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HomeMy WebLinkAboutSoccer Symposium Task Force Report Soccer Symposium Task Force Report 2000 + V 11 t _ � J_ Ar~ I ~ !- - ;,• .J-mow.-- -.r�?��.+ y � 4. Photo Courtesy of the Chapel Hill/Orange County Visitors' Bureau Task Force Members George Alley, Victoria Brawley, Dan Costa, Anson Dorrance, Juan Echeverria, Kenneth Hardy, Newton Holden, George Horton, John Hunter, Barry Jacobs, Richard Kennedy, David Klein, Peter Matischak, Diana McDuffee, Bruce Murray, Marianne Nicholson, Mark Sheridan, Patrick Sullivan, James Ward REPORT TO THE ORANGE COUNTY BOARD OF COUNTY COMMISSIONERS FROM THE SOCCER SYMPOSIUM TASK FORCE Background Over the last three decades, there has been growing interest and participation in the sport of soccer in Orange County. Spurred by the development of instructional programs and league play, inspired by the unmatched success of the University of North Carolina at Chapel Hill women's soccer program, and boosted by new immigrants to the area for whom soccer is an integral part of the culture, competition has intensified for the use of limited fields within the county. In the fall of 1999, the Orange County Board of County Commissioners received several requests to address the need for improved soccer facilities. Further, the county's Economic Development Commission and the Recreation and Parks Advisory Council endorsed the idea of establishing an organizing committee to promote a meeting of various interest groups to discuss soccer interest and needs. Accordingly, in November the Board of County Commissioners authorized the creation of a task force that would be responsible for hosting a soccer symposium at which all interested parties could express their needs and concerns. The working charge of the task force provided a broad framework for discussing the issues at the symposium, including: • current private and public soccer resources and facilities; • demand for additional resources by type and location within the county; • alternatives for public/private coordination, cooperation and funding for additional resources that are identified; • means for broadening participation; and • the possibility for multi-purpose fields. The Soccer Symposium Task Force was also charged with summarizing and organizing what was presented at the symposium and making recommendations to the Commissioners, to the towns of Carrboro, Chapel Hill and Hillsborough, to the school boards for the Chapel Hill- Carrboro City Schools and the Orange County Schools, and to advisory boards such as the Orange County Economic Development Commission and Recreation and Parks Advisory Council. As specified in the resolution authorizing creation of the task force, membership was to include representatives from at least the following groups: *Orange County Recreation and Parks Advisory Council *Chapel Hill Parks and Recreation Commission *Carrboro Recreation and Parks Commission *Hillsborough Recreation Board *Orange County Economic Development Commission *Orange County School Board *Chapel Hill-Carrboro School Board *Rainbow Soccer *Durham-Chapel Hill Strikers *Liga Hispana (now disbanded) *Carolina United (now Triangle Futbol) *Carrboro Board of Aldermen *Chapel Hill Town Council *Hillsborough Board of Commissioners *Orange County Board of Commissioners *Three to five interested citizens at-large After an extended recruitment effort directed by the County Clerk's office, a total of twenty individuals agreed to serve on the task force. Two task force planning meetings were held in March and the symposium was held on April 26th. After the symposium, the group has held five follow-up meetings of the entire task force, as well as subcommittee meetings dealing with the specific policy issues of access, public/private partnership models and economic development, and inter-league cooperation. Task force members hope that the information and recommendations contained herein will be useful to the Board of County Commissioners in planning for the provision of sports facilities for all the citizens of Orange County. Soccer Symposium Summary As noted previously, the Task Force charge included sponsoring a symposium to disseminate basic information on soccer programs, on available facilities in Orange County, and to solicit input from citizens about their needs and concerns relating to soccer. We briefly summarize each below. Soccer Programs Prior to the symposium, staff (working with representatives of the soccer leagues) gathered data on existing soccer programs. The data revealed that there are three major instructional and league programs in which large numbers of Orange County residents participate -- Rainbow Soccer, Carolina United (now Triangle Futbol), and the Durham-Chapel Hill Strikers. Rainbow Soccer has a total of 1,600 - 1,800 participants per season (fall and spring). Approximately 90 percent of these participants are Orange County residents and roughly 97 percent are white. Of the total participants: 20 percent are under age 6; 35 percent are 6-10 years old; 18 percent are ages 11-12; 4 percent are teens; and 23 percent are adults. Approximately 70 percent of all participants are male. The program has 6 paid staff and about 225 volunteers. Fees are $50 per player (with a reduction for multiple children in the same family and for volunteers); scholarships are available to all that apply. The program uses 4 adult fields owned by UNC (which become 8 youth fields), plus two youth fields at a local church and school when available. Triangle Futbol has a total of 1,000 participants, approximately 35 percent of whom are Orange County residents. All participants are between the ages of 4 and 18; about 60 percent of participants are male and 91 percent are white. The program has three paid staff and 40 volunteers. Fees are $50 to $600, with 10 scholarships available. The organization uses 15 practice and 8 game fields, all of which are leased. In Orange County, they lease fields, as available, from the town of Chapel Hill, and from both school systems; most practices and games are in other counties. Durham-Chapel Hill Strikers has a total of 450 participants, with about 44 percent of these residing in Orange County. Approximately 70 percent of participants are male and 90 percent are white. The program has no paid staff and 50 adult volunteers. Fees average $68 per season. The group rents six fields for practices and four for matches; in Orange County, the Strikers lease Scroggs and Homestead fields. In addition to these larger programs, instructional soccer is offered by the Orange County Recreation and Parks Department and by the Chapel Hill/Carrboro YMCA. Orange County Recreation and Parks offers Micro Soccer in the fall to Orange County residents aged 12 and under; the program had 143 participants last fall and currently has 166 enrolled. In 1999, approximately 54 percent were females and 91 percent were white. The program has two paid staff and 12 volunteers and uses a softball field at the Northern Recreation Center. Fees are $30 per person. The Chapel Hill-Carrboro YMCA offers lessons and league play to approximately 300-400 youth in Fall and Spring. The cost is $55 for members and $70 for nonmembers. Available Facilities The task force also completed an inventory of all available soccer fields in Orange County, as shown in Table I. The inventory reveals a severe shortage of fields available for public use. As of mid-summer 2000, there is only one full-size field that is generally open to the public, and this field (at Efland Cheeks Community Center) is reserved at times for recreation department programs. The other three fields currently open to the public on a regular basis are one mid- sized, multi-purpose field (at Hank Anderson Park), one partial/mid-sized field (at Scroggs Elementary School), and one undeveloped play area (at the Northern Human Services Center). Another full-size field that will be available to the public is under development with funds from the county and the town of Carrboro at the site of the Smith Middle School; this field will not be available until Fall, 2002. There are five privately owned or leased full-sized soccer fields available for play, including one at the Kantner School and four fields at Glen Lennox which are owned by the University of North Carolina and leased on a year-to-year basis to Rainbow Soccer. Private entities own four partial/mid-sized fields and one undeveloped play area. Only one of these nine privately controlled fields is generally available to the public. The remaining soccer fields in the county are owned by the school systems, which have: • three full-sized soccer fields currently constructed and another two under development; • nine multi-purpose/football fields; and • two partial/mid-size fields. Because the school systems operate soccer in both Spring and Fall, and for both boys and girls, the school fields are generally not open to the public. Eleven of the school-owned soccer fields are conditionally available, either by contracted use or prior arrangement, solely at the discretion of the school principal and athletic staff. Looking at the entire inventory of soccer fields, apart from the issue of public availability, research conducted by the Task Force also showed that fields are not in good shape. Of the thirty fields (two of which are simply level playing areas) in the county, most are overused, only fourteen are irrigated, and only five currently have lights. Citizen Input In order to solicit citizen input and participation in the Soccer Symposium, the Task Force developed a flyer that served the dual purposes of advertising the symposium and permitting individuals to express their interest in and support for soccer. These were distributed by task force members in the weeks prior to the symposium. Press releases were also developed and sent to the media to encourage citizen participation at the symposium. Task Force members returned flyers containing a total of 598 names. Of these 598 individuals, 496 expressed interest in youth soccer and 156 expressed interest in adult soccer. Specific comments included the following: • Create more/better fields with lights • Would improve soccer standards at OHS and help win games • Would help people improve their soccer skills • More practice makes for better skills • Free up practice/game space for other team sports • To have a place of your own to be proud of • (It) can be more convenient for soccer players - reduce travel • Need more sports facilities for youth in Hillsborough and Northern Orange County • Spend money now for the future of youth sports • People are interested in playing sports - don't deny them that • I have always wanted to play soccer in a real soccer complex • Orange County deserves the same support and facilities as other systems • Soccer promotes health, cooperation and teamwork - requires little equipment and appeals to all economic levels • Need safer and better maintained fields —will reduce injury and save knees • Numerous youth comments ("Soccer kicks grass," "Soccer is cool," "Soccer rules") • More grass on fields • Put $ to good use • Indoor soccer dome • Soccer is critical to the character and integration of the community • Just don't raise taxes to do this As mentioned previously, the symposium was held the evening of Wednesday, April 26th at the A.L. Stanback Middle School. Rick Kennedy, a member of the Orange County School Board whose interest and preliminary research helped lead to the establishment of the task force, moderated the program. Opening remarks were presented by the following elected officials, who spoke about how they got involved with this effort: Jim Ward, Chapel Hill Town Council Diana McDuffee, Carrboro Board of Aldermen Mark Sheridan, Hillsborough Board of Commissioners Barry Jacobs, Orange County Board of Commissioners Other elected officials in attendance at the symposium included Commissioner Moses Carey, Commissioner Steve Halkiotis, and Carrboro Alderman Jacquie Gist. Anson Dorrance, coach of the multiple NCAA champion UNC-CH women's soccer team, presented a brief history of soccer in the region. According to Dorrance, soccer in Orange County dates to the birth of Rainbow Soccer in the early 1970's. In fact, as Dorrance noted, "...all soccer in the state of North Carolina stems from Chapel Hill." But, he argued, the local preeminence has faded as the Capital Area Soccer League and other organizations developed the practice fields and game complexes to support the growing demand. He noted that the annual "Raleigh Shoot Out" soccer tournament generates $6.5 million directly (in hotel and restaurant revenues, admissions, visitor purchases, etc) and another$2.5 million indirectly (in support services for the event). "Chapel Hill and Orange County have name recognition as pioneers in the field of soccer," Dorrance noted. "Now we need to step up and build fields to support the game." He argued that the sport has tremendous economic development impact potential and that as many fields as could be built would be fully utilized. Following Dorrance and the presentation of information gathered to date, a panel of representatives from the soccer leagues addressed the audience, which included approximately 75 attendees. Patrick Sullivan, filling in for Vicky Brawley of Rainbow Soccer, noted that, in the past, the county has not been asked to address soccer needs because private organizations have been filling the gap. That is no longer feasible; given current demand, Rainbow has an immediate need for 15-20 practice fields. Fred Kull spoke on behalf of the Durham/Chapel Hill Strikers. He noted that the Strikers rent fields wherever available, spending approximately$20,000 per year on rentals and contributions to maintenance. He stated that the critical need is for lighted practice fields available between the hours of 6 p.m. and 8:30. He also noted that there are no fields of high enough quality to serve as match fields in either Orange or Durham County. George Alley spoke for Carolina United (now Triangle Futbol). Alley pointed out that the Capital Area Soccer League has become the "sole proprietor" of soccer in Wake County. While not supporting the creation of one single entity, Alley argued that the private soccer groups in the county should be given a chance to develop a tournament complex, consisting of 8-16 fields. He suggested that the county might assist in that effort by providing the land. Mauricio Castro spoke on behalf of various Latino teams in the county -- teams no longer organized as a league. According to Castro, there is such a tremendous demand for fields that they all tend to be in very poor shape from overuse. He stated that there are 6-7 Latino teams in the county and that they are forced to drive long distances to play (if, indeed, they have access to a car). He also stated that there are about 40 Hispanic teams in Chatham County. According to Castro, soccer can help bridge cultures through sport and provides an inexpensive recreational opportunity. The last portion of the program was an open mike session, in which audience members were permitted to express their views on the sport. One speaker pointed out that the statistics on participation are somewhat misleading because a large number of people (adults as well as children) are not in organized soccer programs but still love the game and want to play. Another speaker pointed out that adult women need fields on which to play recreationally. Yet another speaker addressed the fact that he had gotten to know a large number of Latinos through soccer; "These individuals are no longer the other," he said. He argued that soccer is a democratic sport because it doesn't require a great deal of expensive equipment. Commissioner Barry Jacobs concluded the symposium by thanking everyone for participating. He pointed out that the task force represented a broad-based coalition, bringing together the schools, the towns, the county, the private soccer organizations, and the public at large. He noted that a solution to the identified need for additional facilities would require the continued support of all these entities. He also encouraged participants to make their desires for additional soccer facilities known to their elected officials. Recommendations At a meeting held after the Soccer Symposium, task force members concluded that additional work was needed in three areas, and formed subcommittees to develop draft recommendations for the entire group to consider. The three identified areas were: Access Issues —Specifically this subcommittee was charged with identifying ways to make programming available across various racial, ethnic, gender, and age groups. Rick Kennedy chaired this committee; its report is shown in Attachment A. Models/Economic Development—This subcommittee was to look at models of public/private partnerships in various locations across the state and region and to estimate the potential economic impact of soccer in Orange County under select scenarios. Dianne Reid chaired the committee; its report is shown in Attachment B. Inter-league Cooperation —This subcommittee focused on ways to ensure cooperation among the soccer leagues, including ways to share practice fields and any complex for soccer matches that might be developed. The group also examined public/private partnership models in relation to cooperative arrangements. Patrick Sullivan chaired this committee; its report is shown in Attachment C. Based upon the work of the subcommittees and the task force as a whole, the group has reached consensus on the following findings of fact: • Facilities do not currently meet the demand for soccer fields. • Due to the limited number of fields, fields are overused, resulting in poor (and potentially dangerous) field conditions. • Latino teams have great difficulty securing fields due to the lack of language fluency, limitations of available transportation, and a lack of knowledge about procedures for securing fields. • Relative to many other sports, soccer has low equipment costs and is thus relatively inexpensive to play. (As one citizen said at the symposium, "You only need a ball and some level ground.") • Soccer deserves promotion because it is a "clean industry" that has positive net economic benefits, while promoting teamwork and a healthy life-style. • Positive economic development impacts (in terms of tourism expenditures) result from hosting tournament play. Task force members also conducted research on the average cost of construction for fields, excluding design cost and the cost of land. Based upon data supplied by the Capital Area Soccer League (CASL) for the development costs of two fields in Raleigh and twelve proposed fields in the southern part of Wake County, basic field development (clearing, grading, sedimentation and erosion control, seeding, provision of gravel roads and parking, basic signage, and some landscaping) appears to average between $71,000 and $95,000 per field (1998 dollars). In Orange County, we have actual cost data for development of one full-size field (which is a combination soccer and softball field) at the Efland-Cheeks Community Center. For this field, costs for clearing, environmental testing, grading, seeding, and storm drainage totaled $290,000. The irrigation system cost$40,000 and lighting (with underground wiring) cost an additional $80,000-100,000. Presumably there are economies of scale (lower per unit costs) in developing multiple fields at one site. We also have budget estimates for the athletic fields at Smith Middle School (where two full-size soccer fields are to be constructed, one exclusively for school use and the other to be available to the public after 4 p.m.). According to the budget, the cost of a basic field (grading, seeding, storm drainage) is approximately$53,000; the cost for irrigation is $25,000 per field and the cost for lights is $70,000 per field. In addition, the Soccer Symposium Task Force reached consensus on the following recommendations: • Fields should be located in a disbursed fashion throughout the county in order to improve accessibility for all and to reduce travel time. • There should be multiple fields at each field site so that parents can drop off children of different ages. • Fields should be irrigated and lighted, and sited in an environmentally-sensitive manner. • A promising model for field development is one in which public entities provide basic fields and soccer organizations finish the facilities. • A public-private partnership should be established to explore development of a soccer complex in Orange County, with established soccer interests to take the lead in fundraising for construction. • All soccer organizations in the county should collaborate to provide coordinated soccer programming throughout the county. In this scenario, the county would supply facilities, the private organizations would provide programming. • If county funding is involved, including providing land, scholarships will have to be available to county residents who cannot afford programming fees. • Consistent with the Master Recreation and Parks Work Group Report, the acquisition of land for soccer fields should be included in active recreational areas developed pursuant to future bond issues. As mentioned previously, the Soccer Symposium Task Force is committed to help provide adequate sports facilities for all county residents. Further, the members of the Task Force stand ready to assist the Commissioners in further refining and/or implementing the findings and recommendations contained herein. Attachment A Subcommittee on Access Issues: Expanding Participation in Soccer in Orange County Orange County can choose from a number of viable strategies in order to expand the diversity of residents participating in recreational soccer leagues. These strategies include increasing the number of fields and widening their distribution throughout the county; controlling the costs of participation; reaching out specifically to minority communities; adding field lighting to extend hours of usefulness; improving the coordination of activities; and decreasing the size of team rosters. This report addresses each of these approaches. Transportation: Transportation to practice fields is a major problem for many in our community, especially young people and segments of the Latino population. If practices could be held at local school soccer fields, and new practice fields could be built in neighborhoods that are on bus lines, transportation problems could be reduced. Orange Public Transportation could also be enlisted to provide service in certain areas. For the most part, current league play isn't a realistic option for families with working parents because practice and games are often during normal working hours. Special consideration should also be given to placing some new fields in the northern part of Orange County. Presently, most residents of northern Orange must travel to Chapel Hill to play. This creates a situation where travel time is greater than time spent on the field. Cost: The cost of enrollment in a soccer program is often a barrier to participation. Many of the existing leagues charge hundreds of dollars to participate, and even with scholarships the cost is too high for many families. If Orange County could help minimize fees, leagues could attract players who otherwise can't participate and currently aren't represented. Outreach: The demographic mix might be improved by more active outreach to minority communities. Working through schools, community organizations, neighborhood resource centers and other established groups could be effective in increasing minority participation. Opportunity: Better and more numerous fields would attract players who have either chosen not to play, or have decided to play elsewhere. Many children and adults travel to other counties to find adequate facilities. Lighted fields increase the number of games and practices possible per field. Lighted fields extend playing time and offer a chance to many who currently can't get to a game or practice due to their daytime responsibilities. Smaller team rosters occasioned by more playing options would mean more time participating and an improved experience, likely attracting more players. As it is now, teams often have more than twenty players, resulting in much sideline time for individuals. Attachment A Coordination: Coordination of game times and locations might improve participation by easing the logistical difficulties for families with multiple players, or for players with multiple games. Without coordination, some families must spend a considerable part of the day shuttling players back and forth. Players with multiple games or players who also coach for other teams often must do the same. New fields should be sized to accommodate a variety of ages and experience levels at the same location. Attachment B Subcommittee on Economic Development: Models of Public/Private Partnerships in Soccer and Estimates of the Sport's Economic Development Impact The Soccer Symposium Task Force Subcommittee on Economic Development was charged with examining how other areas had capitalized on the growth of soccer to secure economic benefits for the local community and specifically how those areas had developed soccer complexes for tournament play. Over the past two decades, soccer has been the fastest growing sport in America. The pattern holds in North Carolina, and particularly for girls. According to the North Carolina High School Athletic Association, in 1986, 50 schools had women's soccer; in 1999, 234 schools had women's soccer teams. In most localities, responsibility for the development of soccer programming, playing fields, and soccer complexes has been given to a non-profit soccer association. These associations have been able to secure land through below-market land leases or outright gifts. In Fayetteville, for example, the local soccer association has a long-term land lease from Methodist College. The association then pursued private funds to build multiple fields on the land. Greensboro Youth Soccer Association Soccer in Greensboro began in the early 1970s with about 350 payers. In 1978, the Greensboro Parks and Recreation Department dropped its sponsorship and the Greensboro Youth Soccer Association (GYSA) was formed as a non-profit group. GYSA helped develop, in addition to the recreation teams, challenge teams which play teams from neighboring cities, and classic teams which travel throughout the state. The Association held its first soccer tournament in 1980, with a net loss of income. By the second tournament, 144 teams participated from 17 states, and the GYSA had a net profit of $7,500 and the association began a program of fund raising for a field complex. In 1983, Joseph Bryan donated money for the expansion of Bryan Park and the City of Greensboro agreed to lease GYSA land for fields if the association paid for development of the land. Private individuals and corporations were asked to donate funds. Those donating enough money to pay for the development of one complete field got that field named in their honor. As of 1999, 11 fields had been built. The GYSA also raised enough money to build a concession stand, a restroom, and to pave the parking lot at the GYSA Soccer Complex at Bryan Park. Capital Area Soccer League In Raleigh, the Capital Area Soccer League (CASL) dominates the sport. CASL began in 1974. According to its statistics, the number of players doubled in the last decade to more than 12,000. Players start at age 5— including 15 percent of all Wake school children — and include adults. The league owns or controls 60 fields, uses 40 Wake public school fields, and is building or designing 25 more. In the fiscal year ending in July 1998, CASL reported revenue of $1.6 million and assets totaling $3.2 million. The fields managed and maintained by CASL include the WRAL Soccer Center, one of the largest soccer complexes in the country, with 25 Bermuda grass soccer fields in a 118-acre complex. As suggested by the name, the land was donated (to the City of Raleigh) by Capital Broadcasting. The complex includes three lighted fields, parking for 1,250 and seating for 3,000. Attachment B Just this summer, CASL obtained commitments from the City of Raleigh and Wake County for$5 million from the countywide motel and meals taxes to serve as seed money for the first phase of the State Capital Soccer Park in Cary. The league plans to build a 5,000-seat stadium, eight soccer fields, including six that meet international standards, a three-story field house, concession areas, restrooms, 2,000 parking spaces, and a cross-country course, at a cost of $14.5 million. The park will be constructed on a 131-acre state-owned site for which CASL secured a lease in March 1999. According to an economic impact analysis prepared by an assistant professor of parks, recreation and tourism management at N.C. State University, CASL projects the facility will attract 31 events each year, with a total paid attendance of 141,358. The report forecasts that 16,447 out-of-town visitors will stay overnight. CASL leaders contend they have a proven track record of attracting people to the Triangle and claim an annual economic impact of $18.7 million. Last year, according to CASL, 14,000 rooms were booked with people who attended league events and tournaments. Projecting Local Economic Impact To project the economic impact of a potential soccer complex in Orange County, the subcommittee took a conservative approach, assuming only three tournaments would be held annually. We looked at the impact for a four-field and eight-field complex, and assumed that some preliminary matches would be held on existing fields. With a four-field complex, 24 teams would be accommodated; an eight-field complex would accommodate 48 teams. We further assumed that each team would account for 40-50 participants and spectators (20 players and coaches and 20-30 family member spectators) and that the tournaments would last two days. Therefore, the total number of people projected to attend would be: With 4 Fields With 8 Fields @40/team 960 total 1,920 total @50/team 1,200 total 2,400 total The subcommittee used typical daily expenditure data for sporting-event tourists (supplied by the Chapel Hill/Orange County Visitors Bureau) of $125 per room night and $50 per day for day-trippers. Assuming that room nights equal one-half the total number of participants and spectators, the formula for economic impact would be: Direct Economic Impact = '/z Total number attending x $125 + '/z Total number attending x $50 x 2 days This results in the following projected direct economic impact, per tournament: With 4 Fields With 8 Fields @40/team $78,000 $156,000 @50/team $97,500 $195,000 Thus, total direct economic impact per year, assuming three tournaments, would range from a conservative $234,000 (4 fields @ 40 people/team) to $585,000 (8 fields @ 50 people/team). Attachment C Subcommittee on Inter-League Cooperation: Developing a Public-Private Partnership and Ensuring Cooperation Subcommittee: Charge: 1. How to make public-private partnerships work in Orange County with regard to soccer fields. 2. How to ensure cooperation among the various soccer organizations. 1. Public- Private Partnerships Public entities: The public entity in this case is Orange County. To the degree that the Orange County Parks and Recreation Department or other government agencies must be involved, they may act as agents, but ultimately funding must come through the Orange County budget. Private entities: Rainbow, Triangle Futbol, Durham-Chapel Hill Strikers, YMCA, Hispanic league, and corporate sponsors. A. Model of Public Private Partnership One model of a public-private partnership is found in Wake County, where the county contracts with the Capital Area Soccer League (CASL, a non-profit organization) to run soccer in the county. The county makes the land available for fields and CASL develops the fields. CASL runs leagues for age groups ranging from small children through adults (total about 17,000 participants) and finances its activities through fees from players, numerous tournaments at its various soccer complexes, and fundraising from corporate sponsors. B. Model for Orange County We suggest a modified model for Orange County. While large soccer complexes for match play and tournaments would be the responsibility of private organizations, the county would make land available for practice soccer fields (as near as possible to population centers). The private soccer organizations would jointly and cooperatively agree to lease these practice field sites for a nominal fee, develop these fields, and manage their use. 2. Private soccer organization cooperation. We envision cooperation among the private organizations as being similar to a model currently in use, the "Mid-states Challenge Soccer League." This league was formed three years ago by the Durham-Chapel Hill Strikers and Carolina United (now Triangle Futbol), but all local soccer organizations were invited to send representatives to cooperatively manage the league. The league is not owned by any of the local organizations. Each soccer organization provides teams to play in the league and commits fields for league use on Sundays. Each organization sends representatives to set policy, to direct the scheduling of league games, and to coordinate with referees. We propose that soccer organizations in Orange County be invited to send a representative to a body (Joint Orange County Soccer) that would be responsible for coordination with the county on the development of practice soccer fields and in exchange for that development, obtain the right to the management and scheduling of those fields with reference to guidelines agreed to by the county.