Fairgrounds Master Plan narrative - Administration Home

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El Paso County Fairgrounds Master Plan
Community Services Department
August 2015
ACKNOWLEDGEMENTS
Board of County Commissioners
Amy Lathen, Vice Chair
Dennis Hisey, Chairperson
Darryl Glenn
Sallie Clark
Peggy Littleton
Henry Yankowski, County Administrator
Fair and Events Complex Advisory Board
Sharon Bilodeau
Kim Correll
Grant Harris
Pam Dawson
Orbin Hall, Jr.
Dan Gillis
Melvin Trafton
Lori Harfert
Gary Stauffer
Key Staff
Tim Wolken, Community Services Department Director
Todd Marts, Recreation and Cultural Services Division Manager
Suzan McCoy, Special Event Coordinator
Adam Baker, East District Maintenance Supervisor
Janice Brewer, Fairgrounds Office Manager
Tasha Brackin, Project Manager
Table of Contents
CHAPTER I. Introduction………………………………………………………………….……. Page 4
CHAPTER II. History…………………………………………………………………………...…. Page 5
CHAPTER III. Public Outreach / Planning Process…………………………………. Page 8
CHAPTER IV. Existing Conditions Inventory ……………………………….………… Page 10
CHAPTER V. Goals and Objectives .…………………………………………………….…. Page 12
CHAPTER VI. The Plan …………………………………….……………………………………. Page 14
CHAPTER VII. Implementation ……………………..……………………………….…..…. Page 19
ATTACHMENT CONTENTS……………………………………………………………….……. Page 28
Community Survey Results……………………………………………………..….…. Page 30
Public Meeting Notes – April 2015…………………………………………...….…. Page 37
Public Meeting Notes – May 2015………………………………………….…….…. Page 40
Public Meeting Notes – June 2015……………………………………..….…….….. Page 42
Plans ……………………….…………………………………………..………….………… Page 44
I. Introduction
The El Paso County Fairgrounds and Events Center (“the fairgrounds”) is located in the north-eastern
part of El Paso County, Colorado, just south of the Town of Calhan. The fairgrounds property involves
over 40 acres of land owned and operated by El Paso County, under the guidance of the nine-member
Fairgrounds Advisory Board. The fairgrounds provide a variety of facilities for use by individuals,
businesses, and groups in the community for a wide range of educational, social, and recreational
purposes for El Paso County residents and visitors alike.
The existing fairgrounds master plan was prepared in 2007. Many of the recommendations from this
plan have been implemented, but some recommendations were investigated and deemed to not be
feasible for a variety of reasons. In addition, the national recession that weakened the economy caused
a shift in funding within the county, resulting in budget and personnel cuts that created ongoing
challenges for park maintenance. Nevertheless, there have been substantial investments in the
fairgrounds since 2007, including the following actions:
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Constructed Community Outreach Center;
Renovated restroom at south end of grandstands;
Installed handicapped seating, handrails and safety fencing at grandstands;
Re-surfaced race track, improved drainage, replaced lighting and enhanced sound system.
In addition to these accomplishments, there have been changes in the demographics of, and interests
among, park users. The community is requesting new, updated, and/or different facilities as a result of
the population growth and cultural changes within the region. The survey conducted for the El Paso
County Parks Master Plan Update of 2013 as well as the Fairgrounds Master Plan Survey of 2015,
document some of these new requests, and demonstrate that an update to the master plan would be a
very timely and worthwhile exercise. This plan will be used by County leadership, Fair Advisory
Board, and County staff to aid in decisions related to capital improvements, maintenance, and land
stewardship activities for the next 5-10 years and beyond.
This master plan was prepared with the assistance of the Colorado Center for Community
Development (CCCD) and University Technical Assistance (UTA) programs. The CCCD is a clinical
teaching practice of the University of Colorado Denver, College of Architecture and Planning. Their
mission is to provide students with real world experience in design and planning as they assist
communities and neighborhoods with services in these areas. CCCD strives to enhance the quality of
community life – through collaboration, applied research and innovative design – for the betterment of
all community residents. In the process students’ educational experience is enhanced by taking what is
learned in the classroom and academic studio and employing it in projects of public and civic interest.
Communities benefit from design work that is continuously being improved through research and
innovation. Moreover, together students become partners in the design process, thus expanding the
mutual and individual capacities to further envision and implement projects of significant public
impact. Started in 1967, CCCD has worked in partnership with communities and neighborhoods to
complete over 2000 projects around Colorado. Projects range in size and scope, but have the common
element of improving the community as a place to live, work and play. The UTA program provides
rural and small communities with assistance on projects that enhance places and spaces. A decadeslong partnership between the Colorado Department of Local Affairs (DOLA) and CCCD, the UTA
program puts the cost of preliminary design work within financial reach of small communities.
Students complete preliminary plans and designs that can be used to inform and engage community
members in the project. These plans are used to apply for grants from DOLA and other funders. This
saves the community money in preliminary design and provides students with valuable experience.
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II. Site History
“In the mid 1800's the railroad's iron horse steamed its way across
the plains toward the Rocky Mountains. The camps of the workers
gradually grew into a network of small towns nurtured by farmers
and cattlemen who followed the railroad. Calhan, named for a
work camp foreman, eventually became a major center for eastern
El Paso County. By the turn of the century, the agricultural region
had become established and its residents occasionally gathered to
celebrate such events as weddings or good harvests. The first
(event) resembling a fair was a "potato-bake" on Lettermen's Hill,
east of town, during which garden produce was displayed and
horse races were held. The "fair" soon expanded to include exhibits
of field crops and livestock, and occasional cowboy contest to liven
up the day, and a country dance to liven up the evenings.”
Gazette Telegraph, Wednesday, July 30, 1980
El Paso County was established in 1861 and lies in east central Colorado. It encompasses more than
2,158 square miles. While the western portion of El Paso County is extremely mountainous, the
eastern part is comprised mainly of high plains prairie land. The elevation ranges from about 5,095
feet (1569m) on the southern county border to 14,110 feet (4301m) at the summit of Pikes Peak. The
climate in El Paso County is typical of the southwest, with warm summer days, cool evenings and
winters marked by cool temperatures and abundant sunshine. The El Paso County Fair and Event
Center, also known as the fairgrounds, is located in unincorporated El Paso County, near the Town of
Calhan. Calhan is a rural agricultural community about an hour east of the county’s largest city,
Colorado Springs, and about a two-hour drive from Denver.
The fairgrounds have been in existence in one form or another for over 100 years. In the early 1900s,
the residents of the surrounding region started an annual community celebration and festival in
Calhan but lacked a permanent facility for the fair. The annual fair found a permanent home just
outside of Calhan in the late 1920s when the Hammerton family donated ten acres to be used as a
permanent site. Several years later, additional acreage was donated and in 1979 the fairgrounds were
deeded to El Paso County and became a county-owned public facility. Since that time, the fairgrounds
have been one of the largest facilities in the region available to host community functions such as the
annual County Fair and other cultural and social events. In 2004, the County Fair organization was
merged with the El Paso County Parks and Leisure Services Department (“County Parks”) to enhance
operational and financial efficiencies. To commemorate the 100th anniversary of the County Fair in
2005, a collection of essays by various authors was written and provided to the county. One of these
essays, written by Cheryl Moats, has been reprinted in part below.
“When the El Paso County Fair started back in 1905 as the Calhan community potato bake, it was
because of a bumper potato crop. In the farming community in and around Calhan, the most
important thing was having a good crop each year. Having a county fair provided the farmers with an
opportunity to share their knowledge about seed varieties they had grown and to show with pride
their accomplishments of the year. When the first actual county fair was held in 1906, the tradition of
agriculture exhibits began as an important aspect of the fair. In the early fair days, potatoes were the
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major crop grown in the area, followed closely by wheat. By 1915 potatoes were replaced by beans at
the top, with wheat still holding its own as second most important crop. Since that time, beans have
taken the route of potatoes and lost their prominence, but exhibits of wheat, corn, rye, oats and a
small-grain product called Speltz are still found aplenty at the fair each fall. Although the agriculture
exhibits are important, they are far from being the only attractions at the fair. Starting all the way
back in 1906, the fair has boasted its very own rodeo. For the kids, games have always been provided
to keep them entertained. The women join in the activities also, and take great pride in their home
economics exhibits. These exhibits show off the women’s talents and special skills in needlework and
food preparation under such categories as canning and preserving, jelly making, meal planning, food
budgeting, home management, garment construction, hat making and needlecraft. The fair offered an
opportunity for them to swap recipes and patterns, but also many other ideas for improving and
updating their work on their farms and in their homes. In addition to agriculture and home
economics, stock exhibits are also to be found. Showing mostly cattle, sheep and hogs, the 4-H clubs
have been very active in this area. The stock exhibits are also aimed at showing the best breeds and
the best of each breed. 1941 was a good year for 4-H in stock exhibits, their best up to that time, with
twenty-seven head of cattle, forty-two sheep and nine hogs exhibited. In 1944 an addition was made
to the stock show, that of a judging contest. Contestants were responsible for judging animals and
were in turn judged on their judging ability. Overall, there are things of interest for just about
everyone at the county fair, between the agriculture, home economics and stock exhibits, the rodeo
and all the other entertainment available.
“The county fair was originally founded on a profit-sharing basis, with stock sold to the local people
at $5.00 a share. At that time only ribbons were awarded to exhibits, not cash prizes, and it only cost
each person twenty-five cents to get in the gates. This seemed to be a workable combination, until the
late 1920’s. Early fall blizzards in 1926 and 1927 kept a lot of people from making it to the fair those
years. By 1928, the fair was $2,500.00 in debt, due in a large part to the low gate receipts from the
previous years. The community voted to pool all the share of stock in order to clear up all debts. With
a clean slate, the fair was issued its permanent charter as a non-profit corporation in 1929 and has
been non-profit ever since; every year, every penny in the fair fund is spent. In 1930 they were able to
give away $60.00 in cash prizes. However, in 1931 they were not so lucky; the closing of the Calhan
Bank prevented winners from receiving anything but ribbons for awards. Despite the light set-back in
1931, the fair has managed to stay out of debt ever since it became a non-profit organization.
“With all the mechanics of the fair, it is important not to overlook the main ingredient-the people. The
people of Calhan getting together to share good fortune set the spirit for all fairs to follow. The
camaraderie, friendliness and sharing attitude of the people are what make the Fair have a heart.
Without this, it is no more than a skeleton of exhibits. Without the pride and enthusiasm behind the
exhibits, it is doubtful the fair would have lasted this long. The people sustain interest and by their
efforts keep the fair alive and returning each year.
Community involvement has grown tremendously
over the years. The small group that gathered in
1905 would probably be quite amazed at the
crowds that now gather every year in Calhan to
celebrate the El Paso County Fair. That same
atmosphere of celebration and community
togetherness still prevails, with all the communities
in El Paso County coming together as one big family
to compete and compare, swap notes and exchange
ideas and go home at the end with a happy grin and
memories of fun to last until the next year’s fair. “
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Although the location, ownership, and appearance of the El Paso County Fairgrounds has changed over
the years, its primary function as that of an exhibition for local agricultural and educational interests
has remained steady and strong. Today the fairgrounds serves a varied population that includes not
only the Town of Calhan and the surrounding unincorporated areas of El Paso County, but also
multiple communities within the region including Ellicott, Ramah, Falcon, Peyton, Hanover, Yoder,
Rush, Truxton and others. County Fair attendees come from the metropolitan area of Colorado
Springs, various towns along the Front Range and the Fountain valley, and even the mountain
communities of El Paso County. The multi-purpose facility is utilized year-round and provides support
to Eastern El Paso County Senior Services, the El Paso County 4-H program, the Calhan School system,
and local civic groups. It also provides a location for the citizens of eastern El Paso County to meet for
social or entertainment activities. The fairgrounds averages approximately 175 separate activities
each year, generating over 35,000 participants. The El Paso County Fair, held each summer at the
fairgrounds, provides recreation, 4-H youth competitions and social experiences for approximately
25,000 fair attendees.
One of the foremost community-oriented organizations using the fairgrounds on a regular basis is the
El Paso County 4-H program. This regional 4-H program has more than 535 members in nearly thirty
different clubs, as well as 220 volunteers. Examples of the 4-H programs available include:
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DOGS: canine good citizen, agility, obedience, showmanship, tricks, and more
HORSES: English, western, ranch, miniature, and Gymkhana
LIVESTOCK: cattle (breeding, market, dairy); goats (breeding, market, dairy and specialty);
sheep (breeding, market) and swine (breeding, market)
SMALL ANIMAL : cavy (guinea pigs), llama/alpaca, rabbit, poultry, and pocket pets
SHOOTING SPORTS: archery, rifle, shotgun, hunting and other outdoor skills
TABLETOP: non-animal based project areas, including: household/consumer interests such as
sewing, knitting, cooking and baking; science and technology projects such as rocketry, video
production, and robotics; fine arts and hobbies such as photography, painting, and crafts;
natural resource interests such as water quality, forestry, and environmental issues
CONTESTS: public speaking and demonstrations; fashion revues; performing arts
LEADERSHIP PROGRAMS: International exchange and military programs that promote
development of independence, positive peer groups, and contributing to the community.
The El Paso County 4-H program is just one of several organizations that benefit from the facilities at
the fairgrounds, and serve the region’s youth with educational programs centered on leadership,
citizenship, and life skills.
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III. Public Outreach/Planning Process
The Master Plan Update process for the El Paso County Fairgrounds began in January of 2015 with the
identification of stakeholders who represent the various interests of the fairgrounds. The stakeholder
groups were comprised of the Fair Advisory Board, Fairgrounds Corporation, 4-H Foundation and
leadership, Colorado State University Extension Board for El Paso County, Trustees of the Town of
Calhan, and selected individuals with established ties to the Fairgrounds. Stakeholders were selected
based upon their representing the interests of Fairground users as a whole, as well as specific use
types, such as equestrians, racing enthusiasts, and volunteers. County staff sought input from
stakeholders to formulate goals and objectives for the Fairgrounds, then prepared a community
survey, which was distributed in the Spring of 2015. The community survey included questions
regarding fairground improvements, and obtained over 320 responses from the general public,
including citizens of Calhan and residents of El Paso County. County staff used the survey results, in
combination with input from the public meetings held in April and May, and historic requests known
to staff, to develop site-specific concept plans illustrating fairground enhancements and new facilities
for consideration in the Master Plan. Another public meeting was held in June of 2015 to present the
concept plans and receive public feedback on the recommendations. In addition to the three public
meetings that occurred in 2015, the master plan was presented at a public hearing before the Fair
Board in July of 2015, and will be presented to the Board of County Commissioners in August of 2015.
Below is the timeline for completion of the plan.
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Public Survey
A community survey was distributed electronically via email, and hard copies were also provided at
the fairgrounds, to collect input from citizens about needs that should be considered as part of the
master plan update. A press release notification of the survey was issued, and advertisements were
published in local community newspapers. In all, over 320 survey responses were received.
The results of the survey demonstrated that over 66% of survey participants’ rank the 4-H program as
their favorite aspect of the fairgrounds, and more than 60% of respondents would like to see the 4-H
program and equestrian programs expanded. There was significant support by respondents for
functional improvements at the fairgrounds, with barn repairs being the most frequently requested
improvements. A majority of respondents indicated support for improvements to facilities and
amenities for the comfort of Fair attendees, including the addition of shaded seating areas, picnic
tables, benches, and landscaping. There were a significant number of respondents that would value a
major facility expansion such as a multi-purpose indoor arena, in order to attract large-scale events.
There were also a number of positive comments supporting aesthetic improvements to increase the
appeal of the facility. All suggestions and ideas were taken into consideration, with the understanding
that proposals would require a phased approach due to funding limitations. Input from the surveys
was used in conjunction with the comments from the public meetings to establish an inventory of
issues, needs, and opportunities at the fairgrounds.
The survey results are attached as Appendix A.
Public Meetings
El Paso County hosted public meetings in April
and May to provide information about the
planning process and to collect public input on
elements of the Master Plan. Both meetings
were held at the fairgrounds, and involved a
staff presentation of the plan update process,
and an open house format to allow individuals
to view specific maps and project descriptions.
Public feedback was solicited through general
discussion, written comments, and individual
comments on specific facility improvement
priorities. Once the site plan concepts were drawn and master plan narrative was developed, the draft
plan was presented for public review in June of 2015. A public review period was held during which
the plan was available in hard copy and electronically, and comments were collected. Meeting notes
summarizing the comments provided at the public meeting are included as Appendices B and C.
County Website & Email
The County maintained a website throughout the public process. The website provided a link to the
public survey and a summary of the master plan update process, as well as information about the
fairgrounds existing facilities. In addition to the stakeholders, a list of interested residents was
generated based upon individuals who signed up at public meetings to remain informed and
participate in the master plan process. These people were contacted via email and encouraged to
complete the community survey, as well as informed about upcoming public meetings related to the
fairgrounds master plan.
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IV. Existing Conditions Inventory
The Fairgrounds presently occupies 40 acres of land immediately south of the Town of Calhan and
approximately twenty-five miles east of Colorado Springs. The Fairgrounds contains twenty-one
buildings totaling approximately 86,000 square feet of facility space. The fairgrounds hosts
approximately 175 events each year that involve over 35,000 participants. The largest event is the
eight day County Fair that is conducted each July and attracts over 22,000 participants.
The property contains the following facilities and improvements:
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19,000 square foot Livestock Arena Building (Owens Arena); 240-seat bleachers; dirt floor;
restrooms and showers; attached sheep and hog barns east and west sides
12,000 square foot exhibition hall building (Whittemore Building); concrete floor, restrooms,
showers
2,500 square foot exhibition hall, concrete floor
4,600 square foot exhibition hall, concrete floor, commercial kitchen, restrooms (Swink)
25,000 square foot outdoor Rodeo Arena (Sand Base; Announcer Booth; Rodeo office with desk
and 2 chairs; 8 bucking chutes; 20 holding pens)
Warm-up Arena (outdoors) with 32 open-sided Horse Stalls
Grandstands with 3,000 + person capacity
Quarter-mile dirt race track
8,900 square foot Exhibit Building beneath grandstands, two sets of restrooms, two kitchens
Detached Livestock / Poultry / Rabbit / Goat barns
500 square foot concession stand (Beer Dock)
Three gate entrances (north, east and south) with ticket booths
Two unpaved parking lots comprising 7 acres, with capacity for approximately 525 vehicles
A 25’ x 35’ covered pavilion with open sides and concrete floor
Improvements to assist persons with disabilities
Assorted benches and picnic tables.
The fairgrounds property is primarily flat
ground, with an elevation change of
approximately twenty feet from the lowest to
highest point, and a natural grade running
from the high point at the eastern edge to the
low point at the northwest corner. The
majority of the property consists of a dirt
surface with small areas of natural grass.
Some areas near buildings are paved, and
spaces used for amusement attractions and
outdoor exhibits are partially covered with
gravel. Storm water drainage collects at a
number of pinch points on the property
during heavy rains due to the soil’s heavy clay
content and lack of porosity.
Trees have been planted in strategic areas for shade or visual buffering. The entire property is
surrounded by a chain link fence, with the primary openings on the north and south side for entrance
gates, and an access gate on the east side for trailers and equipment. Parking is provided near the
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north and south entrance gates, with the north parking area primarily reserved for handicapped
parking during fair event days.
The primary entry to the facility during
major events is from the south parking
lot, and the area consists of a small ticket
booth adjacent to a log portico/gateway
which serves as a visual draw.
The racetrack area and grandstands see
significant attendance at races, but the
arena is also used for rodeo and
equestrian events, making this a multipurpose facility. The facility is currently
not open year-round due to the outdoor
arena, open-sided grandstands, and
winter closures necessary to prevent
freezing water pipes.
The existing fairgrounds have served the
needs of the local community and
extended county area for decades, but
facilities are in need of renovations and
functional improvements in order to
serve the community’s needs into the
foreseeable future. The livestock and
small animal barns are primarly
constructed with wooden planks and
dirt floors, and some facilities are in
disrepair. The ticket booths at both
entrance gates are small and lack a
distinctive appearance. The grandstands
are more than forty years old and while
structurally sound, the wood plank
decking needs to be replaced and the
dirt racing track is due for some
drainage work.
Amenities such as
building fans, benches, shade structures,
landscaping and trees for aesthetics as
well as climate control would greatly
ehnance the enjoyment of fairgrounds
patrons.
The hope is that when improvements are
completed, the fairgrounds will attract
more users for a greater number of
events throughout the year, including banquets, meetings, parties, weddings, and increased
participation at dirt track races to go along with the annual County Fair. A number of specific
upgrades are addressed in this plan, as well as an implementation strategy for improvements that
involves a comprehensive view of the facility in its entirety for prioritization.
V. Goals and Objectives
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Goals and objectives were established to guide development of the master plan and future use of the
property, and provide direction and structure for the implementation process. These goals and
objectives were derived from the overall El Paso County Parks Master Plan, input received from
stakeholders and the public, and County staff knowledge and experience.
The El Paso County Parks Master Plan (2013), which addresses the County Parks organization as a
whole, includes the following Mission Statement:
“The Mission of El Paso County Parks is to enhance quality of life in El Paso County by:
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Acquiring, developing, maintaining, and preserving regional parks, trails, and open space
Providing responsible resource management for open space lands characterized by unique natural
environments
Providing natural and cultural history interpretation, education, and information services
Supporting major community events and festivals that celebrate our County’s heritage and culture
Providing and managing visitor destination and experiences.”
In concert with this Mission Statement, a number of goals and objectives were established in the El
Paso County Strategic Plan (2012-2016) and in the County Parks Master Plan. Among these goals are
statements related to the County Fairgrounds, including the following:
“Partner with local entities to provide social and recreational services for eastern El Paso County
residents at the County Fairgrounds and complete needed facility upgrades to accommodate the
expanded services”
“Implement Park improvements projects consistent with individual park master plans”
“Expand recreation and education opportunities and programs that build upon the area’s cultural
resources and agricultural heritage”
“Leverage the County Fairgrounds as a regional events center and / or community center;”
“Promote the use of County facilities, in collaboration with local non-profit organizations, for state,
regional, and national events.”
The above goals and the overall mission statement provide the foundation for the planning of the
fairgrounds and the development of recommendations to be included in the master plan. With these
goals in mind, the following vision statement was developed:
VISION STATEMENT: “El Paso County Fairgrounds provides opportunities for recreation,
education, community services and social activities for the residents of El Paso County and
its visitors”.
The establishment of goals and objectives specific to the fairgrounds master plan were based upon the
above statements, overall County objectives, and an understanding of the community preferences
demonstrated by the community survey for the 2013 update of the county-wide Parks Master Plan, as
well as the 2015 survey for the fairgrounds master plan update planning process. The fairground
master plan goals and objectives are listed below:
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GOAL I: Maintain and enhance existing facilities to improve functionality, protect
infrastructure, and enhance user experiences
OBJECTIVES:
A. Provide functional improvements site-wide as appropriate.
B. Enhance facilities that serve persons with disabilities.
C. Enhance facilities for racetrack events.
D. Provide aesthetic improvements to enhance comfort and enjoyment of patrons.
GOAL II: Provide new facilities to address Strategic Plan objectives and expand user
experiences
OBJECTIVES:
A. Implement proposed expansion of the Owens Livestock Arena Building.
B. Implement proposed barn improvements within the small animal barn area.
C. Upgrade south entrance gate to include expanded entrance plaza and ticket booth.
D. Construct a water-efficient, low-maintenance children’s playground and splash pad.
E. Provide additional facilities on-site including: restrooms, maintenance shop, and
permanent structure over entertainment area.
F. Explore addition of large (50,000 square feet or more) multi-purpose indoor arena.
GOAL III: Identify potential new or expanded recreation and cultural programming
opportunities.
OBJECTIVES:
A. Establish recreation and education opportunities and programs that build upon the
area’s natural and cultural resources and agricultural heritage.
B. Expand programming to address healthy living and nutrition interests.
C. Promote conservation and stewardship programs, including sustainability, renewable
energy, and energy efficiency.
D. Expand recreation opportunities related to seniors, fitness, shooting sports, and equestrian
interests.
E. Explore potential to convert the Whittemore Building to a community center, with
expanded recreational opportunities.
GOAL IV: Identify new or expanded revenue generation opportunities to support the
operation of the Fairgrounds.
OBJECTIVES:
A. Implement improvements at racetrack to attract national events that will generate
revenue.
B. Explore opportunities for local and national equestrian and rodeo events as revenue
generators.
C. Analyze facility rental prices versus costs, including researching other Colorado counties
rental pricing structures.
Action items for each of the above objectives were developed for certain areas within the fairgrounds
through a comprehensive planning process that included site analysis, evaluation of alternatives,
consideration of the above goals and objectives, and community desires. These recommendations
appear in the sections that follow this chapter.
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VI. The Plan
This Master Plan has been developed with the input of numerous stakeholders, staff, and the public via
the structured input process that took place in 2015. As described in Chapter 3, County staff worked
with stakeholders and the public to generate goals and objectives, analyze public survey comments,
evaluate comments from the public meetings, and address anecdotal recommendations from park
users and staff. Fairgrounds staff were key contributors, bringing in-depth knowledge of the property
as well as experience with management and maintenance issues. These sources helped ensure that
recommendations included in this chapter will make the best use of limited resources, in part by
assuming action items would be implemented according to a phased schedule. More information
about phasing is included in Chapter 8, Implementation. The Plan was also developed with
sustainability and responsible resource management as key principles.
The proposed improvements evolved from various options evaluated by stakeholders and general
public. As stated in Chapter 5, goals and objectives specific to the fairgrounds master plan were based
upon overall park system goals and objectives and an understanding of the community preferences
demonstrated by the community surveys of both the 2013 update of the Parks Master Plan, and the
2015 Fairgrounds Master Plan update. The input from the community survey and public meetings was
vital, as it reinforced what was important to frequent users.
Project descriptions for the major improvements are discussed below. The items listed below are also
illustrated in the site plans at the end of this chapter.
PROJECT DESCRIPTIONS
A. Owens Arena expansion - One of the highest scoring needs identified in the Community Survey
was related to concerns with the operations of the livestock and small animal barn buildings.
Users noted that while the Owen’s Arena building is generally in good condition, it serves a
population that has exceeded its current capacity and it experiences flooding and electrical
system problems. There are also problems with moving animals between the existing livestock
pen area and the sale arena. Users are in need of an expanded facility that will provide space
for livestock during fair
activities and that will not
require the transfer of
large animals for any
substantial distance. The
Owen’s Arena expansion
will involve an open-air
pavilion to be constructed
along the entire north side
of the current building,
extending approximately
seventy feet to the north.
This space will be used to
house cattle during fair
events. The existing pens
on the east side will
continue to be used for
sheep, and the west side
will remain as swine pens.
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B. Small animal barn replacements - As noted previously, community members expressed
concerns with the capacity and conditions of the small animal barns presently used for goats,
rabbits and poultry. The design solution involves the demolition and replacement of these
small barns with a new poultry barn of approximately 3,800 square feet, as well as a separate
building containing barns for goats and rabbits within two separated spaces of approximately
5,200 square feet each. These spaces will also accommodate the maintenance facility, and,
potentially, a 4-H storage area. The two barn areas would be connected to the separate but
nearby poultry barn area via an open air plaza between the small animal barn areas and the
expanded Owens Arena. This covered open area will be used for circulation and exhibitions,
and a staircase and wheelchair ramp will provide access to the wash rack and facilities to the
west of the new barn spaces. Additional space to the west of these barns will be made
available when the old barns are demolished, and may be utilized to increase 4-H camping
capacity, and provide an exercise space for livestock. Below the barn spaces, an unfinished
building area will be utilized for storage, building maintenance and an emergency shelter for
severe weather events. A new restroom will be located to the south of the new poultry barn.
C. Large multi-purpose indoor arena - A substantial amount of interest was expressed during the
planning process for a large multi-purpose facility that could accommodate regional, state, and
even national events. Potential locations for such a facility that were discussed include the
northeast corner of the fairgrounds, as well as areas near the south gate. Although there is
much interest and potential revenue that could be generated, the scale and cost of constructing
such a facility exceed the funding available for the first phase of this master plan given the
multiple facility needs. Therefore, while the concept remains as part of the plan, the details of
this facility have not been analyzed nor designed. Nevertheless, the intent is to initiate the
process of planning and fundraising for this long-term and visionary idea so that the concept
may be further developed over the timeframe in which this plan is implemented.
D. Upgraded administration offices - The administration staff presently operates out of office
space within Swink Hall that is in need of several upgrades. The current facility experiences
problems with leaking windows, moisture seepage, air gaps, pest problems, and soiled carpets.
Renovations to the facility are needed to improve energy efficiency and enhance the comfort of
staff, and provide a more functional and pleasant space for patrons arriving at the fairgrounds.
E. Community Playground- The fairgrounds playground will be established as a community park
area in the southwest portion of the fairgrounds to address this need. The playground
structure will be designed for children between five through twelve years of age and will be
wheelchair-accessible. The play area will include natural elements such as boulders and wood
posts and any landscaping associated with the playground will be designed to use little or no
water (“xeriscaping”). A zero-depth water play surface (“Splash Pad”) will be considered as
part of the play area as well. Educational and agricultural design themes will be utilized to
complement traditional fairground features. The playground will be made available for use by
area residents and visitors not only during fair activities and throughout the year.
F. New entry gates– Existing gates that provide access to the fairgrounds include the north, south,
east, and northwest gates, and all are utilized differently throughout the year. For most of the
year, the north gate is open to the public and is the primary entrance because it serves the
Community Outreach Center and provides access for the fairgrounds staff working in the
administrative offices at Swink Hall. During the Fair in July, the south entrance is the primary
public entry due to the adjacent public parking areas. The north entrance is reserved for
handicapped parking and county staff during the Fair, and the northwest auxiliary gate is
Page 15
limited to access during drop off and retrieval of exhibit animals. At various times of the year,
the east gate is utilized for entry and exit by specific participants, such as by equestrians using
the outdoor arena. All of the existing ticket booth buildings are small, confined, and lack
climate control. The entrance areas overall are generally unpaved and lack a distinctive
statement of purpose. To distinguish these areas as principal points of entry, this plan
proposes new ticket booths, landscaping, signage, information kiosks, and shade structures at
the north and south entrances. The north entrance currently has a large metal overhead sign,
but signage at the south and west entrances is lacking. Enhancements are needed at all
entrance gates, but especially the north and south gates to establish these locations as distinct
points of access. In addition, additional vehicular stacking or turn-around space is proposed at
the east and south gates, for safe drop-offs. The design intent for entry plazas is to clearly
establish attractive entrances that invite patrons to enter. These enhancements would help
provide distinction and provide a convenient congregating point for people arriving at the site.
G. Special event pavilion- Each year, the County rents a 60’ x 150’ tent for the entertainment area
adjacent to the grandstands at a cost of over $7,000. A permanent special event pavilion is
needed that can be used during the County Fair but also for a variety of other events and
community celebrations throughout the year. This entertainment area is centrally located in
the southern part of the fairgrounds, and could therefore serve also as a gathering place for
shelter in inclement weather. The permanent pavilion is planned to cover the entire existing
concrete area. The concrete floor is in need of replacement as part of this project, and a
permanent electrical system for lighting and sound should be considered.
H. Grandstands, outdoor arena and track improvements - The fairgrounds outdoor arena, race
track and grandstands provide a major outdoor event facility for the community. The facility
hosts a variety of community activities including rodeos, equestrian activities, motor sports
events, community celebrations, and other entertainment events. In addition to re-surfacing
the wooden planks and making other functional repairs to the grandstands, the following
improvements are planned to enhance the operations of the facilities:
Replace pit lighting system - The existing pit lighting system produces inadequate lighting
for racing events. Enhancements to fixtures will be provided to ensure safe visibility for
racers and the pit crews during events.
Racetrack barrier fencing - A six foot fence or other appropriate barrier is needed at the
east end of the track area to keep the public a safe distance from the track during races.
Enhance the public address (PA) system - The existing sound system serving the racetrack
area has been upgraded in recent years, but acoustical issues remain in some areas.
Upgrades to the system will be made with an effort to expand the audible area to the
eastern and northern ends of the track.
Re-shape the ¼ -mile dirt track - Significant interest in motor sports events at the
fairgrounds has developed in recent years, and there is a desire to enhance the facilities to
attract national events.
I.
Renovate the grandstand restrooms - The restrooms at the south end of the exhibition
building beneath the grandstands have been renovated to meet the requirements of the
Americans with Disabilities Act. Renovations are planned for the restrooms at the north end of
the building as well, including the addition of new fixtures, stalls, and flooring for improved
Page 16
accessibility, as well as upgrades to faucets, doors, and motion-sensing hand dryers. Funding
will also be sought to install solar panels as a logical alternative to provide heat to the
restrooms so that the facility may be open during the winter despite freezing tempatures that
can cause frozen water pipes.
J.
Operations and maintenance building – County operations and maintenance staff do not have a
building specifically intended to function as a maintenance facility. Currently, staff is required
to perform maintenance functions outdoors, or utilize exhibit facilities for projects that require
carpentry, painting, or other repair functions. If a project is underway and a building is
scheduled to be rented, staff must stop work and relocate to a vacant facility. A designated
maintenance building or space is needed at the fairgrounds for performing such maintenance,
as well as securing equipment and reducing risk of theft. There is space within the proposed
new rabbit barn area that will accommodate repairs and maintenance operations.
K. ADA improvements – Recent projects that have improved access for persons with disabilities
include renovation of the grandstand restrooms, installation of handrails and a raised
wheelchair platform at the grandstands, and paving of handicapped parking spaces at Swink
Hall. While ADA improvements are an ongoing effort, there is a need for more user-friendly
ADA compliant access to facilities throughout the fairgrounds to connect the various parts of
the site to each other. Paved pathways are planned between major event centers including a
central path to serve both vehicles and pedestrians, and smaller to serve individual facilities.
L. Provide functional improvements throughout fairgrounds – These improvements include
miscellaneous facility projects such as improved electrical and lighting systems, roofing
repairs, indoor climate control (fans), drainage systems, and utility improvements. Electrical
service at the camping area is critical to attract recreational vehicles and provide lighting to
improve the safety for youth during the fair; and a water supply line to the outdoor arena is
needed for dust control. A new washing station is also proposed for the horse barn area.
M. Circulation and signage plan- Suggestions gleaned from input provided through the community
survey and public meetings reflected a variety of enhancements to facilitate movement of
vehicles and non-motorized traffic. First, there is a need for updated and additional signs of
various types, both surrounding and within the fairgrounds. Identification and directional
signs should be placed off-site as well as on adjacent roadways to assist the public with
locating the site. A number of survey respondents also suggested placing signs alongside
Calhan Highway to advertise upcoming events. Concerns with safety at the south entrance
were raised due to the proximity of vehicles entering the site from the Calhan Highway and
potential conflicts with pedestrians traveling from the parking area to the ticket booth.
Directional signs near fair entrances could help with access and smooth operations upon
arrival of fair patrons. Enhanced parking lot lighting would also help the nighttime safety in
these areas. Pedestrians, cyclists, and other non-motorized traffic accessing the fair from
nearby neighborhoods typically enter through the north gate. Distinctive pavement markings
in conjunction with entrance plaza improvements are recommended, to enhance the safety of
pedestrian crossings and avoid conflicts with vehicular arrivals at the north gate. Second,
internal movement through the grounds can be improved in a variety of ways. A wayfinding
signage program is recommended to provide clear information about the location of facilities
and functions and to improve the flow of pedestrian traffic. These signs should be placed at
numerous locations throughout the grounds, and include diagrams that pinpoint certain key
features of the fairgrounds, such as the location of restrooms, water fountains, and emergency
services. The installation of paved pathways between major use areas will greatly enhance
Page 17
accessibility, especially during wet weather when the grounds can be muddy. Substantial
distances between covered buildings on hot sunny days are difficult to endure without shade
structures, and grade changes exacerbate this problem. However, during rain events that can
produce significant stormwater runoff, these distances make movement even more difficult,
especially for persons in wheelchairs. Covered areas such as kiosks or pergolas should be
provided periodically along such routes to provide shelter from rain and sun. Finally, a signage
program should also include educational information. Interpretive signs commonly contain
information about historical, cultural, and natural features of a property. These signs should
be strategically placed in locations where patrons are inclined to linger, such as near shade
structures, picnic pavilions, or other gathering areas, where information can be absorbed at a
slower pace that will not hinder traffic flow.
N. Landscaping plan – There were numerous requests made during the planning process to
increase the amount of landscaping at the fairgrounds. While it was acknowledged that the
arid environment creates a difficult setting for growing some plants, there are methods to help
establish landscaping that could provide both functional and aesthetic benefits at the
fairgrounds. From a functional standpoint, several areas of the site should be planted with
shade trees, including along the circulation paths between major activity areas. Improving the
appearance of the fairgrounds can include upgrading the perimeter fence and planting
evergreen shrubs along stretches with less desirable views. A basic irrigation system at certain
areas should be provided both to establish plants as well as to maintain key landscaping over
time. Not only will the addition of appropriate landscaping be attractive and functional, it can
also assist with site circulation and navigating by providing visual cues to direct traffic flow,
and signature plants to establish distinct areas. The design approach for landscaping at the
fairgrounds will involve selection of sustainable plants that require limited water use, are well
adapted to the climate, and require minimal maintenance and maximum lifespan. It will also
involve placement of trees and shrubs in concentrations appropriate to the level of use for the
area; as well as reflect the natural character of the region consistent with the eastern plains.
O. Programming - As part of the planning and public input process undertaken with this master
plan update, it was recognized that the fairgrounds currently provides a diverse array of
recreational and educational opportunities.
Survey respondents overall indicated
complimentary responses about existing programs, and the successful programs should
certainly continue. Additionally, staff should periodically evaluate activities to determine
whether the needs of the current population continue to be met. Suggestions from the
community for programming include offering more activities for seniors and equestrians;
expanding community education regarding healthy living, food, and nutrition; and providing
programs related to the environment, such as renewable energy, efficiency, and sustainability.
Page 18
VIII. Implementation
STAFFING AND FUNDING
El Paso County Parks is the informal name used to identify the organization that manages the county’s
parks, open spaces, trails, recreational programs and the El Paso County Fairgrounds. This
organization is a part of the county’s Community Services Department, and is currently comprised of
three divisions: Park Operations, Planning, and Recreation and Cultural Services. The Director of
Community Services provides the leadership for these divisions and the County Parks overall. There
are currently 32 full time employees (five of which primarily support parks but also provide services
to other departments/divisions), five part-time employees, and several temporary / seasonal
employees that are primarily tasked with maintenance of parks, trails and open space areas.
The Recreation and Cultural Services Division is responsible for operations of the County Fair as well
as year-round non‐fair programming at the fairgrounds and other locations. This division is also
responsible for the management of the Nature Centers and the provision of a wide variety of
interpretive and recreation programming at various county facilities. This staff also plans and
conducts special events and other programs at the Fair as well as in County parks. There are four fulltime County employees that work together to manage and maintain this public facility and its
programs (East Maintenance District Supervisor, Special Events Coordinator, and two Maintenance
Technicians) and one part-time office manager.
An all-volunteer Fair Advisory Board assists County staff with the development, management,
programming, operation and maintenance of the fairgrounds.
The Park Operations Division is responsible for the daily maintenance of all County Parks property,
including the fairgrounds, and performs landscaping functions at numerous County buildings. Park
Operations Division staff also assist with facility repairs and maintenance required at the fairgrounds.
The Planning Division coordinates the planning functions of El Paso County Parks and provides longrange planning expertise for other County departments/divisions. The staff coordinates development
of master plans and construction plans for parks, open space, and trail projects, provides project
management of County Parks’ capital projects, reviews development permit applications, provides
substantive direction on grant submittals, completes a variety of Geographic Information System (GIS)
functions, and helps staff a variety of regional planning initiatives.
The Administrative Services staff is responsible for the management of the financial operations, front
desk, human resources, and other functions related to the park operations. Staff members include an
Administrative Services Supervisor and support staff, a Community Outreach Division Manager, and a
Community Outreach Coordinator.
Volunteers are critical to the ongoing operations of El Paso County Parks, especially for recreation and
cultural programs, including nature‐based programming. Some prominent volunteer groups currently
operating include the non‐profit docent organization known as the “Friends of El Paso County Nature
Centers”, the “Friends of Bear Creek Dog Park” and the “Friends of Fox Run Regional Park”. Volunteers
from these and other Friends groups contribute more than 27,000 volunteer hours annually to County
Parks, in addition to conducting fundraising drives for facilities and events.
Page 19
There are a variety of mechanisms used by El Paso County to fund operations and development.
Explained below are the key points of the primary funding sources.
General Fund Tax Support
El Paso County Parks are funded in part by approximately $1.2 million each year from the County
General Fund. These funds are sourced from a combination of property tax and sales tax, as well as
various fees and charges. These funds are used for administrative and supervisory salaries, materials
and supplies, and other general operation expanses.
Conservation Trust Funds
El Paso County Parks currently receives approximately $1.2 million annually from the State of
Colorado’s Conservation Trust Fund (CTF). State CTF funds are provided to counties, cities, and
special districts to develop new and expanded parks, trails, and open spaces. Due to significant
financial pressure occurring with the softening economy beginning in 2008, the amount of County
general fund monies dedicated to parks was decreased significantly. This reduction resulted in the
need to utilize a majority of the CTF monies for park maintenance salaries and benefits. El Paso
County utilized the remainder of the annual allotment for ongoing maintenance. Therefore, there are
minimal CTF funds available for park or open space development.
Development Impact Fees and Land Dedication
Development impact fees are one-time charges imposed on development projects at the time of permit
issuance to recover capital costs for public parks facilities needed to serve new developments and the
additional residents, employees, and visitors they bring to the community. State laws, with a few
minor exceptions, prohibit the use of impact fees for ongoing maintenance or operations costs.
El Paso County Parks receives regional and urban park fees from new housing development in the
County. The regional park fees can be used for development of park facilities or the purchase of park
property or open space. The regional fees must be used in designated areas where the fees were
collected. Up until 2005, the regional park fees exacted via the development permit application
process generated between $200,000 and $300,000 per year. Due to the soft real estate development
market, contributions to the regional park fee fund have declined to $75,000‐$125,000 per year.
Urban park fees can be used for the development of neighborhood or pocket parks and recreation
facilities by another governmental or quasi‐governmental entities (such as a metropolitan district) as
the county does not develop urban park facilities. Until 2005, urban park fees typically generated
approximately $100,000‐$150,000 per year. Again, due to the soft real estate development market,
contributions to this fund have declined to approximately $40,000‐$60,000 annually.
User Fees
User fees are charged for a variety of individual or group uses currently generating approximately
$500,000 per year for the park system overall. Examples of user fees employed by El Paso County
include:
 Fairgrounds facility rentals
 Recreational program fees
 Booth Lease Space: for vendors during Fair, special events and tournaments
 Special use permits
Page 20


Admissions / Ticket Sales
County Fair fees
Grants
Grants often supplement or match funds that have already been received. For example, grants can be
used for programs, planning, design, seed money, and construction. Due to their generally
unpredictable nature, grants are often used to fund a specific venture and should not be viewed as a
continuous source of funding. El Paso County Parks aggressively pursues grants from Great Outdoor
Colorado (GOCO), the Department of Local Affairs (DOLA), State Trails, federal enhancement funds,
and state and local private foundations, for respective park projects.
Volunteer Programs
Programs such as adopt-a-park and friends of the fairgrounds may be created with and supported by
the residents, businesses, and/or organizations who are interested in and / or regular users of the
fairgrounds. These programs allow volunteers to actively assist in improving and maintaining the
grounds, facilities, and the community in which they live. In addition, volunteers help to reduce the
burden of hiring staff for certain activities, and aid in engaging the community in the operation of their
park. Examples include:





Friends associations
Volunteers/In‐kind services
Adopt-a-Park
Focused fundraising efforts
Gifts/ Gift catalogs
These examples illustrate the creative efforts that have been undertaken to continue to provide park
and recreation services while enduring the reduced funding available to maintain service levels.
Additional funding opportunities that may be available to supplement existing sources are further
explored in Chapter 9 of the El Paso County Parks Master Plan (2013).
OPERATIONS AND MAINTENANCE COSTS
The annual operating budget for maintaining the fairgrounds is
approximately $187,000 which includes personnel, benefits,
utilities, facility repairs, materials and supplies. Funding is
provided by Conservation Trust Funds, revenue generated from
operations, and general fund support. Costs for vehicles are not
included in these budgets, because County vehicles are provided
through the Fleet Division of the Public Services Department.
The recommended improvements in this master plan are
designed to address needs identified as a result of several years’
worth of funding restrictions and budget reductions mentioned
earlier in this chapter. They are designed to provide for a costeffective method to provide necessary facilities in an
economically efficient way that will also reduce future
maintenance costs. Using sustainable construction principles and upgrading materials used in existing
Page 21
facilities to those with greater strength to withstand heavy usage and longevity will lead to a better
utilization of county staff time and reduced costs over time.
General maintenance costs can be categorized as routine and periodic. Routine maintenance costs are
less intensive and are done on a consistent schedule. Periodic maintenance requires significant staff
time but is done less frequently. The Maintenance staff of the East District is one of the most lean
divisions within County Parks, and the proposed improvements outlined in the plan will require both
routine and periodic maintenance. Therefore, project designs and materials will need be selected to
maximize lifespan while minimizing maintenance and repair requirements.
CAPITAL COSTS
Action items included in this plan have been
evaluated to determine general costs associated
with their implementation. These cost figures are
based upon a combination of industry standards,
and historical cost information specific to El Paso
County. Cost information is provided to assist in
prioritization and phasing of recommended
improvements. Costs for project elements are
included in the Implementation Table below.
PHASING
The enhancements and improvements identified in
the previous chapter have been assigned to one of
three categories related to their implementation, as
follows:
Short-term timeframe: 1-2 years
Mid-term timeframe: 3-5 years
Long-term timeframe: 6 years +
Recommended phasing is based on a combination of
elements, and includes factors such as the cost,
scope, and complexity of the activity or action, the
urgency and need for the item, and the funding
priorities of County Leadership. Suggestions for
prioritizing improvements and activities were provided by the public through the community survey
and at the public meetings, and additional recommendations were made by county staff and the Fair
Advisory Board. Recommended phasing is provided in the Implementation Table that follows.
IMPLEMENTATION TABLE
The following table provides a structured view of the proposed action items. It includes descriptions
of the proposed activities, data on the anticipated costs for improvements, and recommendations for a
schedule for implementation. It should be noted that these recommendations are based upon the best
information available at this point in time, and are subject to change due to unforeseen circumstances
or as funding availability changes.
Page 22
EL PASO COUNTY FAIRGROUNDS MASTER PLAN IMPLEMENTATION
VISION STATEMENT: The El Paso County Fairgrounds and Event Center provides opportunities for recreation, education, community services and
social activities for the residents of El Paso County and its visitors”
Goals, Objectives, and Actions
Cost
Timing*
GOAL 1: Maintain and enhance existing facilities to improve functionality, protect infrastructure and enhance user experience
OBJECTIVE A: Provide functional improvements site-wide as appropriate
23
ACTION ITEMS
1) Complete drainage improvements throughout fairgrounds
2) Upgrade electrical / lighting throughout fairgrounds
3) Upgrade climate control in buildings
4) Replace deteriorated siding on barns not scheduled for replacement
5) Repaint / maintain buildings
6) Upgrade washing stations in barns
7) Repair/replace concrete floor of entertainment area
8) Upgrade administration offices
9) Upgrade / widen east gate
10) Provide directional signs within fairgrounds and parking areas
11) Provide directional signs outside fairgrounds to assist the public
12) Provide functional landscaping and irrigation for screening and shade
13) Pave main internal roadway to withstand vehicular traffic
14) Repair cracked pavement at grandstands
15) Repair roof leaks at grandstands
16) Provide heat in grandstand building to keep restrooms open in winter
17) Pave north parking lot
18) Pave south parking lot
1) $25,000
2) $20,000
3) $8,000
4) $8,000
5) $10,000
6) $2,000
7) $25,000
8) $15,000
9) $4,000
10) $100 per sign; $500
11) $100 per sign; $500
12) $18,000
13) $90,000
14) $30,000
15) $20,000
16) $10,000
17) $150,000
18) $150,000
TOTAL: $586,000
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
16)
17)
18)
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
MID- TERM
MID- TERM
MID- TERM
MID- TERM
LONG TERM
LONG TERM
1) $100,000
2) $140,000
3) $120,000
TOTAL: $360,000
1) SHORT TERM
2) MID TERM
3) LONG TERM
OBJECTIVE B: Enhance facilities that serve persons with disabilities
ACTION ITEMS
1) Provide paved paths throughout fairgrounds site
2) Upgrade north grandstands restrooms
3) Implement second phase of wheelchair platform at grandstands
*TIMING / PRIORITIZATION: SHORT TERM = 1-2 years; MID TERM = 3-5 years; LONG TERM = 6 years or more
Page 23
OBJECTIVE C: Enhance facilities for racetrack events
ACTION ITEMS
1) Continue improving racetrack shape and track surface
2) Provide fencing along track areas
3) Upgrade public address system
4) Upgrade pit lighting
5) Address drainage and erosion problems
6) Provide go-kart / remote control miniature track area
1) $20,000
2) $5,000
3) $5,000
4) $5,000
5) $5,000
6) TBD
TOTAL: $40,000
1)
2)
3)
4)
5)
6)
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
MID-TERM
1)
2)
3)
4)
5)
6)
7)
SHORT TERM
SHORT TERM
MID- TERM
MID-TERM
MID-TERM
MID-TERM
MID-TERM
1)
2)
3)
4)
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
OBJECTIVE D: Provide aesthetic improvements to enhance comfort and enjoyment of patrons
24
ACTION ITEMS
1) Provide additional benches and picnic tables on site
2) Provide additional pavilions / shaded seating areas
3) Upgrade / provide aesthetically pleasing perimeter fence
4) Install landscaping along driveways at fair entrances
5) Provide enhanced lighting at parking areas
6) Install permanent historical interpretive exhibit at Swink Hall
1) $5,000
2) $30,000
3) $60,000
4) $10,000
5) $35,000
6) $5,000
TOTAL: $145,000
GOAL II: Provide new facilities to address Strategic Plan objectives and expand user experiences
OBJECTIVE A: Implement proposed expansion of the Owens Livestock Arena Building.
ACTION ITEMS:
1) Expand Owens Arena / livestock arena building to north side with covered
pavilion space with open sides, to provide secure area for livestock pens
2) Acquire moveable panels to configure secure areas for moving livestock
3) Address grade changes and drainage
4) Provide paved access points around building
1) $125,000
2) $5,000
3) $5,000
4) $5,000
TOTAL: $140,000
OBJECTIVE B: Implement proposed barn improvements within the small animal barn area
ACTION ITEMS:
1) Replace goat and rabbit barns with new multi-purpose small animal facility
2) Replace poultry barn with new multi-purpose small animal facility
3) Include paved covered area between poultry and other small animal barn
1) $200,000
2) $80,000
3) $25,000
1) SHORT TERM
2) MID-TERM
3) MID-TERM
Page 24
4)
5)
6)
7)
Provide additional restrooms as part of new barns
Address grade changes and drainage
Provide paved access points around building
Provide emergency shelter area beneath new facility
4) $125,000
5) $8,000
6) $7,000
7) TBD / depends upon finishes
TOTAL: $445,000
4)
5)
6)
7)
MID-TERM
MID-TERM
MID-TERM
MID-TERM
1) $8,000
2) $20,000
3) $20,000
4) $2,000
5) $8,000
TOTAL: $58,000
1)
2)
3)
4)
5)
SHORT TERM
SHORT TERM
MID-TERM
MID-TERM
MID-TERM
1) $10,000
2) $30,000
3) $3,000
4) $55,000
5) $2,000
6) Administrative cost
TOTAL: $100,000
1)
2)
3)
4)
5)
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
SHORT TERM
1)
2)
3)
4)
5)
SHORT TERM
SHORT TERM
SHORT TERM
MID- TERM
LONG TERM
OBJECTIVE C: Upgrade north and south entrance gates to include expanded entrance plazas and ticket booths
ACTION ITEMS:
1) Site grading and paving
2) Install new ticket booth – South Entrance
3) Install new ticket booth – North Entrance
4) Provide directional signage in driveway and parking areas
5) Install landscaping along driveway at entrances
OBJECTIVE D: Implement children’s playground and splash pad
25
ACTION ITEMS:
1) Finalize design, conduct testing, and obtain permits
2) Provide plumbing, equipment and paving for splash pad
3) Prepare surface area and edging for playground
4) Install play structures and natural features
5) Prepare and install signage and lighting
6) Conduct ceremonial opening event
OBJECTIVE E: Provide additional facilities on-site for improved functioning during fair and large events.
ACTION ITEMS:
1) Provide 50-amp electric service at 4-H campground
2) Provide maintenance shop for operations staff in new small animal barn
3) Provide pavilion structure over entertainment pad
4) Provide additional restrooms
5) Provide athletic courts such as basketball, tennis, volleyball
1) $25,000
2) $20,000
3) $80,000
4) $150,000
5) $75,000
TOTAL: $350,000
OBJECTIVE F: Explore addition of large (50,000 square feet or larger) multi-purpose indoor arena
Page 25
ACTION ITEMS:
1) Identify location and site improvements required
2) Investigate revenue opportunities once constructed
3) Initiate fundraising drive
4) Explore potential naming rights in exchange for building construction
5) Develop project budget and timeline
6) Apply for grants
7) Initiate construction
8) Provide areas for overflow parking for large events
1)
2)
3)
4)
5)
6)
7)
8)
Administrative cost
Administrative cost
Administrative cost
Administrative cost
Administrative cost
Administrative cost
$500,000 or more
TBD
1)
2)
3)
4)
5)
6)
7)
8)
LONGTERM
LONG TERM
LONG TERM
LONG TERM
LONG TERM
LONG TERM
LONG TERM
LONGTERM
GOAL III: Identify potential new or expanded recreation and cultural programming opportunities
OBJECTIVE A: Establish recreation and education opportunities and programs that build upon the area’s natural and cultural resources and agricultural
heritage
26
ACTION ITEMS
1) Evaluate levels of interest and identify programs to be offered
2) Provide additional educational programs
3) Pursue demonstration projects
1) Ongoing operations cost
3) TBD
1) SHORT TERM
2) SHORT TERM
3) SHORT TERM
1) SHORT TERM
2) SHORT TERM
OBJECTIVE B: Expand programming to address healthy living and nutrition interests
ACTION ITEMS
1) Evaluate levels of interest and identify programs to be offered
OBJECTIVE C: Promote conservation and stewardship programs, including sustainability, renewable energy, and energy efficiency
ACTION ITEMS
1) Identify ways to improve operations and programs
3) Pursue demonstration projects
1) SHORT TERM
2) SHORT TERM
3) SHORT TERM
OBJECTIVE D: Expand recreation opportunities related to seniors, fitness, shooting sports, and equestrian interests.
ACTION ITEMS
1) Evaluate levels of interest and identify ways to improve
2) Enhance marketing of programs and events
1) SHORT TERM
2) SHORT TERM
3) SHORT TERM
Page 26
OBJECTIVE E: Explore potential to convert Whittemore Building to a community center, with recreational opportunities.
ACTION ITEMS
1) Evaluate levels of interest
2) Investigate partnerships
3) Conduct community workshops
1) SHORT TERM
2) SHORT TERM
3) SHORT TERM
GOAL IV: Identify new or expanded revenue generation opportunities to support the operation of the Fairgrounds
OBJECTIVE A: Implement improvements at racetrack to attract national events that will generate revenue
ACTION ITEMS
27
1) Ongoing administrative
2) Ongoing administrative cost
1) SHORT TERM
2) SHORT TERM
OBJECTIVE B: Explore opportunities for local and national equestrian and rodeo events as revenue generators
ACTION ITEMS
1) SHORT TERM
2) SHORT TERM
3) SHORT TERM
OBJECTIVE C: Analyze facility rental prices versus costs, including researching rental pricing structures of other Colorado counties.
ACTION ITEMS
1) SHORT TERM
2) SHORT TERM
3) SHORT TERM
Page 27
Attachment Contents
Community Survey Results……………………………………………………………..Page 30
Public Meeting Notes – April 2015…………………………………………………..Page 37
Public Meeting Notes – May 2015…………………………………...………………..Page 40
Public Meeting Notes – June 2015…………………………………...………………..Page 42
Plans………………………………………………………………………………………………Page 44
Page 28
Page 29

Fairgrounds Master Plan narrative - Administration Home

Transcription

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