter Aquatic Complex. At these facilities, the BPRD offers an abundance of programs, classes, and services to residents throughout the Bismarck community. Popular programs include fitness classes, swim lessons, ice skating at VFW Sports Center, tennis, golf, and more. This plan included PROJECT VISION significant public engagement, which was used to determine potential gaps in recreation facilities within the District. The plan The Facilities Master Plan will assess resulted in an assessment with realistic and achievable goals and the condition of multi-purpose recommendations. facilities operated by Bismarck Parks To complete this project, GreenPlay, along with Übl Design and and Recreation District (BPRD): the RRC Associates, engaged the stakeholders and staff to confirm BSC Aquatic & Wellness Center, the programming, activity, and service needs, along with desired facility Capital Racquet & Fitness Center, the elements and facility improvements. The needs for additional new VFW Sports Center and the Wachter facilities, facility renovations, and facility additions were identified. Aquatic Complex. This plan will include A detailed assessment of the District’s current multi-purpose significant public engagement, which facilities: the BSC Aquatic & Wellness Center, the Capital Racquet will be used to determine potential & Fitness Center, the VFW Sports Center, and the Wachter Aquatic gaps in recreation facilities within the Complex was conducted. A strategy for short and long term facility improvements, which will support current and future programs District to assist with future facilities and uses, was developed. Implementation steps to fulfill the needs planning and improvements. identified by the public and this plan were identified and prioritized.

FACILITIES MASTER PLAN 1 METHODOLOGY OF THIS PLANNING PROCESS

The project consisted of the following tasks: • Strategic Kick-Off Meeting • Review of information from previous plans and documents provided by the BPRD • Facility Assessments of the BSC Aquatic & Wellness Center, Capital Racquet & Fitness Center, VFW Sports Center, and Wachter Aquatic Complex • Facilities tour of all facilities and parks • Stakeholder meetings, staff meetings, focus groups, community meetings, and project team meetings • Identification of desired recreational facility amenities • Board presentations open to the public • Draft report • Final report and presentation

FINDINGS

An analysis of input received in stakeholder meetings, staff interviews, facility and site tours, market analysis, as well as demographic and trends research, along with review of the documents provided by Bismarck staff identified the District residents’ desire for updated, renovated, or new multi-purpose facilities. The public participation process described above resulted in development of the following recurring themes: • Take care of/enhance what we have • Aquatics (indoor/outdoor) • Gymnasium/multipurpose building • Trails and connectivity • Indoor Artificial Turf Fields/Multi-Use Field • River access • Indoor Tennis and Pickleball • More Ice

The following key issues and values were developed during the public participation process: • Accessibility • Affordability • Inclusivity • Workforce shortage • Build beyond capacity for growth and future • Look to build for tourism needs • Safety, cleanliness, and keeping facilities updated • Keeping up the trends and keeping people in Bismarck • Don’t lose sight of neighborhood parks, access to trails, social activities • We are changing culturally • Community has a positive outlook on BPRD and don’t be afraid to leverage that. Keep up the “yes we can” attitude • Sense of family at current facilities • The river is a key value • Family • Opportunities for older people and people with disabilities • Information/education on programming

2 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER The following top facility related survey responses were received through the invitation and open link survey process: • Residents familiar with facilities offered by BPRD • Preferred communication methods – BPRD website and brochures • Among 4 main facilities – The BSC Aquatic & Wellness Center and VFW Sports Center are used the most • Indoor aquatic facilities are seen as highly important and serving the community well • Highest priority is to upgrade/improve existing facilities • Highest priority is to upgrade/improve the VFW Sports Center and the Capital Racquet & Fitness Center • Majority of community supports improving existing facilities and investing in a new indoor multi- use community recreation center • Walking/running track most desired amenities • Other top amenities aquatics area, fitness equipment, playground, and athletic court

RECOMMENDATIONS

The following recommendations are explained in greater detail in the main section of the report.

1. Consider developing a new indoor community recreation complex. The complex could include: • Walking track • Athletic courts • Fitness equipment • Group exercise • Ice sheets • Indoor turf • Tennis courts • Playground

FACILITIES MASTER PLAN 3

2. Consider making improvements and upgrades to the VFW Sports Center. This could include: • Rink 1 – Improved food service for golf course and arenas • Rink 1 – 2 Additional locker rooms • Rink 1 – Improvements to offices for arena operations • Rink 1 – Lower level renovation and locker rooms • Rink 2 – 4 New locker rooms • Rink 2 – Upgraded spectator seating • Rink 2 – Facility maintenance storage

3. Consider adding additional space at the BSC Aquatic & Wellness Center to enhance programing. This could include: • Athletic court space • More fitness classrooms • Walking track • Aquatics

4. Consider making improvements and upgrades at the Wachter Aquatic Complex to enhance aquatics opportunities for the community This could include: • Improved user experiences • New water features and amenities • Improved operations

4 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER I. BISMARCK PARKS AND The Bismarck Parks and Recreation District (BPRD) services RECREATION approximately 63 parks, 79+ miles of recreational and interpretive trails, seven fishing piers, nine boat ramps, three golf courses, two DISTRICT campgrounds, the McDowell Dam Recreation Area, and the Missouri Valley Complex. The District has established parks, trails, and other OVERVIEW facilities outside of the city limits to serve an expanding population outside of the city boundary.

The Bismarck Parks and Recreation District is an independent taxing authority in the City of Bismarck, North Dakota. The BPRD Board of Commissioners comprise the Governing Body. There are five elected Park Board members including one President and one Vice-President. Board members are elected for four-year staggered terms.

The Board of Commissioners sets forth policy and is the policy making board for the District. In addition to the Park Board of Commissioners, the District is led by an Executive Director. A Facilities and Programs Director, Community Relations Manager, Finance Director, Administrative Services Manager, and Operations Director rounds out the Executive team.

The Bismarck Parks and Recreation District has been accredited by the National Recreation and Parks Association (NRPA) since 2008, and is the only NRPA accredited agency in North Dakota.

FACILITIES MASTER PLAN 5 Figure 1: Organizational Chart

Note: Organizational Chart Organizational chart indicates structure and line of authority not representative of positions and salary. Approved September 2018 Public

Park Board

Executive Director

Facilities and Finance Operations Programs Director Director Director

Facilities Facilities Sport Park Golf Operations Manager Recreation Community Accounting Administrative Manager Complexes Operations Manager (Arenas & Manager Relations Manager Specialist Services Manager (CRFC and AWC) Manager Manager Pools)

Full-Time Golf Course Head Tennis Operations Communications Customer Specialists Maintenance/ Accountant Superintendents Professional Superintendent Specialist Service Custodian Representatives Office Operations Specialists/ Full-Time I & II Coordinator Superintendent Supervisors Maintenance Facility/ Full-Time Account Recreation Maintenance Technician Supervisors

Full-Time Full-Time Full-Time Full-Time Seasonal Seasonal Seasonal Seasonal

Full-Time Part-Time Seasonal Part-Time Part-Time Part-Time Part-Time The Bismarck Parks and Recreation District has the following vision, mission, core purpose, and values which guide the District in delivery of services, programs, and facilities. These guiding principles are reviewed and updated annually.

Bismarck Parks and Recreation District Vision Be the leader and premier provider of public parks, programs, facilities and leisure services.

Bismarck Parks and Recreation District Mission Statement Work with the community to provide residents and visitors the highest quality park, program, facility and event experience.

Bismarck Parks and Recreation Core Purpose Provide affordable, accessible, and sustainable public park and recreation services.

Bismarck Parks and Recreation Core Values  Accountability  Collaboration  Community  Diversity  Integrity  Professionalism

FACILITIES MASTER PLAN 7 The District conducts a very well-organized planning process each year, beginning with re-evaluating the comprehensive planning tools and the objectives and actions of the previous year’s strategic planning. The GreenPlay Project Manager for this Facilities Master Plan served as the facilitator of the 2019 Strategic Planning Retreat. Below is a graphic developed by the District which outlines the Strategic Planning Process.

Strategic Planning Process

DECEMBER - JANUARY Annual strategic planning process begins.  INTERIM ACTION BPRD Strategic Planning Team (Executive Director, Directors, Managers, key staff, and commissioners) receive pre-planning documents and reports.  JANUARY - MARCH BPRD Strategic Planning Team convenes to review BPRD goals and objectives, to recap current projects and division meeting discussions and to determine future strategies, actions, and priorities.  MARCH - APRIL BPRD Division teams evaluate Strategic Planning Team direction based on available funds, grant opportunities, partner involvement, community data, and other criteria and move appropriate items to the budgeting process.  INTERIM ACTION BPRD staff writes a BPRD Strategic Plan draft for staff and board review.  MARCH - MAY Management Teams review and discuss Strategic Plan draft at quarterly meetings. Draft can be amended as discussed and distributed for final approval.  (Optional) BPRD Strategic Planning Team reconvenes to review Strategic Plan.  APRIL-JUNE The Strategic Plan is presented to the Board of Park Commissioners for approval.

8 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER The following graphic developed by the District provides the details of the number and types of facilities provided by the District for the community’s use. The consultant team was quite impressed with the diversity and overall condition of these facilities. The District does an outstanding job providing facilities to meet the community’s needs and desires.

2019 FACILITIES FAST FACTS www.bisparks.org 3,433 79+ 63 57 58 52 acres of miles of parks horseshoe outdoor picnic playgrounds land recreational & pits shelters - interpretive trails 4 indoor 25-30 28 19 21 12 youth soccer fields adult softball sand volleyball outdoor historical & (depending on configuration and time of year) fields courts tennis courts cultural displays 12 14 10 9 7 5 4 outdoor sculptures youth boat fishing campgrounds community skating rinks baseball ramps piers garden with warming houses fields complexes 4 4 3 3 2 2 pickleball indoor tennis outdoor golf driving ranges performing courts courts pools courses 1 indoor arts parks 4 2 2 2 2 multiuse indoor baseball fields skate parks remote fitness facilities one with indoor tennis, ice facilities controlled indoor track racquetball, youth hockey gymnastics and fitness adult hockey 2 2 aircraft components boys and girls HS disc golf hockey cross country fields one with indoor pools, a junior hockey courses skiing locations playground, and fitness figure skating 42 holes components

• amusement park • full service catering facility • pollinator garden • arts and science center • horse arena • sledding hill • BMX bike complex • horseshoe complex • splash pad • botanical garden dedicated • indoor and outdoor archery range • sun dial • community recreation center • indoor driving range • swimming, boating with three gyms, racquetball and • junior golf course and fishing community space • motocross complex • to trees each • curling rink with four sheets of ice 1 • outdoor recreation area with • zoo • dog park with three fields recreational trails, picnic shelters, • domed athletic facility public beach,

FACILITIES MASTER PLAN 9 The following graphic developed by the District provides the details of the number and types of programs, services, and events provided by the District for the community. Again, the consultant team was quite impressed with the number and diversity of programs, services and events. The District does an outstanding job providing activities to meet the community’s needs and desires. 2019 PROGRAMS, PARKS, PEOPLE www.bisparks.org Adult Volleyball: 7,586 participants Impact of BPRD partner groups 2018 Events • 380 summer teams, 285 fall teams and on BPRD facilities Thirteen State or Regional Tournaments in/on 297 winter teams • 25 swimming meets with 3,462 participants BPRD facilities in 2018 Adult Basketball: 855 participants • 1,785 participants in youth hockey • Aquastorm Category 5 Swim Meet • 19 women’s teams and 70 men’s teams tournaments - 438 athletes • 2,202 youth participants in Dakota United • ND Long State Course Swim Meet Soccer - 380 athletes Youth Basketball: 715 participants • 945 participants in adult golf tournaments • JV State Baseball Tournament - 9 teams • 60 total teams in 3rd-5th grades • 100,000+ guests at Lady J’s Catering at • 16-18 year-old Babe Ruth Baseball Youth Baseball - 491 participants the Municipal Country Club Tournament - 8 teams Elementary Cross Country - 740 participants • 100 folks enjoyed remote controlled aircraft • Women’s Masters State Tournament Elementary Track Meet - 1,100 participants • 150,000 visitors to Dakota Zoo - 16 women’s teams Youth Golf - 772 participants • 40,239 visitors to Gateway To Science • Women’s Rec III State Softball Tournament - 26 teams Youth Golf Free Days - 1,581 participants • 1,100 runners in the Kroll’s Diner Bismarck Youth Soccer - 580 participants Marathon events • Men’s Rec III West State Softball Tournament - 66 teams Youth Tennis - 684 participants • 2,100 attendees at Kids Summer Stage at Custer Park • Men’s Class C/D State Softball Tournaments Youth Volleyball - 563 participants - 32 teams • 328 adult league/clinic tennis players • WDA Boys and Girls Cross Country Meet - BLAST (Bismarck’s Life After School Time; after • 111 kids in Shade Tree Players 282 participants school care) • 240 participants in Bismarck Figure Skating • State Indoor Archery Tournament - 275 • 652 participants 2018-2019 at • 656 kids in Bismarck Youth Football League participants 18 elementary school sites • 3,700 attendees at BisMarket • Men’s Challenge Round Curling Bonspiel - 8 Activity Centers Summer - 638 participants • 3,942 participants in adult softball Teams Safety Village - 236 participants • 2,915 participants in gymnastics • Regional U14 Curling Playdowns - 11 Teams • 350 participants in adult indoor archery • State PeeWee A Hockey Tournament - 14 Teams Swimming Lessons • 396 adult and youth participants in the • Outdoor: 1,279 participants Capital Curling Club Indoor: 2,321 participants • 32,748 people attended Bismarck Bobcat 2019 Events Private: 602 participants Hockey games • State Boys Swimming and Diving Meet - • 529 plots rented in the Community Gardens March 1-2 Community Leisure and Recreation • 528 participants in youth golf tournaments • State 15U Girls Hockey Tournament - March 1-3 • 47,659 outdoor pool attendance • 692 kids in Bismarck Hockey Boosters • WDA High School Baseball Tournament - • 3,721 picnic shelter and community rooms • 5,200 participants at the McQuade’s May 23-25 reservations Softball Tournament • Central Dakota State Junior High School • 9,595 people enjoyed the outdoor skating • 600 participants in Theo Art School art Rodeo - TBD rinks camps • Central Dakota State High School Rodeo - • 1,101 visitor nights in tents at Sibley • 88,300 visitors to the Superslide TBD Campground Amusement Park • ND 13U State Golf Tournament - July 9 • 7,471 visitor nights in RV’s at Sibley • 9,700 attendees to Sleepy Hollow Summer Campground Theater performances • ND Golf Association State Junior Championship - July 22-23 • 75,436 rounds of golf • 898 kids in Bismarck Youth Baseball • ND Long Course State Swim Meet - July • 8,617 open gym participants • 200 participants in youth fastpitch softball 26-27 • 72,897 visitors/users at World War Memorial • 6,227 hours of ice time by various partners • Babe Ruth 13-15-year-old World Series - Building • 300 participants in Aquastorm August 8-15 • 28 events held on the trail system • 85 youth participants in Bismarck Mandan • State Girls Swimming and Diving Meet - • 12,242 participants in group fitness classes Lacrosse Association Nov 15-16 • Average of 106 cross country skiers per day • 54,600 attendees at Bismarck Larks at Riverwood Golf Course baseball games

10 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER PURPOSE OF THIS PLAN

II. THE This Master Plan Study assesses conditions of recreation facilities within the District and includes recommendations on renovations, PLANNING additions, and new construction that could fill the needs of residents. This study focused on four multi-purpose community CONTEXT facilities: the BSC Aquatic & Wellness Center, Capital Racquet & Fitness Center, VFW Sports Center, and Wachter Aquatic Complex. At these facilities, the BPRD offers an abundance of programs, classes, and services to residents throughout the Bismarck community. Popular programs include fitness classes, swim lessons, ice skating, tennis, golf, and more. This plan included significant public engagement, which was used to determine PROJECT VISION potential gaps in recreation facilities within the District. The plan developed an assessment with realistic and achievable goals and The Facilities Master Plan will assess recommendations. the condition of multi-purpose facilities operated by BPRD: the BSC Aquatic To complete this project, GreenPlay, along with Übl Design, RRC Associates, engaged the stakeholders and staff to confirm & Wellness Center, Capital Racquet programming, activity, and service needs, along with desired facility & Fitness Center, VFW Sports Center, elements and facility improvements. The needs for additional new and Wachter Aquatic Complex. This facilities, facility renovations, and facility additions were identified. A plan will include significant public detailed assessment of the District’s current multi-purpose facilities: engagement, which will be used to BSC Aquatic & Wellness Center, Capital Racquet & Fitness Center, VFW Sports Center, and Wachter Aquatic Complex was conducted. determine potential gaps in recreation Strategy for short and long term facility improvements which will facilities within the District to assist support current and future programs and uses was developed with future facilities planning and Implementation steps to fulfill the needs identified by the public improvements. and this plan, were identified and prioritized. METHODOLOGY OF THIS PLANNING PROCESS

This project was guided by the GreenPlay team, including Übl Design, RRC Associates, and the Bismarck Parks and Recreation District staff. The planning process was a collaborative effort that allowed staff, stakeholders, and community members ample opportunity to provide input throughout the planning process. The resulting plan is based on a blend of the consultant’s expertise and rich knowledge provided by stakeholders and community members. The project consisted of the following tasks.

FACILITIES MASTER PLAN 11 Strategic Kick-Off Meeting • Series of calls between the GreenPlay Project Manager and the Bismarck Parks and Recreation District Project Manager, culminating in an on-site meeting with the entire project team to discuss the scope of the project and expectations.

Review of Information Gathered GreenPlay collected and reviewed all information provided by the Bismarck Parks and Recreation District staff to help determine the comprehensive and inclusive needs in the community that could inform the development of the Facilities Master Plan. Some of the information reviewed is listed below. • 2018 Recreation Report • 2013 Facilities Study • Bismarck Parks and Recreation District Comprehensive Plan 2018-2022 • Bismarck Parks and Recreation District 2014 and 2017 Surveys • CAPRA – Bismarck Parks and Recreation District Self-Assessment 2018 • Several Facility Assessment Reports

Community Outreach and Public Participation • Meeting with Bismarck Parks and Recreation District Staff . Facility tours • Stakeholder Interviews with 19 participants • Staff Focus Group with 58 participants • 6 Focus Groups with over 125 participants • Conducted small group sessions . Bismarck Mandan Chamber/EDC . 58 full-time employees in that group . User groups . Parents . Business owners . City administrators • Meetings with Bismarck Parks and Recreation District Board members • Conducted staff interviews • 306 completed needs assessment surveys for the statistically valid survey • 1,411 completed surveys for the open-link survey • 2,196 open link surveys were partially completed • Public Forums at the conclusion of Information Gathering/Public Engagement and for Findings and Vision

Market Assessment • Review of participation information provided by Bismarck Parks and Recreation District Staff • Demographic Study • Trends Study

Program Identification and Site Analysis • Ranking and Prioritizing Demand and Opportunities • Facility Building Criteria • Facility Program Plan

Findings and Visioning • Development of Key Issues Matrix

12 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Preliminary Cost Estimates Draft Report and Presentation • A Draft Report for review, edits, and comments to be included in the Final Report

Final Plan with Recommendations and Actions • Goals, objectives, and an action plan for implementation • Action plan for facilities improvements • Financial implications . Timeframe for implementation

BISMARCK PARKS AND RECREATION DISTRICT DEMOGRAPHIC PROFILE

By analyzing population data, trends emerge that can inform decision making and resource allocation strategies for the provision of parks, recreation, and open space management. This demographic profile was compiled in April 2019 from a combination of sources including the Esri Business Analyst, American Community Survey, and the U.S. Census. The following topics will be covered in detail in this report:

Population Housing and Ethnic/Racial Age and Gender Educational State and Local Breakdown and Household Diversity Distribution Attainment Health Ranking Projections Information

Figure 2: Bismarck Population Boundary Map

FACILITIES MASTER PLAN 13 Key Facts about Bismarck: • The average household size in Bismarck (2.16) with the median household income at $58,369. • The population of Bismarck is projected to grow at an annual rate of 2.04 percent between 2018 and 2023, increasing to an estimated 80,463 people in 2023. • The median age in Bismarck was 39.2 in 2018 and is expected to increase to 40.1 years old in 2023.

Population Growth rates can be a strong comparative indicator of an area’s potential for economic development. From 2000 to 2010, the population of Bismarck grew about two percent annually each year. From 2018 to 2023, Bismarck is expected to grow annually at about the same rate − two percent. The United States on average is expected to grow slower at a rate of 0.81 percent, compared to Bismarck and the State of North Dakota at 1.88 percent. Figure 3 shows a visual representation of the population growth rate between 2018 and 2023.

Figure 3: Bismarck Population Annual Growth Rates (2018 – 2023)

Figure 4: Bismarck Population and Growth Rates

Source: U.S. Census Bureau

14 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Age & Gender Distribution Looking first at gender, Bismarck has more females (51.16%) than males (48.84%). This percentage of sexes is also similar of that in the United States. The percentage of sexes is nearly balanced between males and females.

Table 1: Gender Distribution Comparison Bismarck, North USA ND Dakota 2018 Female Population (%) 51.16% 49.51% 50.77% 2018 Male Population (%) 48.84% 50.49% 49.23%

The median age in Bismarck in 2010 was 38 years old, compared to 37 years old in the State of North Dakota. The median age in both Bismarck and the state is expected to increase by 1 to 2 years over the next five years.

Figure 5: Median Age of Bismarck Compared to State of North Dakota between 2010 and 2023

Bismarck

North Dakota

Source: Esri Business Analyst

In 2018, Bismarck had more populations in the Baby Boomers and Silent/Greatest Generations than the state of North Dakota and the United States. Roughly 33 percent of the population was born before 1964. Millennials in Bismarck by themselves make up the greatest percentage of the population, at 26 percent.

FACILITIES MASTER PLAN 15 Figure 6: 2018 Generational Breakdown in Bismarck

Ethnic/Racial Diversity In the United States, communities are generally becoming more diverse. Before comparing this data, it is important to note how the U.S. Census classifies and counts individuals who identify as Hispanic. The Census notes that Hispanic origin can be viewed as the heritage, nationality, lineage, or country of birth of the person or the person’s parents or ancestors before arrival in the United States. In the U.S. Census, people who identify as Hispanic, Latino, or Spanish may be any race and are included in all of the race categories.

Figure 7 reflects the approximate racial/ethnic population distribution. Bismarck has a population primarily made up of White/Caucasians (91%). Only three percent of the population identify as Hispanic, and no minority group make up more than three percent of the population.

Figure 7: 2018 Racial/Ethnic Diversity of Bismarck

16 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Household Income The next section of this report looks at median household income and net worth. Bismarck households bring in a median income of $58,369 a year, compared to the state of North Dakota at $60,183 and the United States at $58,100. The median and disposable income is very similar between all three areas of comparison.

Figure 8: 2018 Estimated Median Income

Comparing median net worth indicates that there are significant differences in Bismarck compared to the State of North Dakota. The median net worth of the state of North Dakota is over $10,000 above the household income of Bismarck. To clarify, U.S. Census Bureau defines “Net Worth” as total household wealth minus debt, secured and unsecured. Net worth includes home equity, equity in pension plans, net equity in vehicles, IRAs and Keogh accounts, business equity, interest-earning assets, and mutual fund shares, stocks, etc.

Figure 9: 2018 Median Net Worth

FACILITIES MASTER PLAN 17 Another comparison of households shows that only 6.39 percent of Bismarck residents receive food stamps, compared to 7.49 percent in the state of North Dakota. The average in the United States was over double the rate in Bismarck, at 13.05 percent.

Variable Bismarck, ND North Dakota USA 2012-2016 ACS Households Receiving Food 6.39% 7.49% 13.05% Stamps/SNAP (%)

Educational Attainment Analyzing the highest levels of educational attainment indicates that only six percent of the Bismarck population did not receive a high school diploma or GED, compared to the United States at 12 percent. Bismarck also had the highest amount of those who received a Bachelor’s degree.

Table 2: 2018 Bismarck Educational Attainment Level of Education Bismarck, ND North Dakota USA Graduate/Professional Degree (%) 10.42% 8.01% 12.18% Bachelor's Degree (%) 26.19% 22.30% 19.60% Associate's Degree (%) 13.90% 13.85% 8.45% Some College/No Degree (%) 19.26% 21.60% 20.52% GED/Alternative Credential (%) 3.80% 3.69% 3.96% High School Diploma (%) 19.80% 23.18% 23.00% 9-12th Grade/No Diploma (%) 4.02% 4.79% 7.07% Less than 9th Grade (%) 2.61% 2.57% 5.22%

Health Ranking Understanding the status of the community’s health can help inform policies related to recreation and fitness. Robert Wood Johnson Foundation’s County Health Rankings and Roadmaps provide annual insight on the general health of national, state, and county populations. The 2018 Rankings model highlights the topic areas reviewed by the Foundation.

The health ranking for gauged the public health of the population based on “how long people live and how healthy people feel while alive,” coupled with ranking factors including healthy behaviors, clinical care, social and economic, and physical environment factors.1

Burleigh County ranked 8th out of 53 Counties for Health Outcome.

1 University of Wisconsin Population Health Institute & Robert Wood Johnson Foundation, County Health Rankings 2018,http:// www.Countyhealthrankings.org

18 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER State Health Ranking In 2018, the United Health Foundation’s America’s Health Rankings Annual Report ranked North Dakota as the 13th healthiest state nationally. The health rankings consider and weigh social and environmental factors that tend to directly impact the overall health of state populations as illustrated in Figure 10. The state moved from 18th in 2017 to 13th in 2018.

Figure 10: 2018 North Dakota Health Ranking Overview

Strengths Challenges of North Dakota health include: of North Dakota health include: • Low levels of air pollution • High prevalence of excessive drinking

• Low drug death rate • High occupational fatality rate

• High immunization coverage among • High prevalence of obesity children

Source: United Health Foundation’s America’s Health Rankings Annual Report 2017

FACILITIES MASTER PLAN 19 PARKS AND RECREATION INFLUENCING TRENDS

The changing pace of today’s world requires analyzing recreation trends from both a local and national level. Understanding the participation levels of the city residents using data from the U.S. Census Bureau, combined with research of relevant national recreation trends, provides critical insights that help to plan for the future of parks and recreation. These new shifts of participation in outdoor recreation, sports, and cultural programs are an important component of understanding and serving your community.

Part 1: Recreation Behavior and Expenditures of Bismarck Households • Local Recreational Expenditures • Outdoor Recreation Behavior • Fitness and Health Behavior • Team Sport Participation • Generational Changes

Part 2: Parks and Recreation Trends Relevant to Bismarck • Active Transportation • Economic and Health Benefits • Agency Accreditation • Golf • Americans with Disabilities Act • Trail Recreation & Cycling Trends • Community Gardens • Winter Recreation

Recreation Behavior and Expenditures of Bismarck Households Local Recreational Expenditures Data from the Bureau of Labor Statistics provides insights about consumer expenditures per household in 2018. The following information was sourced from Esri Business Analyst, which provides a database of programs and services where Bismarck residents spend their money. Table 3 shows recreation equipment expenditures, while Table 4 is specific to camping, andTable 5 is specific to participation fees.

Table 3: Recreation Expenditures in 2018 Per Household Total Winter Sports Equipment $6.03 $196,021 Water Sports Equipment $6.12 $198,913 Bicycles $28.10 $913,847 Hunting & Fishing Equipment $51.38 $1,671,132 Toys/Games/Crafts/Hobbies $95.88 $3,588,247 Sports/Rec/Exercise Equipment $170.39 $5,541,919 Pets $581.42 $18,910,673

20 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Table 4: Camping Expenditures in 2018 Per Household Total Camping Equipment $14.03 $456,292 Rental of Boats/Trailers/Campers/RVs $19.07 $620,229 Camp Fees $30.20 $982,165 Recreational Vehicles & Fees $95.48 $3,105,482

Table 5: Participation Fees 2018 Per Household Total Admission to Sporting Events excluding Trips $56.32 $1,831,898 Tickets to Movies/Museums/Parks $35.38 $1,150,765 Fees for Participant Sports excluding Trips $76.85 $2,499,388 Fees for Recreational Lessons $108.57 $3,531,144 Membership Fees for Social/Recreation/Civic Clubs $126.95 $4,129,193 Entertainment/Recreation - Fees & Admissions $213.72 $6,951,127

Outdoor Recreation Behavior In Figure 11, data from Esri Business Analyst shows popular outdoor recreation activity participation by households in Bismarck. Compared to the state, Bismarck had higher participation in hiking and jogging/ running than the state. The only activities in which North Dakota had higher participation were fresh water fishing, hunting (with rifle), and power boating.

Figure 11: Outdoor Recreation Behavior of Bismarck compared to the State of North Dakota

FACILITIES MASTER PLAN 21 Fitness and Health Behavior Figure 12 shows household participation in various fitness activities. Participation was relatively consistent in Bismarck than it was in the state of North Dakota, with the only major difference being that “Walking for Exercise” was more popular in Bismarck.

Figure 12: Fitness and Wellness Participation of Bismarck compared to the State of North Dakota

Team Sport Participation According to census data, households in Bismarck had high participation in basketball. All other sports had moderate participation that was consistent with participation in the state.

Figure 13: Team Sport Household Participation in Bismarck compared to State of North Dakota

22 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Generational Changes Activity Participation varies based on age, but it also varies based on generational preferences.

In 2018, Bismarck had more populations in the Baby Boomers and Silent/Greatest Generations than the state of North Dakota and the United States. Roughly 33 percent of the population was born before 1964. Millennials in Bismarck by themselves make up the greatest percentage of the population, at 26 percent.

Figure 14: Generational Breakdown in Bismarck

Parks and Recreation Trends Relevant to Bismarck Active Transportation – Bicycling and Walking

In many surveys and studies on participation in recreational activities, walking, running, jogging, and cycling are nearly universally rated as the most popular activities among youths and adults. Walking, jogging, and running are often the most highly participated in recreational activity and cycling often ranks as the second or third most popular activity.

These activities are attractive as they require little equipment, or financial investment, to get started, and are open to participation to nearly all segments of the population. For these reasons, participation in these activities are often promoted as a means of spurring physical activity and increasing public health. The design of a community’s infrastructure is directly linked to physical activity – where environments are built with bicyclists and pedestrians in mind, more people bike and walk. Higher levels of bicycling and walking also coincide with increased bicycle and pedestrian safety and higher levels of physical activity. Increasing bicycling and walking in a community can have a major impact on improving public health and life expectancy.

FACILITIES MASTER PLAN 23 The following trends as well as health and economic indicators are pulled from the Alliance for Biking and Walking’s 2012 and 2014 Benchmarking Reports:

Public health trends related to bicycling and walking include: • Quantified health benefits of active transportation can outweigh any risks associated with the activities by as much as 77 to 1, and add more years to our lives than are lost from inhaled air pollution and traffic injuries. • Between 1966 and 2009, the number of children who bicycled or walked to school fell 75 percent, while the percentage of obese children rose 276 percent. • Bicycling to work significantly reduces absenteeism due to illness. Regular bicyclists took 7.4 sick days per year, while non-bicyclists took 8.7 sick days per year.

Economic benefits of bicycling and walking include: • Bicycling and walking projects create 8 to 12 jobs per $1 million spent, compared to just 7 jobs created per $1 million spent on highway projects. • Cost benefit analyses show that up to $11.80 in benefits can be gained for every $1 invested in bicycling and walking.

National bicycling trends: • There has been a gradual trend of increasing bicycling and walking to work since 2005. • Infrastructure to support biking communities is becoming more commonly funded in communities. • Bike share systems, making bicycles available to the public for low-cost, short-term use, have been sweeping the nation since 2010. Twenty of the most populous U.S. cities have a functional bike share system.

National Healthy Lifestyle Trends The population of the United States is becoming more diverse. As demographics are experiencing an age and ethnic shift, so too are landscapes, daily lifestyles and habits changing. The number of adults over the age of 65 has increased, and lifestyle changes have encouraged less physical activity; collectively these trends have created profound implications for the way local governments conduct business. Below are examples of trends and government responses. More and more, local governments are accepting the role of providing preventative health care through park and recreation services. The following facts are from an International City/County Management local government survey2: • Eighty-nine percent (89%) of respondents’ parks and recreation departments should take the lead in developing communities conducive to active living. • Eighty-four percent (84%) had already implemented recreation programs that encourage active living in their community. • The highest priority selected for the greatest impact on community health and physical inactivity was a cohesive system of parks and trails and accessible neighborhood parks.

Agency Accreditation Parks and recreation agencies are affirming their competencies and value through accreditation. This is achieved by an agency’s commitment to 151 standards. Accreditation is a distinguished mark of excellence that affords external recognition of an organization’s commitment to quality and improvement.

2 “Active Living Approached by Local Government: Survey,” International City/County Management Association, http:// bookstore.icma.org/freedocs/Active%20Living%20and%20Social%20Equity.pdf, 2004.

24 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER The National Recreation and Parks Association administratively sponsors two distinct accreditation programs: The Council on Accreditation of Parks, Recreation, Tourism, and Related Professions (COAPRT) approves academic institutions, and the Commission for Accreditation of Parks and Recreation Agencies (CAPRA) approves agencies. It is the only national accreditation of parks and recreation agencies, and is a valuable measure of an agency’s overall quality of operation, management, and service to the community.

Americans with Disabilities Act (ADA) Compliance On September 14, 2010 the U.S. Department of Justice (DOJ) issued an amended regulation implementing the Americans with Disabilities Act (ADA 2010 Standards) and, for the first time, the regulations were expanded to include recreation environment design requirements. Covered entities were to be compliant with design and construction requirements and the development of three-year transition plan by March 15, 2012. The deadline for implementation of the three-year transition plan was March 15, 2015.

Community Gardens Communities around the country are building community gardens for a number of far-reaching environmental and social impacts. According to GreenLeaf Communities, which supports scientific research in environmental and human health, community gardens offer benefits including3:

Environmental Social • Reducing waste through composting • Increase intake of vegetables and fruits • Improving water infiltration • Promotes relaxation and improves mental • Increasing biodiversity of animals and health plants • Increases physical activity • Improve air and soil quality • Reduces risk of obesity and obesity- related diseases

Some studies show that community gardens can improve the well-being of the entire community by bringing residents together and creating social ties. This activity can reduce crime, particularly if gardens are utilized in vacant lots. In fact, vacant land has the opposite effect of community gardens, including increased litter, chemical and tire dumping, drug use, and decreased property values. By creating community gardens, neighborhoods can teach useful skills in gardening, food production, selling, and business. The National Recreation and Park Association published an in-depth guide to building a community garden in parks through the Grow Your Park Initiative, which can be found on its website.4

Adult Recreation: Golf The recent decline in golf participation has agencies and stakeholders wondering about the future of golf. According to the National Golf Foundation (NGF), from 1980 to 2000, the number of golfers grew 50 percent to almost 300 million participants. Since 2000, participation has plateaued and declined, as evidence in the Figure below from the NGF. Youth Sports Organizations, such as The First Tee, are garnering support and engagement for golf, by starting with kids.5

3 Katie DeMuro, “The Many Benefits of Community Gardens” Greenleaf Communities, https://greenleafcommunities.org/the- many-benefits-of-community-gardens, accessed January 2019 4 Laurie Harmon and Laurel Harrington, “Building a Community Garden in Your Park: Opportunities for Health, Community, and Recreation.” National Recreation and Park Association, https://www.nrpa.org/uploadedFiles/nrpa.org/Grants_and_Partners/ Environmental_Conservation/Community-Garden-Handbook.pdf, accessed January 2019 5 The First Tee, 2018, https://thefirsttee.org/about/

FACILITIES MASTER PLAN 25 Figure 15: Golf Participation, Year after Year (1986 – 2009)

Although the National Golf Foundation is optimistic about the future of golf (they expect a 1% annual growth rate), variations of the sport are growing in popularity. It can be difficult to accurately compare the change in participation overtime, but Google Trends can provide an indication of the nationwide popularity of the following search terms in the search engine (data available from 2004 to present)6:

Figure 16: Google search trends of golf and related variations (2004 - 2018)

"Mini Golf" "Top Golf"

"Golf Driving Ranges" "Golf Simulator"

6 Google Trends, Search Terms: Golf, Top Golf, Golf Driving Ranges, Golf Simulator, Mini Golf, January 2014 – June 2018, https:// trends.google.com/

26 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Disc golf is a very popular and growing trend particularly in urban parks that have the acreage and tree cover to implement beautiful nature courses. It is a very inexpensive sport in which to participate as well as inexpensive to build and operate. Disc golf is considered a family and multigenerational activity for all ages.

Miniature golf and Top Golf are both fast growing trends particularly in urban settings as a family and multigenerational activity for all ages.

Economic and Health Benefits of Parks There are numerous economic and health benefits of parks, including the following7:

• In 2017, the Outdoor Industry Association estimated that national consumer spending on outdoor recreation generated $887 billion in consumer spending, and directly supported 7.6 million jobs. • Trails, parks, and playgrounds are among the five most important community amenities considered when selecting a home. • U.S. Forest Service research indicates that when the economic benefits produced by trees are assessed, the total value can be two to six times the cost for tree planting and care.8 • Nearly half of active Americans regard outdoor activities as their main source of exercise.9

Parks and Recreation Agencies Can Modify Preventive Health Factors Research has shown conclusively that parks and recreation agencies can use systems thinking approaches to have a beneficial effect on modifiable health factors by helping to address: • Increase physical activity • Enhance social and parental engagement • Improve nutrition

7 Outdoor Industry Association, The Outdoor Recreation Economy,https://outdoorindustry.org/images/researchfiles/OIA_ OutdoorRecEconomyReport2012.pdf; accessed May 2016 8 Nowak, David J., “Benefits of Community Trees,” Brooklyn Trees, USDA Forest Service General Technical Report 9 Outdoor Recreation Participation Report 2016

FACILITIES MASTER PLAN 27 • Better transportation and access to facilities and spaces • Perceptions of personal and community safety • Reductions of smoking, alcohol, and drug use

These factors can be addressed through collaborations with a variety of community partners or “actors,” such as schools, public health, medical, other governmental agencies, private, and non-profit sectors.10

(Penbrooke, 2017)

“The Benefits of Parks: Why America Needs More City Parks and Open Space,ˮ a report from the Trust for Public Land, makes the following observations about the health, economic, environmental, and social benefits of parks and open space11: • Physical activity makes people healthier. • Physical activity increases with access to parks. • Contact with the natural world improves physical and psychological health. • Residential and commercial property values increase. • Value is added to community and economic development sustainability. • Benefits of tourism are enhanced. • Trees are effective in improving air quality and act as natural air conditioners. • Trees assist with storm water control and erosion. • Crime and juvenile delinquency are reduced. • Recreational opportunities for all ages are provided. • Stable neighborhoods and strong communities are created.

10 Penbrooke, T.L. (2017). Local parks and recreation agencies use of systems thinking to address preventive public health factors. (Doctoral Dissertation). North Carolina State University, Raleigh, NC. Retrieved from:http://www.gpred.org/resources / under PhD Dissertations. 11 Paul M. Sherer, “The Benefits of Parks: Why America Needs More City Parks and Open Space,” The Trust for Public Land, San Francisco, CA, 2006

28 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Trail Recreation and Cycling Trends For trail-related recreation activities such as hiking, bicycling, and running, the 2016 Outdoor Recreation Topline Report indicates a positive three-year trend for trail running, running/jogging, hiking, mountain biking and BMX biking, as shown on Table 6. Additionally, participation in trail running and BMX biking is up significantly over the recent three-year period.

Table 6: Cycling and Trail Recreation Participation by Activity (Ages 6+) 3 Year Average 2013 2014 2015 Change BMX Bicycling 2,168 2,350 2,690 7.5% Bicycling (Mountain/Non-Paved Surface) 8,542 8,044 8,316 2.8% Bicycling (Road/Paved Surface) 40,888 39,725 38,280 -0.8% Hiking (Day) 34,378 36,222 37,232 2.6% Running/Jogging 51,127 49,408 48,496 -2.3% Trail Running 6,792 7,531 8,139 10.7% Source: 2016 Outdoor Recreation Participation Topline Report

Other Cycling Trends • Bicycle touring is becoming a fast-growing trend around the world, including the United States and Canada. “Travelers are seeking out bike tours to stay active, minimize environmental impact, and experience diverse landscapes and cityscapes at a closer level.”12 • Urban bike tours, popular in cycle-friendly cities in Europe, are taking hold in the United States as well. Bikes and Hikes LA, an eco-friendly bike and hike sightseeing company founded in September of 2010, offers visitors the opportunity to “see the city’s great outdoors while getting a good workout.” In New York, a hotel and a bike store partnered to offer guests cruisers to explore the city during the summer of 2014.13 • One of the newest trends in adventure cycling is “fat bike,” multiple speed bikes that are made to ride where other bikes can’t be ridden, with tires that are up to 5 inches wide run at low pressure for extra traction. Most fat bikes are used to ride on snow, but they are also very effective for riding on any loose surface like sand or mud. They also work well on most rough terrain or just riding through the woods. This bike offers unique opportunities to experience nature in ways that wouldn’t be possible otherwise.14 • Electric Assist Bikes, or e-bikes, are becoming commonplace on both paved and non-paved surfaces. For commuters, this option allows for a quick, convenient, and environment-friendly method of transportation. Speeds vary based on the types of E-Bikes, which is typically broken down into two classes: . Class 1 e-bikes provide electrical assistance only while the rider is pedaling. Electrical assistance stops when the bicycle reaches 20 mph. . Class 2 e-bikes provide electrical assistance regardless if the rider is pedaling or not. Electrical assistance stops when the bicycle reaches 20 mph.

12 Hope Nardini, “Bike Tourism a Rising Trend,” Ethic Traveler, http://www.ethicaltraveler.org/2012/08/bike-tourism-a-rising- trend/, accessed March 2014 13 Michelle Baran, “New Trend: Urban Bike Tours in Los Angeles and New York,” Budget Travel Blog, http://www.budgettravel. com/blog/new-trend-urban-bike-tours-in-los-angeles-and-new-york,11772/, accessed March 2014 14 Steven Pease, “Fat Bikes, How to Get the Most Out of Winter Cycling,” Minnesota Cycling Examiner, http://www.examiner. com/article/fat-bikes-the-latest-trend-adventure-cycling, February 1, 2014

FACILITIES MASTER PLAN 29 Agencies around the country are working to proactively regulate E-Bikes on their trails and greenways. Federally, E-bikes are classified as motorized vehicles which designates them to be used specifically on motorized trails, which includes the Bureau of Land Management (BLM) and National Forest (USFS) lands. Statewide, there are also regulations which should be considered at a local level with regard to allowing electrical assisted bicycles on bike paths, pedestrian paths and multi-purpose trails. Agencies such as Boulder County in Colorado are implementing pilot programs to test the potential of e-bikes on trails and the impact that they have to the environment, other trail users, and wildlife.

Winter Recreation Winter sports are gaining popularity in the United States, and their economic contributions are being tracked and monitored. According to a report in collaboration with POW (Protect Our Winters) and REI, in February 2018, snow sports such as snowboarding, skiing, and snowmobiling generated an estimated $20.3 billion in economic value in the United States, primarily through ski resorts, hotels, bars, restaurants, grocery stores, and gas stations.15 More than 20 million people participated in downhill skiing, snowmobiling, and snowboarding between 2015 and 2016. One sport that is on the rise is cross country skiing, which saw a 12 percent increase in popularity. The numbers from the “Outdoor Recreation Topline Reportˮ show that cross country skiing is on the rise.16

A study from the United States Forest Service demonstrated the impact that non-motorized winter recreation sports can have on local economies. In their study, the USFS analyzed the Gallatin National Forest in Montana. Results indicated that cross country skiing generated an economic impact of over $400,000, and supported 30 local jobs. Another study of visitor use data showed that people who travel to National Forests spent on average $97 per day, while locals spent approximately $27 per day for day trips. For overnight trips, that estimate increased to $537 for visitors. In this study, snowshoeing and ski touring were considered as part of the category of cross-country skiing.17

15 Protect Our Winters, REI CoOp, The Economic Contributions of Winter Sports in a Changing Climate; Accessed April 2019; https://gzg764m8l73gtwxg366onn13-wpengine.netdna-ssl.com/wp-content/uploads/2018/02/POW_2018_economic_report-1. pdf 16 Outdoor Foundation, Outdoor Recreation Participation Topline Report (2016); Accessed January 2019, https:// outdoorindustry.org/wp-content/uploads/2017/04/2017-Topline-Report_FINAL.pdf 17 Winter Wildlands Alliance, Human Powered Snowsports Trends and Economic Impacts, Accessed January 2019, https:// winterwildlands.org/wp-content/uploads/2016/11/Economic-Impact-2016.pdf

30 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER III. COMMUNITY INFORMATION GATHERING/ OUTREACH PUBLIC ENGAGEMENT Stakeholder interviews were conducted January 7 – 9, 2019. These AND PUBLIC interviews took place in the form of focus group sessions, and were held throughout the District. The goal of these sessions was to INPUT gather information that would guide the development of the survey tools. Participants included: • Bismarck Mandan Chamber/EDC • 58 Park District full-time employees • User groups • Parents • Business owners • City administrators • Stakeholders • Focus groups • Open meeting for the public • Political subdivisions

A summary of responses follows. Responses are not prioritized, but recurring responses are denoted by an asterisk. It should be noted that some participants chose not to respond during the sessions.

Years Participants have lived in Bismarck __7___ <5 years __6___ 5-9 years __16__ 10-15 __12__ 16-20 years __42__ 20+ years __1___ Not a resident but use programs / facilities

Strengths • Well maintained **** • Good variety of activities and programs *** • Affordability/Availability** • Good locations/covering community, easy to access – geographically and easy to get into • Staff *** • Quality facilities ** • Well maintained/well run*** • Inclusive • Updated and new • Riverfront trails and access • Community and culture • Good communication with public • Employee pride

FACILITIES MASTER PLAN 31 • Partnerships • Conscientious planning • Employ a large number of residents • Green space ordinance has been great • Trail system is awesome • Diversity • Accessible • Create programs for kids • Willing to listen – want community’s input

Opportunities for Facilities Improvement • Need more tennis, preferably 6 courts together *** • Age of some of the facilities* • Map of Bismarck, where facilities are located, need ice and softball in north end of Bismarck* • More ice, indoor facilities, training in winter for outdoor sports, basketball • Needs assessment • Keeping up with other communities (falling behind with other communities) • More indoor multi-purpose facilities* • Need indoor playground, park for kids • Programming that is intentionally safe for youth, beyond bricks and mortar with behavioral health identification for struggling youth • Programming for older adults • More diversity in location, need more NW • Integrated waterfront access • Needs to get Bismarck to the next level to bring people to town • Population is outgrowing the facilities, including Municipal Ballpark • Connectivity between different trail systems • Keeping up with the growth of the city – expanding out – distribution of facilities throughout the city • Year-round facility for activities – indoor turf, bring outdoor activities indoors 12 months of the year • More parking for Nishu Bowmen • Year around table tennis • Accessibility – ADA* • Update infrastructure • Frances Leach High Prairie Arts & Science Complex needs to be updated, or sell it • Designated green space – natural play space for kids – no fields, no playgrounds, etc. • More wildlife habitat and pollination areas • Spectator area at gymnastics area could be improved • Hours of access (open later at night) • Expand hours of the Blast program • Need more indoor aquatics facilities – too busy • More indoor turf area – bubbled and un-bubbled, etc.** • Accessible playground equipment for young children • More northeast facilities • WWMB needs updating or sell • More activity, meeting, office, shop, and storage space • Shop space and equipment

32 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER • Maintenance yard • Additional restrooms for employees at the Park Shop • Gym space • Locker room space at VFW Sports Center • More flexible workout space • Employee changing space • Updated technology • Maintenance shop roof leaks • CRFC needs a new roof • WWMB needs a new roof • If CRFC were to move and we could dream big – 6 indoor tennis courts, 2 kids tennis courts, indoor playground, turf for other sports • All in one would include coffee shop, doctor’s offices, pool, gym, lunch counter, significant child care, like a mall setting • Sometimes all in one facility may not be the best because they don’t want to share facilities (for example ice may not want to share with tennis) • Safety and security at front desk areas • CRFC can’t expand – lack of parking – need more tennis, pickleball, and court space – Relocate gymnastics, turn that area into youth tennis and pickleball courts, put turf down for indoor sports space • Upgrade buildings • Update the dome for more of a soccer facility • Scheduling ice time, too many groups, not enough ice. • Need more staff to cover ice and maintain facility – short staffed • Not enough parking at Cottonwood when soccer, BMX, softball, and football all going on at the same time • Ice rinks not built for summer use, there is no air conditioning • Need programs for adults

Additional Activities Desired • More basketball/volleyball courts needed, especially dedicated and not in the schools** • All ages • Indoor/outdoor sports for indoor – soccer • Softball, batting cages • Lacrosse • Commercial kitchen for community • Behavioral health opportunities • Programming for all abilities • Indoor rock climbing • Indoor livestock facility • Organized winter programs/lessons like cross-country and snow shoe • Turf space big enough for indoor soccer, baseball, etc. to be used during the winter* • Orchestra and band opportunities – fine arts opportunities • Indoor playground space like Snoopers was* • Indoor water park/recreation area • Support within activities to make the programs/classes accessible to all (have an aide or staff with the child/person), especially with swimming – private lessons can be expensive • Sensory type programming and programming for those with autism

FACILITIES MASTER PLAN 33 • More public art, more outdoor stages, more for performing arts and more so than just summer. Public arts such as murals, theater • Indoor rock climbing or bouldering wall • Riverwalk arts and cultural festival with activities • CPR training opportunities and other classroom space • Host more events – sports, dances, etc. • Indoor roller skating • Indoor climbing and indoor playground • More room to work in shop areas – carpentry room, welding room, wash bay • Host more large-scale tournaments – tennis • Indoor walking track • Activities that will bring people in from all over the state and the region – this will have an economic benefit • Low cost family activities • Indoor recreation facility that is open to the public and not structured • Performing arts center (said many times during Tuesday lunch session) (include technology so Dakota Community Access can broadcast performances) and area where youth could go 12 months of the year and do various arts programs of their choice • Riverfront development including arts that would help market the community. More mental health benefits • Expand offering at McDowell Dam – put trails leading to that facility • Expanded hours at the BSC AWC so those that are 50+ can swim later in the evenings. Other facilities staying open later also • Indoor lacrosse opportunities – has starting using indoor ice arenas when the ice comes out • Look at everything that we might do with a universal eye to keep it accessible for all – physically, accessibility, cost, etc. • Bring opportunities here to Bismarck so families don’t have to travel • Provide broad based opportunities for the youth • Any enhancements to the BSC AWC will be valued by BSC, especially as their mission has changed to include more 4 year programs • Indoor soccer facility • Facility that offers indoor activities in the winter months that are not structured for teenage age bracket, (climbing wall, roller rink, arcade. Identified in top 5 responses for past survey was non structured activity • Public pump track along the lines of biking – practice technique • Actual pickle ball courts so not to have to worry about scheduling conflicts with tennis • Affordable classroom space to house materials for wood carvers group • Establish a National Wildlife Federation Community Wildlife Habitat program • Women in the outdoor weekend • Winter activities – snowshoe, cross country ski, sleddogs, tobaggan

New Amenities or Enhancements Desired • Commercial kitchen for community • Build beyond capacity for growth and future* • Look to build for tourism needs** • Better parking/accessibility* • Recreational destination center for region, model community for health and well being* • Larger dome space**

34 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER • Locker rooms in current ice rinks* • Enhance VFW Sports Center – more seats, different types of seats (box seats, suites, bar stool seats), nicer concessions for VFW and Tom O’Leary* • Waterpark/public pool on north side of town • More riverfront recreation • Great services and great buildings, we do enough to get us for the right now • Better gymnastics space • Indoor dog play space • New/expanded clubhouse at Riverwood Golf Course • BSCAWC – larger family restrooms, larger shower space, and other enhancements at all facilities • BSCAWC – Indoor walking track • Raised community gardens • Additional regional park on the north side • Restrooms at the Tom O’Leary Tennis Area along the trail • Additional Lacrosse space • More disc golf opportunities • Snow tube facility with people mover • Additional trees and shrubs to the parks • Expanded indoor archery facility • Facilities to bring conference, regional and national tournaments to Bismarck – wrestling, club hockey, swimming/diving • Additional indoor tennis courts • Additional sheets of curing ice • Work with zoo and Superslide to add more small family activities and work together • Indoor picnic shelters – larger than Jaycee • More seating, concessions area, meeting rooms, and upgraded technology at the BSC AWC to host national events • Flow of people at VFW Sports Center during events could be improved – better storage for stuff between games, improved concessions area, more seating, no place for people to sit after they are done golfing (lounge/patio) and this could enhance revenue. Golf tournaments would like to have a place to have meals, etc. We have outgrown the VFW Sports Center • Mobile concessions stand for BPRD – place for a food truck to set up • Locker rooms for athletes different for locker rooms for the general public (dry and wet locker room). Classroom space at BSC AWC for teaching classes • Need adequate bathrooms at soccer complex for changing and water fountains • Small indoor water play area • Real mixed use space (have tenants rent out space for and have them pay for it) • Rentals along the river – bikes, kayaks, etc. • More competitive pool space with locker rooms, more space for gathering areas and spectator seating • Performing arts space • Gymnastics area need spectator seating, more space, birthday party space • Birthday party spaces • More storage at outdoor sites for sports equipment (lacrosse for example) • Safe public beaches along the river • Safe public areas along the river for families to use that don’t have boats with beach, etc. • Expanding golf course facilities to have tournaments (restroom facilities) • Collaborate more with Mandan – for where could we share facilities. Better utilization of the Bismarck Community Bowl is an example of enhanced collaboration

FACILITIES MASTER PLAN 35 • Add basketball courts to BSC AWC • Access to river from BSC • Meeting space for non-profits in the community • Facility for arts and music that could also bring in events such as concerts (Bluestem in Fargo- Moorhead) • Area to go in winter months to recreate that isn’t programmed – this is why a climbing wall would be good • Bigger space for hosting events for golf • Practice facilities at the golf courses for junior golf • Air conditioning at ice facilities • Dome – built for golf, dirt underneath, turf is dirty, could pull it up and put new turf down and install new lighting • Accessibility at the Dome - adaptive • Competitive pricing for indoor soccer facility rental (per field maybe) • WWMB – more accessibility for sports wheelchairs • Riverfront – public access to beach and river area • Upgrades/improvements to stage and lighting to HPASC, performance hall and stage is currently inadequate • Line fields and cut grass more frequently at Cottonwood for soccer and lacrosse • Update the shack at Cottonwood • Add archery station to outdoor at Nishu Bowmen • 300 meter indoor track 8 lanes for track and field • Indoor Equine facility • Nutrition, wellness vendors or options • Multi-use off-road trails • Plexiglass half walls in bench & penalty box in hockey rinks • Fishing piers • Cultural arts facility • Roller Derby track

Underserved Populations of the Community • Special Olympics • Youth and adults with disabilities *** • Adaptive sports • At risk/underserved youth ** • Growth in the North**** • Gym time difficult to find/schedule* • Seniors – more community gardens • Seniors/elderly** • Free activities for children, especially during the winter time • Butterfly house – seniors, kids, all ages • Homeless youth (work with Ruth Meiers, etc.) • Transportation is an issue for homeless, those with disabilities, etc. • Ice • Scheduling sometimes difficult (late times, etc.) • Program schedules and offerings don’t always mesh with young adults • Female fastpitch softball • Need for youth basketball coaches

36 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER • Teenagers – all teenagers whether or not they are involved in sports • North and northeast sides of the community • Difficult to get children into Blast program and expand hours – after school programming – expand hours until 7:00 pm • Not just sports, park district is arts, drama, science • Culturally specific programs (Native Americans, etc.) • May be kids that are underserved but we don’t know it because the teams fill up without advertising, etc. and it’s a short season with constraints set up national tournaments • Every activity needs more time and space • Southside may be short of gyms • Indoor toddler/preschool areas – drop in space • Teenagers • Soccer fields in the north end of town • Pickle Ball - Older adults not necessarily seniors • Soccer players • Dogs – open field training • Indoor dog park for winter months

Financial Support • Models of success Bismarck Community Bowl Authority, multiple groups and user groups brought together to fundraise*** • Something presented people can buy into with clear vision (donors) ** • Grants and naming rights* • Public/private partnerships* • Several sources, sales tax***, drive tourism to build revenue, property tax, increase mill levy, capture event dollars (outside money)*** • Citizens don’t understand the funding needs, proactively share why the funding needs to be there and the how • Pay to play can increase the divide between the haves and have-nots • Hospitality/lodging/bed and booze tax** • Establish/use a foundation • Fundraising • Bismarck Public School District • Groups working together with their strengths and not competing, stakeholders working together • People are ok with their user fees to the user groups (BMSSA, etc.) • Keep in mind the “public” part of parks and those who may not be able to afford travel, etc. • Superslide finds commercial insurance, etc. is more expensive – do others find that and can they join with others instead of doing their own thing • Travel for youth sports programs for Bismarck families is high – can we expand opportunities here in Bismarck to reduce those travel expenses • Need dedicated sources as there is fundraising fatigue • Naming sponsorships • Partnerships with Bismarck Public Schools • Donations • Partnering with colleges (U Mary and BSC) • Tenant rents • Partners and stakeholders are being asked too many times to donate • Look at those who live outside of Bismarck and establish non-resident fees

FACILITIES MASTER PLAN 37 • More city involvement in amenities and recreation – Sports Authority • Should be part of the Governor’s Main Street Initiative • Matching grant programs with private and public partnership • User groups helping with fundraising

Key Partners and Stakeholders for BPRD • City** • Sanford Health** • Medical industry • Higher education • Builders groups • Hospitality • Energy • Petroleum • Scheels and other sports facilities* • Developers** • Burleigh County • County parks and recreation, BSC*, University of Mary*, School District** and those entities that use Park District facilities • Look outside the community/national brands; especially groups that have ties to Bismarck • United Way • NDSU Extension • ND Game and Fish and Corps of Engineers • Mandan Parks and Recreation • Bobcat/Doosan • USTA, Junior Golf, other user groups • Part time work force • Bobcats hockey • Bucks football • Dicks Sporting Goods • Corporate sponsors • Hotels • Ron Knutson – land donation • Adaptive Sports USA • Disabled Sports USA • United Tribes Technical College • USTA • USTA Northern Section

Key Issues and Values in BPRD • Continue to make programs available for all, including at risk, don’t just make programs for the rich, inclusive ** • Facilities that attract visitors/businesses to hire * • Targeting other aspects of health, including nutrition, emotional, mental health * • Trail system is second to none* • Have local people understand the revenue side, educate community • Safety, cleanliness, and keeping facilities updated

38 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER • Safety of the community and facilities • Keeping up the trends and keeping people in Bismarck • Bismarck is an outdoor recreation community – best in the state – we play hard in the summer • Don’t lose sight of neighborhood parks, access to trails, social activities • We are changing culturally • Community has a positive outlook on BPRD and don’t be afraid to leverage that. Keep up the “yes we can” attitude • Sense of family at current facilities • Look at poverty levels and make sure that the low-income population can still be served (inclusive and affordable) • The river is a key value • Keep safety in mind always • Affordable facilities • Family • Opportunity for older people and disabled people, inclusive • Information/education on programming • Community Health • Conservation

Top Priorities for BPRD • Replace Capital Racquet & Fitness Center • Build new facility connected to trail system • Expanding the maintenance shop, staff doesn’t have adequate hand washing space (it’s in the electrical area)*** (put public art on the side of the shop so it looks nicer) • Waterfront development • Public arenas • Additional indoor opportunities for sports • Something that everybody could use 12 months of the year • Indoor winter opportunity facility** • Performing arts facility • Aquatic facility • Accessibility and affordability • Get a grasp of various master plans by entities so we aren’t duplicating and competing – how do we best serve the community? • Maintaining infrastructure and trails • Upgrade current infrastructure • Make sure that staffing levels are adequate (current and with future expansion – look at how staff transfers from one area in the winter and then the summer leaves arenas and pools short staffed in the summer) and maintenance is adequate • Plumbing at Sibley shop • ADA accessibility • Wachter Pool – upgrade and renovate • Gym space • Locker room space at ice complexes • More practice space for soccer, football • Finish updating lights at Schaumberg Arena with LED lights • Ice rinks* • Utilization of current facilities, revenue generation, how the facilities are being used • Facilities for older youth, teenagers

FACILITIES MASTER PLAN 39 Other Suggestions • River front, green space activity*** • Opportunity in facilities throughout the year for kids with safety in mind and move into the north, northeast where more facilities are needed (land in the north)*** • Increase tax base to be able to support growth in facilities**** • More gym space is needed.** The lack of gym space causes a need to balance adult vs. youth programs • Good working relationship with BPRD**** • Continue with the high standard of the District** • Multipurpose facility with tennis courts** • Small neighborhood parks, thinking outside the box with parks** • Inclusion of all populations, including underserved.** Kids that aren’t part of a sport already • Encouraging all people to get to the existing parks and trails* • Bismarck to look at user groups to be able to hold events, premier destination for all types of events to be able to compete with other communities in the state** • Facilities that work for locals and visitors and have enough park staff* • Inclusiveness for all families, adaptive, indoor, and outdoor facilities* • Re-purpose current event center* • Pleased with BPRD offerings, trail connections* • A facility that serves not only sporting activities but STEM education (computer science) as well, facility utilization beyond sporting activities for multiple user groups • Space to get out of our box, be kids again, as adults we lose that, opportunity to think outside box and play • Parks and Rec is reason people visit our community and the reason people choose to stay and live here • Park District study to see what public wants with community support and user groups, identify priority of moving forward • University perspective, brings lots of students to community – need to have activities for all, so students want to stay, help develop work force development, students can enjoy college experience and stay in the community. • Some type of facility to attract people to town • Ice rinks* • Indoor water activities for youth • Work with developers and landowners to ensure that new development fits vision for the long term, think broad enough • Softball (traveling to other parts of the state to events) • Businesses working together in the community with vision • Event center similar to Alerus Center in Grand Forks, multi-use, something to bring people to the community in the long term • Work to become a regional hub with local partners • Opportunity with Missouri Valley Complex • Ensure accessibility of all facilities • Better way to gather feedback from participants and staff members • Difficult to find space for drop-in sports, especially indoor • Updates to downtown facilities • 4-season indoor and 3-season outdoor facilities. Need for more multi-purpose spaces • Lack of safe places for youth to go, especially right after school. Keep kids active and out of risky behaviors. Pilot program for more kid’s spaces

40 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER • More emphasis on tobacco-free spaces • Continue to focus on bicycle/pedestrian facilities • More training for kids with special needs. Maybe partnerships with local groups that prepare our young adults for jobs with kids • Great adult programs • BPRD could be more boastful about what they do provide; communication with the community; especially the fact that BPRD is one of the largest employers in Bismarck • Curling one of the fastest growing sports. Possible need for a 6-sheet complex • Tennis community may be a balance in scheduling as daytime courts can be empty • Look at transportation partners to ensure everyone can get to the facilities/programs • Make Fast Facts sheet interactive online • Work with the other government entities to cross-promote the survey and other community items • More indoor space for sports • Gymnastics is growing and space is a concern • Parking is an issue at BSC AWC depending on programming • Programming at BSC AWC doesn’t always match a student’s schedule • Utilize user groups to successfully fundraise to create/expand facilities, like other groups have been successful with • More unpaved paths and snowshoe trails for hiking/nature trails • More things for young adults to do • BPRD is a huge selling point to bring people to Bismarck • More affordable family entertainment • The flower beds and accents in BPRD parks are phenomenal • How does Parks and Rec work with the county’s proposed multi-purpose facility? • Arts and cultural community needs should be included • City, county, school district, and park district elected officials need to be engaged • Lacrosse is expanding and appreciates BPRD providing them space. They are making their way at this time with user fees. • Keep affordability in mind • Missouri River Correctional Facility land use change in purpose may provide potential for the community • Unmanicured space will attract pollinators so keep some areas natural • Shooting sports is really taking off for youth in the community • Eagles Nest facility in New Brighton • Soccer improvements • Inclusive programming/adaptive sports programs • Improvements to golf clubhouse with nice bar and event space, destination for tournaments, etc. • Keep programs affordable • Bike path safety address homeless population • Youth football practice space – shared use facility to accommodate growth • Specific pickle ball area to accommodate growth • Ice to accommodate growth, (high school girls will split into separate teams with JV teams) • Ice on north end of town* • Updated and adequate performance venues for the arts (artistic performances) • Affordable, small space for wood carvers group, limited budget of $1,000 per year for rental space • Roller rink - space to use in winter months, concrete to practice, help feed roller derby league

FACILITIES MASTER PLAN 41 • Natural areas to get people outdoors for an active, healthy lifestyle • Look at Sioux Falls SD facilities • Collaboration between Bismarck and Mandan

Recurring Themes from Information Gathering (In no particular order) • Take care of/enhance what we have • Gymnasium/multi purpose building • Indoor Artificial Turf Fields/Multi-Use Field • Indoor Tennis and Pickleball • More Ice • Aquatics (indoor/outdoor) • Trails and connectivity • River access

Key Issues and Values from Information Gathering • Accessibility • Affordability • Inclusivity • Workforce shortage • Build beyond capacity for growth and future • Look to build for tourism needs • Safety, cleanliness and keeping facilities updated • Keeping up the trends and keeping people in Bismarck • Don’t lose sight of neighborhood parks, access to trails, social activities • We are changing culturally • Community has a positive outlook on BPRD and don’t be afraid to leverage that. Keep up the “yes we can” attitude • Sense of family at current facilities • The river is a key value • Family • Opportunity for older and people with disabilities • Information/education on programming

42 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER IV. COMMUNITY METHODOLOGY The survey was conducted using three primary methods. NEEDS Mailed Survey Online Invitation Open-Link Online ASSESSMENT (Invitation Survey) Survey Survey

Accessed through a SURVEY Open to members Sent to randomly password-protected of the public who selected residents of website for residents were not part of the Bismarck who received the mail invitation survey survey

The purpose of this study was to The primary list source used for the mailing was purchased from gather community feedback on Melissa Data Corp., a leading provider of data with emphasis on Bismarck Parks and Recreation District U.S., Canadian, and international address and phone verification as well as postal software. Use of the Melissa Data list also includes facilities, amenities, future planning, renters in the sample who are frequently missed in other list sources communication, and more. such as utility billing lists.

This survey research effort and A total of 3,000 paper surveys were mailed to a random sample subsequent analysis were designed to of Bismarck residents in February 2019. The final sample size for this statistically valid invitation survey was 306 who completed the assist Bismarck Parks and Recreation entire survey. In addition, 1,411 completed open-link surveys were District in developing a plan to reflect received. The invitation sample includes responses gathered from the community's needs and desires. the mailed survey and online invitation sample. The margin of error for the invitation sample is +/- 5.6%.

The survey results contained in this report relate to the Facilities Master Plan and the following four facilities: • The BSC Aquatic & Wellness Center • Wachter Aquatic Complex • The VFW Sports Center • The Capital Racquet & Fitness Center

The complete Community Needs Assessment Survey is included in Appendix A.

FACILITIES MASTER PLAN 43 Weighing The Data

Top Facility Related Survey Responses The following list represents the top facility related responses received through the survey. • Residents familiar with facilities offered by BPRD • Preferred communication methods –BPRD website and brochures • Among 4 main facilities -The BSC Aquatic & Wellness Center and VFW Sports Center are used the most • Indoor aquatic facilities are seen as highly important and serving the community well • Highest priority is to upgrade/improve existing facilities • Highest priority is to upgrade/improve the VFW Sports Center and the Capital Racquet & Fitness Center • Majority of community supports improving existing facilities and investing in a new indoor multi- use community recreation center • Walking/running track most desired amenities • Other top amenities aquatics area, fitness equipment, playground, and athletic court

44 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Usage of Specific Facilities Respondents were asked how frequently they used four specific facilities provided by Bismarck Parks and Recreation District. Open link respondents use these four facilities much more commonly, with the greatest usage at the BSC Aquatic & Wellness Center (64%), followed by VFW Sports Center (44%). Invite respondents used the Capital Racquet & Fitness Center the least out of all the four facilities. The following graphic details how frequently residents used or participated in activities at these facilities.

FACILITIES MASTER PLAN 45 Satisfaction With Specific Facilities Respondents rated their satisfaction on four Bismarck Parks and Recreation facilities. In general, invitation respondents were moderately to mostly satisfied with the four Bismarck Parks and Recreation District facilities. The BSC Aquatic & Wellness Center received the highest satisfaction ratings (4.3), followed by Wachter Aquatic Complex, and the VFW Sports Center (4.1 each). Open link respondents were mostly satisfied, but their ratings did differ and were slightly lower for all four facilities. The Capital Racquet & Fitness Center received the lowest satisfaction rating for both groups. The following graphic details how satisfied residents have been with these facilities.

46 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Importance of Specific Facilities When asked about the importance of four specific facilities, respondents rated all facilities as less important to their household than the majority of the other offerings. For example, only 42% of invite respondents said that the BSC Aquatic & Wellness Center was very important or important. Whereas, 82% of respondents rated community/neighborhood parks as very important or important to their household. The following graphic details how residents rated the importance of these facilities.

FACILITIES MASTER PLAN 47 Needs Met By Specific Facilities With regard to how well the four specific facilities are meeting the needs of Bismarck, BSC Aquatic & Wellness Center rated the highest among the four specific facilities for both the invite and open link respondents. The Capital Racquet & Fitness Center was the lowest rated specific facility among the four, it also ranked second to the bottom when comparing it to the entire offerings. The following graphic details how residents rated how these facilities meet the needs of the community.

48 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Importance-Performance Matrix of Four Specific Facilities The following graphic details how to interpret the importance-performance matrix.

FACILITIES MASTER PLAN 49 Residents rated the BSC Aquatic & Wellness Center has high importance/high needs met, both the VFW Sports Center and the Wachter Aquatic Complex as neither high nor low importance and neither high or low needs met, and the Capital Racquet & Fitness Center as low importance and low needs met. The following graphic details how residents rated the importance-performance of the four facilities

50 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Future Facilities Needs When asked how high of a priority is upgrading or replacing the four specific facilities, the only facility that rated higher than a 3.0 in terms of importance was upgrading/improving the VFW Sports Center for open link respondents. Of the invite respondents, the highest rated importance was upgrading/ improving the Wachter Aquatic Complex. The following graphic details how high a priority upgrading/ improving or replacing/repurposing each facility.

FACILITIES MASTER PLAN 51 Top 2 Priorities for Facilities When asked to select their top two priorities, invitation respondents were most likely to prioritize upgrading/improving the Wachter Aquatic Complex (42%) and upgrading/improving the VFW Sports Center (40%). Open link respondents placed more importance on upgrading/improving the VFW Sports Center (47%) and upgrading/improving the Capital Racquet & Fitness Center (37%). The following graphic details how the top 2 priorities for facilities.

52 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER New Indoor Multi-Use Center Over half (52%) of invite respondents strongly agree or agree that Bismarck should continue to improve existing facilities and invest in a new indoor multi-use community recreation center. Open link respondents agreed even more than invite respondents for this same response, where 68% strongly agree or agree. The following graphic details resident’s opinion on the need for a new multi-use indoor community recreation center.

FACILITIES MASTER PLAN 53 Desired Activities/Amenities at New Indoor Multi-use Center Respondents were asked what activities/amenities they would like to have at a new indoor multi-use center. The most desired amenities among both invite and open link respondents was a walking/running track. For invite respondents, the following top amenities were aquatics area (56%), fitness equipment and playground (51% each). Open link respondents put more emphasis on desire for athletic courts (53%). The following graphic details resident’s desired activities and amenities at a new multi-use indoor community recreation center.

54 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Top 2 Desired Activities/Amenities at New Indoor Multi- use Center Respondents were asked which top two activities/amenities they would like to have at a new indoor multi-use center. When asked to prioritizes their top two activates or amenities, still at No. 1 & No. 2 for invite respondents was walking/running track and aquatics area. Priorities shifted for open link respondents when asked to pick their top two. Aquatics area jumped to No.1, and ice sheets jumped from No. 7 to No. 3. Invite and open link respondents differed in terms of priority of desired amenities. The following graphic details resident’s desired top 2 activities and amenities at a new multi-use indoor community recreation center.

FACILITIES MASTER PLAN 55 Values and Vision Respondents were asked what values are important for Bismarck Parks and Recreation District to focus on in the future. Continuing to focus on providing family-oriented activities (4.5) was cited as most important, followed by providing affordable activities and facilities to all (4.4). Open link results cited keeping up with Bismarck’s growth as the most important value (4.4). The following graphic details resident’s most important values on which the District should focus.

56 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER V. PROGRAM VFW SPORTS CENTER The findings for the VFW Sports Center call for adding additional IDENTIFICATION space and completing building renovations to help support current user programming, enhance facility functionality, and maintain the AND SITE facility's useful life. The following is a conceptual facility program ANALYSIS based on the findings

FACILITIES MASTER PLAN 57 BSC AQUATIC & WELLNESS CENTER

The findings for the BSC Aquatic & Wellness Center call for adding additional space to help support current user programming, create opportunities for new and expanded programing and improve facility functionality. The following is a conceptual facility program based on the finding

58 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER WACHTER AQUATIC COMPLEX

The findings for the Wachter Aquatic Complex call for renovation and reconstruction to create a new and improved user experience. It is unlikely given its location to an adjoining park and multi-use facility that additional space would be required to accomplish the recommendations. The new facility program should include new and improved water features such as plunge pool, lazy river with features, zero depth pool area for young kids with appropriate water features, and lap pool. The final conceptual program for the facility will need to be determined in conjunction with the Park Board, staff, and user groups.

CAPITAL RACQUET & FITNESS CENTER

The findings for the Capital Racquet & Fitness Center are intrinsically tied to the potential creation of a new indoor community recreation complex. Given the recommendation to pursue a facility focused feasibility study no conceptual program has developed for this report. It is the intention, that if a new community recreation complex is created that the programmed space currently in the Capital Racquet & Fitness Center would be relocated to the new complex. The size and configuration of the new space should be verified with the affected user groups during the feasibility study.

FACILITIES MASTER PLAN 59 THIS PAGE INTENTIONALLY LEFT BLANK VI. FINDINGS A Findings Presentation to the public and the Park Board was conducted April 17/18, 2019. The following preliminary AND VISIONING recommendations were developed: • Consider making improvements and upgrades to the VFW Sports Center • Consider adding additional space at the BSC Aquatic & Wellness Center to enhance programing • Consider making improvements and upgrades at the Wachter Aquatics Complex to enhance aquatics opportunities for the community • Consider developing a new indoor community recreation complex

A Visioning Workshop was conducted with Bismarck Parks and Recreation District staff April 18, 2019. The following key issues were identified during the Visioning Workshop that relate to the Facilities Master Plan for the four facilities identified as a focus – BSC Aquatic & Wellness Center, Wachter Aquatic Complex, VFW Sports Center, and Capital Racquet & Fitness Center.

BSC Aquatic & Wellness Center Insufficient pool space for the number of user groups Lack of dry locker rooms Improve viewing area for aquatics More recreational "fun" space Enhance programming space Add a walking track Increase group exercise space Increase storage space Improve landscaping Enhance space for child care Add classroom space Capital Racquet & Fitness Center Lack of space tennis and pickleball Lack of gymnastic space Facility is outdated Lack of fitness equipment space and accessibility Lack of parking Roof leaks Building structure old/outdated Lack of office space

FACILITIES MASTER PLAN 61 Lack of storage space Walking/running track only two lanes also used as viewing, has 90 degree turns Accessibility issues throughout the entire building Child care facility not adequate Lack of central HVAC Land locked lack of space for additions Lack of gym space, lack of adequate gymnastic space Lobby area to small Ventilation in locker rooms poor Lack of social space Lack of viewing area for tennis Lack of maintenance space VFW Sports Center Lack of sufficient locker rooms for both rinks Lack of indoor cart storage Storage space for maintenance Lack of sports equipment storage Lack of vestibule for rinks Public bathrooms, too small, not enough Lack of parking Roof leaks Rink 2 infrastructure aged, need boards and glass Concessions space not large enough Lack of lobby, community gathering space Lack of meeting space Lack of dry off ice training space Curling facilities lack locker rooms, water, kitchen area, club room too small Ground water leaks into facility Lack of outside deck space, gathering for golf - tournaments Lack of food service for golf operations Lack of outdoor equipment storage

62 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Wachter Aquatic Complex Outdated equipment, wave making equipment Great location Lack of party rooms Pool filter system outdated Bath house outdated Lack of public restrooms Pool basin beginning to leak Lack of fun amenities - concessions, spraypads Is a wave pool still the thing - should other amenities be included Electrical infrastructure doesn't work Possible unused green space on west side

FACILITIES MASTER PLAN 63 THIS PAGE INTENTIONALLY LEFT BLANK VII. PRELIMINARY The planning process resulted in a Capital Improvement Plan that COST identifies prioritized investments in the BPRD’s recreation facilities. For each of the four facilities, priorities have been established for ESTIMATES renovations and/or additions to existing facilities as well as new construction. Capital costs have been calculated in consultation with stakeholders responsible for each facility.

FACILITIES MASTER PLAN 65 THIS PAGE INTENTIONALLY LEFT BLANK RECOMMENDATIONS 1. Consider developing a new indoor community recreation VIII. RECOMMENDATIONS complex. The complex could include: • Walking track • Athletic courts • Fitness equipment • Group exercise • Ice sheets • Indoor turf • Tennis courts • Playground

FACILITIES MASTER PLAN 67 2. Consider making improvements and upgrades to the VFW Sports Center.

This could include: • Rink 1 – Improved food service for golf course and arena • Rink 1 – 2 Additional locker rooms • Rink 1 – Improvements to offices for arena operations • Rink 2 – 4 New locker rooms • Rink 2 – Upgraded spectator seating • Rink 2 – Facility maintenance storage • Rink 2 – Lower level renovations and curling lockers

3. Consider adding additional space at the BSC Aquatic & Wellness Center to enhance programming.

This could include: • More athletic court space • More fitness classrooms • Walking track • Aquatics

68 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER 4. Consider making improvements and upgrades at the Wachter Aquatic Complex to enhance aquatics opportunities for the community

This could include: • Improved user experiences • New water features and amenities • Improved operations

The following details the recommended next steps for the District • Conduct a Feasibility Study

Goal 1: Improve Facilities and Amenities Objective 1.1: Consider developing a new indoor community recreation complex. Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 1.1.a Conduct a Feasibility/Conceptual Plan study to determine the best path forward $35,000 Short-Term related to the development of a new indoor community recreation complex Objective 1.2: Consider making improvements and upgrades to the VFW Sports Center. Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete Will vary based 1.2.a Explore improving player experiences on amenities TBD Long-Term through improved player amenities added Will vary based 1.2.b Explore improving spectator experiences on amenities TBD Long-Term through improved spectator amenities added Will vary based 1.2.c Explore improving operations through on amenities TBD Long-Term improved operational renovations added

FACILITIES MASTER PLAN 69 Objective 1.3 Consider adding additional space at the BSC Aquatic & Wellness Center to enhance programming. Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 1.3.a Explore adding additional athletic court $5,327,000 TBD Long-Term space Will vary based 1.3.b Explore adding additional fitness on amenities TBD Long-Term classrooms added Will vary based 1.3.c Explore adding a walking track on amenities TBD Long-Term added Will vary based 1.3.d Explore adding additional aquatic on amenities TBD Long-Term facilities added Objective 1.4: Consider making improvements and upgrades at the Wachter Aquatics Complex to enhance aquatics opportunities for the community. Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 1.4.a Explore participant experiences through $250,000 TBD Long-Term improved participant amenities. 1.4.b Explore adding new water features and $2,700,000 TBD Long-Term amenities. Will vary based 1.4.c Explore improving operations through on amenities TBD Long-Term improved operational renovations. added

NEXT STEPS

Using the 2019 Facilities Master Plan as a guiding document, a feasibility study for a new indoor community recreation complex is recommended.

The purpose of the study would be to determine the appropriate mix of programs and amenities at a new indoor community recreation complex, determine the costs associated with building the complex, determine the potential cost recovery of the new complex, and determine the costs of operating the complex. The study would assist the District in determining the necessary building elements needed in the new complex to meet the program needs identified in the 2019 Facility Master Plan. The following is a proposed scope of work for a feasibility study for a new indoor community recreation complex.

70 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER PROPOSED SCOPE OF WORK FOR FEASIBILITY STUDY FOR COMMUNITY RECREATION COMPLEX

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FACILITIES MASTER PLAN 71 We understand that the Bismarck Parks and Recreation District (BPRD) is interested in developing a Feasibility Study for a new Indoor Community Recreation Complex. We know that the District just completed a Facilities Master Plan and a new Indoor Community Recreation Complex was identified as need and desire of the community.

We will use the 2019 Facilities Master Plan as a guiding document for this study.

The purpose of this study is to determine the appropriate mix of programs and amenities at a new Indoor Community Recreation Complex, to determine the costs associated with building the complex, to determine the potential cost recovery of the new complex, and to determine the costs of operating the complex. The study will assist the District in determining the necessary building elements needed in the new complex to meet the program needs identified in the 2019 Facility Master Plan. To complete this project, our team will work with the BPRD staff and Ubl Design. Together, this team will determine potential conceptual design, and capital and operating costs associated with the proposed facility along with potential avenues for funding construction and recovering a portion of the operational costs.

A. Strategic Kick Off & Determination of Critical Success Factors GreenPlay will provide a Detailed Work Plan following award of contract for discussion at a Strategic Kick Off Zoom meeting with the District’s project team and Task Force. During this Zoom meeting, we will define the process, identify known issues/concerns, review the details of the work plan and budgets, review relevant information from previous and/or current planning documents, formalize the timeline (including accepted methodologies and tasks, and final number and types of meetings), determine the expected quality and formats for deliverables, and come to an agreement on implementation strategies. We will set a timeline and review the details for the approval process with you.

Project Coordination We will work closely with your team during Start‐Up to identify key “Critical Success Factors” that will help ensure that this project is successful and achieves your desired level of involvement and outcomes. If needed, we can supply written Monthly Progress Reports that cover recent progress, outstanding issues or information, and upcoming meetings and agendas. We will always be available for phone, video conferencing, and/or email communication.

GreenPlay will:  Combine our expertise with the Project Team’s and Task Force’s understanding of the issues.  Seek and value the input of all stakeholders in the project.  Evaluate the anticipated parameters for the project (probable funding, administrative support and expectations, specific project needs, and reasonable cost recovery ranges).  Seek and define the best, most effective opportunities for each square foot of space.

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72 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER Integration of Existing Vision, Goals, Operations, Budgets, and Plans Our team will evaluate and effectively utilize information from recent and current planning work, including the 2019 Facilities Master Plan (which included a Community Needs Assessment Survey) and from other plans completed by the District and agencies in its service area, as appropriate. We will consolidate relevant information from these and other documents that include inventory maps, budgets, work plans, community surveys, and funding plans utilized by the District to facilitate the comprehensive coordination of direction and recommendations. Any relevant information from each organization represented in the Project Team will be analyzed and included as needed.

B. Public Input Process GreenPlay will use the information gathered during the Public Input Process of the recently Completed 2019 Facilities Master Plan. Our process will include:  Goal‐setting and informational fact‐finding for the potential uses and support of the facility.  Zoom meetings with the project team, Task Force, staff, and other identified key community stakeholders.  Zoom meetings, phone meetings and work sessions as necessary.

We will work with the Project Team during Kick‐Off to schedule all necessary Zoom meetings, onsite meetings, project tasks, and to arrange proper noticing of meetings associated with the feasibility study development. GreenPlay will review all prepared information with the District’s Project Manager prior to each meeting.

C. Program Identification, Site Analysis and Initial Conceptual Plan Development (GreenPlay two staff and Ubl Design via Zoom meetings and one all day Onsite Public Workshop (includes GreenPlay staff available for an all day workshop on a Wednesday, with a Thursday evening Board meeting).

Ranking and Prioritizing Demand and Opportunities

To develop a short‐term and long‐range strategy for the future planning of potential programs and provision of services to be fulfilled by a new Indoor Community Recreation Complex, we will use a variety of tools and findings from previous tasks. These methodologies provide easily understood information that help guide staff and officials in decision making from this point forward. Recommendations will be made regarding programs and services that can be offered to enhance the complexes visibility within the community and increase utilization rates in the service area. In addition, the decided upon parameters become easily explainable to the public and can be used to provide presentations and justification as needed for managing the lands and services. We will also use these tools to develop priorities for the complexes service and program needs.

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FACILITIES MASTER PLAN 73 Site Analysis and Ranking GreenPlay, Übl Design Group, will conduct a site analysis of up to three potential sites for a new Indoor Community Recreation Complex. The analysis will identify the pros and cons of each site and evaluate how the different sites will affect the construction cost estimates and business plan. Each site will be scored and ranked on available criteria including (but not limited to):  Size  Location to Residents  Accessibility  Marketability  Topography  Access to Utilities  Site Costs  Current Zoning  Adjacent Properties  Ability to Expand Facilities

Facility Building Criteria The GreenPlay team will evaluate the components and potential costs for a new Indoor Community Recreation Complex. The analysis will focus on the building’s design implications and conceptual costs associated with each design, along with existing and proposed amenities. We have strong experience in creating justifiable recommendations for these types of facilities and operations. A full architectural analysis is not necessary nor included at this stage.

Facility Program Plan

It is clear that we need to consider and utilize what we have learned and allow for follow up public input from the community to verify that the program elements are appropriate. Our team will consider the following:  Participatory activities to generate project input during a day long public workshop including: . Identification of potential costs of programming components . Activities that will assist in building consensus and determining program components and space allocation requirements that will best meet community needs . Priorities and phasing options

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74 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER  Project Capital Budget . Working with the Ubl Design, a capital model matrix will be prepared based on the suggested conceptual building program to include:  Construction budget based on the building program  Suggested FF & E (fixture, furniture, and equipment budget)  Site and utility development/improvement/restoration budget  Contingencies  Future phases  Alternatives

D. Detailed Program Elements, Business Plan, and Conceptual Planning (GreenPlay and Ubl Design via Zoom meetings)

Based on the information garnered in Tasks A‐C, GreenPlay will prepare a business plan for selected programs, service, and amenities. Operations and maintenance costing and revenue forecasting for your specific facility will be completed.

The Business Plan takes into account:  The mission and vision for the community recreation complex, the activity spaces being included, and who will be the primary users of the complex.  The history of the District’s parks and recreation service, and its current operating policies (such as salary levels, attitudes toward partnerships, etc.).  The market – identified needs, other providers, potential partners, and potential competition for the leisure dollar.

Operational Budget Based on all of the information gathered and provided, GreenPlay will develop an annual operational and maintenance budget projection and operational assumptions that includes all expenses and revenues associated with the complex. The projected operational and maintenance budgets will include (but will not be limited to) staffing levels, benefits, commodities, contractual services, and utilities taking into account hours of operations, programming schedules, and other key operating assumptions.

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FACILITIES MASTER PLAN 75 Revenue opportunities include (but are not limited to) pricing strategies, rentals, concessions, merchandising, programs, participation levels, events, partnerships, sponsorships, cost recovery, and subsidy levels. The model for estimating revenue for these types of venues first determines facility capacity based on square footage. Daily usage and projected attendance by area/amenity is based on local population trends. Programming revenue is based on user groups and local programming fees. Fee structure is based on the identified fees from the different types of programs and activities. Revenue is estimated taking recommended fee schedules into account. User projections are made based on programming.

Projected Five‐Year Pro‐forma GreenPlay will create a five‐year pro‐forma projecting the expenses, revenues, and cost recovery anticipated over the first five years of operating a new Indoor Community Recreation Complex. The five‐ year pro‐forma will be based on the operational budget projections as well as all the information provided by the BPRD. These figures will project trends in increased participation as well as estimated inflationary costs and/or price changes.

GreenPlay will provide well‐written text, budget assumptions, operational budget, and a five‐year pro‐ forma that address all of the above components in a solid business plan format. These pieces will be integrated to provide the final business plan that will move the District forward with final programming and operational recommendations that are justifiable, well‐thought out, and have backing and consensus from decision makers. At this point, there should be enough information for the District’s project team to feel confident that the program will work for the community.

Potential Funding Opportunities GreenPlay will work with Bismarck staff to identify typical funding mechanisms such as bond referendums, sales tax, user fees, grants, property tax, etc. for capital construction costs and operational costs.

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76 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER E. Draft Plan and Presentations (GreenPlay on‐site (will include GreenPlay staff being available for Board and Public meetings Wednesday evening and Thursday Evening))

GreenPlay will work with BPRD to create a draft feasibility study that is justifiable and realistic including program and operational recommendations, operational budget assumptions, operational budgets and five‐year pro‐forma that outlines the operations for a new Indoor Community Recreation Complex to be submitted to the project team for preliminary review.

We will present a draft for the feasibility study to the project team and Task Force as well as an open public forum to include community stakeholders. Any revisions to the draft plan will be incorporated into the Final Feasibility Study Report.

Final Plan and Presentations (GreenPlay on‐site (includes GreenPlay staff being available for Board and Public meetings Wednesday evening and Thursday Evening)) GreenPlay will submit the draft Feasibility Study to the project team for review prior to a final presentation. All edits/changes agreed upon will be added to develop the final Feasibility Study document and sent to the Project Team for review.

We will: 1. Develop and review the Draft Plan. 2. Incorporate feedback and develop the Final Plan.

At the conclusion of the project we will make a final presentation of Conclusions and Recommendations to the Park District Board of Park Commissioners and project team in an open public forum to include community stakeholders at the conclusion of the project. The final presentation is not only meant to facilitate knowledgeable conversations about the future of a new Indoor Community Recreation Complex, but is designed to be a working document into the future of the operational phase of the project. It is an integral resource for staff to continually update in providing ongoing programming to members of the community.

For the Draft Plan: We will provide the District with one (1) digital copy of the Draft Feasibility Study. This includes a Zoom Meeting to present Draft Plan to the Project Team.

The Final Product: Includes a presentation trip to present Final Plan to the Project Team and the Park District Board of Park Commissioners.  All written materials, graphics, and data shall be delivered in paper and digital format consistent with the District’s software.  We will provide one (1) color reproducible copy of the Final Plan and one (1) digital copy of the Final Plan in a format that can be uploaded to the District’s website, if needed.  Additional presentations can be added if facilitation of buy‐in, partnership facilitation, or public representation is desired. We’ll help you move this project forward and stand by and/or explain our assumptions so they can work.

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FACILITIES MASTER PLAN 77

GreenPlay typically completes a new Indoor Community Recreation Complex Feasibility Facility Study within five months, depending on community size and needs. We request that your project staff be responsive with turnaround on review and approval of documents, and we will work jointly to lay out a mutually agreed upon detailed timeline upon award of the project. We recognize the need to be both flexible and efficient as part of a community process, and can usually adjust somewhat if there are other schedule drivers. GreenPlay has never missed a project end date due to internal workloads. The following chart represents our typical project task and timeline, contingent upon selected start date.

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78 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER

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FACILITIES MASTER PLAN 79

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80 BISMARCK PARKS AND RECREATION DISTRICT NATIONAL GOLD MEDAL WINNER APPENDIX A: COMMUNITY NEEDS ASSESSMENT SURVEY

FACILITIES MASTER PLAN 81 THIS PAGE INTENTIONALLY LEFT BLANK BISMARCK PARKS AND RECREATION DISTRICT FACILITIES MASTER PLAN SURVEY RESULTS APRIL 2019 TABLE OF CONTENTS INTRO, METHODOLOGY & TOP FINDINGS DEMOGRAPHICS CURRENT PARTICIPATION SATISFACTION WITH FACILITIES IMPORTANCE OF FACILITIES FUTURE FACILITY NEEDS COMMUNICATION & VISION $ FUNDING ADDITIONAL COMMENTS INTRODUCTION

The purpose of this study was This survey research effort to gather community and subsequent analysis were feedback on Bismarck Parks designed to assist Bismarck and Recreation District Parks and Recreation District facilities, amenities, future in developing a plan to planning, communication, reflect the community’s and more. needs and desires.

3 METHODOLOGY The survey was conducted using three primary methods:

Mailed Open- Online Survey Link Invitation (Invitation Online Survey survey) Survey Accessed Open to Sent to through a password- members of randomly the public selected protected website for who were not residents of part of the Bismarck residents who received the invitation mail survey survey

The primary list source used for the mailing was purchased from Melissa Data Corp., a leading provider of data with emphasis on U.S., Canadian, and international address and phone verification as well as postal software. Use of the Melissa Data list also includes renters in the sample who are frequently missed in other list sources such as utility billing lists.

4 METHODOLOGY

A total of 3,000 paper surveys were mailed to a random sample of Bismarck residents in February 2019. The final sample size for this statistically valid Invitation Survey was 306 who completed the entire survey. In addition, 1,411 completed open-link surveys were received. The invitation sample includes responses gathered from the mailed survey and online invitation sample. The margin of error for the invitation sample is +/- 5.6%.

The analysis herein primarily focuses on responses from the invitation survey of City of Bismarck respondents. However, invitation sample results are compared to the open-link results throughout the report.

5 WEIGHTING THE DATA

The underlying data were weighted Using U.S. Census Data, the age by age to ensure appropriate distribution in the sample were representation of Bismarck adjusted to more closely match the residents across different population profile of Bismarck. demographic cohorts in the sample.

Due to variable response rates by some segments of the population, the underlying results, while weighted to best match the overall demographics of residents, may not be completely representative of some sub-groups of the Bismarck population.

6 TOP 10 FINDINGS 1 2 3 4 5

FAMILIARITY WITH USAGE OF PARKS SATISFACTION IMPORTANCE/ FUTURE FACILITY PARKS & REC: & REC FACILITIES: WITH QUALITY OF NEEDS MET: NEEDS: Residents are The most widely FACILITIES: Community/ Invite respondents familiar to very used facilities that The BSC Aquatic & neighborhood feel it is a higher familiar with the BPRD provides to Wellness Center parks, paved priority to facilities that BPRD residents are had the highest recreational trails, upgrade/improve provide. However, community/ quality ranking outdoor existing facilities invite respondents neighborhood with a score of 4.3 playgrounds, and rather than are less familiar parks, boat ramps/ on the 1 to 5 scale. indoor aquatics replace/repurpose. than open link fishing piers/public Open link facilities are all This highest respondents. Two beaches, and respondents ratings seen as highly priority facility of the top 3 recreational trails. were slightly lower important and needing upgrading/ communication The usage of BPRD for all four serving the improving from methods preferred 4 main facilities is facilities. The community well. invite respondents by invite much higher for Capital Racquet & These are definite is the Wachter respondents are open link Fitness Center strengths, but Aquatic Complex. brochures and local respondents. The received the there are some Open link media. Bismarck BSC Aquatic & lowest satisfaction opportunities. For respondents put could try to expand Wellness center rating for both instance, boat the highest priority their reach to all and VFW Sports groups. The Capital ramps/fishing of upgrading/ residents of Center are used Racquet & Fitness piers/public improving on the Bismarck though the most among center is also the beaches and VFW Sports Center these methods to both invite and least used facility. unpaved rec trails and the Capital raise awareness open link Quality may be a rated high on Racquet & Fitness among the respondents. reason for low use. importance and Center. community. low on needs met.

7 TOP 10 FINDINGS 6 7 8 9 10

NEW INDOOR DESIRED COMMUNICATION: VALUES & VISION: FUNDING: MULTI-USE AMENITIES: Communication is Invite and open Increased efforts CENTER: The most desired quite effective in link respondents towards More than half of amenities among Bismarck. Only 7% have similar values private/public invite and open both invite and of invite when it comes to partnerships (4.1 link respondents open link respondents feel what BPRD should invite, 4.4 open) agree that respondents was a that focus on. It is and hospitality Bismarck should walking/running communication important for taxes (3.5 open, continue to track, 70% of invite about recreation Bismarck to 3.9 invite) received improve existing and 64% of open facilities, services continue to focus the most support facilities and invest link respondents and programs is on providing amongst in a new indoor cited this, far not effective. family-oriented respondents. multi-use outweighing the Among open link activities, However, increased community other options. respondents, providing property tax recreation center. Other top communication affordable received very little Open link amenities for invite effectiveness was activities and support from both respondents also respondents were slightly lower with facilities to all, and groups. Open link feel there is a need aquatics area 58% rating the keeping up with respondents for Bismarck to (56%), fitness effectiveness as a 4 Bismarck’s growth. support all invest in building a equipment and or 5, compared to A lesser import methods of new indoor multi- playground (51% 62% for invite item to focus on is potential funding use community each). Open link respondents. providing tourism sources more recreation center. put more emphasis opportunities. favorably than on athletic courts invite respondents. (53%).

8 DEMOGRAPHICS DEMOGRAPHIC PROFILE In Bismarck, slightly more of the respondents in both the invitation and open link sample were female (54% invite, 56% open link). This is not an uncommon finding as females usually participate in survey research more frequently. Age, a weighted variable for the invitation sample, best represents the entire Bismarck community with a well balanced age distribution. More than half of the respondents in the invitation survey were couples with children at home (38%) and couples with children who are no longer at home (25%).

10 DEMOGRAPHIC PROFILE The vast majority of respondents in Bismarck identify as White/Caucasian (98%) of non Hispanic/Latino/Spanish origin. For household income, Bismarck invite respondents have lower household income than those who responded to the open link. 62% of invite respondents have an annual household income less than $100,000 and only 36% of the open link respondents fall in the same category of less than $100,000.

11 DEMOGRAPHIC PROFILE The majority of residents who responded to the invite survey have lived in Bismarck for 20 years or more, this is similar to the open link respondents. Seven percent of invite and 3% of open link respondents have a need for ADA-accessible services/facilities. For home ownership,87% of invitation respondents own their home with 12% renting and 1% in some other arrangement. Open link respondents have a higher percentage of people who own their home (90%).

12 CURRENT PARTICIPATION FAMILIARITY WITH PARKS AND RECREATION Of the invitation sample, 68% of respondents said they were familiar or very familiar (4 or 5 out of 5) with facilities provided by Bismarck Parks & Rec. Only 6% said they were unfamiliar (1 or 2). Open link respondents are more informed with 81% rating 4 or 5 and 4% rating unfamiliar. Overall, respondents are very familiar to familiar with most facilities in Bismarck.

14 USAGE OF PARKS AND RECREATION FACILITIES Respondents were asked how frequently they used or participated in a variety of activities provided by Bismarck Parks & Rec. District. Community/neighborhood parks were used by 84% of invitation respondents in the past 12 months, followed by boat ramps/fishing piers/public beaches (69%), recreational trails (65%), attending a special event (63%), and playgrounds (63%). Open link respondents use facilities and programs much more commonly, with the largest usage difference occurring at multi-use indoor facilities.

15 USAGE OF SPECIFIC FACILITIES Respondents were asked how frequently they used four specific facilities provided by Bismarck Parks & Rec. District. Open link respondents use these four facilities much more commonly, with the greatest usage at the BSC Aquatic & Wellness Center (64%), followed by VFW Sports Center (44%). Invite respondents used the Capital Racquet & Fitness Center the least out of all the four facilities.

16 SATISFACTION WITH FACILITIES SATISFACTION WITH SPECIFIC FACILITIES Respondents rated their satisfaction on four Bismarck Parks & Rec facilities. In general, invitation respondents were moderately to mostly satisfied with the four Bismarck Parks & Rec facilities. The BSC Aquatics & Wellness Center received the highest satisfaction ratings (4.3), followed by Wachter Aquatic Complex, and the VFW Sports Center (4.1 each). Open link respondents were mostly satisfied, but their ratings did differ and were slightly lower for all four facilities. The Capital Racquet & Fitness Center received the lowest satisfaction rating for both groups.

18 IMPORTANCE OF FACILITIES IMPORTANCE OF CURRENT OFFERINGS When asked what facilities/activities were most important to their household, invitation respondents highlighted community/neighborhood parks (4.3), paved recreational trails (4.0), and boat ramps/fishing piers/public beaches (3.7) as the most important offerings. Open link respondents gave similar importance to community/neighborhood parks (4.1) and paved recreational trails (3.9) but also gave high importance ratings to outdoor playgrounds (3.6) and multi-use indoor facilities (3.6).

20 IMPORTANCE OF SPECIFIC FACILITIES When asked about the importance of four specific facilities, respondents rated all facilities as less important to their household than the majority of the other offerings. For example, only 42% of invite respondents said that the BSC Aquatic & Wellness Center was very important or important. Whereas, 82% of respondents rated community/neighborhood parks as very important or important to their household.

21 NEEDS MET OF CURRENT OFFERINGS With regards to how well these facilities and activities are meeting the needs of Bismarck, baseball/softball fields, golf courses (4.1 each) and community/neighborhood parks (4.0) were the top three that are meeting the needs of invitation respondents the best. For open link, almost all activities/facilities had similar ratings for needs met, however they were slightly lower than invitation respondents. This is not uncommon as open link tend to be more critical since they use the facilities more frequently.

22 NEEDS MET OF SPECIFIC FACILITIES With regards to how well the four specific facilities are meeting the needs of Bismarck, BSC Aquatics & Wellness Center rated the highest among the four specific facilities for both the invite and open link respondents. The Capital Racquet & Fitness Center was the lowest rates specific facility among the four, it also ranked second to the bottom when comparing it to the entire offerings.

23 IMPORTANCE-PERFORMANCE MATRIX

High importance/ High importance/ Low needs met High needs met These are key areas for potential These amenities are important to improvements. Improving these most respondents and should be facilities/programs would likely maintained in the future, but are less positively affect the degree to which of a priority for improvements as community needs are met overall. needs are currently being adequately met.

These “niche” facilities/programs Current levels of support appear to be have a small but passionate following, adequate. Future discussions so measuring participation when evaluating whether the resources planning for future improvements may supporting these facilities/programs prove to be valuable. outweigh the benefits may be constructive. Low importance/ Low importance/ Low needs met High needs met

24 IMPORTANCE-PERFORMANCE MATRIX (INVITE)

High importance/ Low needs met High importance/ High needs met

Low importance/ Low needs met Low importance/ High needs met

25 IMPORTANCE-PERFORMANCE MATRIX (INVITE)

High importance/ Low needs met High importance/ High needs met

Low importance/ Low needs met Low importance/ High needs met

26 IMPORTANCE-PERFORMANCE MATRIX (OPEN LINK)

High importance/ Low needs met High importance/ High needs met

Low importance/ Low needs met Low importance/ High needs met

27 IMPORTANCE-PERFORMANCE MATRIX (OPEN LINK)

High importance/ Low needs met High importance/ High needs met

Low importance/ Low needs met Low importance/ High needs met

28 FUTURE FACILITY NEEDS FUTURE FACILITY NEEDS When asked how high of a priority is upgrading or replacing the four specific facilities, the only facility that rated higher than a 3.0 in terms of importance was upgrading/improving the VFW Sports Center for open link respondents. Of the invite respondents, the highest rated importance was upgrading/improving the Wachter Aquatic Complex.

30 TOP 2 PRIORITIES When asked to select their top two priorities, invitation respondents were most likely to prioritize upgrading/ improving the Wachter Aquatic Complex (42%) and upgrading/improving the VFW Sports Center (40%). Open link respondents placed more importance on upgrading/improving the VFW Sports Center (47%) and upgrading/improving the Capital Racquet & Fitness Center (37%).

31 NEW INDOOR MULTI-USE CENTER Over half (52%) of invite respondents strongly agree or agree that Bismarck should continue to improve existing facilities and invest in a new indoor multi-use community recreation center. Open link respondents agreed even more than invite respondents for this same response, where 68% strongly agree or agree.

32 DESIRED ACTIVITIES/AMENITIES AT NEW INDOOR MULTI-USE CENTER

Respondents were asked what activities/amenities they would like to have at a new indoor multi-use center. The most desired amenities among both invite and open link respondents was a walking/running track. For invite respondents the following top amenities were aquatics area (56%), fitness equipment and playground (51% each). Open link respondents put more emphasis on desire for athletic courts (53%).

33 TOP 2 DESIRED ACTIVITIES/AMENITIES When asked to prioritizes their top two activates or amenities, still at No. 1 & No. 2 for invite respondents was walking/running track and aquatics area. Priorities shifted for open link respondents when asked to pick their top two. Aquatics area jumped to No.1 and ice sheets jumped from No. 7 to No. 3. Invite and Open link respondents differed in terms of priority of desired amenities.

34 COMMUNICATION AND VISION COMMUNICATION EFFECTIVENESS Communication effectiveness is quite effective in Bismarck. 62% of invite respondents rate communication as effective (rating 4 or 5). Only 7% of invite respondents feel that communication about recreation facilities, services and programs is not effective. Among open link respondents, communication effectiveness was slightly lower with 58% rating the effectiveness as a 4 or 5.

36 $ COMMUNICATION EFFECTIVENESS BY AGE Communication effectiveness is quite effective in Bismarck. For invite respondents, those aged 35-44 are most familiar with the facilities that Bismarck Parks & Rec provides. Residents ages 34 and under have the lest very familiar awareness of all cohorts. Ways to improve this could be to address communication methods and messaging to resonate with this younger audience.

37 METHODS OF RECEIVING INFORMATION When asked which communication method is best for the respondent, activity guide/brochure (72%) was cited as the best option, followed by BPRD website (60%), and social media (48%). Open link respondents were more likely to prefer the BPRD website (64%) and social media for their information (59%), but still cited emails and brochures as top options for receiving information.

38 VALUES AND VISION Respondents were asked what values are important for Bismarck Parks & Rec to focus on in the future. Continuing to focus on providing family-oriented activities (4.5) was cited as most important, followed by providing affordable activities and facilities to all (4.4). Open link results cited keeping up with Bismarck’s growth as the most important value (4.4).

39 FUNDING $ FUNDING MECHANISMS Support for funding mechanisms varied wildly. The most preferred options for invitation respondents and open link were increased resources towards private/public partnerships (4.1 invite, 4.4 open) and hospitality taxes (3.5 open, 3.9 invite). Increased property tax (2.3 invite, 2.9 open) saw low to very low support among both groups. Many open ended comments discussed issues with adding new taxes as well. Overall, open link respondents support all methods of potential funding sources more than invite respondents.

41 ADDITIONAL COMMENTS ADDITIONAL COMMENTS At the end of the survey, respondents were given the opportunity to provide any additional comments about facilities, activities, or services provided by Bismarck Parks and Recreation District. Themes that came up were the need for more indoor activities due to the long winters, upgrading existing facilities, additional facilities primarily around ice sheets and swimming, and crowding of existing facilities. A random selection of verbatim responses is shown below. The full listing of responses is provided in the appendix.

I think Bismarck is in need of more indoor playground areas for young children due to the We are sorely lacking for space/time for aquatics. Especially length of our winter and lack of access to outdoor swimming. The fact that the hockey programs have recently had playgrounds for much of the year. a beautiful addition, in the Wachter complex, to their programs, We believe it is time for the swimming facilities to receive an expansion and upgrade to our facility! The number of youth that participate in swimming have definitely outgrown our current building. Including number of pools, locker rooms, VFW definitely needs an upgrade to facilities. I seating for spectators, parking, and concessions available at have traveled to many other facilities in smaller or swim meets. I believe it is the number ONE priority for our comparable towns and their facilities make a joke community and youth to upgrade BSC aquatic facility. Also, as out of ours. Plus everything is really out dated or a very active family we are excited to hear about the possibility falling apart. of having a multi use building that could offer space for youth football and lacrosse. Anything that we as a community can offer to keep physical fitness and healthy lifestyles available is Our family uses BPRD facilities almost every day and a must. Especially when dealing with so many months of winter participates in many programs. We appreciate what that keep us indoors. the Park District offers the community. Now we just need more... ice, indoor turf, indoor tennis courts. And some maintenance on the existing facilities.

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