your strategic planning committee and board of … · your strategic planning committee and board...

7650 Town Square Way ● Reno, NV 89523

775‐624‐9152 ● fax 775‐787‐4511 ● http://nevada.fsrconnect.com/somersett Managed by FirstService Residential

Your Strategic Planning Committee and Board of Directors at work

An update report to the SOA members

In late 2013, the SOA Strategic Planning Committee and Board of Directors conducted a

member survey regarding the amenity offerings available to homeowners. The purpose of this

survey was an effort to determine what, if any, improvements and/or changes Somersett

homeowners desired. As a result, it became clear that homeowners had similar reasons for

buying into the community, and parallel ideas for upgrading or improving the community’s

amenities.

Many homeowners expressed the desire to have an “aquatic” center for year round availability,

improvements in the exercise facility and improvements in the hiking trails amongst others. In

response, the Strategic Planning Committee, with the approval of the Board of Directors, put

forward a Request for Proposal seeking professional assistance in an amenities assessment. We

engaged what we believed to be a highly qualified consulting consortium, which has resulted in

an extensive assessment with valuable recommendations. Following is the consulting firm’s

final report. At present, the Strategic Planning Committee is working with this report to

prioritize both the short and long term elements in the recommendations.

We encourage the membership to review the report and would greatly appreciate any input or

comments as we attempt to move forward. The Strategic Planning Committee is also planning

to hold an Open House presentation, concerning the report and the steps we are pursuing. It is

our objective to help ensure that Somersett maintains the quality and variety of those

amenities the members have come to enjoy and expect. Important in our considerations is

planning for the growth expectations over the next several years.

If you have any questions or comments, please email [email protected].

On Behalf of your Strategic Planning Committee and Board of Directors

Somersett Owners Association

Amenities Assessment ReportFebruary 4, 2015

HANSFORD ECONOMIC CONSULTING

Somersett Amenities Assessment Report Page i

TABLE OF CONTENTS

SECTION PAGE Acknowledgements iii

1. Executive Summary 1

1.1 Purpose 1 1.2 Organization of the Report 2 1.3 Summary of Recommendations for the SOA 2 1.4 Next Steps 4 2. Somersett Today 6 2.1 Somersett Community 6 2.2 Current Amenities and Use 10 2.3 SOA Organization 12 3. Somersett Tomorrow: Planning for the Future 14 3.1 Identified Amenities Needs and Wants 14 3.2 Amenities Planning Methodology and Assumptions 14 3.3 Influencing Trends 19 4. Comparable Communities 28 4.1 Tahoe Donner (Truckee, CA) 31 4.2 ArrowCreek (Reno, NV) 34 4.3 Whitney Oaks (Rocklin, CA) 34 4.4 SunRiver (Bend, OR) 35 5. Findings and Recommendations 37 5.1 Amenities Assessment Findings 37 5.2 Recommendations 38 Appendix A. Demographic and Amenities Needs Projections Support Tables Appendix B. Slides of Comparison Communities Appendix C. Example Operations Manager Position Description

Somersett Amenities Assessment Report Page ii

LIST OF TABLES TABLE PAGE 1 Short Term Recommendations 3 2 Long Term Recommendations 4 3 Somersett Demographics 8 4 Population Projection Assumptions 9 5 Summary Fitness Class Participation at the Clubhouse 11 6 Lots Paying Dues and Lots with Homes 15 7 Lots/Units Using Amenities 15 8 Estimated Number of Properties Using Amenities by Year 16 9 Summary of Increased Member Population 17 10 Projected Amenity Visitation 18 11 National Recreation Trends 20 12 Comparison Communities 28 13 Comparison of HOA Amenities 30

LIST OF FIGURES FIGURE PAGE 1 Work Flow Chart 5 2 Park Fees Paid by Year in Somersett 6 3 Map of Somersett Census Tract 23.01 7 4 Somersett Demographics Comparison with Reno Area 10 5 Somersett Fitness Classes Trends 12 6 SOA Organization Structure 13 7 Historical Amenities Visits 2008-2014 18 8 Projected Increase in Clubhouse and Pool Visits 19 9 Tennis Trends 23 10 Tennis Trends 23 11 Reno Open Space and Greenways Map 26 12 Sierra Vista Park Preferred Plan Map 27 13 Demographics of Comparison Communities 29 14 Tahoe Donner Management Chart 32 15 Tahoe Donner Dues Allocation 33

Somersett Amenities Assessment Report Page iii

Acknowledgements

Somersett Owners Association Amenities Assessment Report

February 5, 2015

The following Amenities Assessment Report was prepared by Hansford Economic Consulting (HEC) and Freshtracks Consulting for the Somersett Owners Association (SOA) Board of Directors. We would like to acknowledge the generous time and input provided by the SOA Strategic Planning Committee, Board of Directors and staff members in creating this Report. Strategic Planning Committee Members Donald Grabarz (Chair), Bert Stander (Vice-Chair), Tony Fakonas (Board Rep), Joe Fadrowsky (Board Rep), Ken Falci, Chuck Walker, Rob Morrison, and Ed Williams Board Members Tony Fakonas (President), Susan Novell (Secretary), Joe Fadrowsky (Treasurer), Chris Huff (Vice President) and Danielle Kirby (Vice President) We would also like to thank the staff at Tahoe Donner, SunRiver, Whitney Oaks and ArrowCreek for their time in assisting us with information and data pertaining to market research. Most particularly, thank you to Michael Salmon and Miguel Sloane (Tahoe Donner), Jeanne Tarantino (ArrowCreek), Brooke Snavely (SunRiver), and Vicky Langer (Whitney Oaks). The analyses, opinions, and findings contained within this Report are based on primary data provided by responsible parties, as well as additional research documents available as of the date of this Report. Updates to information obtained for this Report could change or invalidate the findings contained herein. While it is believed that these secondary sources of information are accurate, this is not guaranteed. This Amenities Assessment Report should not be relied upon as sole input for decision-making; it should be utilized strictly for the purposes of the scope and objectives of the commissioned study. Questions regarding information contained within this Report should be directed to: Catherine Hansford or Seana Doherty Hansford Economic Consulting Freshtracks Consulting PO Box 10384 10418 Donner Pass Rd, Ste C Truckee, CA 96162 Truckee, CA 96161

P: (530) 412-3676 P: (530) 386-2940 E: [email protected] E: [email protected]

Somersett Amenities Assessment Report Page 1

Section 1: EXECUTIVE SUMMARY 1.1 PURPOSE The purpose of the Amenities Assessment Report (Report) is to begin to prioritize the amenities needs for the Somersett Owners Association (SOA) over the short-term (one to three years) and long-term (three plus years to buildout). Some amenities are already unable to meet member demands during certain time periods; as the community grows there will be additional pressure on amenities. In order to maintain the current high quality of life at Somersett, it is important to analyze current use, research other communities for creative solutions and develop a set of solid recommendations for the future in order to ensure that Somersett is adequately prepared for expected growth. The Amenities Assessment Report offers the SOA Strategic Planning Committee and Board of Directors a solid set of data and fresh thinking to help kick-off the development of an Amenities Action Plan. The recommendations contained in this Report are meant to stimulate new thinking and engage members in future planning of amenities as well as other areas critical to having a healthy community with an engaged homeowners association that delivers excellent services to its members. The primary objective of this work is to help keep Somersett a place where “It’s Great to be Home.” This work is being generated by the desire of the SOA to both keep members satisfied with amenities and ensure that the experience of living in the Somersett community is the best it can be. Please note that throughout this Report the term “Somersett” refers to the entire community of Somersett. This includes The Club at Town Center (non-age restricted properties) or (TCTC) and Sierra Canyon (Del Webb age-restricted properties). Sierra Canyon is a Sub Association under the umbrella of the Master Association; Somersett Owners Association (SOA). Amenities Assessment Process The consulting team of Hansford Economic Consulting and Freshtracks Consulting was retained by the SOA Strategic Planning Committee in September of 2014 to objectively analyze current amenity use at TCTC, project potential use through buildout of the community, and to conduct market research about national recreation trends and experiences of other comparable communities. With feedback and input from community members, this Report is intended to provide a set of findings and recommendations that the Strategic Planning Committee can use to define the path forward for future amenities and organizational planning. The following SOA documents are referenced in this Report and are critical to the formation of the recommendations:

2013 Somersett Strategic Planning Survey

2014 SOA Strategic Plan and Goals

2015 SOA Operating and Reserve Fund Budgets Presentation


1.2 ORGANIZATION OF THE REPORT The SOA Amenities Assessment Report is organized in the following manner:

The executive summary provides a brief overview of the purpose and process of the study and a summary of recommendations.

Section 2 describes Somersett’s current demographic context and amenities today.

Section 3 offers an overview of the methodology and assumptions used to analyze future use of TCTC amenities as well as national trends that may influence amenities planning for the community.

Section 4 presents case studies of other community associations and discusses lessons learned for SOA planning purposes.

Section 5 includes the findings of the analysis and case studies. In addition, short-term and long-term recommendations for amenities planning are described.

There are several appendices accompanying this Report. Appendix A provides support tables for the demographic and amenities needs analysis. Appendix B is a presentation providing greater detail of the comparison communities examined in conducting the amenities assessment. Appendix C provides an example job description for an operations/facilities manager.

1.3 SUMMARY OF RECOMMENDATIONS FOR THE SOA Based on demographic growth projections and user data trends, it is clear that both the TCTC and Sierra Canyon communities will experience significant increase in total population and amenity usage by buildout of the community (anticipated by 2019). Somersett amenity usage at the Club at Town Center (including the pool area) is projected to increase 24% to 39% through buildout and use of Canyon 9 (which includes Sierra Canyon member use) is projected to increase 27% to 45%. In addition, based on survey feedback and exploration of other communities as well as researching national trends, it is clear that SOA is in need of creating both amenity and organizational plans that will set the community up to be responsive to future members’ amenity needs. There are five key concepts behind development of the recommendations provided in this Report. The five key concepts are:

1. Cluster user groups to increase interaction among members with similar amenities preferences, maximize use of space, and minimize operations costs;

2. Keep a recreation “campus” at the current Clubhouse;


3. Build on the strengths of TCTC amenities currently in place;

4. Expand definition of amenities to include environment, open space and trails; and

5. Enhance operational and organizational excellence to ensure long-term success of the SOA in delivering amenities and other programs/services.

Recommendations are organized into short-term (one to three years) and long-term recommendations (three plus years to buildout). Additionally, recommendations are further organized into the following categories: planning, communications and engagement, and operations. Table 1 summarizes the short-term recommendations and Table 2 the long-term recommendations. Please note that the SOA may find certain short-term recommendations need to be moved to long-term recommendations, and vice-versa, depending on changing circumstances, community feedback, and other factors. Each of these recommendations is expanded on in Section 5 of the Report. Table 1 Short-Term Recommendations (for action in 1-3 years)

RECOMMENDATION

Planning Create an Amenities Action Plan with short and long term goals Form a Long-Range Amenities Planning Committee (separate or as part of Strategic Planning Committee)

Engage SOA in a more Robust Strategic Planning Effort Engage with the City of Reno in an on-going and regular basis Acquire the property opposite the City of Reno pocket park at The Club at Town Center Engage a Land Use Planner for new amenity facilities layout Hire an Aquatic Design Consultant Communications and Engagement Conduct an Amenities Use Survey Communicate and Engage Membership in Planning Efforts Strengthen SOA Communications Tools Operations Implement a Key Card System at amenity facilities Hire a Facilities / Operations Manager Check Cardio Machine Spacing and Implement Wait List Add Aerobics Fitness Classes Using Gym Space Re-organize The Club at Town Center Staffing


Table 2 Long-Term Recommendations (for action in 3+ years)

RECOMMENDATION

Planning Create an Open Space and Trails Plan Consider Private Ventures to Provide Certain Recreation Needs Consider potential for amenities on SOA property owned outside of Somersett Operations Move the Kids Program to a New Location Next to Clubhouse Use the vacated Kids Program for Expanded Cardio Fitness Move Tennis Facilities and Expand Program Expand the Aquatic Center using the vacated tennis area

Operational changes could be one immediate priority the Board considers to alleviate user pressure of the most popular amenities such as the cardio room and pool. Because amenities decision-making and planning will take several years, immediate actions should be taken to improve current user experiences such as adding additional staff to the front desk, implementing a wait list program and requiring key cards to enter the Clubhouse.

1.4 NEXT STEPS This Report examines current and projected amenity use in Somersett (excluding Sierra Canyon and other Somersett sub-associations) and it provides several recommendations for the SOA Board’s consideration. The next steps are for the SOA Board and Strategic Planning Committee to determine what action to take upon completion of this work effort, and to engage in processes to keep amenities planning moving forward. Figure 1 shows the amenities planning process flow. This Report completes Phase I of the planning process. It is recommended that following completion of this report the SOA committees have a joint strategic planning workshop, or series of workshops to produce a simple and effective action plan with roles and responsibilities. This is shown as Phase II in the work flow chart. A successful planning process must incorporate strong member communications and input. Currently SOA has two websites, one developed to sell lots, the other website is used for members programs and activities. As you embark on a long-range planning efforts it is critical that throughout the process information is accessible to your members and that you offer ample opportunity for involvement. We suggest that you build up SOA information on the website and include all report, minutes and background information to enable members


to stay involved. We also suggest adding additional communications tools such as E-News and bulletin board at the Clubhouse to keep people up to speed as planning moves forward. For a great example of member communications, go to the Tahoe Donner Association website. It is also recommended that a public input process be included as part of the future planning efforts. Phase III of the work flow chart shows homeowner feedback and Board approval of the Action Plan. Finally, we strongly recommend that all planning efforts are integrated and coordinated with other on-going planning efforts including strategic planning and financial planning. Figure 1 Work Flow Chart


Section 2: SOMERSETT TODAY

2.1 SOMERSETT COMMUNITY The master-planned community of Somersett is located in northwest Reno at the base of Peavine Mountain. With beautiful views, Somersett sits above Reno and the Truckee River and borders thousands of acres of forest lands managed by the Toiyabe National Forest. There are two distinct development areas within the master planned development area; Somersett non-age restricted (TCTC) and Sierra Canyon. Sierra Canyon is an age-restricted community accommodating home-buyers aged 55 plus. Property in the TCTC community has no age-restricted buying requirements. Somersett properties include tract homes, semi-custom homes, and lots for custom homes. Following approval and commencement of development at Somersett in 2000, the community developed at a rapid pace until the Great Recession when home sales declined throughout the region along with most parts of the nation. Between 2007 and 2013 the demographic makeup of the community changed as speculators sold properties, homes became more affordable, and more permanent year-round families moved in. Recently the housing market has picked up and development in both TCTC and in Sierra Canyon is on the rise. Figure 2 below shows the number of residential units that have paid park fees (development fees) by year. Figure 2 Park Fees Paid by Year in Somersett (includes Sierra Canyon)

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2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Source: City of Reno.

Demographic Trends The best demographic information available for Somersett is from the 2010 U.S. Census. Census Tract 23.01 covers Somersett almost exclusively. A small portion of the tract is located in the McQueen neighborhood. A small portion of Somersett is located in Census


Tract 24.09. See Figure 3 which depicts the Somersett boundary and the census tract boundaries. Figure 3 Somersett Boundary and Census Tract 23.01


Table 3 shows 2010 Census housing and population statistics for Census Tract 23.01. At that time, there were 1,621 built homes. Eighty-eight percent of these homes were occupied and of those occupied, 85% were occupied by the owners, and 15% by renters. Of the vacant units, 48% were used as seasonal homes. Two-thirds of the homes were occupied by families. Almost one-third of homes were occupied by at least one person aged 65 or older. Of the Somersett population, which includes Sierra Canyon, 44% were aged 55 and older, 35% between 20 and 55, and 21% younger than 20. Approximately 5% of persons were of Hispanic origin. Table 3 Somersett Demographics | 2010 Census Housing + Population

Number Percentage

Housing Units 1,621

Occupied 1,423 88%

By Owner 1,203 85%

By Renter 220 15%

Vacant 198 12%

Vacant Units used Seasonally 95 48%

Houses with Families 1,073 66%

Houses with Persons 65 Years+ 500 31%

Persons 3,375

Persons under Age 20 712 21%

Persons 20-54 1,187 35%

Persons 55+ 1,476 44%

Hispanic Persons 184 5%

Persons per Occupied Unit 2.37

Source: 2010 U.S. Census Tract 23.01. census The 2010 Census data indicates an average of 2.37 persons per household; note however that this includes TCTC and Sierra Canyon. At the year-end of 2009, SOA records show that 18% of SOA members were in Sierra Canyon. A weighted average calculation indicates an average of 1.70 persons per Sierra Canyon home and 2.52 persons per TCTC home. Table 4


shows the calculated persons per household and a range of persons per household that are used in the projections of population through buildout of the community. Table 4 Population Projection Assumptions | Persons per Household

Residential Unit Type

Persons

per HH Low High

[1] [2]

per 2010 Census

TCTC - All Unit Types 2.52 3.22 2.85 3.20

Sierra Canyon - Del Webb

Sierra Canyon (non-transition) 1.70 1.28 1.45 1.75

Transition Lots 1.90 n.a. 1.75 1.95

Source: HEC. assumps

[1] The average for Somersett in 2010 (per Census) was 2.37 per occupied unit.

The persons per household by Development Area was calculated as:

persons per

hh weighting * Wtd. Avg

Sierra Canyon 1.70 18% 0.30

TCTC 2.52 82% 2.07

Average persons per household 2.37

* At year-end 2009, per SOA records, 18% of all members were Sierra Canyon residents.

[2] Per SOA records for 2014. Members Lots paying Dues

TCTC 5,165 1,602

Sierra Canyon 1,265 991

Master Somersett 6,430 2,593

Members

per Dues-

Paying Lot

Persons At One

Time Range

The demographics of Somersett are quite different from the McQueen neighborhood, which Somersett is a part of, the City of Reno, the Reno-Sparks MSA. Figure 4 shows that while Somersett had a similar percentage of homes occupied, the percentage of homes rented was much lower and the percentage of homes used seasonally was much higher.


Figure 4 Somersett Demographics Comparison with Reno Area

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10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% Housing Units Occupied % Population in Rentals % Vacant Units usedSeasonally

Somersett (approx.)

McQueen Neighborhood (approx.)

Reno

Reno-Sparks MSA

2.2 CURRENT AMENITIES AND USE TCTC amenities are centrally located at or around the 22,000 square foot building called The Club at Town Center. These facilities are for Somersett owners only. Current amenities at or near the Clubhouse include:

In the Club Building: o A sports court/indoor basketball court/stage o An aerobics studio (for classes) o A cardio weight machine room o The Great Room o The Loft (event space) o An indoor game room o Kids’ Corner + teen room o Massage room

Next to the Club: o Family pool area o Lap pool o Two hot tubs o The Canyon 9 golf course (can also be used by Sierra Canyon residents) o Two tennis courts


Other o 27 miles of trails o Landscaping

The Somersett Country Club, which offers an 18-hole championship course, driving range, two bocce ball courts and a restaurant, is operated independently. TCTC membership entitles residents use of the golf course twice a year for $40 and open dining at the restaurant. A very recent vote by Somersett (including Sierra Canyon) residents to purchase the golf course land may change the current use arrangements. The City of Reno owns two pocket parks in the community. To date only one park is developed with playground equipment. The park is maintained by the SOA. Fitness Classes at the Clubhouse Table A-1 in Appendix A shows the number of participants in fitness classes since 2009. Table 5 summarizes the number of different classes, average number of participants per class and estimated number of total participants. Note that participant counts are not exact but based on walk-in door counts and an estimation by staff. The number of fitness classes and number of participants has increased correspondingly while the average number of persons per class has remained steady. Table 5 Summary of Fitness Class Participation at the Clubhouse

Item

2009 2010 2011 2012 2013 2014

Number of Fitness Offerings [1] 11 12 16 12 19 24

Monthly Average Persons per Class 6.8 6.0 6.9 7.9 6.8 6.3

Estimated Fitness Participants 898 864 1,325 1,141 1,550 1,814

Source: SOA. fit

[1] Number of classes such as Zumba, Yoga, Step, and Ballroom dancing.

Calendar Year

DRAFT

Figure 5 shows participation in adult tennis classes, water fitness classes, yoga, and other aerobic fitness classes. Yoga has seen the greatest increase in participation since 2009. Other aerobic fitness classes averaged 400 to 600 participants each year until 2014 when the figure jumped to over 800 participants. The demand for water fitness classes and adult tennis classes have remained fairly constant. The reason that the tennis and water exercise programs are showing flat usage numbers could be linked to limited space and program offerings, not facilities space.


Figure 5 Somersett Fitness Classes Trends

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2009 2010 2011 2012 2013 2014

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Yoga Aerobic Fitness

Water Fitness Adult Tennis

2.3 SOA ORGANIZATION

The SOA is governed by an elected Board of Directors. Several committees support the Board of Directors, including a Strategic Planning Committee, Communications Committee, Finance and Budget Committee, Community Standards Committee, Aesthetic Guidelines Committee and Election Oversight Committee. Staffing is provided by an independent management company. Figure 6 on the following page depicts the current staffing structure.


Figure 6 Staffing Organization Structure


SECTION 3. SOMERSETT TOMORROW: PLANNING FOR THE FUTURE 3.1 IDENTIFIED AMENITIES NEEDS AND WANTS Amenities offered at TCTC are a key determinant for people choosing to live in the community. In 2013 a survey showed the top four reasons why people buy in Somersett are (in order):

1. Environment 2. Amenities 3. Lifestyle 4. Homes / Price

Though not specified in the survey, the assumption is that the listing of “environment” as the number one reason for buying in Somersett refers to the views, natural beauty and trails surrounding Somersett. As such, in the recommendation section it is suggested that open space and trails be included in the current list of amenities for SOA in the future. The 2013 survey also showed that the top priority amenity improvements desired for TCTC residents are the cardio fitness area, aquatics, and trail system. About 60% of the population would support additional assessments to add amenities. In addition, the survey also highlighted the opinion that residents do not want any of the current amenities to be eliminated. On-site visits and interviews with staff confirmed that the cardio fitness area is crowded with machines which makes the space undesirable, and possibly unsafe. The cardio room experiences peak usage during the morning hours before work and during the after-work hours. Residents are using private gyms elsewhere in Reno to exercise during these peak hours. The pool area is a very popular amenity and offers close proximity to the Clubhouse and great views of the golf course, mountains and community. Due to it’s location below the Clubhouse and above the 9-hole golf course, it is limited with options for expansions unless a creative, linking approach is taken. Currently the capacity for the pool area is constrained by limited deck space and staff states that it is often too crowded during the summer.

3.2 AMENITIES PLANNING METHODOLOGY AND ASSUMPTIONS Use data and observation points to improvements to the cardio fitness facilities and aquatic facilities as a priority; however, any changes or improvements need to consider projected demands on all of the facilities at buildout of the community. This section presents the methodology used to project facility use through buildout. As of the end of 2014 there were 2,593 lots paying SOA dues. SOA dues are triggered by development of lots and not by ownership. As of December 18, 2014 the number of lots with homes was 2,380 per the Washoe County Assessor’s office. In TCTC 91% of lots have a


home built on them and in Sierra Canyon 94% of lots have a home built on them. This data is summarized in Table 6. Table 6 Lots Paying Dues and Lots with Homes

Development Area

Lots Paying

SOA Dues

Lots with

Homes

% of Lots

Paying Dues

with a Home

[1]

TCTC 1,602 1,450 91%

Sierra Canyon 991 930 94%

Total 2,593 2,380 92%

Source: Washoe County Assessor's Office and SOA. built

[1] Data from Washoe County Assessor's Office, 12/18/2014. For amenities planning purposes it is assumed that all of the population living in homes use the amenities and one-third of the TCTC population owning lots use the amenities. For Sierra Canyon it is assumed that only the population living in homes use Canyon 9 and open space amenities. Table 7 Lots/Units Using Amenities

Lot

Use Total Increase % Change

Estimated Units Using Amenities January 2015

TCTC [1] 1,500

Sierra Canyon [2] 930

Somersett plus Sierra Canyon 2,430

Estimated Units Using Amenities at Buildout

TCTC 2,250 750 50%

Sierra Canyon 1,205 275 30%

Somersett plus Sierra Canyon 3,455 1,025 42%

Source: Somersett Owners Association and HEC. potential

[1] Calculated as 100% of homes plus one-third (33%) of lots without homes paying assessments.

[2] Calculated as 100% of homes.

Lots/Units


It is estimated that 1,500 TCTC lots use SOA amenities and an additional 930 lots in Sierra Canyon use some amenities. In total it is estimated that 2,430 of the buildout estimate of 3,455 lots currently use Canyon 9 and open space and 1,500 out of 2,250 lots use the Clubhouse. The number of lots using SOA amenities is projected to increase 50% in TCTC and 30% in Sierra Canyon as shown in Table 7. The estimate of buildout units is detailed in Appendix Table A-2. A year-by-year absorption schedule of lots using amenities is provided in Table A-3. It is projected that the community will be built-out by the end of 2019. Table 8 projects the number of properties using The Club at Town Center and Canyon 9 and open space through buildout of the community. The number of properties using The Club at Town Center is projected to increase from 1,500 today to 2,250 at buildout. The number of properties using Canyon 9 and open space is projected to increase from 2,430 today to 3,455 at buildout. Table 8 Estimated Number of Properties using Amenities by Year

Properties

2014 2015 2016 2017 2018 2019

Properties Using The Clubhouse 1,500 1,765 2,014 2,187 2,243 2,250

Properties Using Canyon 9 + Open Space

TCTC 1,500 1,765 2,014 2,187 2,243 2,250

Sierra Canyon 930 1,020 1,110 1,193 1,193 1,193

Sierra Canyon Transition Lots 0 2 4 6 9 12

Total Properties Using Canyon 9 + Open Space 2,430 2,787 3,128 3,386 3,445 3,455

End of Calendar Year

The number of properties using amenities is multiplied by the estimated persons per household to estimate a range of additional people using the amenities each year through 2019. Table A-4 shows the calculation of additional people by year. Total Somersett population using amenities is projected to increase between 27% and 45% from 6,430 to a range of 8,163 to 9,311 people. Assuming that the population at buildout will be similar in composition to that of the 2010 Census, the number of persons aged 55+ will increase the most; however, a large proportion of those persons will be from Sierra Canyon and will not be using amenities at the Clubhouse. TCTC population using amenities is projected to grow between 24% and 39% while Sierra Canyon’s population is projected to grow between 38% and 67%. Table 9 below summarizes the projection of people using SOA amenities.


Table 9 Summary of Increased Member Population

Population Current

LOW HIGH LOW HIGH LOW HIGH

TCTC 5,165 6,413 7,200 1,248 2,035 24% 39%

Sierra Canyon 1,265 1,751 2,111 486 846 38% 67%

Master Somersett 6,430 8,163 9,311 1,733 2,881 27% 45%

TCTC Population [1]

Children 0-19 yrs 1,090 1,353 1,519 263 429 24% 39%

Adults 20-54 1,817 2,255 2,532 439 716 24% 39%

Adults 55+ 2,259 2,804 3,149 546 890 24% 39%

Total TCTC Population 5,165 6,413 7,200 1,248 2,035 24% 39%

Sierra Canyon Adults 55+ 1,265 1,751 2,111 486 846 38% 67%

Master Somersett

Children 0-19 yrs 1,090 1,353 1,519 263 429 24% 39%

Adults 20-54 1,817 2,255 2,532 439 716 24% 39%

Adults 55+ 3,524 4,555 5,260 1,031 1,736 29% 49%

Total Master Somersett 6,430 8,163 9,311 1,733 2,881 27% 45%

Source: U.S. Census, SOA, and HEC. strata

[1] Based on 2010 SOA and Census data.

Estimated Population Increase

Buildout Persons Percent

Projected amenity usage is based on historical amenity usage documented in Table A-5. The number of visits per member from 2014 is applied to the projected number of persons using amenities. Historical visits by facility is shown in Figure 7. The most noticeable increase in visits has been to the Clubhouse. These visits would include cardio, aerobic fitness classes, kids’ classes and other Clubhouse sports and social activities. Pool visits increased gradually between 2008 and 2011 and have remained about the same over the past three years. While member visits have continued to increase, guest visits have decreased over the past three years. The number of Canyon 9 visits increased in 2011 after opening the course to the public but gradually returned to its 2008 level in 2014. The largest decrease in Canyon 9 use has been by members rather than guests or the public although those too decreased in 2014.


Figure 7 Historical Amenity Visits by Facility 2008-2014

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

2008

2009

2010

2011

2012

2013

2014

Canyon 9 Visits

Pool Visits

Clubhouse Visits

Source: HEC.

Table 10 shows the projection in visits to the Clubhouse, pool, and Canyon 9. At the low end of the range, the Clubhouse would have an increase of 19,345 visits per year at buildout. At the high range, it would have an increase of 31,555 visits per year at buildout. The range represents a 24% to 39% increase in usage. The pool is estimated to have the same percentage increase in visitation; however, because the pool is outdoors and is not a year-round facility, the total number of visits is not as great to begin with, and the projected total number of additional visits is not as great as for the Clubhouse. Table 10 Projection of Amenity Visitation

Amenity 2014 2015 2016 2017 2018 2019 Increase % Change

Clubhouse 80,095 84,558 89,020 96,670 99,140 99,440 19,345 24%

Pool 21,642 22,846 24,050 26,120 26,790 26,870 5,228 24%

Canyon 9 4,416 4,733 5,050 5,480 5,590 5,610 1,194 27%

Clubhouse 80,095 90,028 99,960 108,540 111,320 111,650 31,555 39%

Pool 21,642 24,326 27,010 29,330 30,080 30,170 8,528 39%

Canyon 9 4,416 5,093 5,770 6,250 6,380 6,390 1,974 45%

Source: HEC. proj use

Number of Annual Visits - High Range

Number of Annual Visits - Low Range

DRAFT


Canyon 9 use is projected to increase 27% to 45% from 2014 to buildout. It is anticipated that Canyon 9 can accommodate this increase without any need to alter the associated amenities. If necessary, Canyon 9 can implement reservation of tee-times, can close to the public, and employ other methods to manager member use of the golf course. Figure 8 Projected Increase in Clubhouse and Pool Visits

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40,000

60,000

80,000

100,000

120,000

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Clubhouse Visits

Pool Visits

Source: HEC.

The analysis suggests that the Clubhouse and pool area need to be reconfigured and/or additional space added to accommodate the increase in use. The amenities offered at the Clubhouse need to accommodate growth from approximately 80,000 visits today to as many as 112,000 visits at buildout. The pool needs to accommodate growth from approximately 22,000 visits today to approximately 30,000 visits at buildout. The pool usage is compressed into a 4 to 5 month period over summer currently as the pools are outdoors. Projected increase is total visits is displayed in Figure 8.

3.5 INFLUENCING TRENDS A key piece to amenity planning is understanding current national recreation and regional trends that bear influence on decision-making for Somersett’s community and amenities. In a fast growing region with changing community demographics it is important to be aware of industry trends to ensure planning efforts are relevant to membership now and into the future. In addition, because SOA amenities and programs serve all ages, it is important to


understand trends as they pertain to various age groups. The following is a summary of information that highlights relevant local, regional, and national recreational and other trends from various sources that potentially could influence SOA amenity planning efforts. Recreation Trends It can be concluded from researching national recreation trends garnered from newgeography.com, urban land institute, recreationmanagement.com, that:

Maintaining property values in an increasingly competitive environment is one of the core roles of an HOA. Amenities help give a competitive edge and keep property values up.

Amenities planning is critical because amenities incur a large portion of assessment dues. Amenity packages need to be well thought out to be sure the maintenance costs are carefully managed and contained.

There is growing national awareness that lifestyle is one of the most potent treatments for public health issues. Providing well-maintained trails, outdoor and indoor exercise opportunities that are conveniently located within the community will be increasingly appealing to homeowners wanting a healthy lifestyle.

According to a 2013 report put out by The Sports and Fitness Industry Association about participation preferences in the US, the top recreational activity across a majority of age groups is swimming. See Table 11 for breakdown of favorite activities by age group according to this study. Also of interest, working out with weights or using machines, biking, trail running and/or hiking were the top picks for the 13-65+ age groups. This is relevant to SOA because it suggests that trails should not be overlooked as an amenity offering. Table 11 National Recreation Trends


Specific activities that have seen an increase in participation across all age groups between 2007 and 20012 include:

Aquatic exercise + swimming

Walking for fitness

Kick-boxing

Yoga, stretching

Tai Chi

Adventure racing

Squash

Triathlons

Trail running

Frisbee

Mountain biking (on dirt)

Birdwatching

Fishing

Hunting/shooting To see a complete summary of this report go to: ww.espn.go.com/pdf/2013/1113/espn_otl_sportsreport.pdf

Aquatics Trends Over the past 30 years, the design of swimming pools for communities has shifted away from the standard rectangle for lap swimming to more of a water park, multi-activity type experience. As such, trends for swimming pool design have moved towards offering a full aquatic experience for a range of age groups and users. Users are looking for multiple entry points and activities from lap swimming to water fitness classes to toddler swimming classes. Swimming has become less of a one-off fitness activity and aquatic areas are now a place that families visit for many hours at a time. As such, the deck and accompanying activities become important as well as hot tubs, deck space, café’s and changing rooms.


Concurrent with the development of recreational aquatic centers was a parallel growth in the public’s interest in programs promoting fitness and wellbeing. Aquatic exercise, including lap swimming, water walking, and water aerobics were perceived as excellent, low-impact training regimens that could be highly beneficial and enjoyable, regardless of a participant’s age, ability, or level of athleticism. And while fitness swimming does not demand specialized aquatic facilities – the shallow depth lap lanes of the traditional rectangular pool work perfectly well for this need – the increased demand for prioritized use of swimming lanes limited pool access for other aquatic users. To deal with all of the above mentioned user needs, new aquatic designs are stretching the boundaries of the traditional swimming pool, literally pushing out the fences to offer a greater variety of pool types and wider deck spaces for lounging and socializing. Leisure pools invite recreation with broad, irregularly shaped expanses of water with ample amenities for participation. Multi-use facilities provide bodies of water for lessons, fitness lap lanes, wellness needs, competitive needs, and family leisure amenities with separate spaces for different age groups. This trend has led to the creation of bundled, multi- generational facilities. (Source: Counsilman Hunsaker Consultants, The Raleigh Aquatic Facilities Study, 2010) According to a study conducted by Counsilman Hunsaker Consultants for the City of Alexandria, VA indoor pools can be a risky path to take for the following reasons:

1. Most aquatic users are recreational users who swim seasonally in the summer and they prefer to swim outside in warmer water with a variety of water recreation features (slides, rivers, water play structures, etc.). Residents in cold climates look forward to swimming outdoors in the summer time.

2. Indoor pools are two to three times more expensive to build and operate per square foot than outdoor seasonal pools.

3. A well-designed outdoor family aquatic center will generate more revenue in 90-100 days than an indoor pool programmed for year-round use.

Competition or lap pools are not the most conducive to lesson programming for learning to swim (water too cold and too deep), for recreation swimming (water too cold and too deep and no fun features), and for water aerobics (water too cold and too deep). Tennis Trends According to the Tennis Industry Association, 2010 State of the Industry, participation in tennis is on a steady rise across the U.S. Of interest to SOA is the data that points to why people make decisions to play tennis or not. See Figure 9 and Figure 10 below. TCTC currently offers two courts at the Clubhouse. This information suggests that tennis participation would increase if courts are available and connections are easy to make via social settings like a club.


Figure 9 Tennis Trends

Figure 10 Tennis Trends


Trails and Open Space Trends The increasing popularity of trails is well documented by the National Forest Service and others. The following excerpts were taken from an article written by Robert M. Searns, published by American Trails online. Robert M. Searns is the founding owner of Urban Edges, Inc., a planning and development firm based in Denver, Colorado, and is also a board member of American Trails.

Trails have a multitude of benefits including economic and health benefits. A recent study by a homebuilders' organization of over 800 developers nationwide showed that amenities like trails and greenways outsold even tennis and golf facilities in their popularity. We need to work toward a new mentality and this is how we can do it:

We need a trail at everyone's doorstep. If people are going to use trails then they need attractive, safe, accessible, convenient to use, paths and walkways in their neighborhoods. Whether it's a tree-lined sidewalk in Manhattan or an open space network in suburban Denver, trails need to be a part of everyone's daily lives. No one should be more than a 5-minute walk from a trail. We need trail projects that reconnect communities. Trail and greenway projects offer excellent opportunities to engage volunteers, teach young people new skills and build self-esteem and pride. We need youth and volunteer training programs at both the local and national level that promote lifetime participation in trail, greenway and land conservation projects. We need trails that heal the landscape. Building a trail should be an environmentally healing process. We always need to think about how the trail can inspire the stewardship of the lands around it, while being sure that we preserve and heal the corridor that hosts the trail. In other words, it should be more than a trail, it should be a greenway. Finally, we need to build trails that speak to the heart and soul. A trail is not a route from here to there. It is a place to reconnect. In building trails, we need to think about the trail experience. What does the trail look like? What does it feel like? What does it smell like, taste, and sound like? Does the experience challenge the mind? Challenge the body? Does it touch a chord that resonates the soul? A good trail will do that! Local Influencing Trends According to the City of Reno website, the area continues to rebound from the effects of the Great Recession. Property values are increasing, the population is growing, and Reno has been named one of the ten most livable mid-sized cities in the United States for 2014. While Reno’s economy for most of the 20th century was primarily centered on gaming and entertainment, it is now diversifying into a much broader base which spans healthcare, entrepreneurial startups, and technology-based industries”. All of these factors and the additional of the new Tesla factory in the region (scheduled to begin operations in 2017) points to demand for housing in a community with great amenities highly desirable.


The City of Reno Parks Recreation and Community Services Department is responsible for provision of municipal recreation amenities and open space/parks planning. Based on research, the following are of relevance to the SOA:

Reno Open Space and Greenways Plan, an element of the City of Reno Master Plan includes Peavine Peak as a priority area. See Figure 11 (which is Figure 2.1 of the Master Plan) below. This is an opportunity for SOA to get involved in an effort that is working to enhance open space and view protection.

Pools are a deficit amenity in the City. There are some conversations about expanding pool offerings in the future but for now the budget does not allow for improvements to any of the city pools. TCTC, if they decide to move forward with a state-of-the-art aquatic facility should be aware that it will be a desirable and unique amenity for the region. Managing member and guest usage of such a facility would require additional investment in technological and staffing resources.

The old Northgate golf course, once operated by the Reno-Sparks Visitor Convention Authority is now Sierra Vista Park, owned by the City of Reno. This property has the potential to offer an array of diverse recreation opportunities and it is adjacent to Somersett. Amenity opportunities could compliment amenities at Somersett or include activities that some Somersett owners would like. Examples of this might be an archery range or a ‘pump track’ for mountain biking. The City of Reno is continuing to work on enhancing the site concept illustrated in Figure 12. Somersett has an opportunity to work with the City on creating a regional park that enhances the amenity experience within the community.

The Truckee River Whitewater Park in downtown Reno opened in 2004 in Wingfield Park and has been an incredibly popular destination. The Truckee River is an incredible asset for people to enjoy. Somersett, located above 4th Street and the Truckee River, could explore potential for river access and private amenities along the river. As mentioned in the Section 4, Tahoe Donner and SunRiver both offer such types of amenities that are very popular. Images of Lawton Hot Springs, a historic resort on the Truckee River in Reno from the 1920’s are shown:

Source: History of the River Inn on 4th Street. http://rereno2.wordpress.com/2012/01/16/the-river-inn-2/


Figure 11 Reno Open Space and Greenways Map


Figure 12 Sierra Vista Park Preferred Plan Map


Section 4: COMPARABLE COMMUNITIES The consultant team researched other communities to learn lessons that could be applicable to Somersett and inform the SOA in amenities planning. Selection of other communities was based on criteria including maturity of the community, location of the community, size of the community, similarity in environment and recreation opportunities, and similarity of homes. Table 12 shows the four comparison communities that were selected and approximate buildout of each. The only community in Northern Nevada is ArrowCreek. There are two communities from Northern California (Tahoe Donner and Whitney Oaks), and one from Central Oregon (SunRiver). Descriptions of each community and key lessons learned is presented in this report section. Table 12 Comparison Communities

Community

Number of

Lots % Lots Built

Somersett 2,250 64%

Sierra Canyon @ Somersett 1,205 77%

Total Somersett 3,455 69%

Sunriver 4,200 95%

Tahoe Donner 6,500 95%

ArrowCreek 1,086 90%

Whitney Oaks 1,009 95%

Springfield @ Whitney Oaks 868 95%

Total Whitney Oaks 1,877 95%

complots Source: HEC Comparison demographic information from the 2010 U.S. Census is provided in Appendix Tables A-6 and A-7. In summary, all of the case study communities are at a greater level of maturity (buildout), all have a very low Hispanic population, and all have at least 70% of population living in owner-occupied housing. Of the resident population, approximately 44% are 55 or older in Somersett compared with 33% in Whitney Oaks, 38% in ArrowCreek,


73% in SunRiver and 28% in Tahoe Donner. The percentage of units that are occupied is much higher in Somersett, Whitney Oaks and ArrowCreek, which are year-round communities. SunRiver and Tahoe Donner are resort communities with year-round occupancy rates of 15-30%. Figure 13 compares percentage of housing units occupied, percentage of population in rental housing, and percentage of vacant units used seasonally. The chart shows that SunRiver and Tahoe Donner are resort communities whereas the other communities have a greater permanent population. Because SunRiver and Tahoe Donner are resort communities they are fastidious at amenities planning and they offer many lessons in amenities planning that the SOA can benefit from. Figure 13 Demographics of Comparison Communities

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% Housing Units Occupied % Population in Rentals % Vacant Units usedSeasonally

Somersett, NV

Whitney Oaks, CA

ArrowCreek, NV

Sunriver, OR

Tahoe Donner, CA

Table 13 on the following page provides a comparison of total amenities at each of the selected case study communities. The table shows that Somersett’s clubhouse property is much smaller than those of the other communities. With almost three times the number of home sites and larger acreage, Tahoe Donner is able to support a larger array of amenities. Likewise, SunRiver can also support a larger array of amenities. Whitney Oaks, at approximately half the size of Somersett (excluding Sierra Canyon) has a lot less amenities, but relies on local City parks immediately adjacent to the development to provide for recreation opportunities. ArrowCreek, also at approximately half the size of Somersett, has a smaller clubhouse but a lot larger parcel of land to expand on should they choose to in the future.


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The lessons learned from each of the comparison communities are summarized below. Key to the formation of the recommendations outlined in this report derived from the market research and lessons learned from other communities. To view additional information with maps and organization charts, please reference Attachment B.

4.1 TAHOE DONNER (TRUCKEE, CA) Overview Situated in Truckee, California, Tahoe Donner (TD) is a planned community on 7,000 acres with 6,500 properties and over 25,000 members. When it was founded in 1970, Tahoe Donner was considered the largest subdivision in the United States. There are no age-restricted areas. Tahoe Donner is a very popular community with over 95% of their lots occupied. They are very financially and organizationally strong, conducting all of their business internally without the assistance on an outside management company. Lessons Learned Operations + Long Range Planning Create Strong Communities Tahoe Donner has a very strong General Plan Committee that looks at capital and amenities planning topics, including budgeting, and makes recommendations to the Board. There is not a Strategic Planning Committee; staff does these tasks with input from the Board. As noted in the chart below, if there is planning around a specific amenity, a sub-committee is formed, under the General Plan Committee. The subcommittee is tasked with studying the amenity issue and providing recommendations to the General Plan Committee, which vets the information prior to Board review. A Tahoe Donner management chart is shown in Figure 14. Because this committee structure is focused on both capital and budgeting topics around amenity planning, TD has been very successful in building and renovating new amenities over the years. In addition, not only does the committee structure help with long-range planning efforts but having a highly skilled Director of Operations in place to implement projects, including involvement in the financial planning of the projects, was also noted as a critical success factor. Currently, TD is working on plans to expand their largest recreation facility called Trout Creek. In order to maximize use they have created user clusters around the site. The cluster areas include: aquatic area, kid area, fitness area (cardio and weight room) and class room areas. There will remain one front desk to check everyone in but from there users will go to their cluster “pod” area to access what they specifically want.


Figure 14 Tahoe Donner Management Chart

Financial Planning Key to Building Homeowner Trust Tahoe Donner has a very healthy financial planning process in place for operations and long-term planning projects. To avoid one-time property assessment impacts to homeowners, TD has implemented a robust capital planning budget allocation in their annual budget cycle. The reserve rate is 29%, which is above average. Additionally, TD has been very good at collecting member dues with a less than 1% delinquency rate. They credit this success to two factors, 1) Key card system at all entrances, and 2) Creating a culture of “paid-up.” In short, they have two staff at each check-in point and turn members away if dues are not up-to-date. Not only is TD good at allocating funds for capital and reserve; they are savvy about minimizing expense as well. TD has decided to add on to their current recreation center rather than build a separate facility in order to save on staff costs. TD provides regular financial updates to members including graphic displays of information such as dues allocation shown in Figure 15.


Figure 15 Tahoe Donner Dues Allocation

Operating Fund55%

Replacement Reserve Fund

29%

New Machinery & Equipment

Fund2%

Development Fund14%

Amenities Management Tips TD strongly believes that good user data is key to successful amenities and capital planning. As such, TD is very strict with members as far as access to amenities. All members must have an up-to-date card or they will not be let into a facility. Additionally, to manage use at the facilities, they implement two approaches: 1) Wait lists, 2) Staff management. In the cardio room (with the exercise machines) there is a white board at each machine that people can sign up on. The maximum time on any machine is 30 minutes as is posted on the walls around the room. This same technique is used in the lap pool area. Additionally, because they always have two staff at the front desk, one stays to check people in and the second helps manage the flow of people. Additionally, guests are told, when they walk in, the expected wait time on machines so they know what to expect. Of interesting note is the management of the Tennis Club at Tahoe Donner. The Tennis Club is on TD property but operated by a non-profit group with its own Board of Directors. There are 11 courts, a clubhouse, a small shop and numerous programs. Anyone can join (TD members get a significant discount) for $20/$40 per year. This has created a very strong tennis social structure that is very active during the summer. Good Communication Builds Buy-in + Homeowner Trust Another TD area of strength is marketing and communications. Because they offer services and amenities to the public they have a marketing department to implement all aspects of publicity and communications. They have an excellent website with information for members about financials, capital planning and committee structure. Having this information in an easy to read format helps build trust amongst members around planning and financial spending. Of particular note is the video put out on a quarterly basis by the


finance director that offers members a detailed quarterly report as well as a page outlining the various capital projects in the works: To view these pages go to: http://www.tahoedonner.com/financials/capital-projects/

4.2 ARROWCREEK (RENO, NV) Overview Based in South Reno, Nevada, ArrowCreek is a gated, planned community on 3,200 acres with 1,086 lots. Approximately 6,500 residents live in ArrowCreek. There are no age-restricted areas and about 1,500 acres are dedicated to open space. Golf is the primary amenity but the course is owned and operated outside of the HOA. Management of ArrowCreek is outsourced to Associa Sierra North. Operations, however, are managed in-house. Lessons Learned Strong Operational Staff Key Success Criteria Having a strong operations staff person to run the day-to-day operations and manage the budget is critical to having a well-run community. It is effective to have the “hub” for the HOA be an outside management firm but the daily operations should be under the HOA in order to create a greater level of accountability. Additionally, because of the issues ArrowCreek is currently having with the management company/owner of the golf course, the best scenario for an HOA is to own and control all of their own amenities. This allows for standards and branding to be consistent throughout all of the amenities. Long-term Planning Tips ArrowCreek has one 4,000 square foot recreational facility, called the Residential Club that sits on 20.5 acres. Because of long-range plans in place when the building was constructed, ArrowCreek has ample room to expand if needed. At the moment, however, current amenities are meeting resident needs. Additionally, ArrowCreek has very strong committee involvement and participation. Currently there are seven committees and they are all very active. All committee members are appointed by the Board suggesting that the roles garner a certain level of honor and prestige.

4.3 WHITNEY OAKS (ROCKLIN, CA) Overview Located near Rocklin, California, Whitney Oaks is a gated residential community with 1,877 homes of which 868 are located in the age-restricted area called Springfield. Between the two communities, there are approximately 5,000 residents. Amenities include a small recreation center (for both communities) and a separate, small, summer pool and a golf course that is owned and operated by an Indian Tribe. Management of Whitney Oaks is conducted by an outside firm.


Lessons Learned A Different View of Amenities Whitney Oaks has a very unique brand in that instead of offering members a large bundle of amenities, they pride themselves in being well connected to the local community of Rocklin and all it has to offer. They leverage their proximity to the assets of the local region rather than trying to provide everything from within. Additionally, they focus on the benefits of the beautiful natural environment as an amenity. Open space planning is one of the key focus areas of the HOA Board. They also build on the brand of the rural nature of the landscape, including using goats for some of the open space clearing techniques. Building Bridges between Communities As is often the case with HOAs with sub-communities, communications can be a challenge between various boards and committees. To resolve this issue, Whitney Oaks hosts a joint Board meeting every quarter for the Springfield (age-restricted community) and the regular Whitney Oaks HOA Board. This effort has greatly increased collaboration and understanding between the two leadership bodies.

4.4 SUNRIVER (BEND, OR) Overview Managed and run by SunRiver Homeowners Association, SunRiver is Central Oregon’s “premier residential and resort community.” There are twelve sub-associations and combined they have 4,200 home sites and 3,900 members. Amenities include the newly built Sunriver Aquatic and Recreation Center (SHARC), a smaller, member-only pool, golf, tennis (26 courts), 33 miles of paved bike trails as well as many other amenities. Lessons Learned Large Aquatic Park Exceeds Expectations In 2012, the Sunriver HOA built an $18 million dollar aquatic center to meet the growing need of their members and visitors. They raised the money through a one-time assessment fee and a two-year campaign to garner the 60% vote they needed to move the project forward. The new center holds up to 3,000 people and has a wide range of aquatic and non-aquatic options to meet a multi-generational set of needs. From lazy rivers to slides to tots to lap swimming to diving boards, this center offers a wide range of accessible water fun. In short, it is popular, exciting and generates income for the HOA. There is one entrance to SHARC, which allows access to all areas except those restricted for members-only. Revenue is generated within SHARC by two private businesses that operate out of the facility and pay a fee to the HOA. Non-member visits to the center are $20 per day per person which helps offset maintenance costs.


Trails Trump All Interestingly, even though the SHARC facility has been a major focus for the SunRiver HOA, in a 2014 membership survey, 91% responded that they “use the paved trails often” as compared to 44% that stated using the SHARC facility often. This concurs with a national trend around the popularity of trails and pathways as an amenity. Often trails get lumped into a public works bucket but often they are the most popular amenity in a community and should not be overlooked as such. When planning for the future of amenities, trails should factor both into future plans and budgeting.


SECTION 5: FINDINGS AND RECOMMENDATIONS

The research and analysis presented in Sections 2 -4 were synthesized into the following findings and recommendations for the SOA Board and Strategic Planning Committee’s consideration.

5.1 AMENITIES ASSESSMENT FINDINGS Based on demographic growth projections and user data trends, it is clear that both the TCTC and Sierra Canyon communities will experience significant increase in total population and amenity usage by buildout of the community (anticipated in 2019). TCTC amenity usage is projected to increase 24% to 39% through buildout and use of Canyon 9 (which includes Sierra Canyon) is projected to increase 27% to 45%. The analysis assumes that current demographic composition will hold fairly steady; however, this should be monitored. Because of the multi-generational composition of the TCTC population, programs and amenities will need to be designed to meet a range of needs. Whether the Board decides to make future decisions based off of high or low projected growth rates, either way, the pressure on amenity use will be felt and begin to impact members’ satisfaction. Not only will satisfaction levels be an issue but safety could also start to be a factor, for example, if the cardio fitness and pool area amenities are not expanded. In addition, the comparison community information shows that TCTC is underserved in amenities given the number of total home sites as compared to other master planned communities that have focused on amenity offerings within the community. Lessons learned highlight that amenities plans focus on clustering user groups in order to reduce staff costs, increase social interactions and maximize use of current spaces. Recent land acquisitions by SOA demonstrate leadership on the part of the Board of Directors as well as membership to begin planning for the future. The membership vote in favor of the golf course purchase as well as the purchase of 0.64 acres near the Clubhouse show the willingness of the SOA to take a leadership role in how land will be used to serve the community, whether the land is more active (amenities) or passive (open space) in nature, in the future. Because SOA is a new organization as of two years ago, there are internal operational areas that should be strengthened as long-term planning efforts are embarked upon. All of the comparable communities studied have had HOA organizations in place for many years and offer good examples to strive for in areas of operational excellence. Some key operational recommendations are included below. In summary, data, trends and analysis make the case that it is time for SOA to implement an Amenities Action Plan to meet current and future needs of members.


5.2 RECOMMENDATIONS Based on the analysis, lessons learned from case studies, research, site visits to Somersett, as well as planning sessions with staff and Strategic Planning Committee members, the following recommendations are being presented based on short-term (1-3 years) and long-term (three plus years) timeframes. The recommendations are based on five key concepts:

1. Cluster user groups to increase interaction among members with similar amenities preferences, maximize use of space, and minimize operations costs;

2. Keep a recreation “campus” at the current Clubhouse;

3. Build on the strengths of TCTC amenities currently in place;

4. Expand definition of amenities to include environment, open space and trails; and

5. Enhance operational and organizational excellence to ensure long-term success of the SOA in delivering amenities.

Short Term Recommendations (1-3 years) Planning

Use the Amenities Assessment Report to kick-off an amenities action plan (within 3 months): Current Strategic Planning Committee to review Report and make recommendations to Board. Board to work with Strategic Planning Committee to create an Action Plan for moving forward. Strongly encourage public input in the process as well to garner support and understanding moving forward.

Form a long-range amenities planning committee to move the Amenities Action Plan Forward. This committee could be a sub-committee of the Strategic Planning Committee or it could be the Strategic Planning Committee depending on how committee roles are defined. This committee should be focused on the long-term planning of amenities and programming, and coordination with the City of Reno. This committee should explore potential for new revenue-generating avenues or strengthen existing avenues, including use of the golf course (weddings, other) in long-range planning.

Engage in a more robust strategic planning effort. A strategic plan needs to incorporate all the planning elements that together create a coherent long-term plan for the SOA. The action items prioritized by the Strategic Planning Committee (or other long-term amenities planning committee) must be grounded in financial


possibility, community priorities and other feasibility constraints. It is recommended that the various committees of the SOA engage in a more robust strategic planning effort so that a unified message is presented to the community.

Engage with the City of Reno in an on-going and regular basis. One or two representatives from the above mentioned planning and/or Strategic Planning Committee should serve as a neighborhood liaison with the City of Reno. The City has begun a Community Engagement Program and has contact information on their website on who to contact to get involved. The liaison(s) needs to be engaged with the City of Reno in plans for properties surrounding Somersett. This includes development of Sierra Vista Park and potential properties that could develop and annex into Somersett. In particular, the liaison needs to be involved in any public process for annexations that could impact amenities planning for the entire community. If any future annexations occur there may be potential to add or move amenities. Securing land for amenities is much easier to accomplish before development begins.

Acquire the parcel of land opposite the City of Reno pocket park. By acquiring this 0.8 acre parcel there will be a better link between the park and The Club at Town Center. The additional land could be used to move the Canyon 9 greeting and starting center, seasonal food and store. This new site could open opportunities for generating new SOA revenue including snowshoe rentals in winter (for example), and Segway rentals for non-vehicular travel to the golf course or new tennis center in the summer (for example). The old Canyon 9 greeting / starting center property could be used for Club or pool expansion in the future, or other amenity uses.

Engage a land use planner. The SOA purchased 0.64 acres of land in front of The Club at Town Center commercial buildings. This property should be used for amenities that are connected to the recreation campus. Once the SOA has determined the uses for this property a land use planner should be engaged to provide conceptual renderings and use of space.

Hire an Aquatic Design Consultant. The amenity needing greatest attention in amenities planning is the pool center. A specialized aquatic design consultant should be engaged to conceptualize use areas, features and ultimate layout and design. This consultant should provide cost estimates associated with different potential layouts and design.

Communications and Engagement

Conduct an Amenities Use Survey. The SOA has conducted annual surveys that include general use of amenities. These surveys have provided a good barometer of general satisfaction with, and importance of amenities. In order to move forward with any changes in amenities it is extremely important that the community be in favor of the proposed changes. Community support may be required to secure the


funding to make amenity facility changes. It is recommended that the SOA conduct a survey specific to the pool center, tennis and day care wants and needs.

Communicate and Engage Membership in Planning Efforts. Once the Amenities Plan is in draft form, conduct public meetings to gather additional feedback. Host on-going community meetings to gather feedback from members.

Strengthen SOA Communications Tools. Work to make all communications and branding user friendly and reflective of membership values. Members stated that environment is the #1 reason they moved to Somersett so highlight this on your website, show case trail maps and include other amenity features. Move to having only one website. Make the website more personal and interactive. Include SOA governance information, financials, and other documents on the website in an easy to review format. Offer on-going ways to provide feedback. Expand profile of Board and Committee members with photos at the Clubhouse (create a sense of prestige about serving on the SOA committees).

Operations

Implement a single point key card or other member management system. Currently three databases serve SOA to track fees and use. They are not coordinated. It is recommended that SOA hire an IT expert to assess the current systems in place and provide recommendations for implementation of a key card or other type of member management system. It is difficult to plan for amenities without having solid data on which to make projections. Key card systems are used successfully in other communities to better understand resident preferences and choices, uses of facilities (including time of use), for security, and for ensuring dues are paid in a timely fashion. A key card system would require a single point of entry at the Club at Town Center. To facilitate this, the SOA will likely need to create barriers to other commonly used entrances.

Hire a Facilities / Operations Manager. Successful planning and execution of capital projects require specific skills and accountability. As has been very successful in comparison communities, this person should be directly answerable to the SOA Board and as such should be a direct employee of the association and not a company that manages the day to day affairs of the SOA. This person would be hired once the amenities use survey is complete and the long-range planning committee has formalized a plan for amenities that has support of the community. An example job description is provided in Attachment C.

Check spacing and implement a wait list for cardio machines. The cardio fitness room is currently crowded at certain times of the day (early morning before typical work hours, and after work) which forces people who would use the room to go to private gyms elsewhere in Reno. A wait list would enable more people to use the machines during the heavy periods of usage. The cardio room is also not highly


desirable to use in its current layout. The room appears crowded with equipment. Spacing of equipment should be checked to ensure safety guidelines are followed.

Add aerobics fitness classes by using gym space. Many aerobic fitness classes could be taught in the gymnasium. Classes like Zumba, Jazzercise, Killer Kardio and Ballroom dancing could be conducted in the gymnasium. The instructor could use the stage space and participants could use the gymnasium floor. These fitness classes require minimal equipment which could possibly be stored behind the stage.

The Club at Town Center Staffing Re-Organization. During busy periods the one staff person at the front desk cannot keep track of usage in fitness rooms. It is recommended that staffing be re-organized to allow for more attention to user needs.

Long Term Recommendations (3+ years)

Planning

Create an Open Space and Trails Plan. The Somersett community recently voted to purchase the Somersett Golf Course property ensuring that a major open space that links the community together remains in place. The golf course property will help to maintain the property values that residents expected when they purchased land or homes in Somersett. Residents have chosen Somersett for a lifestyle that includes open space, trails and vistas. The SOA owns the vast majority of open space within the community. This open space should also be considered an amenity that is maintained and preserved. In addition, opportunities for partnering with the City of Reno or other recreational groups may be opened up in creation of an Open Space and Trails Plan.

Consider soliciting private ventures to provide certain recreation needs. If certain amenity needs cannot be provided with given space at The Club at Town Center, or if in the future there is a desire for amenities that cannot be accommodated at The Club at Town Center (special equipment needs for example), the SOA could solicit businesses to fulfill those needs. These private ventures would operate in the commercial business center opposite The Club at Town Center. While these amenities would not be under direct SOA control the needs of the community would be met and kept on the recreation campus.

Consider potential for amenities on SOA property owned outside of Somersett. In some comparison communities, amenities owned outside of the community boundary offered valuable amenities to members. Consider purchasing land or partnering with the City on amenity offerings such as river access and event space to provide additional recreational opportunities for Somersett residents.


Operations

Move the Kids Program to a new location. The kids program is a cluster group of activity that could be expanded by being moved to another space near the Clubhouse. Currently it is very convenient for parents to drop a child at the program and partake in physical or social activities while their child is in the program. This convenience and security of having parent and child in the same facility is very attractive to residents. To move the kids program elsewhere would require attention to security; however, the kids program could remain on campus by moving to the newly acquired parcels in the vicinity of The Club at Town Center.

Use the vacated Kids Program space for expanded cardio fitness classes. By moving the kids program the cardio facility could be expanded. The cardio facility includes equipment (running machines, weights, stationary bikes and so forth).

Move the tennis facilities to an alternate location and expand program. Tennis is another unit of activity that could be moved to an alternate location. Tennis could be moved to the newly acquired parcels of land or potentially to the golf course. Over time, the tennis facility could grow into a stand-alone club with its own membership and dues.

Expand the aquatic center through the old tennis courts area to create an aquatics center. The pool area is a focal point for socialization and is integral to the Club center. The pool area is congested during peak summer months and is currently constrained by the physical land surrounding the pool. If the tennis courts / tennis center is moved additional space is created to expand the pool area. The pool facility could encompass a linked area of family activities such as a splash area, water slide, floating logs, a lap swim area and complimentary features such as cabanas, a pool food shack, and so forth.

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