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Home My WebLink About101-98 RESOLUTION'4 e • RESOLUTION NO 101-98 MICROFILMED A RESOLUTION APPROVING A REQUEST FROM THE FAYETTEVILLE YOUTH CENTER FOR FUNDING IN THE AMOUNT OF $79,800 TO OBTAIN A COMPREHENSIVE PLANNING STUDY FOR NECESSARY FUTURE DEVELOPMENT; AND APPROVAL OF A BUDGET ADJUSTMENT FOR SAID AMOUNT. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1 That the City Council hereby approves a request from the Fayetteville Youth Center for funding in the amount of $79,800, to obtain a comprehensive planning study for necessary future development. Section2 The City Council hereby approves a budget adjustment in the amount of $79,800 increasing Transfer to Youth/Adult Center, Acct. No. 4470 9470 5719 00, Project No. 98090 1 by decreasing Building Costs, Acct. No. 4470 9470 5804 00, Project No. 97019 20. A copy of the budget adjustment is attached hereto marked Exhibit "A" and made a part hereof. PASSED AND APPROVED this21St day of July , 1998. APPROVED. By. �/u/��`i Fred Hanna, Mayor ATTEST: By: a itfazc-t�ei Heather Woodruff, City Cler ii iiiii Itif ii iii ii ii / ^Wii'l.V1t.L'''' •:� r. •: ,,....... t ` r: _City of Fayetteville, Arkansas Budget Adjustment Form Budeet Year 1998 Department: Salkes Tax Capital Improvement Fund Division: Program: Date Requested 06/30/98 Adjustment # Project or Item Requested: Funding is requested to provide a grant match for the Fayetteville Youth Center. Project or Item Deleted: None. A portion of the Parks Maintenance Complex funding is proposed for this adjustment. Justification of this Increase: The Fayetteville Youth Center has requested the City to provide $79,800 for a grant match. The grant and grant match is to provide funding to perform a needs study for the Fayetteville youth Center. The needs study is a requirement of the granting foundation before a grant to construct a new youth center can be approved. Justification of this Decrease: The project will be reassessed to determine if additional funds are needed in future years. Increase Expense (Decrease Revenue) Account Name Amount Account Number Project Number Transfer to Youth/ Adult Center 79,800 4470 9470 5718 00 98090 1 Decrease Expense (Increase Revenue) Account Name Amount Account Number Protect Number Building Costs 79,800 4470 9470 5804 00 97019 20 Approval Signatures Requested B Department�tfector Date Date 2JULq Date Admin. Services Director X Date Mayor Date Budget Office Use Only Type: A B C Date of Approval Posted to General Ledger Posted to Project Accounting Entered in Category Log E Blue (.bpv: Budget Researen . !Mote Copy: /egne.cter C:: .IPP 98/31,1) L'.I.JOJ DO,VR4470.I1KJ 1 .1 3 1 11 11 FAYETTEVILLE FAMILY AND YOUTH CENTER A C0nvnunio COMMONS Master Facility Plan Report Prepared by Suzan H Ander, AIA for New Sobs:ions July 19, 1999 1 1 1 i 1 Community "A new community focus" COMMONS 7able of Contents FAYETTEVILLE FAMILY AND YOUTH CENTER `; Existing FayetteVille Youth Cehtet: v' ..: s s• ,: Facility,Site Visits,. -r,r -; Columbus .IN' waw. Foe ndation for Youth' and Botts and Girls Chub ' Coral Gables-Xeiy'tJrCd $t.. Frisoli :7 {ttt¢�L iitG - - • - '6't P.". - - t :JAY=` „v + xPttl• VtS1: is i4 2.- y i x it Factlity Objectives Strate°ic Plan IIr. vim:: d - Ne�b.Site Selechon • r 't4ssilmptions and -Criteria c s i Site List/Bute S?iolrLis 'r^ ' _ Futal Srte Selection ` s ` r e _ 1setter•ot.lntenr.J % - -p- - - +6;u,;;v �}?:-? Youth Center Partners ,`- j ; • t ' „. City of favettevlle v� '' 3., Faye ttet71/e kublic schools 7 v r" [ FacilirvBuilding,Program`• < , -Facilityte'iih is Opuons': ,• Classical: Natural -. Playful wilding Program Summary Sheet .., fy Building P'jograms dial/Butldtrig.Dia crams x. Site -Thalia -' A Community COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER "A new community focus" Built History • 1943 Fayetteville Youth Center Incorporated in the State of .Arkansas 1958 Construction began at the California Blvd. site 1964 Natatorium completed in a detached building on the same site 1980 Renovation/Addition to the existing building completed 1991 Renovation/Addition to the Natatorium completed Although the Fayetteville Youth Center has been active since the late 1930's, it was not incorporated with the State of Arkansas until 1943. Initially housed in rented facilities, such as the Armory and a church near Jefferson Elemen- tary, the Fayetteville Youth Center finally began construction on its own building in 1958. The original building contained 14,000 sq. ft. and consisted of an entry/reception area, work shop and locker/shower area. The Natato- rium was added in 1964. In 1980, an additional 16,500 square feet was added to the original building and included the reception area on the 1st and 2nd floors, White Gymnasium, locker/toilet rooms, storage, weight room, activity room and gallery area for the White Gymnasium. In 1991, the Natatorium was renovated, and locker/shower areas and office space were added. The existing site is confined and building flexibility is limited. In October of 1998, the Fayetteville Youth Center Board of Directors voted to seek another possible location for the Youth Center's future growth, flexibility and service to the Community of' Fayetteville. Community COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER "A new community focus" Columbus, I1\T The Foundation for Youth Building in Columbus IN, currently under con- struction, will be 54,000 sq. ft. when completed at a cost of $4.3 million. This is a major addition/renovation to an existing facility. There is a distinct Boys and Girls Club area with game area, teen room, teaching kitchen with washer and dryer, photography lab, arts and crafts room, computer room/learning center, library and teaming space for program staff. There is administration space and extra office space for the parks and recreation department. There is a Gymnas- tics Center, 2 full size or 4'/z courts with curtains for basketball, a lap swim- ming pool and a water park/play area. Community `A new community focus" COMMONS Miami,_FL FAYETTEVILLE FAMILY AND YOUTH CENTER The Coral Gables Youth and Community Center is a 48,000 -sq. ft, 5 -acre facil- ity that is run by the City of Coral Gables Parks and Recreation Department. The first phase of construction, consisting of a 14,000 sq. ft. building with adjacent playing fields, was completed in 1994 at a cost of $2.4 million. The facility was then completed in a second phase in 1997 with the addition of 34,000 sq. ft. at a cost of $7.5 million. The second phase brought the total cost of construction to $9.9 million. The facility has 3 baseball diamonds with one multi-purpose field in an overlay design. (Continued on next page) 4, Community "A new community focus" COMMONS Miami, FL FAYETTEVILLE FAMILY AND YOUTH CENTER • • WAR M. i:10111AL1-. There is an outdoor concession, a tot lot, tennis/street hockey court, a fenced outdoor courtyard, a large entry„ an 8,000 -sq. ft. gym/basketball court with lockers for both youth and adults, a toddler nursery, a children's game room for 6-12 yr. old, a teen room, a seniors multi purpose room, computer room, gym- nastics area, a teaching kitchen, a multi-purpose room with evaluated stage, a discovery area, a painting/ceramics room with kiln area, an arts and crafts room, an activity room, dance studio, fitness/weight room, adequate storage adjacent to the listed areas, and 8,000 -sq. ft. of administrative offices which include a security/resource office and a large conference room. There is no pool on site, as the city facility is four blocks from this complex. Community COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER "A new community focus" Cambridge, MA The Frisoli Youth Center is a 21,000 square foot facility completed in 1997 at a cost of $4 million. An independent Head Start program in 2,500 square feet is included in the building. This facility includes a two story entry area with control/reception desk, Gym/Basketball area with spectator gallery, weight/ training/aerobics studio, TV lounge, classrooms, conference room, teaching kitchen, computer lab/library, film editing lab, and administrative offices. This building has just won the 1998 award of merit from Athletic Business maga- zine. eredrIc A. of r :tar ... Y= Community COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER 1. __ Er. -.A "A new community focus" Site Visit Liles The following list represents attributes that the Fayetteville Family and Youth Center would like to emulate. The list bas been generated through the participant's Site Visit Reports and Chan-ette L Likes: Color/Lively atmosphere Light/Glass (interior/exterior) Feeling of safety Organized Circulation/flow Good, clear entrance Clear access Flexible spaces — interior Playful architecture Open atmosphere Good functional adjacencies of space Good use of space Central Monitor Plants/Landscaping Community `A new community focus" COMMONS Site Visit Dislikes FAYETTEVILLE FAMILY AND YOUTH CENTER The following list represents attributes that the Fayetteville Family and Youth Center would like to avoid. The list has been generated through the participant'r Site Visit Reports and Charrette I. Dislikes: Stark, utilitarian interiors Functional exterior not pleasing Concrete block interior walls that are load bearing Poor access to the Site/Building Dark areas within the building Areas that are too closed in Inappropriate finish surfaces Sound attenuation Ceiling heights too low or too high • • Community COMMONS Faciliiy Objectives `A new community focus" FAYETTEVILLE FAMILY AND YOUTH CENTER The Fayetteville Family and Youth Center has adopted the following objectives in the 1999 Strategic Plan and 1999 Master Facilities Plan. 1. The Youth Center facilities are recognized nationally for its design. 2. The facilities are recognized as a 100 -year building (timeless in appearance). 3. The facilities offer instant visual impact, excitement, and anticipa- tion. 4. The visitor experiences the site the minute he/she hits the property line. 5. The facilities exceed community expectations. 6. The facilities appeal to all ages and socioeconomic groups. 7. The facilities design and construction are flexible enough to accommodate changing needs and seamless additions. 8. The construction quality allows for practical and affordable maintenance. 9. All Youth Center users feel safe and secure. 10. The facilities are accessible and easy to find (on the site). 11. Youth Centers from all over the country come to visit our model facilities. C0rmun y COMMONS eA new community focus" Site Selection FAYETTEVILLE FAMILY AND YOUTH Assumptions/ Criteria CENTER Assumptions and Criteria for the evaluation and :elation of the new site were discussed in the Master Fadlity Planning Committee Meetings, proposing thefollowing for review and approval by the Fayetteville Youth Center Board (which were approved): Assumptions: • The present relationship with the school system to remain the same in the future Elementary Schools — most used Middle and High Schools — moderately used • The new site will be owned by the Youth Center or have a 99 year lease • If the new site is leased, there will be a negotiated lease for the land use and operation • All services rendered to an organization or institution, such as the City of Fayetteville or Fayetteville Public Schools, will be offered under a negotiated service/operation agreement • Playing fields must be adjacent to the new facility and will have preferential use for the Youth Center Criteria: • Consider the political issues related to the new location, if any • Good accessibility Vehicular/Parking Flat Topography Visible from the road • Good approach to the new site • Known as a City wide facility • The broader population of Fayetteville should be considered in the final location selected, in addition to the existing population base being served • Vehicular traffic is primary, pedestrian traffic is secondary as a primary means of getting to the new site • Transportation by the Youth Center will be expanded beyond the present offering • Ample space for multiple fields Mu ti -purpose fields Soccer Flag football Skateboard park Jogging trails Roller hockey Tennis courts Pool • The new site will need adjacent playing fields with preferential usage for the Youth Center Community eA new community focus" COMMONS Site List/ Site Short List FAYETTEVILLE FAMILY AND YOUTH CENTER The Master Facility Planning Committee met several times to discuss and rate thefollowing properties: T%y are noted by their location within the dry and the propertyi response to both the criteria and assumptions, as well as, its' buildability After long dunusions, access to 71 Bypass ort -540 out medal in the consideration of the accessibility to best serve Fayetteoilkigrowing population throughout the dty. Rating Availability Description November 19, December 17, 1998 and January 15, and January 27, 1999 meeting rent Rated 1 For Sale • Rupple Road property off of Highway 16 (west -central) - There is approximately 20 acres available for the FYC new site. The property is priced at $10,000 per acre. Highway 16 is scheduled to be widened to 5 lanes in the next two years The widening will extend to Rupple Road. It is perceived that the owner would donate 9 acres per the city's request for a green space in the development but a road to the property would need to be provided to the property (the distance being 1/2 mile). This property will be recommended to the board. Rated 2 For Sale • Ben Schlegel property (northwest)- There is 70 acres available, priced at $8,000. per acre and the owner is interested in selling any part of the property. Access is by Deane Solomon Road, which is a narrow 2 -lane road. Other ways to access are difficult at this time. The property is adjacent to part of the City's Research Park property and there could be a combination of the two. This property will be recommended to the board Rated 3 For Sale • Campbell Soup property on 15' street (south) - The property owner has been slow to re- spond to our inquiries, therefore the committee assumes marginal interest. There was some concern expressed about its location across from a factory and the public image of the new FYC. We will continue to pursue general information about the property but it is not high on the list. • City owned property on Cato Springs Road (southwest) - The jail's location is planned about 2000 yards from the property. The committee is very concerned about the perceived safety and image to the community. Therefore is property will remain low in ranking. Rated 5 Sold • National Home Center site (southwest) — Pros: Great access from the north, south, east and west and the population growth from any direction, great visibility, central location but still in southern quadrant of town, topography is flat, close to existing educational facilities, FYC would own the land, approach to the site is good and aesthetically pleasing, frontage road in place, utilities currently available. Cons — Privately owned/ associated cost, and it is in the overlay district Rated 6 For Lease • Walker Park (south-central) — Pros: Known location by city residents, located in the south part of town, playing fields adjacent, senior center adjacent, parking available, and close to other fields and facilities currently used by FYC. Cons: Senior location adjacent -added rela- tionship to negotiate for field use, maintenance, and land use, safety and security, scheduling problems with field usage -currently the fields are difficult to access because of existing programming Rated 7 For Lease • Research Park (northwest) — Pro: Topography is flat, sufficient land, close to 71By-Pass. Cons: Present accessibility is difficult, located on the outside of the by-pass, no utilities available currently, building usage atypical for the surrounding area • Gregory Park (central) — Pros: centrally located, beautiful land. Cons: Topography too roll- ing, property size is too small, and limitation on usage/development of the property by the VA • Crossover Park (northeast) — Cons: too small, topography too rolling, location exceeds ser- vice parameters, and the city does not own the property, it is only leasing Rated 4 For Lease Rated 8 For Lease Rated 9 For Lease Community COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER eA new community focus" Final Site Selection The following is a summary of the number one site selectionfor the new Youth Center. The report was prepared by a subcommittee of the Master Bray Planning Committee and war presented on March 24, 1999. Both the number one and two choices were pursued nmultaneousfy until rpeerfic terms were negotiated The Rupple Road properpt was recommended to the Fvytteoille Youth Center Board at the completion of those mgotia- teons. Rupple Road Property - Rated 1 Property Owners — Butch Robertson and Hayden Mcllroy Access to the Property — Rupple Road is scheduled for extension from Highway 16 to the property location (approx. '/ mile) as a City street. The Master Street Plan indicates Rupple Road will be a minor arterial (four lanes undivided) road and will eventually connect to Highway 62. At this time, the street could be constructed to less than four lanes, which would serve for several years before upgrading would be required. A recent rezoning of the property between Highway 16 and the proposed Youth Center property was obtained to allow the Owners to sell the property to the north of the proposed Youth Center site for an apartment complex development. The future development and other property owners will be responsible for a portion of the street construction costs, with the actual responsibilities broken-down at a later date. The Owners have indicated a desire to work with the Youth Center in any way required in providing access to the property, provided there is no commitment to the road investment before the adjacent property is developed. Mayor Fred Hanna has indicated his support of this site to Jeff Koenig and Charlie Venable for the Youth Center and does not anticipate any problems in providing access. He also anticipates no approval problems concerning the "greenspace" park lands designated for the Youth Center use. Location of Water Lines — An eighteen (18) inch water line will be available along Highway 16 in the near future. An eight (8) inch water line extends along Meadow Land Drive. The apartment complex rezoning will precipitate the extension from Highway 16 south along Rupple Road and its extension. Location of Sewer Lines — An eight (8) inch sanitary sewer line is adjacent to the west and south boundaries of the proposed site. i Yom. 1 '. 4: 1. < V .ye .% «. tote 5tj'Sa{ Y` -if `efri:4 4 e ng gli r::.X.?.Yi' :i;.`fai.vzgF:t S - t • =`r _ . . h " 'f. a. ?Wm _ eA new community focus" Final Site Selection The following is a summary of the number one site selectionfor the new Youth Center. The report was prepared by a subcommittee of the Master Bray Planning Committee and war presented on March 24, 1999. Both the number one and two choices were pursued nmultaneousfy until rpeerfic terms were negotiated The Rupple Road properpt was recommended to the Fvytteoille Youth Center Board at the completion of those mgotia- teons. Rupple Road Property - Rated 1 Property Owners — Butch Robertson and Hayden Mcllroy Access to the Property — Rupple Road is scheduled for extension from Highway 16 to the property location (approx. '/ mile) as a City street. The Master Street Plan indicates Rupple Road will be a minor arterial (four lanes undivided) road and will eventually connect to Highway 62. At this time, the street could be constructed to less than four lanes, which would serve for several years before upgrading would be required. A recent rezoning of the property between Highway 16 and the proposed Youth Center property was obtained to allow the Owners to sell the property to the north of the proposed Youth Center site for an apartment complex development. The future development and other property owners will be responsible for a portion of the street construction costs, with the actual responsibilities broken-down at a later date. The Owners have indicated a desire to work with the Youth Center in any way required in providing access to the property, provided there is no commitment to the road investment before the adjacent property is developed. Mayor Fred Hanna has indicated his support of this site to Jeff Koenig and Charlie Venable for the Youth Center and does not anticipate any problems in providing access. He also anticipates no approval problems concerning the "greenspace" park lands designated for the Youth Center use. Location of Water Lines — An eighteen (18) inch water line will be available along Highway 16 in the near future. An eight (8) inch water line extends along Meadow Land Drive. The apartment complex rezoning will precipitate the extension from Highway 16 south along Rupple Road and its extension. Location of Sewer Lines — An eight (8) inch sanitary sewer line is adjacent to the west and south boundaries of the proposed site. • • Community COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER `A new community focus" Final Site Selection The following is a summary of the number two site sekdion for the new Youth Center The report ww prepared ty a subcommittee of the Master Fnak'ry Planning Committee and was presented on March 24, 1999. Both the number one and two choices were pmiued simukaneousfy until speafc terms were negotiated The Runk Road property war recommended to the Fayetteville Youth Center Board at the completion of those negotia- tions. Schlegel Property - Rated 2 Property Owners — Ben and Sylvia Schlegel Access to the Property — No immediate access to the property is available. .A street can built from Deane Soloman Rd, west approximately 330 feet through property owned by the city of Fayetteville to the east boundary of the proposed property. It is anticipated that the City would grant access if there were no restriction by the Research & Technology Park or the road would render the property unusable. The 330 feet of street is not presently on the Master Street Plan, which is problematic. In addition, Crystal Drive will be extended cast to Deane Soloman Rd, providing access from the south. Deane Soloman is a narrow, unimproved 2 -lane paved road with very poor access at its intersection with Mt. Comfort Rd. Location of Water Lines — An eight (8) inch water line is located along Crystal Dr 1 500 feet west of the southwest corner of the property. It is anticipated this line will be extended east to Deane Soloman with additional subdivision development. A thirty-six (36) inch water line is located in the Research & Technology Park that could be tapped, and a line extended along Deane Soloman. This line is located about 700 feet from the southeast corner of the property. Location of Sewer Lines —An eight (8) inch sanitary sewer line is located approximately 1,500 feet west of the southwest corner and serves the Crystal Springs Subdivision. This line would be extended when additional develop- ment in this subdivision is commenced. Community COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER `A new community focus" Site Survey Rupple Road Property Approved proposed site for the new Fayetteville Family and Youth Center Legal Description: Part of the SE1/4 of the SE1 /4 of Section 16, T16N, R31W in Washington County, Arkansas and being more particularly described as follows: Commencing at the SE Corner of said SE1 /4 thence N88 27'59"W 524.80 Feet to the P.O.B., thence N88 27'59"W 717.16 Feet, thence N00 51'54"E 741.73 Feet, thence East 1082.69 Feet, thence SO1 05'12"W 398.93 Feet, thence West 368 92 Feet, thence South 362.00 Feet to the P.O.B.; containing 15.69 acres more or less subject to easements and R/W of record. Legal Desertion (Park): Part of the SE1 /4 of the SEI /4 of Section 16, TI6N, R3I W in Washington County, Arkansas and being more particularly described as follows: Commencing at the SE Corner of said SEI/4 thence N88 27'59"W 162.80 Feet to the P.O.B., thence N88 27'59"W 362.00 Feet, thence North 362.00 Feet, thence East 368.92 Feet, thence S01 05'12"W 371.76 Feet to the P.O.B.; Containing 3.08 acres more or less subject to easements and R/W of record. Community "A new community focus" COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER FAYETTEVI LLE ME CM OF FAYETTEVILLE ARKANSAS 'o IiII- Fayetteville Public Schools CELE&RATING THE PAST • WHILE EMBRACING THE FUTURE Youth Center Partners • Use of 5 buses and 3 vans in transporting youth for Youth Center activities. • The vehicles are operated and maintained by the City. • • Provision of a lump sum amount for summer program part-time staffing and supplies. • Youth Center use of Wilson Park Outdoor Pool for early morning summer workouts, as well as the Youth Center Day Camps and SKC (School Kids Connection) Summer Camps. • City use of the Youth Center Indoor Pool for lifesaving classes. • . - Youth Center staff coordinates scheduling with City Parks staff for basketball leagues. • Youth Center use cif Elementary School Facilities as follows: Asbell Gymnasium - Monday through Friday summer use for day camp, six days per week in after. school hours Holcomb Gymnasium - Six days per week in after school hours Vandergriff Gymnasium - Monday through Friday summer use for day camp, six days per week in after school hours • • Youth Center staff supervises basketball practices and after school drop- in recreation time at the above Elementary schools. • Youth Center uses the High School track and Football fields when available. • Youth Center uses two Middle School Gymnasiums for after school and Saturday activities • Youth Center provides the custodial services for Asbell Gymnasium. • Youth Center provides the custodial service for Vandergriff Gymnasium during summer SKC (School Kids Connection) program. • SKC (School Kids Connection) uses the cafeterias, playgrounds and gymnasiums at Asbell, Bates, Butterfield, Happy Hallow, Holcomb, and Vandergriff Elementary Schools. Community `A new community focus" COMMONS Kupplenoad FAYETTEVILLE FAMILY AND YOUTH Leiter • Of Intent CENTER The following letter of intent, signed by all parties, outlines the terns for acquiring the Rupple Road site. Additional agreements an being obtained by both the Fayetteville Family and Youth Center and the 'Owners" of the property with the City of Fayetteville regarding the Park acreage and the extension of Rupple Road to the proposed Youth Center site. Letter of Intent The following items have been agreed to as detailed below and shall represent an agreement of intent among the parties listed below: 1. Mn Butch Robertson and Mr. Hayden Mcllroy (herein referred to as the "Owners") own the property on Rupple Road Extension being considered for the Fayetteville Youth Center. This property is shown on a survey com- pleted by Jorgensen and Associates dated June 02, 1999, copy attached (herein referred to as the "Survey"). 2. As shown on the Survey, 3.08 acres referred to as "Park Area" has been deeded to the City of Fayetteville in order to satisfy green space ordinance requirements. The Owners make no representations or considerations concerning this 3.08 acres to the Fayetteville Youth Center. It shall be the sole responsibility of the Fayetteville Youth Center to negotiate agreements with the City of Fayetteville concerning disposition of this property. 3, The Owners agree to deed 6.00 additional acres of the 15.69 acres remaining to the City of Fayetteville in a "bank" that will be credited against green space ordinance requirements for future projects in this area by the Owners This agreement is contingent upon the acceptance of the "banked" lands by the City of Fayetteville against future green space requirements. The Owners make no representations or considerations concerning this 6.00 acres to the Fayetteville Youth Center. It shall be the sole responsibility of the Fayetteville Youth Center to negotiate agreements with the City of Fayetteville concerning disposition of this property. The Owners agree to deed this additional 6.00 acres to the City of Fayetteville at the time the Fayetteville Youth Center purchases the remaining land described below. - - - 4. The Owners agree to donate 2.00 acres of the remaining 9.69 acres (18.77 less 3.08 less 6.00) to the Fayetteville Youth Center at no cost. This donation is contingent upon an agreement by the Fayetteville Youth Center Board of Directors to name the "park area" adjacent to the proposed physical plant building. Naming of a sports field within the "park area" will not be acceptable to the Owners. The proposed name acceptable to the Owners will be "McIlroy-Robertson Park". The Owners agree to deed 2.0 acres to the Fayetteville Youth Center at the time the Fayetteville Youth Center purchases the remaining land described below provided the Board of Directors has adopted a resolution naming the park area. 5. Assuming the Fayetteville Youth Center Board of Directorstagrees to item #4 above, the remaining land to be purchased by the Fayetteville Youth Center will be 7.69 acres at a cost of $10,000 per acre (total of $76,690). If the Fayetteville Youth Center Board of Directors does not agree to item #4 above, the remaining land to be purchased by the Fayetteville Youth Center will be 9.69 acres at a cost of $10,000 per acre (total of $96,690). It is agreed that the Owners have negotiated in good faith and do not require "option" money to be deposited by the Fayetteville Youth Center with the Owners. The Owners understand that the grant application process under • - taken by the Fayetteville Youth Center may take considerable time. The Owners agree to allow the Fayetteville Youth Center first right of refusal if any serious offers are received by the Owners for the properties represented above. 6. The Owners make no representations or considerations concerning Rupple Road extension except the granting of 60 -foot Right of Way by Deed to the City of Fayetteville as shown on the Survey. Any additional Right of Way granting for Rupple Road extension and/or the proposed road at the southern bodndary of the property will be the sole responsibility of the Fayetteville Youth Center after the purchase of the properties represented above. Community COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER eA new community focus" h --facility Aesthetic Options The following list of aesthetic options warpresented to the Master Faciky Planning Committee. The purpose oris to initiate thought and consideration for the image of the building and reponse to the Strategic Plan. Although the Architect of Record will darlap an aesthetic scheme, the Committee, Youth Center Board and Staff can give ckarer direction to the final result. Classical Presented as an expression of an appealing architectural form to most, and one that offers a non dated approach, this concept could be expressed with permanent materials in precise proportion and rhythms. The building structure could express the precedent forms and materials in "100 year buildings". As noted in the Strategic Plan, the Northwest Arkansas area is changing, and the broad, long-lasting appeal of this style offers of campus - like response to the building of buildings that are designed. Natural Presented as an expression of Arkansas and the Ozarks, this concept could be expressed with water plant elements both inside and outside the building, and natural building materials, such as stone. The building structure could be a vernacular image of the area, such as farm buildings or mountain retreats and more permanent in the response to the strategic issues for the facility. Playful Presented as an expression of children and youth, this concept could be expressed with blight colors, unusual shapes and graphics. The building structure could be simple concrete block that is easily painted with shapes and graphics applied to the outside of the structure, allowing for flexibility and change as trends and tastes change. 0 ...U......WfLy COMMONS Building Program FAYETTEVILLE FAMILY AND YOUTH CENTER Entry Administrative Area Club Area Program Areas Fieldhouse Natatorium TOTAL School Kids Connection Optional Component SUMMARY SHEET 1,924 1,924 8,450 41,938 44,000 21,589 119,825 6,305 A COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER Future Outdoor Pool Pooh Building Diagrams �s✓ i Y 1 l 47 / p. BAu. raps 4t;v-p 4U5 • 1 SKC " Future Admire. Admen Expansion anhry Future Prograrim1 Programs :' Expansion Playing Fields Coups A "A new comm unity focus" COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER Building Program ENTRY Space Name Qty Sri. Ft. Total ST Ft. Comments Storage of backpacks/ valuables.Near the main Reception/Sign In Desk 1 1,000 1,000 entrance, front desk, and bus drop off Cubby Storage 1 80 80 300 Cubbies/hooks Nursury/Toddler area 1 250 250 Information Kiosk 1 50 50 Resource/Security Office 1 100 100 Security camera area needed Subtotal Circulation/Auxiliary (1.30) Total 1,480 444 1,924 A "!1 IICw [:Ul/1111ulllly lu{.u. COMMONS Building Diagrams . FAYETTEVILLE FAMILY AND YOUTH CENTER VA! COMMONS Building Program FAYETTEVILLE FAMILY AND YOUTH CENTER ADMINISTRATIONAREA Space Name Qry So. Ft. Total Sy. Ft. Comments Executive Director's Office 1 200 200 Sm. conference include., adj. to board room Assist. Executive Director 1 100 100 Admin. Assist. 1 80 80 Secured office for financial information, adj. to Bookkeeper 1 100 100 exec. dir. office Equip./Work Room 1 300 300 Office Equip., assembly area for large mailings Community Conf. 1 500 500 Projection equipment, shared access w/ public Staff Lounge/Toilet 1 200 200 Work surface for flexible functions Subtotal 1,480 Circulation/Auxiliary (1.30) 444 Total 1,924 A n JJCw CUJmuuifLy wwb COMMONS Building Diagrams FAYETTEVILLE FAMILY AND YOUTH CENTER w K .- 17Yi" as ry Rt.$auprf OfFCE¢. CNMnc FwrL P q�ypfi Pig r�r 41.ti pit. N kry519� pM //7 R N n COMMONS Building Program FAYETTEVILLE FAMILY AND YOUTH CENTER CLUB AREA Space Name Qty Sq. Ft. Total Sq. Ft Comments Games Room 1 3,000 3,000 For ages K-12, 8-10 tables, table tennis Adj to multi -purpose room serving lg. events. Teaching/Prep. Kitchen 1 750 750 Cooking classes, storage include. Arts/Crafts/Painting 1 1,000 1,000 25 children at one time, wet area needed, storage included, possible sewing function Library 1 500 500 Computer Room 1 500 500 20 computers ] Glass to other spaces, near game room, big Teen Lounge 750 750 screen TV. comfortable furniture Subtotal 6,500 Circulation/Auxiliary (1.30) 1,950 Total 8,450 A COMMONS Building Diagrams FAYETTEVILLE FAMILY AND YOUTH CENTER Diagram Future Programs Expansion Delivery M COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER &ace Name Exercise/Dance Dance/ Martial Arts Storage Building Program PROGRAM AREAS Qty So. Ft. Total Sq. Ft. Comments 1 1,000 1,000 1 160 160 Gymnasium/Jogging Track 1 17,000 Storage 1 1,000 Women's Locker I 1,000 Men's Locker 1 1,000 Gymnastics 1 4,000 Fitness Room 1 2,500 Equipment Check Room 1 1,000 Concessions Area 1 500 Classroom 3 700 Maintenance Supply 1 1,000 Subtotal Circulation/Auxiliary (1.30) Total 17,000 1,000 1,000 1,000 4,000 2,500 1,000 500 2,100 1,000 32,260 9,678 41,938 Dance for K-7, group exercise, cubby storage, moveable partition,14" high clg. Adj to dance area, double doors 2 frill courts w/ benches betw scorekeepers table, adj. to lockers, port. stage,150 spectators per court, 3 lane track Movable stage, folding chairs and tables, gym equipment Adj. to gym, fitness areas. Provide a staff secured area for laundry. 100 lockers Adj. to gym, fitness areas. 100 locker, w/ family change area For ages 2-15, stoage include. 20-30 pieces of equipment, near jogging track Secure space for sports equipments, near the game room, w/ window. Includes 300 sq for seasonal equip. Seating area adj., near teen, athletic areas, delivery area and adj. exterior trash, storage and vending area included Moveable walls, near kitchen space 3 full time staff, storage, cleaning equip A COMMONS Building Diagrams FAYETTEVILLE FAMILY AND YOUTH CENTER a � ' r, _ r> tea. V hi �.i ' Jr 1,'(ffIt11Ti \ rs Diagram Gym �tStoL / 'Playing Fields Expansion - Courts S . JJCW CUI..,.,ul"Ly luuua COMMONS Building Diagrams FAYETTEVILLE FAMILY AND YOUTH CENTER Future 9�^ Programs A COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER 11 AIGW bVllYlIWYlVtuJ Building Program FIELDHOUSE Space Name Qty So. Ft. Total Sc. Ft. Comments Indoor team sports - softball, football, baseball, Field House 1 40,000 40,000 soccer, tackle football, adj. to playing fields, high ceilings Climbing Wall 1 Subtotal Circulation/Auxiliary (1.10) 40,000 Total 4,000 44,000 0 COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER L6 urn'` to tta. WV v«a«uJuaf- ava.uo Building Diagrams P3' •'s -a•-.:,ar _•e =:` . Future .•y L Gym 5Q T.- a �i �� Tai ��. Jam_ p}T1 Expansion . xga :r, Field House: 4�. Playing Fields Courts Future Field House Expansion n COMMONS Building Program FAYETTEVILLE FAMILY AND YOUTH CENTER NATATORIUM Space Name Qyt So. Ft. Total Sac Ft. Comments 25M x 7 lane pool, whirlpool, leisure pool Natatorium 1 17,000 17,000 included, bleacher area at deck level(portable) Aquatics/Assist. Directors 1 150 150 Glass window to pool area Meet/Computer Room 1 80 80 Time system equipment Lifeguard Room 1 100 100 Opens to pool, window to pooL Pool Pump Room 1 800 800 Mechanical Room 1 2,000 2,000 1 400 400 Double doors to pool, overhead door for Pool Storage delivery, open shelving Subtotal 20,530 Circulation/Auxiliary (1.30 1,059 excl. natatorium) Total 21,589 A1 "A new community focus" COMMONS Building Diagrams FAYETTEVILLE FAMILY AND YOUTH CENTER M;4 Future Outdoor _ •i__'°_ Pool Natatonutn Parking LeisurePool Service/ 1.._.«,. Delivery `Locer Ivledi` �' Locker _, A "A new community focus" COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER Space Name SKC Director's Office Secretary's Area Building Program SCHOOL KIDS CONNECTION optional component Qty Sc'. Ft. Total Sq. Ft. Comments 1 150 150 1 100 100 SKC Daycare Room 1 2,000 2,000 Children's Toilets 1 350 350 Staff Lockers Multi -Purpose Room SKC Check -In SKC Kitchen Sick Room 1 300 300 1 500 500 1 500 500 1 300 300 1 250 250 Storage 1 400 400 Fenced Outdoor Play Area Subtotal Circulation/Auxiliary (1.30) Total Li 4,850 1,455 6,305 Near entrance with window to the entry/seating area, adj. to check -in desk Adj to Dir. Office, w/ office equipment 100 children K-6, moveable partition,windows to the outside, natural light, cubbies on the outside of this room. Areas for craft, wet, reading, and play activiites Boys need 3 urinals and 3 toilets, Girls 6 toilets, all sized for children Includes staff toilets, lockers Near office area and cubbies. Tutor/Resource Room. Meetings w/ parents Waiting/Seating area, check -in desk, secured entrance, separate entrance from FYC Full kitchen w/ snack storage, adj. to offices and daycare room. Stacked Washer/Dryer Accom. 4-6 children Adj. to check-in/entrance, kitchen Adj to sick room, staff areas Adj. to bldg., fences with no entrance but from SKC and emergency access Must be at least 2,500 ' A "A new community focus" COMMONS Building Diagrams I FAYETTEVILLE FAMILY AND YOUTH CENTER 5`YYI,, School Kids Connection "L �Yffl� 'I 1k �iirS 01p::' 1 i School Kids Connection Diagram I I SKC: IEntry Admin. I I I I. A I"A new community focus" COMMONS Building Program I FAYETTEVILLE FAMILY AND YOUTH i CENTER OUTDOOR PROGRAM SPACES Space Name Qty So. Ft. Total Sq. Ft. Comments Playing Fields 6 Specify type Tot Lot 1 Adj. to the building, secure fenced area ' Tennis/Streethockey/Basketl 1 Outdoor Concessions 1 ` Playground 1 Ropes Course 1 I I I I I I I` I I I I I I I I I I I I I I I I I A COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER Site A Diagram -n new cuininuruty rucu3 Site Diagram A Natatorium Expansion in A COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER Site Diagram B Site B Diagram Future Future Gym teat s *, Program Expansion /mss �rt�^d .>i Expansion Y Y Y jjjyyy` • •i• t] T[ VFW M� . t F 1 Tip alt• e�A • Fk ;, Pro ..,, w Gym ^ 1.' :� Field House, Field House Future - 'S. - Field Playing Fields. Expansion . Natatonum ` e Future Natatorium Expansion FAYETTEVILLE FAMILY AND YOUTH CENTER COMMONS o �l 4,.p ' Master Facility Plan Report Prepared by Susan R Anders, AL4 for New Sobdrons July 19, 1999 Community - • AkLJ ma A: w.: v�wa-tic' .. ♦ ♦ 3Y ♦ 4 l rV S (Y: ) ri n�'�C TS•.14 ^l may ` 1 r Yne , (! . T � )Y •• Y / s Af T 4." _ tea..,:.. A Ut 'A new community locus" COMMONS Columbus, IN FAYETTEVILLE FAMILY AND YOUTH CENTER The Foundation for Youth Building in Columbus IN, currently under con- struction, will be 54,000 sq. ft. when completed at a cost of $4.3 million. This is a major addition/renovation to an existing facility. There is a distinct Boys and Girls Club area with game area, teen room, teaching kitchen with washer and dryer, photography lab, arts and crafts room, computer room/learning center, library and teaming space for program staff. There is administration space and extra office space for the parks and recreation department There is a Gymnas- tics Center, 2 full size or 4'/a courts with curtains for basketball, a lap swim- ming pool and a water park/play area. Community ��I} �s� � �, 111 �i • • • �.• • • � • l f� 1' r< r � � �� Tt ♦1�ry�ll��i � +... dh. fir} +! 7 / } Y a, • r .'-r 1 ♦.q r '� 'iJl'1•�-�� ss1 4 Q� v� , il� S • ` a � 1: 1 + -r a_ V - S�`Y " BCe_a} riN i 1 ,n�•v . 71 ^ ` � .�r � ♦I i 1 x� . Community r. p 3 ---. - n!-U". ue. '1 LES \C.4R MEMORIAL 1"vU'^ ; t :-L vi `5 E 'v L: a x � 5��q� i ' IIf ' � _ �v 9i+ .diY k • yp�{ e � "': j J r rte`. �. 1 \}1fe1 . � ®�4 I v s u• ��is{eufP { Corn runity a H � u JJ. Q cz" p f- 'fir 'f .s > Y v " , idleA' 1 � a tiV1.A..n ].;. Vii' V� ----- �-. � +r w� P�t.F, a•1 r t'x.•wn 'F r�X a 1 xe ✓'b� +" a 11 I +♦Y4 ��]'q• +[\i FS T. Y A _ _ - AY 1 .:4 a u'_'i+ ,F W ,, ,r.® arm^. rTi , t x ._ riu l t 1 G :'SAY.*<`w S. J r 1 :_ ,` ,�— • • . .r f 1 I I t�f.�i•++`. t AQ L 1 I: ,a 1 .vim, yi= act ' i i_ Community I j) i 4 Z . Y F r+ t- ;:r. f1. Z 'M1y♦. 5. li ♦ ..s[ S nl- : ♦ ' iy [� i• 4 5 F`- t 2 ,t n % '♦,C .- - ary iWX rtR r% ♦ '1f�%'.. M/�' s -'✓ J ��A .(f.Y.[i AI t y ,�' A .1 'J C''.& r: _ �• � e / ! la l�a ... t .-. _ T➢ I nb:'t Community f l , y • a <J w K I -• Yr is 1f t - •4 I } , c: rj ) ' Lii:, Community A "A new comm unity focus" COMMONS Site Selection FAYETTEVILLE FAMILY AND YOUTH Assumptions/ Criteria CENTER Assumptions and Criteria for the evaluation and selection of the new site were discussed in the Master Facility Planning Committee Meetings, proposing the following for review and approval by the Frgrtteville Youth CenterBoani (which were apprvvedJ Assumptions: • The present relationship with the school system to remain the same in the future Elementary Schools — most used Middle and High Schools — moderately used • The new site will be owned by the Youth Center or have a 99 year lease • If the new site is leased, there will be a negotiated lease for the land use and operation • All services rendered to an organization or institution, such as the City of Fayetteville or Fayetteville Public Schools, will be offered under a negotiated service/operation agreement • Playing fields must be adjacent to the new facility and will have preferential use for the Youth Center Criteria: • Consider the political issues related to the new location, if any • Good accessibility Vehicular/Parking Flat Topography Visible from the mad • Good approach to the new site • Known as 2 City wide facility • The broader population of Fayetteville should be considered in the final location selected, in addition to the existing population base being served • Vehicular traffic is primary, pedestrian traffic is secondary as a primary means of getting to the new site • Transportation by the Youth Center will be expanded beyond the present offering • Ample space for multiple fields Multi -purpose fields Soccer Flag football Skateboard park jogging trails Roller hockey Tennis courts Pool • The new site will need adjacent playing fields with preferential usage for the Youth Center 0 eA new community focus" COMMONS Site List/Site Short List FAYETTEVILLE FAMILY AND YOUTH CENTER The Matter Rui% Planning Committee met several times to lows and rate the follondng properties. They are noted by their location within the dry and thepropertyt response to both the aituia and assumptions, as we/l as its' buildabilYy. After hng discussions, aaers to 71 Bypass or 1-540 mar audal in the consideration of the acassibih• v to but sent Firy neoilkIgrawing population throughout the dry. Rates At+ailabill Vescr�on November 19, Deamber 17, 1998 and January 15, and January 27, 1999 meeting results: Rated 1 For Sale • Rupple Road property off of Highway 16 (west -central) - There is approximately 20 acres available for the FYC new site. The property is priced at $10,000 per acre. Highway 16 is scheduled to be widened to 5 lanes in the next two years. The widening will extend to Rupple Road. It is perceived that the owner would donate 9 acres per the city's request for a green space in the development but a road to the property would need to be provided to the property (the distance being % mile). This properly will he recommended to the board Rated 2 For Sale • Ben Schlegel property (northwest)- There is 70 acres available, priced at $8,000. per acre and the owner is interested in selling any part of the property. Access is by Deane Solomon Road, which is a narrow 2 -lane road. Other ways to access are difficult at this time. The property is adjacent to part of the City's Research Park property and there could be a combination of the two. This property will be recommended to the board. Rated 3 For Sale • Campbell Soup property on 15' street (south) - The property owner has been slow to re- spond to our inquiries, therefore the committee assumes marginal interest There was some concern expressed about its location across from a factory and the public image of the new FYC. We will continue to pursue general information about the property but it is not high on the list. Rated 4 For Lease • City owned property on Cato Springs Road (southwest) - The jail's location is planned about 2000 yards from the property. The committee is very concerned about the perceived safety and image to the community. Therefore is property will remain low in ranking. Rated 5 Sold • National Home Center site (southwest) — Pros: Great access from the north, south, east and west and the population growth from any direction, great visibility, central location but still in southern quadrant of town, topography is flat, close to existing educational facilities, FYC would own the land, approach to the site is good and aesthetically pleasing, frontage road in place, utilities currently available. Cons — Privately owned/ associated cost, and it is in the overlay district Rated 6 For Lease • Walker Park (south-central) — Pros: Known location by city residents, located in the south part of town, playing fields adjacent, senior center adjacent, parking available, and close to other fields and facilities currently used by FYC. Cons: Senior location adjacent -added rela- tionship to negotiate for field use, maintenance, and land use, safety and security, scheduling problems with field usage -currently the fields are difficult to access because of existing programming Rated 7 For Lease • Research Park (northwest) — Pro: Topography is flat, sufficient land, close to 71By-Pass. Cons: Present accessibility is difficult, located on the outside of the by-pass, no utilities available currently, building usage atypical for the surrounding area Rated 8 For Lease • Gregory Park (central) — Pros: centrally located, beautiful land. Cons: Topography too roll- ing, property size is too small, and limitation on usage/development of the property by the VA Rated 9 For Lease • Crossover Park (northeast) — Cons: too small, topography too rolling, location exceeds ser- vice parameters, and the city does not own the property, it is only leasing M eA new community focus" COMMONS Final Site Selection FAYETTEVILLE FAMILY AND YOUTH CENTER The following is a summary of the number one site seledion for the new Youth Center. The report war prepared by a subcommittee of the Master FvdiYy Planning Committee and zw presented on March 24, 1999. Both the number one and two choices were pursued simultaneously until speafic terms were negotiated The Ruppk Rand property sw recommended to the Fayetteville Youth Center Board at the compktion of those negotia- tions. Rupple Road Property - Rated 1 Property Owners — Butch Robertson and Hayden McIlroy Access to the Property — Rupple Road is scheduled for extension from Highway 16 to the property location (approx. '/a mile) as a City street. The Master Street Plan indicates Rupple Road will be a minor arterial (four lanes undivided) road and will eventually connect to Highway 62. At this time, the street could be constructed to less than four lanes, which would serve for several years before upgrading would be required. A recent rezoning of the property between Highway 16 and the proposed Youth Center property was obtained to allow the Owners to sell the property to the north of the proposed Youth Center site for an apartment complex development. The future development and other property owners will be responsible for a portion of the street construction costs, with the actual responsibilities broken-down at a later date. The Owners have indicated a desire to work with the Youth Center in any way required in providing access to the property, provided there is no commitment to the road investment before the adjacent property is developed. Mayor Fred Hanna has indicated his support of this site to Jeff Koenig and Charlie Venable for the Youth Center and does not anticipate any problems in providing access. He also anticipates no approval problems concerning the "greenspace" park lands designated for the Youth Center use. Location of Water Lines — An eighteen -(18) inch water line will be available along Highway 16 in the near future. An eight (8) inch waterline extends along Meadow Land Drive. The apartment complex rezoning will precipitate the extension from Highway 16 south along Rupple Road and its extension. Location of Sewer Lines — An eight (8) inch sanitary sewer line is adjacent to the west and south boundaries of the proposed site. eA new connn unity focus" COMMONS Final Site Selection FAYETTEVILLE FAMILY AND YOUTH CENTER ,r The following is a mmmary of the number two site selection for the new Youth Center. The report w.nr prepared by a mbmmndttee of the Master Fadhy Planning Committee and ww presented on March 24, 1999. Both the number one and two choicer were pursued dmulJaneourfy until.rpeafu fermi were negotiated The Ruppk Road property airs recommended to the Fayetteville Youth Center Board at the mmpletion of those negotia- tions Schlegel Property - Rated 2 Property Owners — Ben and Sylvia Schlegel Access to the Property — No immediate access to the property is available. A street can built from Deane Soloman Rd, west approximately 330 feet through property owned by the city of Fayetteville to the east boundary of the proposed property. It is anticipated that the City would grant access if there were no restriction by the Research & Technology Park or the road would render the property unusable. The 330 feet of street is not presently on the Master Street Plan, which is problematic. In addition, Crystal Drive will be extended east to Deane Soloman Rd, providing access from the south. Deane Soloman is a narrow, unimproved 2 -lane paved road with very poor access at its intersection with Mt. Comfort Rd. Location of Water Lines — An eight (8) inch water line is located along Crystal Dr., 1,500 feet west of the southwest corner of the property. It is anticipated this line will be extended east to Deane Soloman with additional subdivision development. A thirty-six (36) inch water line is located in the Research & Technology Park that could be tapped, and a line extended along Deane Soloman. This line is located about 700 feet from the southeast corner of the property. Location of Sewer Lines —An eight (8) inch sanitary sewer line is located approximately 1,500 feet west of the southwest corner and serves the Crystal Springs Subdivision. This line would be extended when additional develop- ment in this subdivision is commenced. V "A new community focus" COMMONS Site Survey FAYETTEVILLE FAMILY AND YOUTH Ripple Road Property CENTER U. jI --. ert Uw _ ALLTE CD. IfM�T0 �.' '�� ap" .. �.. - : 1 /' •" • / I1AIrM I •\� �-.. mil -�..�o�o�-_�.- a /'..�....... •sl i 1. % r- •. 'tom'O•D-0i \fP /! .. r to j ��.. i-I __ I • ro HCO>tIIC 1 P.O.B. /P,OB. aMWwvn+YbrgeN c.,0 a dd.-, AM9 MfnmbtrmabcMl - Approved proposed site for the new Fayetteville Family and Youth Center Legal Description: Part of the SE1/4 of the SE1 /4 of Section 16, T16N, R31W in Washington County, Arkansas and being more particularly described as follows: Commencing at the SE Comer of said SE1 /4 thence N88 27'59"W 524.80 Feet to the P.O.B., thence N88 27'59"W 717.16 Feet, thence N00 51'54"E 741.73 Feet, thence East 1082.69 Feet, thence S01 05'12"W 398.93 Feet, thence West 368.92 Feet, thence South 362.00 Feet to the P.O.B.; containing 15.69 acres more or less subject to easements and R/W of record. Legal Description (Park): Part of the SE1/4 of the SE1/4 of Section 16, T16N, R31W in Washington County, Arkansas and being more particularly described as follows: Commencing at the SE Corner of said SEl/4 thence N88 27'59"W 162.80 Feet to the P.OB., thence N88 27'59'W 362.00 Feet, thence North 362.00 Feet, thence East 368.92 Feet, thence 501 05'12"W 371.76 Feet to the P.O.B.; Containing 3.08 acres more or less subject to easements and R/W of record. n COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER "Anew community focus" Rupple Road Letter of Intent The following ktter of intent, signed by all parties, outlines the terms for acquiring the Ruppk Road the. Additional agreements are being obtained by both the Fayettevilk Family and Youth Center and the `Owners" of the property with the City of Fayetteville regarding the Park acreage and the extension of Ruppk Road to the proposed Youth Center site. Letter of Intent The following items have been agreed to as detailed below and shall represent an agreement of intent among the parties listed below. 1. Mr. Butch Robertson and Mr. Hayden Mcllroy (herein referred to as the "Owners") own the property on Rupple Road Extension being considered for the Fayetteville Youth Center. This property is shown on a survey com- pleted by Jorgensen and Associates dated June 02, 1999, copy attached (herein referred to as the 'Survey"). 2. As shown on the Survey, 3.08 acres referred to as "Park Area" has been deeded to the City of Fayetteville in order to satisfy green space ordinance requirements. The Owners make no representations or considerations concerning this 3.08 acres to the Fayetteville Youth Center. It shall be the sole responsibility of the Fayetteville Youth Center to negotiate agreements with the City of Fayetteville concerning disposition of this property. 3. The Owners agree to deed 6.00 additional acres of the 15.69 acres remaining to the City of Fayetteville in a "bank" that will be credited against green space ordinance requirements for future projects in this area by the Owners This agreement is contingent upon the acceptance of the "banked" lands by the City of Fayetteville against future green space requirements The Owners make no representations or considerations concerning this 6.00 acres to the Fayetteville Youth Center. It shall be the sole responsibility of the Fayetteville Youth Center to negotiate agreements with the City of Fayetteville concerning disposition of this property. The Owners agree to deed this additional 6.00 acres to the City of Fayetteville at the time the Fayetteville Youth Center purchases the remaining land described below 4. The Owners agree to donate 2.00 acres of the remaining 9.69 acres (18.77 less 3.08 less 6.00) to the Fayetteville Youth Center at no cost This donation is contingent upon an agreement by the Fayetteville Youth Center Board of Directors to name the "park area" adjacent to the proposed physical plant building. Naming of a sports field within the "park area" will not be acceptable to the Owners. The proposed name acceptable to the Owners will be "Mcllroy-Robertson Park". The Owners agree to deed 2.0 acres to the Fayetteville Youth Center at the time the Fayetteville Youth Center purchases the remaining land described below provided the Board of Directors has adopted a resolution naming the park area. 5. Assuming the Fayetteville Youth Center Board of Directors agrees to item #4 above, the remaining land to be purchased by the Fayetteville Youth Center will be 7.69 acres at a cost of $10,000 per acre (total of $76,690). If the Fayetteville Youth Center Board of Directors does not agree to item #4 above, the remaining land to be purchased by the Fayetteville Youth Center will be 9.69 acres at a cost of $10,000 per acre (total of $96,690). It is agreed that the Owners have negotiated in good faith and do not require "option" money to be deposited by the Fayetteville Youth Center with the Owners The Owners understand that the grant application process under- taken by the Fayetteville Youth Center may take considerable time. The Owners agree to allow the Fayetteville Youth Center first right of refusal if any serious offers are received by the Owners for the properties represented above. 6. The Owners make no representations or considerations concerning Rupple Road extension except the granting of 60 -foot Right of Way by Deed to the City of Fayetteville as shown on the Survey. Any additional Right of Way granting for Rupple Road extension and/or the proposed road at the southern boundary of the property will be the sole responsibility of the Fayetteville Youth Center after the purchase of the properties represented above. S "A new comm unity focus" COMMONS Youth Center Partners FAYETTEVILLE FAMILY AND YOUTH CENTER FAYETTEVILLE Mr CUT OF FAYEnWU.E. ARKANSAS • Use of 5 buses and 3 vans in transporting youth for Youth Center activities. • The vehicles are operated and maintained by the City. • Provision of a lump sum amount for summer program part-time staffing and supplies. • Youth Center use of Wilson Park Outdoor Pool for early morning summer workouts, as well as the Youth Center Day Camps and SKC (School Kids Connection) Summer Camps. • City use of the Youth Center Indoor Pool for lifesaving classes. • Youth Center staff coordinates scheduling with City Parks staff for basketball leagues. • Youth Center use of Elementary School Facilities as follows: Asbell Gymnasium - Monday through Friday summer use for day camp, six days per week in after school hours Holcomb Gymnasium - Six days per week in after school hours Vandergriff Gymnasium - Monday through Friday summer use for day camp, six days per week in after school hours • Youth Center staff supervises basketball practices and after school drop - in recreation time at the above Elementary schools. • Youth Center uses the High School track and Football fields when available. •. Youth Center uses two Middle School Gymnasiums for after school and Saturday activities. • Youth Center provides the custodial services for Asbell Gymnasium. • Youth Center provides the custodial service for Vandergriff Gymnasium during summer SKC (School Kids Connection) program. • SKC (School Kids Connection) uses the cafeterias, playgrounds and gymnasiums at Asbell, Bates, Butterfield, Happy Hallow, Holcomb, and Vandergriff Elementary Schools. 0 "A new community focus" COMMONS FciliiyAesthetic Options FAYETTEVILLE FAMILY AND YOUTH CENTER The following hart of aesthetic options stu presented to the Matter Fmdh7y Planning Committee. The purpose uus to imitate thought and tonal ration for the image of the building and response to the Strategic Plan. Although the Arthikd of Record miil dewlap an aesthetic scheme, the Committee, Youth Center Board and Staff can girl ckarer direction to the final result. Classical Presented as an expression of an appealing architectural form to most, and one that offers a non dated approach, this concept could be expressed with permanent materials in precise proportion and rhythms. The building structure could express the precedent forms and materials in "100 year buildings". As noted in the Strategic Plan, the Northwest Arkansas area is changing, and the broad, long-lasting appeal of this style offers of campus - like response to the building or buildings that are designed. Natural Presented as an expression of Arkansas and the Ozarks, this concept could be expressed with water plant elements both inside and outside the building, and natural building materials, such as stone. The building structure could be a vernacular image of the area, such as farm buildings or mountain retreats and more permanent in the response to the strategic issues for the facility. Playful Presented as an expression of children and youth, this concept could be expressed with bright colors, unusual shapes and graphics. The building structure could be simple concrete block that is easily painted with shapes and graphics applied to the outside of the structure, allowing for flexibility and change as trends and tastes change. A COMMONS FAYETTEVI LLE FAMILY AND YOUTH CENTER Entry Administrative Area Club Area Program Areas Fieldhouse Natatorium TOTAL School Kids Connection Optional Component It JJCW LU......W...y AU UJ Building Program SUMMARY SHEET 1,924 1,924 8,450 41,938 44,000 21,589 119,825 6,305 w COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER Building Diagrams t faN aE I J t/�/ems i•'• Jri;'�� i� 1 ''t �a � BAtt. Fte-vS 7.4ee P• � plc I 1 � � 1 gram Summary Dial Future Outdoor Pool Future Gym Expansion ;=.ye ur,.�5rr Parking SKC,' Future Admin. Expansion Future Programs Expansion Playing Fields Courts 0 COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER 4 a -r .. vV------W--, v__v Building Program ENTRY Space Name Qty Sq. Ft. Total Sq. Ft. Comments Storage of backpacks/ valuables.Near the main Reception/Sign In Desk 1 1,000 1000 entrance, front desk, and bus drop off Cubby Storage 1 80 80 300 Cubbies/hooks Nursury/Toddler area 1 250 250 Information Kiosk 1 50 50 Resource/Security Office 1 100 100 Security camera area needed Subtotal 1,480 Circulation/Auxiliary (1.30) 444 Total 1,924 W COMMONS . FAYETTEVILLE FAMILY AND YOUTH CENTER "A new community focus" Building Diagrams fir, A�is�b 0 COMMONS Building Program FAYETTEVILLE FAMILY AND YOUTH CENTER ADMINISTRATIONAREA Space Name Qt Sq, Ft. Total Sq. Ft Comments Executive Directors Office 1 200 200 Sm. conference include., adj. to board room Assist. Executive Director 1 100 100 Admin. Assist. 1 80 80 Bookkeeper 1 100 100 Secured office for financial information, adj. to exec. dir. office Equip./Work Room 1 300 300 Office Equip., assembly area for large mailings Community Conf. 1 500 500 Projection equipment, shared access w/ public Staff Lounge/Toilet 1 200 200 Work surface for flexible functions Subtotal 1,480 Circulation/Auxiliary (1.30) 444 Total 1,924 n 'A new community focus" COMMONS Building Diagrams FAYETTEV I LLE FAMILY AND YOUTH CENTER 0 - COMMONSBuilding Program FAYETTEVILLE FAMILY AND YOUTH CENTER CLUB AREA Space Name Qty Sq. Ft. Total Sq. Ft. Comments Games Room 1 3,000 3,000 For ages K-12, 8-10 tables, table tennis Adj to multi -purpose room serving 1g. events. Teaching/Prep. Kitchen 1 750 750 I Cooking classes, storage include. 25 children at one time, wet area needed, Arts/Crafts/Painting 1 1,000 1,000 storage included, possible sewing function Ilibrary 1 500 500 Computer Room 1 500 500 20 computers Glass to other spaces, near game mom, big Teen Lounge 1 750 750 screen TV, comfortable furniture Subtotal 6,500 Circulation/Auxiliary (1.30) 1,950 Total 8,450 A n .HCW L.U......,.....,y C O M M 0 N S Building Diagrams FAYETTEVILLE FAMILY AND YOUTH CENTER VA! COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER Building Program PROGRAM AREAS Space Name Qty Sq. Ft. Total So. Ft. Comments Dance for K-7, group exercise, cubby storage, Exercise/Dance 1 1,000 ],000 moveable partition,14" high clg. Dance/ Martial Arts Storage 1 160 160 Adj to dance area, double doors 2 full courts w/ benches betw scorekeepers Gymnasium/Jogging Track 1 17,000 17,000 table, adj. to lockers, port. stage,150 spectators per court, 3 lane track Movable stage, folding chairs and tables, gym Storage 1 ],000 1,000 equipment Adj. to gym, fitness areas. Provide a staff • Women's Locker 1 1,000 ],000 secured area for laundry. 100 lockers Men's Locker 1 1,000 ],000• Adj. to gym, fitness areas. 100 locker, w/ family change area Gymnastics 1 4,000 4,000 For ages 2-15, stoage include. Fitness Room 1 2,500 Z500 20-30 pieces of equipment, near jogging track Secure space for sports equipments, near the Equipment Check Room 1 1,000 1,000 game room, w/ window. Includes 300 sq for seasonal equip. Seating area adj., near teen, athletic areas, Concessions Area 1 500 500 delivery area and adj. exterior trash, storage and vending area included Classroom 3 700 2,100 Moveable walls, near kitchen space Maintenance Supply 1 1,000 1,000 3 full time staff, storage, cleaning equip. Subtotal 32,260 Circulation/Auxiliary (1.30) 9,678 Total I 41,938 A I . COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER f,gLVS s Diagram Building Diagrams jt7t. i' - - fly ' tl , � 1 j Future Gym Fapansioi f lek/n ` NouSE ruturc Field House Expansion Fields 0 I `: COMMONS Building Diagrams FAYETTEVILLE FAMILY AND YOUTH CENTER Future:\ Fmgrarns r , Trash A COMMONS FAYETTEV I LLE FAMILY AND YOUTH CENTER {J •a-rr ..'fl 1Y-IYaYv at _ Building Program FIELDHOUSE Space Name Q r Sq. Fr. Total Sg. Ft Comments Indoor team sports - softball, football, baseball, Field House 1 40,000 40,000 soccer, tackle football, adj. to playing fields, high ceilings Climbing Wall 1 Subtotal Circulation/Auxiliary (1.10) 40,000 Total 4,000 44,000 S COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER L1 in{. f1 YVI.YAIYIYt • IVYY0 Building Diagrams Playing Fie) Coups �/� 4_ e*cN %. •T •:i r II i --.- I Future Field House Expansion tire m Fansion 0 I COMMONS Building Program FAYETTEVILLE FAMILY AND YOUTH CENTER NATATORIUM Space Name Qty So. Ft. Total Sq. Ft. Comments 25M x 7 lane pool, whirlpool, leisure pool Natatorium 1 17,000 17,000 included, bleacher area at deck level(portable) Aquatics/Assist. Directors 1 150 150 Glass window to pool area Meet/Computer Room 1 80 80 Time system equipment lifeguard Room 1 100 100 Opens to pool, window to pool. Pool Pump Room 1 800 800 Mechanical Room 1 2,000 2,000 Double doors to pool, overhead door for Pool Storage 1 400 400 delivery, open shelving Subtotal 20,530 Circulation/Auxiliary (1.30 1,059 exd. natatorium) Total 21,589 n 1, ..CW CU.......l f.y iuc„a • C O M M O N S Building Diagrams FAYETTEVILLE FAMILY AND YOUTH CENTER Future , Outdoor Pool ' Natafonutn.1. I S pig Service/ Delivery •Me, n COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER Space Name SKC Director's Office Secretary's Area Building Program SCHOOL KIDS CONNECTION optional component Qty So. Ft. Total S1. Ft Comments 1 150 150 1 100 100 SKC Daycare Room 1 2,000 2,000 Children's Toilets Staff Lockers Multi -Purpose Room SKC Check -In SKC Kitchen Sick Room 1 350 350 1 300 300 1 500 500 1 500 500 1 300 300 1 250 250 Storage 1 400 400 Fenced Outdoor Play Area Subtotal Circulation/Auxiliary (1.30) Total 1 4,850 1,455 6,305 Near entrance with window to the entry/seating area, adj. to check -in desk Adj to Dir. Office, w/ office equipment 100 children K-6, moveable partition,windows to the outside, natural light, cubbies on the outside of this room. Areas for craft, wet, reading, and play activiites Boys need 3 urinals and 3 toilets, Girls 6 toilets, all sized for children Includes staff toilets, lockers Near office area and cubbies. Tutor/Resource Room. Meetings w/ parents Waiting/Seating area, check -in desk, secured entrance, separate entrance from FYC Full kitchen w/ snack storage, adj. to offices and daycare room. Stacked Washer/Dryer Accom. 4-6 children Adj. to check-in/entrance, kitchen Adj to sick room, staff areas Adj. to bldg., fences with no entrance but from SKC and emergency access Must be at least 2,500 0 --rn new coirununnyrocus- COMMONS Building Diagrams FAYETTEVILLE FAMILY AND YOUTH CENTER Scbool Kids Connection A I `A new community focus" COMMONS Building Program FAYETTEVILLE FAMILY AND YOUTH CENTER OUTDOOR PROGRAM SPACES Space Name Qt, y Ste. Ft. Total Sq. Ft. Comments Playing Fields 6 Specify type Tot Lot 1 Adj. to the building, secure fenced area Tennis/Streethockey/Basked 1 Outdoor Concessions 1 Playground 1 Ropes Course 1 'Al -n nrw cvfiui.u.ny iwua COMMONS SiteDiagramA FAYETTEVILLE FAMILY AND YOUTH CENTER I Site A Diagram ' I A 1l AS PT YVIflaa. COMMONS FAYETTEVILLE FAMILY AND YOUTH CENTER U Site B Diagram U Site Diagram B Future program Expansion Future Gym Future Field House Expansion `Jogging Trail ®N Lwa FAYETTEVILLE YOUTH CENTER We never know how high we are Ti! we ore called to rise And then, if we are true to plan Our statures reach the sky E. Dickinson St q • M � • `Exx[ STRATEGIC PLAN New Solutions . Table of Contents INTRODUCTION Rationale and Purpose Planning Process and Participants Process Calendar EXECUTIVE SUMMARY PURPOSE, MISSION, VALUES & VISION MANDATES SWOT ANALYSIS VISION OF SUCCESS OUTCOMES STRATEGIC ISSUES & STRATEGIES Operations Leadership Staff Programs Stewardship Facilities Financial Stability Public Relations PROGRAM AGENDA 1 1 2 2 6 9 10 11 16 17 22 25 27 29 32 34 36 PERFORMANCE MONITORING & EVALUATION PLANS 42 Introduction Background The Fayetteville Youth Center (FYC) is an organization that served the youth of Fayetteville for over 50 years. With a minimum of resources, a caring and dedicated staff partners with the city and the local school district to provide recreational programs for a large number of the community's children. Most of these children participate in basketball, football or softball programs that bring together children of a particular "neighborhood." These programs utilize either city or school owned ball fields and gymnasiums. The center, itself, serves mainly as a drop in facility, primarily catering to the needs of children from the lower socio-economic class. After school programs, held both at the center and in neighborhood schools, address the needs of • many of the cities latch key children. Additional outreach programs for youth are provided in the housing projects where the children reside. A swim program trains swim teams, provides lessons for non -swimmers, and also offers free -swim time for both individuals and families. In addition to these programs, adults use the center's facility for basketball and volleyball activity. FYC is well known for doing a great deal with very little. It is also viewed as a "status quo" organization that has not changed much over its lifetime. FYC is not unlike a number of other youth centers across the country who, because of diminishing financial resources, have not been able to keep up with and respond to the needs of a changing society. The numbers and types of resources utilized to maintain and expand FYC's programming and facilities have remained constant for a very long time. The Center remains largely dependent on United Way funding and city "contracts for services." The staff and board, in the past, saw the organization's existence dependent on these two funding sources. This dependence has its benefits and its disadvantages. The City and United Way funding help keep the youth center's doors open and provide services to thousands of youth, especially in the recreational sports arena. That same dependence and its limited funding, however, has served to paralyze the Center's energy to expand its focus and address the increasingly larger population of youth and broader dimensions of youth development that lie beyond the grasp of recreational sports programs. Rationale and Purpose of the Strategic Plan Very much like hundreds of small town cities across the United States, Fayetteville's population, demographics, and needs of the community's youth and families have dramatically changed over the last 50 years. Fayetteville shares the challenges of youth development in a society where the social fabric has become unraveled in so many ways. The mainstays of youth development in the past —families, stay-at-home moms, caring neighborhoods, and churches — often aren't there to provide the environment and support a child needs to grow into his/her full potential. "It's part of a growing understanding across America that youth centers can be remade into vibrant hubs of local activity and become places where social fabric is slowly reknit." "They can help kids in every sort of community —from inner-city to leafy suburbs —thrive despite an environment that includes broken homes, two working parents, alcoholism, or drug use,"(Christian Science Monitor Aug 6, `97). The FYC board and staff have come to a point where they feel the urgency to move beyond their current operation. They want to play a more meaningful role in the development of all youth in their community. They are determined to expand their funding base and sources, programs, and facilities in an effort to better serve the community's youth and families. In this effort to better meet the needs of the youth and families in the Fayetteville area, the FYC board and staff made the decision to become a stronger and more viable organization; one that seeks to more effectively and continually address the societal needs of a changing community. Toward that end, the Center entered into a strategic planning process that has produced a plan to chart FYC's course into the twentieth century. Planning Process & Participants We never know how high The Fayetteville Youth Center feels "called to rise" and, with some assistance, its "statures will touch the sky." After a substantial search for professional consultants to assist the Center's volunteer board and professional staff, the firm New Solutions was engaged to facilitate the planning process. Following consultation with the FYC board and Executive Director, a planning process was drafted by the consultant. The agreed upon concrete product of the process was a strategic plan that would provide a blueprint for the Center's future operations and programming. A less tangible, but an equally important product, was also envisioned. The planning process was designed to serve as an energizing force to help establish the future of FYC. Therefore, the process participants included a good balance of community stakeholder representatives. It was felt that a high level of organizational and community involvement would produce plans that were more widely understood, accepted, and supported. Having agreed upon this, FYC realized that the process could demand a great deal of time and commitment. To make the best use of the time of everyone involved, the process was guided by a steering committee with significant input from stakeholders, board and staff. A Strategic Planning Committee was composed of FYC staff, a youth representative (a FYC member), a city official, three community persons (two served as FYC volunteers), the FYC project's master planner, and two board members. This committee drafted a series of recommendations during three two-day retreats held over the course of six months. The recommendations served as drafts for staff and board refinement. Additional board and staff input was secured through a series of individual interviews, board meetings, work sessions, and phone conferencing. Greater stakeholder input was gathered through individual and focus group interviews and program surveys. Process Calendar The entire planning process was conducted over the course often (10) months. A calendar of process events and participants provides a conceptual picture of the breadth and depth of the process and the variety of participants involved. It also provides the reader and plan implementors with an understanding of how and when decisions were made. Introduction: August 199 At the August FYC Board meeting, an overview of the planning processes was presented; agreement on process, reporting, and stakeholder groups was negotiated. Mission and Vision Development: e tember and October l998 The October FYC Board meetings, staff work sessions and a steering committee retreat were utilized to conduct stakeholder analysis, reach clarification of organizational values, and create FYC's mission and (working) vision statements. These statements were later tested for soundness and receptivity during interviews with focus groups and key community leaders. Internal Environmental Scan: e tember, October, and November, 1998 Individual staff and board interviews, board work sessions and phone conferences were used to identify internal resources, strengths and weaknesses. The internal scan process resulted in the identification of a prioritized number of organizational strengths and weaknesses and an organizational resolve to build on the strengths and shore up the weaknesses as FYC plans for the future. The methods used for the internal scan included the following: • a review of historical records and board minutes • a review of previous FYC studies • a review of program announcements • individual staff and board interviews • priority setting work sessions with the board External Environmental Scan: While the internal scan also identified a prioritized number of potential threats and opportunities, an external scan was conducted in an effort to have a comprehensive picture of the current and projected future environment. The external scan process resulted in a board determination to take advantage of the opportunities that fit with FYC's mission and to strategically plan for potential threats. e tember, October, and November 1998 Data collection methods used for the external scan include the following: • interviews of three focus groups made up of representatives of the broad variety of stakeholders • interviews with key community persons • review of local and national demographic studies • review of societal trend books • review of appropriate news articles • site visits to model buildings and programs ctober 19881 Three separate focus groups and a series of individual interviews with key community leaders were conducted. The focus groups were comprised of a cross section of community members and leaders, including present and potential FYC clients. The focus of the group and individual interviews was threefold: • To identify the community's youth development issues and present and future needs in terms of programs and facilities. • To further refine the criteria different stakeholders use to judge FYC's performance. • To provide an external perception of FYC's strengths and weaknesses. eptember 19881 The work at the steering committee retreat also granted an external perspective on the Youth Center's strengths and weaknesses. ovember 199 Data collected from both the internal and external scans --including key issues and trends posing threat or opportunity --were identified and analyzed. Information from this review was shared and discussed with board, staff, steering committee members and stakeholder groups for reaction and comment. Following this review, the FYC's November 1998 board work session was devoted to conducting a SWOT (strengths, weaknesses, opportunities and threats) analysis and framing the first few strategic challenges confronting FYC as it moves forward toward its preferred future. Strategic Issues Development: ctober, November, and December 19981 Site visits were made to prototypical sites in the U.S. where programs & facilities were studied. A seven -person group (made up of staff, board, and members of the strategic and master facilities planning committees) visited nine sites in three different areas of the country. Information gathered from the site visits was shared with the strategic planning and master facilities planning committees, board, and staff. ecember 198 A white paper outlining FYC's current status and the results of the SWOT analysis was circulated to the staff, board, and strategic plan steering committee. The paper later served as a resource document for the January 1999 steering committee retreat and the staff and board work sessions. In each of these instances, the participants were concerned with: • Developing a "vision of success" and corollary preferred outcomes; • Conducting an analysis of the variance between the current status of FYC and its preferred future; and • Identifying the strategic issues (challenges) FYC must address as it moves from its current status toward its preferred future. Strategy Development: January and February l99 An informal program interest survey was administered to over one hundred (100) potential and current FYC users. The respondents included a broad cross-section of the at -large community, including youth. The resulting data was added to information collected and documents produced during earlier steps in the strategic planning process. All of this information served to inform the development of strategies. February l999 During the steering committee retreat, the committee: • Drafted a set of practical alternative strategies for resolving the strategic issues (challenges); • Identified potential barriers to the alternative strategies; tested each of the strategies as to their practicality and discarded those without strong potential; and • Prioritized the resulting list of strategies. FYC board and staff work sessions refined the steering committee's draft recommendations and defined the set of strategies that will be employed to realize FYC's preferred future. March l99 A special FYC board and staff work session analyzed the results of the program survey and the focus group data and drafted a working program agenda. A first draft of the strategic plan was circulated to board and staff for comment. Revisions and refinements were then added. The draft was used, in part, as a guide for the master facilities steering committee in their plan deliberations. April 1199 The draft strategic plan was circulated to key stakeholders for comment. [May l99 The strategic plan was finalized and'adopted as the working document to guide FYC toward its preferred future. Action Plan Development: ril and May 199 The board and staff developed first year action plans for each of the eight strategic issue areas. They also developed an evaluation plan that considers the agreed upon "vision of success" outcomes and identifies the type of evaluation data to be collected. Executive Summary FYC Today The youth center is an organization that has served the youth of Fayetteville for over 50 years. With a minimum of resources, a caring and dedicated staff has partnered with the city and the local school district, to provide recreational programs for a great number of the community's children. Most of these children participate in basketball, football or softball programs that bring together children of a particular "neighborhood." These programs utilize either city or school owned ball fields and gymnasiums. The center itself, serves mainly as a drop in facility, primarily catering to the needs of children from the lower socio-economic class. After school programs, held both at the center and in neighborhood schools, address the needs of many of the cities latch key children. Very much like hundreds of small town cities across the United States, Fayetteville's population, demographics, and needs of the community's youth and families have dramatically changed over the last 50 years. Fayetteville shares the challenges of youth development in a society where the social fabric has become unraveled in so many ways. The mainstays of youth development in the past —families, stay-at-home moms, caring neighborhoods, and churches —so often don't provide the environment and support a child needs to grow into his/her full potential. However, FYC is not unlike a number of other youth centers across the country who, because of diminishing ' financial resources. have not been able to keep up with and respond to the needs of a changing society. FYC Tomorrow The board and staff have come to a point where they feel the urgency to move beyond their current operation. They want to play a more meaningful role in the development of all youth in their community. They are determined to expand their funding base and sources, programs, and facilities in an effort to better serve the community's youth and families. To facilitate these goals, the FYC board and staff made the commitment to become a stronger and more viable organization; one that seeks to more effectively and continually address the societal needs of a changing community. The newly developed strategic plan, complete with mission, vision and strategy statements, articulates this commitment and charts FYC's course into the twentieth century. New Mission The mission of the Fayetteville Youth Center is to provide opportunities for positive social, physical and moral development of youth through: • A broad range of recreational, leisure, educational, and cultural activities. • Helping participants to develop a value system that will improve the quality of their lives and lead them to become productive citizens. • Involving staff, board members, families, and the community in effective participation toward this mission. New Vision In the 21 s' century, the Fayetteville Youth Center is a youth -centered and family -based organization dedicated to: • Helping participants develop the social and moral competencies necessary for achieving their full potential; • Offering a broad variety of indoor and outdoor programs, aimed at the different levels and facets of development; • Presenting a kaleidoscope of opportunities for youth and families to be actively engaged in the growth process; • Providing a positive and constructive environment for interaction among youth, families and adults from diverse backgrounds; and • Including the community as an active partner in ensuring that youth are equipped to become productive citizens. Vision of Success Outcomes and Strategies The external and internal data, collected as part of the planning process, provided the Fayetteville Youth Center a clear picture of the organization and its present and potential place within the community. It defines the strengths to build on, the weaknesses and threats to address, the societal issues to target, and the opportunities and trends to pursue. A clearly articulated picture of both present and preferred future allows the FYC to identify which challenges to address as it proceeds toward its future. FYC chose to elaborate on its earlier vision statement and describe, in more detail, the types of outcomes the Center would realize if it were successful in reaching a preferred future. The FYC board adopted a comprehensive list of vision of success outcomes for each of eight (8) strategic categories (operations, leadership, staff, programs, stewardship, facilities, financial stability, and public relations). Strategies were created for each of the outcome statements. The strategies spell out approaches the staff and board will use to realize their vision of success and provide the framework for developing detailed action plans. The FYC board also determined that the outcomes would serve as the backbone (benchmarks) of their progress evaluation plan. Strategic Focus Statements The following strategic focus statements challenge the Fayetteville Youth Center to reach an ideal, act as internal "guideposts" for operation and programming efforts, and capture the spirit of the more comprehensive strategic plan. During the years ahead, the Fayetteville Youth Center will place emphasis on: Strengthening the capacity of FYC to enhance youth and family development by: Fortifying FYC internal operations and external communications Identifying and drawing upon all resources of the community to realize FYC's mission Collaborating with individuals, agencies and organizations that can provide assistance in realizing FYC's mission Expanding services to youth and families by: Providing a broad array of family activities and programs Removing access barriers for all youth and family participation Serving as a vehicle for reknitting the community's social fabric by: Purposefully designing and offering programs that create integration and interaction of different neighborhood, gender, generation, racial and ethnic groups. Extending hours of operation to better service the needs of children, teens, families, seniors and other adults. The Fayetteville Youth Center board and staff worked effectively over the course often months to develop a strategic plan that represents a conceptual blueprint for FYC's future. They are committed to using this plan as a means of determining appropriate responses to the various situations that will confront them as they move forward. It will serve as the ultimate basis for all decision making and action. Purpose, Mission, Values and Vision The purpose, mission, values and vision statements that follow represent the collective effort of many groups and individuals; including FYC's board and staff, strategic planning steering committee, focus groups, and key community leaders. Purpose The primary purpose of the Fayetteville Youth Center is to provide a wide range of development opportunities that are youth -oriented and family -based- It's secondary purpose is to address the leisure, recreational, and fitness needs of the community's adult population. Mission The mission of the Fayetteville Youth Center is to provide opportunities for positive social, physical and moral development of youth through: A broad range of recreational, leisure, educational, and cultural activities. • Helping participants to develop a value system that will improve the quality of their lives and lead them to become productive citizens. • Involving staff, board members, families, and the community in effective participation toward this mission. Values At the Fayetteville Youth Center we believe in and stress the following values: • A respect for all youth and their worth. • A caring attitude and demeanor on the part of all staff. • A safe, welcome, neat, and clean environment. • Respect and appreciation of others and their differences. • Positive role modeling by all staff. • Teamwork that is modeled and taught by all staff. • Courteous behavior of all staff and users. • Rules and policies that are followed and enforced —consequences are consistent and clear. • Wholesome competition that guides all recreational sports programs. • Opportunity for all children to play in recreational sports programs. Vision In the 21 �' century, the Fayetteville Youth Ceneter is a youth -centered and family -based organization dedicated to: • Helping participants develop the social and moral competencies necessary for achieving their full potential; • Offering a broad variety of indoor and outdoor programs, aimed at the different levels and facets of development; • Presenting a kaleidoscope of opportunities for youth and families to be actively engaged in the growth process; • Providing a positive and constructive environment for interaction among youth, families and adults from diverse backgrounds; and • Including the community as an active partner in ensuring that youth are equipped to become productive citizens. FYC's campus is alive inside with people —and outside with trees and plants. Facilities are safe, neat, clean, multi -functional, unique, convenient, and playful. The Center is inviting, exciting, stimulating, full of life and light, and most important, it is a place where dreams are created and fulfilled. Mandates After much executive steering committee discussion of possible informal and formal mandates, only three mandates were agreed upon. These were given high priority in developing the strategic plan. They are: • The Youth Center is to remain an organization focused on the recreational needs of children and youth; and • The needs of disadvantaged youth and their development remains an overarching issue in the entire planning process. • To respond to stakeholder requests and the larger concept of youth development, FYC programs are to be expanded beyond recreational sports. 10 SWOT Analysis The Youth Center's strengths, weaknesses, opportunities and threats (SWOT) were identified through a variety of techniques and gathered from a variety of stakeholders, as mentioned in the process and participation section of this document. A SWOT analysis prepared FYC to focus on identifying key strategic issues (challenges) stemming from the convergence of current societal issues and trends, and its mandates, mission, strengths, weaknesses, opportunities and threats (SWOT). After reviewing all of these, the following categories were assigned to the SWOTs that appeared to naturally group together. The eight categories later served as a framework for FYC's strategic plan. Operations Strengths • cost effectiveness/cost of programs • Transportation Weaknesses • inefficient Operations • Lack of vision • Communication among staff and between staff and board • Supervision of participants • Financial systems • Leadership & management • No program budget/evaluation system • Condition of facilities • Staff training Opportunities • Untapped strengths of staff and board • Grant support • Greater volunteer recruitment • Junior Staff Program Threats • Level of staff and board development • Weak financial controls • Little organizational planning Leadership Strengths • A caring, dedicated executive director • Possesses a historical understanding of FYC. Weaknesses • Limited board direction provided • Ambiguity concerning number of years of Executive Director's future service • Limited experience with fundraising Opportunities • National Affiliation training .Staff Strengths • Caring & dedicated staff • Volunteers Weaknesses • Limited staff training • Inadequate supervision • Salary & benefit packages Opportunities • Greater volunteer recruitment • Junior Staff Program (civic work and for credit) • National Affiliation • External fundraising Threats • Low level of staff development • High staff turnover Programming Strengths • Basketball, Softball, & Football programs • Summer Camps • Kids Connection • Indoor Pool ("at least one private indoor pool can be accessed very inexpensively; one of FYC's swim teams left to work out at the Jones Center") • Everyone has the opportunity to participate • Scholarships/Accessibility ("a policy needs to be developed and applied uniformly") • Transporta'on system • A place for kids to go Weaknesses • Not serving all levels of the youth community (" FYC does not serve a wide range of children at the present facility") • Program narrowness • Limited hours of operation Opportunities • In-house programming for a broader population (e.g., differently-abled; adventure) • Teen programs • Family -oriented programs • Greater collaboration with U of A and businesses and other organizations (e.g., hospitals, Walton Art Center) • National Affiliation • Hispanic population • Adult fitness and recreational needs • After school tutoring • Youth advisory board 12 • FYC's expertise in running recreational sports programs • Community meeting space • Roller Hockey/Skate Boarding Threats • Competition from for-profit recreational facilities • Further dividing the haves and have nots Since societal trends and needs are ever evolving and are important to consider when planning programs, they were added to the programming SWOT analysis. Trends • A concern for quality of life continues to increase; a search for persona] health & safety (Emmet, Crow & Shaw, 1993). • Public is increasingly concerned with exercise and body shaping (Iconoculture, Abraham, et.al. 1998). • The family movement is increasingly capturing the attention of individuals, churches & non -profits. With little or no time during the workday to share, moms & dads are looking for more "family oriented" activities and programming. (Abraham, Meehan & Samuel, 98) • Northwest Arkansas citizenry continues to become more diverse. (96 Special Census) • Technology is the major driving force of changes and eventually will connect virtually every household. (Abraham, et al. 98) • A great number of studies have proved that when youth are actively involved in recreational and youth development activities, the juvenile crime decreases remarkably. Social Needs • Increasing numbers of single parent and two -parent families (after school care, drop -in care & summer camps). • Divorce rates approaching 60 to 70 percent (family -oriented activities). • Productive and responsible activities for teenagers. • Weekend activities for youth. • Ethics education • Integration of minority population • Recreational, leisure & cultural opportunities. Demographics • Fayetteville has large percentage of young people. The population in the 0-17 age group represents 25 percent; 18-34 age group represents 29 percent; 35-54 age group represents 27 percent. Only 19 percent of the population are over 55 years. • City of Fayetteville has a fairly high median income ($30,000 —higher than Springdale), yet a fairly substantial percentage (20%) of the population lies below the poverty level and almost II percent of our families living below the poverty level (greater than Springdale in both cases). • The overall profile of Fayetteville is a highly educated citizenry. Over 82 percent of the population have graduated from high school and another 62 percent have pursued education beyond high school. • Juvenile crimes have increased in the area each year. Most (90%) of these crimes are committed by youth over the age of 12. 13 Stewardship Strengths • A variety of untapped strengths • Longevity of member's tenure Opportunities • Untapped strengths of board • Recruitment of other community leaders to serve on the board. Weaknesses • Board Apathy • Board meetings are very short with little time for frank discussion. • Board size may be too large to efficiently conduct business. Threats • Board leadership needs to be stronger. • Low level of board development Facilities Strengths • Swimming Pool • Location Weaknesses • Deteriorating facilities • Lack of a risk management plan • Swimming Pool deterioration • Does not provide for ease of supervision Opportunities • Construction and operation funding from grants. • Friends of Youth Trust revival Threats • FYC closing • Possible law suits Trends • A concern for quality of life continues to increase; a search for personal health & safety. • The demand for accountability has been on the increase from all public and non-profit institutions (Reinventing Government Osborne & Gaebler, 1993). The public wants to know that its investment is well placed and producing promised dividends. If institutions cannot demonstrate effectiveness and efficiency, stakeholders are likely to withdraw their support. (Strategic Planning for Public and Nonprofits, John Bryson,_1995). Financial Stability Strengths • Cost effectiveness/cost of program participation ("consider a sliding scale") • Partnerships with schools, city & parks & recreation department ("two-sided coin") • Longevity in the community ("not a comer on the market of children's activities") Opportunities • Grant funding • Fundraising 14 • Endowment Trust development • Capitalize on FYC's history & goodwill • More public relation programs Weaknesses • Fundraising ("A responsibility of both staff & board") • Public relations ("not near the level it should be") • School, city & parks & recreation department relationship ("roles & responsibilities need to be defined") Threats • Relationship with city, schools & parks & recreation department ("change in leadership might mean change in agreement") • Competition for United Way funds • A very dependent budget (United Way and City monies make up largest part) Trends • Northwest Arkansas economy is strong and projected to get stronger (NWAR Chamber) • Increased philanthropic activity in Northwest Arkansas (Local hospital feasibility study) Public Relations Strengths • Little noted Opportunities • Public Relations - develop a plan • Capitalize on FYC's history & goodwill Weaknesses • Public Relations - little staff expertise; no organizational PR plan Threats • Negative Reputation Perspectives - condition of facilities and level of supervision Trends • Technology is the major driving force of change and eventually will connect virtually every household. (Abraham, et al. 98) 15 Vision of Success Outcomes, Strategic Issues, and Strategies Vision of Success Outcomes Following the SWOT analysis, the Fayetteville Youth Center had a fairly clear picture of the strengths it wants to build on, the weaknesses and threats it needs to address, the societal issues it is best prepared to target, and the opportunities and trends it is in a position to consider. In short FYC had determined its present state and now could formulate its preferred future state. Having a clearly articulated picture of both present and preferred future allowed the Center to identify those challenges it will address as it proceeds toward its future. FYC chose to elaborate on their earlier vision statement and describe, in more detail, the types of outcomes the Center would realize if they were successful in reaching its preferred future. The FYC board decided that the outcomes could also serve as the backbone of their progress evaluation plan. With the input and assistance of the steering committee and staff, the board adopted a set of "vision of success" outcomes. Strategic Issues Taking into consideration the vision of success outcomes and the results of the SWOT analysis, the steering committee drafted a list of strategic issues for each SWOT category and provided the potential consequences for each. The FYC board and staff then refined the list of strategies and confirmed the strategic issues they would deal with in the next 6 months to a year. Issue Specific -Strategies The strategic planning steering committee reviewed the vision of success outcomes and drafted a list of alternative s:_ ategies for each of the eight strategic issue areas. For each alternative strategy, the committee considered implementation barriers and identified ways to overcome the barriers. In the view of the committee, none of the final strategies had insurmountable barriers. The staff and board then refined the strategies and identified the top three (or more) strategies they felt had the greatest potential and should be initially considered. Those strategies are presented in bold type. What follows is the heart of the strategic plan, complete with the strategic issues, vision of success outcomes, and strategies collected under each of the eight strategic areas. While the areas are presented separately for easier reading, the point is made that these areas are inextricably tied to one another. In many cases the same strategies serve a number of different strategic issue areas. The collective efforts made in all of these areas are critical to the future success of the Fayetteville Youth Center. 16 S f.• �nY fiL. y.� • `t l BOO operations 1. Strategic Issue How can FYC ensure that the board and staff remain committed to a continuous improvement process? Consequence: The organization continues to make the same errors; programs and procedures are not updated; funding & membership does not grow and drops off; FYC gets bogged down in a status quo. I. Outcomes • There is an annual review of programs conducted and a policy in place to review successes and failures. • An annual review of staff is conducted; staff performance is reviewed by the director and the director's performance is reviewed by the board (with staff input). • There is an annual review of action plans, long-range plans, and strategic issues. • All staff and board members can articulate the same mission and vision and understand and effectively carry out their role and responsibilities in fulfilling the mission and vision. 1. Strategies • Include resources for supporting the annual retreat in the organizational budget. • Provide for an annual review retreat in the organizational calendar and include a description of the respective roles and responsibilities for the annual review retreat in the board and staff policy and procedures manual. • Use products from the annual retreat as an implementation and evaluation guide for the next year's goals and actions. • Evaluate all programs on a regular schedule. • At least four times a year, progress toward annual goals is reviewed at staff and board meetings. • Provide regular, annual training focussing on continuous improvement concepts to all key staff members. • Develop a merit/incentive plan for FYC staff. 17 Strategic Issue How can we be sure that the FYC is a safe and secure environment? Consequence: Injuries; lawsuits; damaged reputation; bad press and loss of members and funding. 2. Outcomes • A risk management plan is in place and functioning. • FYC has no accidents or incidents related to safety or security failures. • The Fayetteville Police is an active resource for FYC. • All staff and volunteers are trained in managing emergencies. • All FYC users feel safe and secure. 2. Strategies • Conduct a certified security and safety review by all relevant agencies; board and staff address any resulting issues and concerns. • Include in the facility design a central control and access point and that is continuously monitored. • Include in membership applications specific rules, regulations, and restrictions regarding safety and security; have applicants acknowledge their agreement with their signature. • Develop a comprehensive risk management plan. • Post rules, regulations, and restrictions throughout the facility and include them in appropriate printed materials. • Secure a resource officer through an agreement with the Fayetteville Police Department. 3. Strategic Issue How can FYC foster healthy and mutually beneficial arrangements between FYC. the City, and the School District? Consequence: Loss of revenue; loss of access to playing fields; decrease in program offerings and program generated revenue; decreased community support; and open to negative competition. 3. Outcomes • FYC, the Schools, and the City have written agreements that describe the partnership roles and responsibilities of each. • The boards of FYC, the Schools, and the City know each other and work together to develop and improve youth development opportunities. 3. Strategies • Develop written, articulated agreements for the day to day working relationships between the three entities. • Establish a review committee composed of representatives of each of the respective boards and their key staff persons that meet at least semi-annually to focus on youth development issues and the specifics of the relationships between the three entities. • Hold an annual social for the combined boards and key staff of the three entities. 4. Strategic Lssue How can FYC maximize membership recruitment and effectively manage membership renewal? Consequence: Large loss of current and future revenue. 4. Outcomes • Membership recruitment and renewals are effectively managed and customer complaints are few. • Membership numbers increase each year. • Current and prospective members can easily access membership renewal information. 4. Strategies • Hire an additional (or reorganize current) PTE staff person to be responsible for membership management. • Develop and implement an annual membership survey to evaluate programs and facilities. • Develop and implement an annual membership drive; test the practicality and efficiency of a calendar year renewal system. • Develop and implement a procedure that certifies users as members. • Provide for on-line registration forms that can be mailed in with payment. 5. Strategic Issue How does FYC ensure timely, accurate and comprehensive internal communications? Consequence: Disgruntled employees; confusion; programs negatively affected; bad PR; and loss of good employees. 5. Outcomes • Communications between board and staff are seamless. • All employees have an up-to-date understanding of organizational decisions and actions. • There is a central depository where all records are kept and easily accessed. • All staff are provided with timely and accurate communications. 5. Strategies • Provide for weekly staff meetings as stipulated in the staff policy and procedures manual • Keep a staff meeting log at a central location so those who can't attend staff meetings can be kept informed. • Connect employees at remote sites with a cellular phone system. • Install an e-mail system to connect all employees. 6. Strategic Issue How does FYC maintain the facilities in a like -new condition over a 50 year period? Consequence: Bad PR; loss of programs, participants and members; decreased financial support; open to negative competition; increased maintenance costs; and law suit exposures. 19 6. Outcomes • Positive user feedback on the condition of the facilities. • There are no maintenance crises. • The community continues to be proud of the facilties. 6. Strategies • Develop and implement a regularly up -dated deferred maintenance plan and schedule. • Vigorously enforce specific rules regarding use of facility (with consideration to cleanliness, vandalism, etc.). • Secure the best cleaning services. • Rehabilitate existing facility surfaces. • Charge the architect and contractors with the directive that the design of the new facility addresses ease of maintenance and long-term durability. 7. Strategic Issue How can FYC provide an avenue for members and users to provide regular feedback on programs, operations and staff? Consequence: Programs, operations and staff don't meet stakeholder expectations; bad PR; and decreased memberships and support. 7. Outcomes • Stakeholder expectations are identified. • Users and other stakeholders feel they have a voice in their community's youth center 7. Strategies • Establish an open door policy to encourage all members to report issues and concerns to staff. • Administer program evaluation surveys at the conclusion of each program and results will be used in decisions concerning the program's future. • Establish quarterly board/staff meetings to provide direct communication opportunities for all members. • Schedule regular roundtable forums to obtain key stakeholder feedback. • Provide a web -site mailbox for member communication. • Provide an accessible suggestion box for all members. 8. Strategic Issue How do we tap all local and national resources to insure FYC is staffed and trained properly? Consequence: Programs and operations won't be as strong as they can be; loss of support. 8. Outcomes • Volunteer and staff potential and services are utilized to the maximum extent. • There is a policy for training all staff and volunteers. • All volunteers and staff are trained and certified for their positions. • All volunteers, staff and executive director have job descriptions that are reviewed annually. to • An operational manual, describing all policies and procedures is in place and followed. • We have competitively funded salary and benefit packages for all employees. 8. Strategies • Utilize training provided by a national affiliation. • Include in the budget an appropriate level of funding for staff training. • Require all FIFE staff to have professional development/career plans. • Develop internship opportunities with a variety of U of A colleges and disciplines. • Provide all relevant coaches, referees and other instructors with a minimum standard of training. • Develop and provide training programs for all Jr. staff and PTE staff. 9. Strategic Issue How does FYC provide for central registration for sports programs? 9. Outcomes • Youth, families and adults will be able to register in one location for all recreational sports. • Less complaints about recreational sports registration 9. Strategies • Develop effective working relationships with agencies representing the ball field users and the Parks and Recreation Department. • Contract with the city to provide centralized sports program registration. 10. Strategic Issue How do we ensure transportation accessibility for all populations? Consequence: All populations will not be served, especially those who are hardshipped by lack of transport. 10. Outcomes • All children and youth have transportation accessibility to the Center. • All differently-abled children and youth have appropriate transportation to the Center. 10. Strategies • Secure ADA standard approved vans. • Everyday, use all FYC buses to collect children from all elementary schools. • Hire additional bus drivers. • In the summer, establish central neighborhood points for bus collection and return. • Explore the use of school district buses 21 � S. Cron fihly leadership I. Strategic Issue How do the board and Executive Director (ED) effectively communicate their expectations to each other? Consequence: Policies and plans do not get implemented; disgruntled board and ED; board and/or ED precipitous turnover; loss of member and stakeholder support. I. Outcomes • The ED actively participates in the planning, development and implementation of FYC's vision and long range plans. • The ED demonstrates that fiscal accountability is an organizational priority. • The ED plays an integral role in fundraising. 1. Strategies • The ED develops an annual personal mission statement (with goals); the board and ED then set annual leadership goals together which are shared with staff and reviewed at least quarterly. • Develop and annually update an ED job description which identifies job responsibilities. • Establish monthly, and as needed, meetings between the executive committee and the ED to candidly discuss progress and concerns. • Establish an open door policy between the board and the executive director. 2. Strategic Issue How does the board effectively evaluate the leadership outcomes and ED's performance? Consequence: Growth of ED is compromised; disgruntled board; weaknesses continue to prevail; organization's operations become unsatisfactory; plans may not be realized. 22 2. Outcomes • The ED effectively implements policy and procedures. • The annual review reveals that the ED meets or exceeds the criteria identified in the job description and annual performance goals. • All FYC operations are working smoothly and effectively. 2. Strategies: • The board performs an annual written review of Executive Director's performance. • Collect input from staff and users on Center's operation for consideration in the annual ED performance review. • Develop an evaluation instrument to accompany the ED's annual review. • The ED provides the board with his/her annual assessment of progress made toward leadership goals. 3. .Strategic Issue How does the board provide the resources, tools and information to facilitate the ED's successful performance? - Consequence: Growth of ED is compromised; disgruntled board; weaknesses continue to prevail; organization's operations become unsatisfactory; plans may not be realized; stakeholder dissatisfaction; loss of member and community support. 3. Outcomes • The ED effectively motivates and inspires the staff, board and community to support and implement FYC's mission, vision and plans. • The ED effectively manages both board and staff communication. 3. Strategies: • Board members make themselves available to carry our certain, specified goals. • Provide a clear and comprehensive ED job description. • Establish open lines of communication. • Develop, in concert with the ED, an adequate operational budget. • Allocate adequate personnel resources to hire competent staff. • Provide adequate resources for leadership and staffs professional development. • Provide the technological resources needed to facilitate effective operations. 4. Strategic Issue How does the board instill in the ED a commitment to the new vision, mission and strategic plan? Consequence: Staff can become detached, disillusioned, disgruntled, and either leave, cause dissension, or submarine new plans. 4. Outcomes • Data from the annual performance review reveals leadership progress in achieving mission and vision goals. • ED demonstrates enthusiasm for the new mission and vision. • The ED effectively manages FYC's operations. 23 ro C\f a^ \ p yt Y A q V y , � a lW�1f .Y staff I. .Strategic Issue How does FYC instill commitment to the new mission and vision by each and every staff person? Consequence: Staff can become detached, disillusioned, disgruntled, and either leave, cause dissension, or submarine new plans. I. Outcomes • Data from the annual performance review reveals staff progress in achieving mission and vision goals. • All staff demonstrates enthusiasm for the new mission and vision. I. Strategies • Board demonstrates its own commitment to the new vision. • Provide a copy of the mission and vision to each employee as part of the "employment package." • Board reassures staff of their vital role in implementing the vision; provides opportunities for staff input into the new vision and plans; and works with staff to develop implementation (action) plans. • Develop board meeting agendas that reflect the new vision. • Gear professional development training towards helping the staff implement the new vision. ?. Strategic Issue How do we provide the tools and information the staff and volunteers need to be responsible workers? Consequence: Discouraged present and potential members and donors; loss of support. 25 2. Outcomes • All staff are actively involved in professional growth plans. • Junior staff continues in the youth development/recreation field. • Feedback from FYC users provides positive feedback about staff being adequate in numbers, helpful and well qualified. 2. Strategies • Provide all staff and volunteers with an orientation package outlining the mission, vision, expectations and requirements and a job description which is reviewed annually. • Provide all staff with a policy and procedures manual that is reviewed and updated as needed; at least annually. • Establish a process for staff to set performance goals and evaluate success and failure. • Establish a process to efficiently distribute (to staff board, and volunteers) any and all new board policies and directives as they are developed. • Provide for the uniform dissemination of information at regularly scheduled staff meetings. • Provide a background check on all FTE and PTE staff. 3. Strategic Issue How can FYC attract, hire and retain the highest quality employees? Consequence: Programs and operations will suffer. community reputation can deteriorate; loss of support. 3. Outcomes • We are successful in attracting and maintaining top quality employees. • We maintain "x" number of qualified volunteers for a broad variety of FYC programs • Qualified applicants are beating FYC's door down to become part of the staff. • Staff regularly includes 8 to 10 University interns/work study positions from a variety of disciplines. 3. Strategies • Establish competitive salary and benefit packages. • Establish clear professional development tracks for staff and junior volunteers. • Establish jobs with opportunities, responsibility, and authority and a process for meaningful input from staff and volunteers. • Provide staff with dynamic leadership at the executive director and board chair level. • Include a budget allocation for professional development opportunities. • Establish a task force of U of A and FYC staff to design a program that recruits and trains a student volunteer and intern workforce. • Support the development and retention of dynamic programs. • Provide staff with a physically attractive work environment. 26 4. It c y r w programs Strategic Issue How can we provide a broader range of programs and services that are responsive to youth, family, and community needs? Consequence: Don't involve all population segments; participation numbers drop; not being true to our mission; missing out on large numbers of potential users and revenue; and opportunity for negative competition. Outcomes • Program offerings include a broad spectrum of recreational, educational and cultural activities. • Program participation levels are maximized annually. • Program and offerings gain national recognition. • FYC has two opportunities per week for family programming. • All ages and populations are participating in the programs. • Programs and offerings attract people from other communities. • Programs are attracting private sector (corporate) use and volunteer and financial support. • FYC has significant usage level during hours of operation. • Programs and offerings are part of the Chamber of Commerce information. • FYC offers leagues for all sports where there is a community demand. • Program rules & regulations are developed, disseminated, and enforced. 1. Strategies • Include a community needs and interest survey in an annual external scan. • FYC will identify and adopt or adapt nationally -proven program models that meet the identified needs. • Institute a youth advisory council to help identify needs and develop programs. 27 • Explore a wide variety of options for program delivery including contracts with independent vendors. • Establish program collaborations with community educational, cultural. and social agencies and individuals. • Allocate budget resources to support the adoption of new programs. • Establish a parent/teacher advisory council to help identify needs and develop programs. • Delegate authority and responsibility to develop and oversee family -based, youth and adult programs to designated, qualified staff persons. • Establish regular meetings between the adhoc advisory councils (teen and parent and school staff) and the board/staff program committee. 2. Strategic Issue How do we evaluate the financial soundness, effectiveness and purpose of programs offered? Consequence: Financial instability; don't stay true to our mission; and budget allocations are skewed resulting in budget shortfalls. 2. Outcomes • Programs are added and deleted to reflect community needs and preferences. • All programs are financially sound., except where the board has made a conscious decision to underwrite an individual program. 2. Strategies • Establish a performance -based budget system to accurately identify and track cost centers per program. • Conduct a quarterly review of all programs from mission, cost, customer satisfaction, operation. and performance standpoints. • Conduct a periodic (5 yr.) performance audit of all programs to evaluate in detail their continued purpose in serving the organizational mission. 3. Strategic Issue How do we ensure FYC's programs are geared toward youth development? Consequence: increased juvenile delinquency; don't stay true to our mission: and loss of support. 3. Outcomes • FYC is THE place for youth development. • Community juvenile delinquency rates drop. • FYC programming is influenced by youth development concepts. 3. Strategies • Utilize national affiliation to provide training in youth development concepts to all board and staff • Utilize the wisdom of youth and parent/teacher advisory councils to ensure continued focus on youth development. • Develop and annually conduct a test to measure the match between programs and the organizational mission. • Annually review youth development research as part of the external scan. 28 stewardship Strategic Issue How do we insure FYC board members will have a total stake in FYC (emotionally, personally, and financially) and fulfill their stewardship responsibilities? Consequence: Board dissension, apathy, chaos, mission is not fulfilled; reputation is sullied; decrease in members and donors; insolvency. 1. Outcomes • All board members are FYC members. • All board members are actively engaged in developing and implementing development plans and are financial contributors. - • All board members are active participants in the annual retreat. • Board members act as articulate ambassadors for FYC and are actively engaged in activities that promote FYC. • FYC board is THE board in the comnurnity to be on. • Board treats their responsibility as if it were a not -for-profit business. 1. Strategies • Recruit and select board members with a strong commitment to youth and the organizational mission. • Develop and implement an orientation package that includes a clear outline of expectations; require prospective board members to review and acknowledge agreement. • Establish board term limits. • Assign committee assignments that reflect the expertise of all board members. 29 2. Strategic Issue How can we provide the structure and the process to facilitate the board's active and candid involvement in establishing goals and policies for FYC? Consequence: No real progress; status quo is enforced; can't attract or lose good board members and employees; good decisions aren't made; and reputation is sullied. 2. Outcomes • Board discussions are frank and open. • Job descriptions, terms, expectations, board manuals and orientation are provided and reviewed by all board members. • A new board structure facilitates frank and open discussions and efficient, effective decision making. 2. Strategies • Leadership regularly articulates an expectation for candid discussion and involvement. • Restructure the board to facilitate the processing of business while reducing total time commitment. • Establish monthly meetings for sub -committees who report to the executive committee. • Establish a process by which the executive committee handles sensitive issues (e.g., personnel issues). • Require and enforce board attendance at board meetings and functions. 3. Strategic Issue How does FYC recruit and retain board members that are reflective of the community population? Consequence: Not true to mission; limited ideas for programs and goals; limited funding; and decreased participation and funding. 3. Outcomes • The FYC board membership is reflective of the Fayetteville population. • The board selection process produces a diverse board, representative of the membership and community. 3. Strategies: • Actively recruit diverse board members. • Design and implement board meetings that are driven by agenda and policy. • Give all board members a meaningful role in organizational governance. • Assign all board members meaningful roles to play in the governance of the organization. • Recognize the accomplishments of board members. 4. Strategic Issue How does the FYC Board become more accountable to ourselves and our stakeholders? Consequence: Lose fenders, members, reputation; and insolvency. 4. Outcomes • A new board structure facilitates frank and open discussions and efficient, effective decision making. • Board participation and meeting attendance is enforced. 30 4. Strategies: • Conduct an annual review of operations. • Establish annual goals and conduct a quarterly review of progress toward annual goals. • Establish a central depository for significant organizational documents, including clear and accurate meeting minutes. • The board's executive committee provides an annual assessment of board progress toward the board's annual goals. • The board will conduct an annual retreat. • Publish an annual report; disseminate it to key stakeholders and make it publicly available. 31 is \ r F - 14 facilities 1. Strategic Issue How can we insure the FYC facilities meet current and future needs and expectations? Consequence: Facilities don't accommodate programs; elimination or drastic alteration of programs; negative affect on member and donor base; and opportunity for negative competition. 1. Outcomes • The facilities appeal to all ages and socio-economic groups. • The facilities exceed community expectations. • The facilities are accessible and easy to find. I. Strategies: • Charge the architect to design a flexible facility; one that easily adapts to changing needs. • Locate the new facility in a location that is easily accessible to all area residents. • Charge the architect to design a facility that is appealing to all age groups, but youth in particular. • Develop and implement a plan that addresses the essential needs of the current facility. 2. Strategic Issue How can we insure that the facilities we build are as appealing in 100 years as they are today? Consequence: Diminished use and community support; and opportunity for negative competition. 2. Outcomes • The building becomes recognized as 100 year facility (timeless in appearance). 32 • The facilities offer instant visual impact, excitement, and anticipation. • A visitor experiences the site the minute he/she hits the property line. • FYC facilities are recognized nationally for its design. 3. Strategies: • Hire a reputable architectural firm that has a solid work history in Northwest Arkansas and has successful experience in designing similar institutional buildings. • Establish and adhere to a deferred maintenance plan. • Establish a maintenance endowment trust. 4. Strategic Issue How can we insure that the construction is durable, flexible, and easily maintained? Consequence: Memberships fall; lack of donor support; community backlash; and inadequate funding. 5. Outcomes • The facilities design and construction are flexible enough to accommodate changing needs and seamless additions. • Construction quality allows for practical and affordable maintenance 6. Strategies: • Utilize the expertise of the national affiliation in designing the facility. • Establish a board and staff committee to work with the architect on design issues. • Hire a contractor to oversee any new construction projects to ensure quality of materials and adherence to design stipulation. 33 YS •Y 1tt � �q ba L�l i1 �--q financial stability 1. Strategic Issue How does FYC become and remain more financially accountable and sound? Consequence: Insolvency; reputation; scandal; and criminal prosecution; 1. Outcomes • Our computerized financial system provides accurate, timely, understandable, and flexible information to the FYC board and staff. • Youth are involved in developing financial support for the FYC. • There is a 15% increase in paid memberships for the next 5 years. • FYC has 10% of the service area population (100,000) on its paid membership roles. 1. Strategies • Install and utilize a comprehensive computerized accounting package. • Perform a financial systems audit on a scheduled basis. • Establish the board review of monthly detailed financials. • Develop and implement an institutional development plan that identifies potential fundraising resources and avenues for securing them. • Develop and implement an aggressive membership campaign. • Educate the board and staff in the understanding and carrying out their respective roles in the implementation of the institutional development plan. 2. Strategic Issue How does FYC develop and maintain an adequate endowment to secure FYC's future and a continuous fundraising effort for FYC? Consequence: No financial or other growth; go out of business; and opportunity for negative competition. 34 2. Outcomes • FYC has raised the requisite endowment to support facility maintenance. • FYC enjoys broad community financial support. • Special events and paid memberships account for (TBD) amount of the annual operating funds. 2. Strategies: • Develop an institutional development plan that specifically targets a maintenance endowment. • Utilize the national affiliation for fundraising ideas and programs. • Establish and utilize an advisory fundraising group of high profile community leaders to help raise funds. • Develop and schedule a series of high profile (dollar) fundraising events. • Develop staff's grant seeking and writing capabilities. • Maximize the use of volunteers and youth in carrying out fundraising events and programs. 3. Strategic Issue How does FYC establish the financial needs of the annual programs in a timely manner? Consequence: increase in prices that aren't received well and cutbacks on programs. members, and donors. 3. Outcomes • Financials reflect actual program costs. • Annual program allocations are in place prior to the fiscal year. 3. Strategies • Switch to a performance -based budgeting system to identify real program costs. • Conduct the external scan, including program surveys, in a timely manner. • Begin the budgeting process for annual budget earlier in the fiscal year. 4. Strategic Issue How do we insure that FYC becomes as autonomous as possible? Consequence: Change in fenders' priorities cause decrease or loss of financial support; insolvency; and close our doors. 4. Outcomes • The need for a single `outside' funding sources is eliminated. • Adequate financial resources are in place annually. 4. Strategies • Establish an institutional development plan to support a healthy endowment. • Set goals on an annual basis. • Develop and implement an ongoing fundraising plan. • Establish a periodic (5 yr.) performance audit of programs. • Develop a realistic schedule of membership and program fees. • Develop and implement a separate endowment for hardship scholarships. 35 xr A•: r .w A. '�F ♦YSa�� La N: N (•i w A'i 4K 4 5F .k�3-wr"v bv= �.' ' VkM�SM1'.'.rt• public relations i. Strategic Issue How do we insure FYC is viewed positively and considered an asset by the entire community? Consequence: Drop off in use, donations, and members; community backlash; negative reputation; and opportunity for negative competition.. I. Outcomes • Members of FYC speakers bureau make (TBD) number of community presentations per year. • Positive community and users comments are received about a quarterly FYC newsletter. • The FYC Executive Director is very visible to the community and is regularly included in "community roundtables." • FYC's reputation is positive with all groups and ages. I. Strategies • Secure professional assistance to help develop and implement a PR/Marketing plan. • The board and the executive director will regularly make presentations to the area civic agencies. • All FTE staff will be trained in Public Relations skills. • Publish a quarterly newsletter for members, schools and for use as a marketing tool. • Develop cooperative/collaborative and sponsorship programs with area business and industries. • An organizational website will be developed and maintained. • Explore cause -related marketing opportunities. • Make presentations at regional and national affiliation meetings. • Invite U of A professors to write articles on FYC for professional journals. • Submit architectural design for national review. • Invite high school students to write articles about FYC for their literary magazine. • Generate news releases for the AP wire services. 36 2. Strategic Issue How do we utilize all public media to effectively communicate with the community? Consequence: Don't realize membership, participation and funding goals. 2. Outcomes • FYC is noted in the media weekly. • FYC is recognized locally and nationally as a leader in youth development. • The FYC web -site provides programming information, registration capability, and sponsorship opportunities. • FYC allocates money in the budget to support the public relations plan. • Executive Director is on a first name basis with all area media. 2. Strategies • Appoint a staff point person for interacting with the media. • Establish partnering relationships with all print, voice and electronic media. • Develop public service announcements for radio and television. • Hold press conferences for significant events and announcements. • Explore merchandise sales of clothing and other items that will market FYC. • Develop periodic youth productions for the cable public access channel. 37 Program Agenda The program agenda has its foundation in the mission and vision of the Fayetteville Youth Center. The vision's primary themes of youth development and family -based activity, combine with the secondary theme of adult recreation to provide the framework under which the FYC program agenda is conceived. The board, staff and greater community all expressed interest in expanding the Youth Center's programs. In response to this interest, future programming includes a wide variety of educational. cultural and recreational sports programs. FYC realizes its staff can't be large enough to embody all of the expertise and talent needed for the new program agenda To facilitate broader program offerings, FYC will invest energies in developing alliances and collaborations with other community agencies, institutions and individuals. Some of the potential program partners include the City of Fayetteville Parks and Recreation Department, Walton Arts Center, University of Arkansas, the Discovery Room, Fayetteville School District, Ozark Stageworks, Area Council on Aging, a developing computer museum and a newly approved aviation technology center. While the FYC staff and board fashioned the final program agenda, they received input from visitors to prototypical youth centers, over 150 community youth and adults (including those who participated in the steering committee), three focus groups, telephone interviews and an informal program survey. Furthermore. FYC recognizes program development is an evolutionary function. Programs that serve the needs and interests of the community today may not serve the needs and interests of the community five or ten years hence. Therefore, FYC is committed to performing regular internal program reviews and external scans to monitor conununity interests, needs and trends. In keeping with their new mission and vision. FYC outlined a program agenda that addresses the needs and interests of four different segments of the community; youth (6 to II), young teens (12 to 14) , teens (15 to 19), families (including toddlers), and adults. Issues emphasized in the new agenda are youth development (in the context of different age groups), a family orientation, community collaboration possibilities and extended hours of operation. Special attention was directed at ensuring program opportunities for teens (T), young teens (YT) and families (F). Programs are identified as recreational, educational or cultural. New hours of operation are set at 7 am to 10 pm Monday through Friday. 8 am to 1 I pm on Saturdays and I pm to 6 pm on Sundays. A special summer and school break schedule would allow for children and youth to have primary access to FYC's facilities. Within the school calendar year time frames, Monday through Friday operational hours are assigned, in a priority manner, for different user populations: 7 am to 3 pm adults, parents and pre-schoolers, and senior citizens (I) 3 pm to 6 pm youth and young teens (2) 6 pm to 10 pm teens and adults (3) Recognizing that all the expertise and experience for this broad program agenda is not likely to be found in the FYC staff, collaborations with community organizations (CO) and individuals (Cl) will be secured for some programs. The program agenda is as follows. Potential program 38 offering times are denoted by 1, 2. or 3. Those programs that offer the opportunity to address the needs of young teens, teens, and families are also specially noted (YT, T or F). Recreational Agenda Basketball (T, YT) 1, 2, 3 Flag and Tackle Football (YT) 2, 3 Softball (T) 2, 3 Soccer (YT) 2, 3 Gymnastics (YT) 1, 2, 3 Racquetball (T) 1, 2, 3 Walleyball (F,T, YT) 2, 3 Pickleball 1 Volleyball (F,T, YT) 1, 2, 3 Teen Center (T) 2, 3 Table Game Clubs (YT) 1, 2, 3 Table Tennis (T, YT, F) I, 3 Martial Arts (F, T, YT) 2, 3 Floor Hockey (T, YT) Swimming (T, YT, F) 1, 2, 3 Open, family, team training- lap, scuba, diving, snorkeling, kayaking, water polo, water aerobics, and physical therapy Tennis (T,YT) 1, 2 Golf(T, Fitness Programs (F, YT, T) 1, 2, 3 Kickboxing, Tae Bo, Boxing Recreational Camp (YT) 1, 2 (CO) Educational Programs: YT) 1,2 Track (YT) 2 Recreational Field Trips (YT) 1, 2 (CO) Library (digitized) 1,2,3 (CO) Mentoring (Buddy Intervention Program) (T, F) 2, 3 Swimming (T, YT) 1, 2, 3 Home school and lessons Aviation Science 3 (CO) Tutoring 2, 3 (CI, CO) Computer Literacy and Programming (YT) 1, 2, 3 (Cl, CO) Life Skills (T, F) 1, 2, 3 (CI, CO) e.g., drivers education, parenting, needle crafts, cooking, shop, & auto repair Jr Staff Program (YT) 2 Wellness Program (F) 1, 2, 3 (CO) Environmental Camp 1, 2 (CO) Residential (Weekend) Camps (F) 1, 2, 3 Ropes Course (T, YT, F) 1, 2 Climbing Wall (T, YT) 1, 2, 3 Red Cross training 1,3 (CO) Cultural Programs Arts & Crafts (including pottery and ceramics) (F) 1, 2, 3 (Cl) Drama (T, YT) 2, 3 (CO) 39 Dance (T) 1, 2, 3 (CI) Language (F) 2, 3 Multi -Cultural (F) 2, 3 (CO, CI) Intergenerational (F) 2, 3 (CO, Cl) Music (T) 1, 2,3 (CI, CO) School Kids Connection 2 (CO) Resource and Referral (T, YT) 2, 3 (CO) Community Meeting Programming (T) 1, 3 (CO) Daycare 1, 2 ( F) (CO) An analysis of the program interests demonstrates a need to have flexible facility spaces. The same facilities will serve adults during the early hours and youth, young teens, teens, and family during after school and weekend hours. It also indicates the need to consider a number of special indoor spaces that would accommodate swimming, a teaching kitchen, food concession, arts and crafts, ceramics, dance and gymnastics, multi -purpose spaces that can accommodate activities such as sewing classes, seminars, movie nights and other family activities, and spaces for indoor ball sports. Office space to accommodate a core staff and operations also needs to be considered. Outdoor space should include, at the least, the various ball fields and a children's playground. There is also interest in nature/jogging paths and a ropes challenge course. Performance Monitoring and Evaluation Plan Rationale In the past, as with most non-profit organization, performance measurement at the Fayetteville Youth Center was largely focussed on outputs; in most cases this translates to numbers. For instance, outputs will focus on those served by a particular program, the numbers of memberships, etc. Numbers help an organization understand part of the performance picture but leave out an even more important part of it. With numbers, FYC can determine how many people are using the their facilities and how many persons are enrolled in their programs and how much total operations and each program is costing. Numbers, however, can't fully explain for example, what impact FYC is having on the development of the youth it serves or if its clients and stakeholders are pleased with the programs, policies or operations, etc. In order to have a comprehensive understanding of how the organization is performing, outcomes (impact) as well as inputs are assessed. Fayetteville Youth Center's Evaluation Plan The board and staff understand the importance of monitoring outcomes as well as outputs and have incorporated both into their performance monitoring and measurement plans. The backbone of their plan resides in the vision of success outcomes for the more global goals of their assessment. Embedded in the action plans, developed from the set of organizational area strategies, are the more specific quantitative and qualitative data and collection methods. These will be used to measure progress in terms of the outcomes and outputs. Annual Review The Fayetteville Youth Center's policy and procedure manual prescribes that an annual performance retreat is held once a year. Included in the manual are the staff and board roles and responsibilities for the collection and analysis of data and a process for using the data in developing annual goals. The retreat serves as the Center's time of reflection when the board and staff together pause to look closely in the organization's mirror and get an clear and accurate picture of FYC's performance during the preceding year. At this time programs are reviewed from mission, cost, customer satisfaction operation and other appropriate standpoints. The retreat produces the goals, plans and budget expectations for the next year, based on the results of the annual review. Quarterly Review The Center's policy and procedure manual also prescribes that a quarterly, less intensive as the annual, review is conducted by board and staff Four times a year, FYC and staff will review programs, operations, and budgets to assess if they remain on track with annual goals. 41 Program Agenda The program agenda has its foundation in the mission and vision of the Fayetteville Youth Center. The vision's primary themes of youth development and family -based activity, combine with the secondary theme of adult recreation to provide the framework under which the FYC program agenda is conceived. The board, staff and greater community all expressed interest in expanding the Youth Center's programs. In response to this interest future programming includes a wide variety of educational. cultural and recreational sports programs. FYC realizes its staff can't be large enough to embody all of the expertise and talent needed for the new program agenda To facilitate broader program offerings, FYC will invest energies in developing alliances and collaborations with other community agencies, institutions and individuals. Some of the potential program partners include the City of Fayetteville Parks and Recreation Department, Walton Arts Center, University of Arkansas, the Discovery Room, Fayetteville School District, Ozark Stageworks, Area Council on Aging, a developing computer museum and a newly approved aviation technology center. While the FYC staff and board fashioned the final program agenda they received input from visitors to prototypical youth centers, over 150 community youth and adults (including those who participated in the steering committee), three focus groups, telephone interviews and an informal program survey. Furthermore. FYC recognizes program development is an evolutionary function. Programs that serve the needs and interests of the community today may not serve the needs and interests of the community five or ten years hence. Therefore. FYC is committed to performing regular internal program reviews and external scans to monitor community interests, needs and trends. In keeping with their new mission and vision. FYC outlined a program agenda that addresses the needs and interests of four different segments of the community; youth (6 to 11), young teens (12 to 14) . teens (15 to 19), families (including toddlers). and adults. Issues emphasized in the new .. agenda are youth development (in the context of different age groups), a family orientation, ., community collaboration possibilities and extended hours of operation. Special attention was directed at ensuring program opportunities for teens (T), young teens (YT) and families (F). Programs are identified as recreational, educational or cultural. New hours of operation are set at 7 am to 10 pm Monday through Friday, 8 am to l I pm on Saturdays and I pm to 6 pm on Sundays. A special summer and school break schedule would allow for children and youth to have primary access to FYC's facilities. Within the school calendar year time frames. Monday through Friday operational hours are assigned. in a priority manner, for different user populations: 7 am to 3 pm adults, parents and pre-schoolers, and senior citizens (1) 3 pin to 6 pm youth and young teens (2) 6 pm to 10 pm teens and adults (3) Recognizing that all the expertise and experience for this broad program agenda is not likely to be found in die FYC staff, collaborations with community organizations (CO) and individuals (Cl) will be secured for some programs. The program agenda is as follows. Potential program 38 offering times are denoted by 1, 2, or 3. Those programs that offer the opportunity to address the needs of young teens, teens, and families are also specially noted (YT. T or F). Recreational Agenda Basketball (T. YT) I, 2,3 Flag and Tackle Football (YT) 2, 3 Softball (T) 2, 3 Soccer (YT) 2, 3 Gymnastics (YT) 1, 2, 3 Racquetball (T) 1, 2, 3 Walleyball (F,T, YT) 2, 3 Pickleball I Volleyball (F,T, YT) I, 2, 3 Teen Center (T) 2, 3 Table Game Clubs (YT) 1, 2, 3 Table Tennis (T, YT, F) 1, 3 Martial Arts (F. T. YT) 2, 3 Floor Hockey (T, YT) Swimming (T, YT, F) 1, 2, 3 Open, family, team training- lap, scuba, diving, snorkeling, kayaking, water polo, water aerobics, and physical therapy Tennis (T,YT) 1, 2 Golf (T. YT) 1,2 Track (YT) 2 Fitness Programs (F, YT, T) 1, 2, 3 Kickboxing, Tae Bo, Boxing Recreational Camp (YT) 1. 2 (CO) Recreational Field Trips (YT) 1, 2 (CO) Educational Programs: Library (digitized) 1,2,3 (CO) Mentoring (Buddy Intervention Program) (T, F) 2, 3 Swimming (T, YT) 1, 2,3 Home school and lessons Aviation Science 3 (CO) Tutoring 2, 3 (CI, CO) Computer Literacy and Programming (YT) 1, 2, 3 (Cl! CO) Life Skills (T. F) 1, 2,3 (CI, CO) e.g., drivers education, parenting, needle crafts, cooking, shop, & auto repair Jr Staff Program (YT) 2 Wellness Program (F) 1, 2, 3 (CO) Environmental Camp 1, 2 (CO) Residential (Weekend) Camps (F) I, 2, 3 Ropes Course (T, YT, F) I. 2 Climbing Wall (T. YT) 1, 2, 3 Red Cross training 1,3 (CO) Cultural Programs Arts & Crafts (including pottery and ceramics) (F) 1, 2, 3 (Cl) Drama (T, YT) 2. 3 (CO) 39 Dance (T) 1, 2, 3 (CI) Language (F) 2, 3 Multi -Cultural (F) 2, 3 (CO, Cl) intergenerational (F) 2, 3 (CO, Cl) Music (T) 1, 2, 3 (Cl, CO) Other School Kids Connection 2 (CO) Resource and Referral (T, YT) 2, 3 (CO) Community Meeting Programming (T) 1, 3 (CO) Daycare 1, 2 ( F) (CO) An analysis of the program interests demonstrates a need to have flexible facility spaces. The same facilities will serve adults during the early hours and youth, young teens, teens, and family during after school and weekend hours. It also indicates the need to consider a number of special indoor spaces that would accommodate swimming, a teaching kitchen, food concession, arts and crafts, ceramics, dance and gymnastics, multi -purpose spaces that can accommodate activities such as sewing classes, seminars, movie nights and other family activities, and spaces for indoor ball sports. Office space to accommodate a core staff and operations also needs to be considered. Outdoor space should include, at the least, the various ball fields and a children's playground. There is also interest in nature/jogging paths and a ropes challenge course. 40 A n, Five -Year Audit and Strategic Plan Update The Center's policy and procedure manual also prescribes that a periodic, at least every 5yr, performance is conducted. This will be an external audit of management practices, programs and operations to assess in detail their continued purpose in serving the organizational mission. The results of the data are then applied to the process for updating the strategic plan. 42